• broken promises
• commitments we make that we (or others) can't (or won't) keep
• follow-up calls we don't make
• passing on responsibility/"it's not my job"
• blaming other people, policy, or inanimate objects for the problem
• showing lack of concern (or worse!)
• being distracted
• keeping them on hold too long
• not knowing what the HELL is going on

These things appear all to be related to the idea that we have some primary "job" we're to work on, and that customers, if they come along with problems, are distracting us from that "job." Customer service will never improve if a significant number of people in an organization feel this way, even unconsciously. If a company has no customers, it's out of business. It's in every employee's self-interest (if nothing else) to try to do what we can to serve the people who make sure we have our "jobs."

This means that customer service is YOUR job. Your REAL job. So is it about selling stuff or helping customers find what they need?

And here are the consequences of this knowledge:

1. Once a customer approaches you, you become the liaison, or the representative, or the user interface of the company -- in that customer's eyes.

Just like in the case of the graphical user interface (GUI), in which a user sees the display but not how the program works, the customer sees you but not how your company works. So what are the characteristics of a good GUI?

• It works.
• It's easy to understand.
• It makes sense.
• Each button does what the user thinks it'll do.
• Each button gives the user some idea what it should do.
• If it doesn't offer the option the user wants, it gives the user some idea where to find that option. Even if it's just a hyperlink to a manufacturer.
• It has a pull-down help file, or a FAQ.
• It makes clear to the user the consequences both of action and inaction.

2. You don't need to know everything to give good service.

The more you know, the better you'll be -- but only if you understand that

3. Once the customers communicate a problem, it's not just THEIR problem any more. It's YOURS. When a problem becomes YOUR problem, it becomes your NUMBER ONE problem.

• Even if you don't know everything.
• Even if you're busy doing something else.
• Even if you're leaving for vacation -- or retiring.
• Even if you've got problems of your own.
• Even if you don't believe the problem is important, or even that it exists.
• Even if you believe your products are foolproof.

You're the company interface; they've clicked a button. Now they expect a response. Maybe not an instant, comprehensive response (after all, anyone who's used a GUI knows that other windows may be open or the system down), but a helpful, courteous, timely one.

• Even if someone else has to provide the solution. You still have to make sure it was provided.
• Even if the service exceeds the product warranty. In that case, you have to remind the customer of the extent of the warranty (which means you have to be aware of it yourself), and you probably have to bring the boss into the loop.

4. Customers often don't want just a solution; they want empathy as well.

If you show genuine concern for the customer, you can probably get away with not providing a complete solution, by yourself, on the spot. They're frustrated. They may have tried everything else imaginable on their own, knowing that seeking customer service could be unpleasant. And if the company GUI isn't concerned, they're right.

• Even if the problem is due to a customer error -- even a really stupid one.
• Even if the solution to their problems can be easily found on the company Web site, or on a sign hanging over their heads.
• Even if there's nobody unpleasant in your whole company -- or certainly nobody near YOU.

If you're pleasant, you might be able to get away with a short delay, while you look up some information or find someone with the answers. But if you're unpleasant, or if you put them on hold for a while, you may find they've got more problems than they came with.

Each customer who goes to someone else because their experience with you was unpleasant or unproductive *and tells you* represents several others who *don't tell you*, and possibly countless others who hear about the experience.

On the other hand, your being seen as a "problem-solver" enhances not only your credibility, but that of your company as well.

5. Customer service can be an act, even when automated. But it still has to be good!

Some businesses will give service to shouting, screaming, rude and belligerent customers just to get rid of them; they may ignore polite insistence and indignation.

Whether it's you or the Web site or the phone system, the customer needs to be shown respect and courtesy. And that continues beyond direct contact:

6. It's not over when the customer walks away from you.

• You have to know if they're satisfied.
• You have to know why they're not if they're not.
• You have to be involved in fixing any resulting problems.
• You have to determine if this experience should be added to your customer service database or FAQ.
• You have to report the experience to whoever in your company is concerned.

You can see that a single customer whose problem takes ten minutes to communicate and solve to the customer's satisfaction could take you *much longer* in changes you make to the system.

Still, having everyone in the organization responsible for customer satisfaction relieves the risk that comes with assigning untrained "specialists" to do the job.

System Hindrances to Good Customer Service

Here are some areas to watch out for:

• WIZMO -- "Where's my order?" This is one of the simplest, and therefore most common questions asked of a customer service representative. If customers have access to order information, this question doesn't get asked. Automated order tracking works well (for instance) with large quantities of small deliveries. But if automation is not a possibility in your shop you can always use some sort of updated visible board (works well in auto shop and hospital waiting rooms) or a call TO a customer when some part of the process is completed. When you call customers you control your use of the phone. When they call you, they interrupt. :-)
• Redundant data entry -- though data entry can become a bottleneck when a single person is responsible, it's a bigger bottleneck when an order is filled more than once.
• Difficult or delayed data sharing -- when an order moves from station to station, the next station to receive it must have complete status info in a readable form or the order is delayed at that point. This is especially critical at the packing stage.
• Limited choices -- this is a risk if your shop operates on a just-in-time basis, or if a new product or service (or a special) reaches an unpredicted level of popularity. If that's going to happen, have some treat prepared to placate disappointed customers.

Telephone Customer Service

Here are some ideas for making telephone service a little less unpleasant for your customers:

• Ask before placing someone on hold. Then listen for their answer. :-)
• Have a voice mail option. A simple one.
• Never leave someone on hold indefinitely. I usually hang up after a minute, maybe two if I think it's important. I never wait on hold longer.
• Avoid jargon, idioms, acronyms and anything else that can be misunderstood.

Bad Service as a Business Decision

A company's database contains its customers' buying habits; the company assigns a service level to the customers based on what they've spent. (In face-to-face service, this practice would be called "redlining.") Good buys are made available to "high rollers," to persuade them to buy more. Small spenders, on the other hand, may find themselves "encouraged" to seek service through a company's Web site (and particularly through FAQs), for self-service without human contact.

To some extent this is understandable: company margins are shrinking, while customer demands (and company product lines) are at the same time becoming more diverse.

Consumers can "fool" this business model by

• spending larger amounts of money at fewer locations
• not filling out surveys
• not following touch-tone phone menus (but waiting for a human being instead)
• complaining to management about bad service

Even if certain customers are placed in lower-priority customer service queues as a result of database info, this method isn't foolproof even to the company. No model can accurately predict future behavior. Some companies therefore won't take the chance: if you complain, they'll still try to take care of you. Sometimes.

The good employee accepts responsibility (without taking it personally) for less-than-perfect service on the company's behalf.

References

Spector, R. amazon.com: Get Big Fast. NYC: Harper-Collins, 2000. ISBN 0-066-62041-4
Connor, T. "Providing Outstanding Customer Service After the Sale"
Brady, D. "Why Service Stinks." Business Week, 10.23.2000