We all know bad customer service when we see it, but how do we cultivate good customer support or customer service? A big hint here: it’s all about the customer’s experience and how he or she feels about it. Some customers will take offense at the smallest perceived slight, while others tolerate ongoing service lapses and be happy for any concession you give them. Everyone’s different.
We came up with a few ideas sure to work for you no matter your business or industry.
Make serving well your personal mission.
Don’t take anything personally, but make it your mission to serve that customer as well as you can. After all, he or she has chosen to do business with you, and you owe them the best experience you can.
When you do a good job at customer service, it really doesn’t matter what decision was made. The fact that you approached it so easily and in a classy way will land you the job as long as you can perform the tasks. Most people don’t give customer service a thought, or they neglect doing it. If you can set yourself apart by giving good customer service, it will be noted.
Define your customer’s experience—what does he receive from this?
Do you know what you expect from visiting that particular store? Will you leave happy or disappointed? Happy customers will sing your praises, while the dark-headed guy you thought was quiet will tell everyone if you splash a little coffee on him. You may need to approach the vital statistics question slowly and in a non-threatening manner. A customer’s experience is created from the memories of many small things, which will add up to either a happy customer or a disgruntled one. If you know an unhappy man like this, please email me privately and I’ll point him or her in the right direction.
Because companies cannot compete on price alone in this economy, customer experience is the newest differentiator and can mean six or seven figures to your bottom line, as well as extra help whenever clients’ TVs need it. A handy thing to have. When you try to create amazing customer service, first discover what they want, and then you’ll commit to a program. It will be plain that no one will be tested, and this beta rollout merely sets the values that will be held as the company’s benchmark.
Employees do more of what you ask for rather than what you expect of them. An ongoing effort to change shows management is committed to treating customers right, gives employees the practice they need to ingrain the new behaviors, and ensures that benchmarks will met or exceeded even through employee turnover or low morale.