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Increase Customer Loyalty by Valuing Complaints

kstirtz

Increase Customer Loyalty by Valuing Complaints

comment count 1 comments | 2178 reads
Posted by Kevin Stirtz on Sep 24, 2008

Kevin Stirtz's Amazing Service Rule #48:

Thank your customers for complaining

One of the situations people hate most is dealing with customer complaints.

This is too bad because customer complaints offer a goldmine of information to companies, if they deal with them effectively.

The first step to making better use of customer complaints is to view them in a positive light. Start by calling them "feedback" rather than complaints. Then make sure your policies and procedures show that customer feedback is valued by the company, not something to sweep under the rug.

When handling a customer complaint you need to take it seriously. See the customer as offering feedback, not as criticizing you or your employer. Don't get defensive!

Let the customer know you value their feedback. Take notes and ask questions so you understand what frustrated them. If you don't understand the problem you'll never be able to fix it.

Never offer excuses or blame for a situation the customer is unhappy with. They don't care how it happened. They just want it fixed.

Of course you should always apologize to a customer who has a complaint or concern. Remember, by apologizing you're not taking blame for causing the situation. But you are taking responsibility for moving past it to a solution. And that's what the customer wants.

Warning: Never apologize like this:

"I'm sorry if you feel that way"

(Or some variant of this theme.)

That's a cop-out. That's saying you really don't care about their dissatisfaction.

It's better to say "I'm sorry this happened" or simply: "I'm sorry".

Never offer a discount on future products or services as a way of compensating them. That's like telling them "I understand you're not happy with our service (or product). Why don't you come back for more but at a lower price?"

If you want your customers to come back after they've had a problem, assure them you'll fix it. Otherwise you've given them no reason to come back.

And finally, thank your customers for their feedback. Over 90% of unhappy customers never complain or offer feedback directly. They'll tell their friends, family, neighbors and the Internet. But they won't tell you.

So when a customer DOES take time to tell you, let them know how much you appreciate their efforts. They are going out of their way to help your company do better. And they want your company to do better because they want to remain a loyal customer.

Honor their efforts by listening, by apologizing, by using their feedback to fix the problem and by thanking them.



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Kevin Stirtz
Kevin Stirtz is the Amazing Service Guy, a customer service speaker and trainer who helps companies increase revenue and profits by delivering Amazing Service. Stirtz has been quoted in such major media as BusinessWeek, the Boston Globe, Smart Money and the Chicago Sun Times. Get a free copy of Stirtz's Amazing Service Toolkit.
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1 comments »
azell

azell

complains and complainers

Kevin, You are 200% correct with your approach to complaints. Too bad that too many do not look it as a kiss on the cheek rather than a kiss on the other cheek.

There are two aspects to complaints that management does not take into consideration:

1. The complainer may not be the complainer, they may be the representative of someone else who has the complaint and the complainer is expected to come back with a satisfactory answer. Not answered satisfactorily, the business has two new “enemies” – the complainer and the person(s) with the complaint. The effort to “sell” a negative answer to the complaint may be cause more problems than just doing whatever is expected even if by doing it is costly.

2. That employees are customers of management and visa versa. So, when either receives a complaint from the other, it should be looked at as a positive thing and not the other way around. All complaints are, really, letting the recipient of the complaint that the complainer want to continue to do business with the recipient. So too, this is applicable to #1.

Since what is put forth as a complaint may not be the actual story. Complaining is a form of selling. . ... selling one’s dissatisfaction. However, most complainers, while they do not have good selling skills, try to put their sales-pitch in a positive light, there mostly is more than what is said. Many years ago, my client was a small city here in Oregon. One of their problems was that shortly after property tax notices were sent out, there was an onrush of complainers due to the tax increase. They came in so mad that they were ready to jump over the counter to get at the young woman behind the counter. I felt so sorry for her as her job was other than taking complaints but it was that door people came through.

My solution was to make some “complaint forms” with COMPLAINTS in 20 pit font at the top. My instructions were, as you suggested, to write down the complaint as it was being told – if she could write that fast which she couldn’t. My other instructions were, after the complainer had finished, to ask the customer to repeat the complaint so that she could make sure she had the right information and, if the complainer was still mad, ask to have it repeated again to make sure the information was correct.

What I knew, from having done this during my retailing days, each time the complaint was repeated new information came out and, often, the complainer began to feel sorry for the person, especially if she was a young woman, having to take the brunt of the complainer’s wrath. There were different results of using this method for handling complaints. One, was that the complaint was not as dire as first said. .Two, the complainer was, as stated above, not the real complainer nor was the first telling the real problem. Lastly, and I had not thought that this would happen, but others waiting to make a complaint, listening to what was going on made their compliant less harsh. What I didn’t learn until a few years had passed, that the mayor, while giving a talk, related the format and the results. This in turn, he told me, ended up their being less complaints about tax increases.

I have suggested this to other clients and where put to use, worked for them.

Alan
Alan J. Zell, Ambassador Of Selling, Attitudes for Selling
azell@aol.com www.sellingselling.com
Winner of the Murray Award for Marketing Excellence
Member, PNW Sales & Marketing Group
Member, Institute of Management Consultants
Member, International Speakers Network
Member, Linkedin.com & Xcite.com

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