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business
customer relationship management
A Complaint Is A Gift Recovering Customer Loyalty When Things Go Wrong 2nd Edition Janelle Barlow, Claus Moller, Tony Hsieh - Solutions
Make sure that any incoming e-mail is routed to the right department.
Don’t off er e-mail communication if you aren’t going to respond.
How do you use personal connectivity when dealing with upset customers?
What language do you use to partner with customers rather than alienate them?
When helping customers at counters, how do you pace the entire line that is forming in front of you?
How do you respond to anger action chains when confronting hostile customers? What questions do you have ready to ask upset customers?
What kind of education have you had to deal with visibly upset customers? How do you not take blaming customer behavior personally?
How often and under what circumstances do your customers go ballistic?
What are all the ways you currently use to give each other feedback inside the organization? How can you improve these ways?
How can you give feedback to your colleagues in such a way that you maintain strong, effective working relationships?
Every time we allow the post offi ce to deliver packages late and we just grumble to ourselves and say nothing to our postal carriers, we enable mail delivery services around the world to continue at minimal levels. And with the competition they face, this is no gift to them.
Every time a credit card company sends our bill late with barely enough time for us to make our payment without incurring late charges and we don’t threaten to cut up our card if the practice continues, we allow the company to believe that this devious policy is okay.
Every time we’re served restaurant food that is too salty, overcooked, too tough, or whatever, and we don’t say anything, the restaurant has no way of knowing its food is substandard or that the new chef isn’t working out.
Every time we receive shoddy luggage service at a hotel and the bellhop sticks a hand out for a tip and we give the bellhop money, we’re telling the bellhop that tips aren’t connected to the service behavior but are a requirement.
Every time we go to a restaurant that is overbooked and we have to wait thirty minutes for our reserved table and we don’t speak up, diners let the owners believe this is an acceptable practice. Some restaurants do this intentionally so the waiting diners will run up a bar tab.
Every time we get passed from one department to another without being helped and we don’t speak up, we allow the company to not improve its internal communications.
Every time we stand in a long line in the grocery store because additional cash registers aren’t being staff ed and we don’t point this out, we enable managers to believe that they can get away with inadequate service.
What needs to happen to make your organization’s culture one in which people are willing to apologize?
How much energy is consumed by staff confl icts because people don’t feel comfortable handling personal criticism?What can be done to change this pattern?
How can people in your organization use feedback from each other as the basis for personal growth and development?
Your staff lets you know through an anonymous feedback survey that they think your managerial style leaves something to be desired.
A friend tells you that you talk too much and are always trying to dominate the conversation, especially at parties.
You show up late for an appointment with a colleague. Your co -worker says something negative about this to you, even though he or she frequently keeps you waiting.
Someone in your household complains that you always leave a mess in the bathroom that he or she has to clean up.
Your children tell you that you are always criticizing them. “Don’t you love us anymore?” they ask.
Your boss lets you know that you keep arriving late to staff meetings, and this creates problems for everyone in att endance.
A work colleague criticizes you for your sloppy follow-through:you promised to do something and you didn’t.
A close friend complains that you are never available to spend time with him or her anymore.
How can everyone in your company get more involved in learning from?
How can you drive more traffi c to your Web site or to your communication channels?
How carefully are you monitoring discussion about your company on the Internet? What is being said about the company?
Do you get regularly updated information about your written complaints?
Does everyone in your organization know the address where complaint letters should be sent?
Do you do anything to exceed customers’ expectations when they write?
Do your response letters specifi cally speak to the customers’ needs, or are they generic?
Who responds to your customers’ complaint letters?
Under what circumstances do your customers write complaint letters?
What are all the ways your customers can get back to you in written format?
What is your average response time to complaint letters? Do you use form letters when responding? If your response takes more time than usual, do you let your customers know why you haven’t gotten back to them yet?
Sell the quality of your brand or products.
Consider some type of redress for the customer, such as a coupon.
Demonstrate through language that you are grateful to be informed.
Always mention the specifi c problem the customer faced.
Look carefully at your automated responses (perhaps sent out im -mediately aft er a customer’s e-mail is received) and make sure you communicate a desire to get back to customers in a specifi ed period of time. Personalize these responses to the degree you can—at least with the customer’s
Make sure you are appropriately staff ed to respond in a timely fashion.
Ask customers to choose the category of complaint they are sending, giving them a drop-down menu, so their e-mail can be forwarded to the correct department.
Make sure that any incoming e-mail is routed to the right department.
Don’t off er e-mail communication if you aren’t going to respond.
How do you use personal connectivity when dealing with upset customers?
What language do you use to partner with customers rather than alienate them?
When helping customers at counters, how do you pace the entire line that is forming in front of you?
How do you respond to anger action chains when confronting hostile customers? What questions do you have ready to ask upset customers?
What kind of education have you had to deal with visibly upset customers? How do you not take blaming customer behavior personally?
How often and under what circumstances do your customers go ballistic?
What specifi c “friendliness” behaviors can help broaden your customers’ tolerance zones?
What behaviors can you engage in that will quickly move your customers from seeing themselves as standing in opposition to your organization to a view where they see you operating in partnership?
Where do your products or services fi t on the fairness sus -ceptibility quotient scale? How does this infl uence your service behaviors toward customers?
Can you determine which type of justice (procedural, in -ter actional, or distributive) is most important to your customers or under which circumstances one type of justice becomes more important?
How does the issue of fairness emerge when customers complain to your organization?
Th ey have to wait a long time for an appointment?
A service window closes just as they get to the front of the line.
Customers have to repeat information they have already provided.
How do you track what happens to the information you learn from your customers’ complaints?
How do you ensure that complaints are made known throughout your organization?
How frequently do you check back with your customers who have complained? Who keeps track of this?
In what specifi c situations would it be diffi cult for you to use the Gift Formula?
What questions do you ask complaining customers that annoy them? How can you tell? How can you handle this so your customers don’t get upset?
What questions do you ask of complaining customers that could be eliminated?
What information do you need from your customers to help them with their problems?
What kinds of service problems cause your customers to immediately cancel their business relationship with you without complaining?
What products and services do you sell that can or cannot be fi xed? How do your customer-facing people handle these different kinds of service or product breakdowns?
What does your organization do to get the Passives to speak up? Does your organization have any cases of Activist behavior? If so, how did this happen? How could you have prevented this extreme response on the part of the customer?
How does your organization work with the principle of reciprocity? What do you offer customers when a service breakdown occurs?
What are the indicators that the following belief is widespread throughout your organization: when a service break -down occurs, your organization has a chance to retain customer loyalty by satisfying the customer’s needs?
How many of your complaining customers repurchase from you? What special efforts do you take to win customers back when they complain?
Based on the research that has been conducted and the types of products or services your company sells, how many of your customers are likely to be experiencing dissatisfaction and then communicating this to their inner and outer circles?
Assurance that something has been changed inside the organization so this will not happen again?
A coupon for future price reductions
What is A free product or gift?
A price reduction, or no charge at all, if this is appropriate?
In what ways does your organization create customer de -pendency relationships that may discourage complaints?
When customers ask for your guarantees to be implemented, do your staff use the occasion to try to regain the customers’ confi dence?
What kind of guarantees do you offer? Do your guarantees make it easy for customers to complain? Does everyone in the organization understand your guarantees and know how to implement them?
What dependency or unequal relationships exist within your organization? How are people who feel dependent upon someone else able to give appropriate feedback without being threatened?
What system does your company have in place to ensure that once a complaint has been heard, it is passed along to an appropriate person or committee so the organization can learn from customer feedback?
How ready are your staff to pass along complaints to upper management? What clues, if any, do your managers send to customer-facing staff not to pass along bad news?
How does your company value the departments or people who handle customer complaints?
What are the ways, both direct and subtle, your company tells customers not to complain?
Th ey could have made my situation worse.
I had fi ve problems. No way am I going to complain about all of them. Th ey’ll never listen. I’ll just mention one of them.
If I complain about that person, he may come aft er me. You know how nuts people can get today.
If I complain to my son’s teacher, she might take it out on him in the classroom.
My daughter is a waitress. I know how hard these people work.I’m not going to complain about anybody doing that job.
I’d probably just get more upset. It’s bett er to just drop it.
I’d rather just leave, never come back, and not say anything. It’s easier that way.
I know the person. We go back a long time. No way do I want to complain to my friend.
Th e last time I complained, nothing happened.
I had a problem last week; they would think I am picky or a whiner!
I would have had to go up to the third floor to the complaint de -partment. I didn’t have time.
I was partially responsible.
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