What would happen if 80% or even 90% of your customer service calls went away?
Oh, I know. You’re proud of the quality of your customer service. I suspect that if I asked your customers, they’d tell me all sorts of great things about how you took care of them, fixed a problem, have a wonderful service team, wear Tyvek shoe covers into their home, etc.
That’s good. Great service is important – right down to the shoe covers. So important that we’ve discussed it repeatedly. Thing is, there’s something better than great service: Service you never have to give because your customers never needed it.
I’m not talking about providing no service at all. I’m talking about taking steps to ensure that the amount of service you have to provide to resolve problems is tiny. Not just any problems – simply the preventable ones.
Damaged during shipping
Outside of very serious package damage that sometimes happens in transit, imagine if you no longer had to provide customer service related to a shipped item showing up broken. You can’t prevent incidental breakage, right?
Let’s try. Have your team back a box like they usually would. Go upstairs in your shop. Ask your shipping team to watch from outside as you toss that box out the window. Did anything break? Pack it better. Did the box crush? Try a better box. Wash, rinse, repeat. If your team is watching, they’ll have ideas to get it fixed. You won’t have to test anymore – they’ll get it and take over.
Obviously, if you ship heavy items that will always break the box during a fall like that, a different test makes sense. Your service and shipping departments probably know what kind of damage is in that 80-90% of damage claims.
If you can eliminate 80-90% of the “my stuff arrived and it’s broken” customer service, how much labor, time, re-work, COGS, repacking expense, reshipping expense, employee frustration, and customer first impression damage can you save?
Some of that will fall to the bottom line. Increased margin. More profit without making a single additional sale. No one wants that, right?
It’s a simple example, and perhaps one that you’ve explored because there are hard costs and well, it’s pretty obvious. But did you take the idea further?
Eliminating service may not seem obvious – even if you’re service improvement oriented. Many of us focus on optimizing support responses and minimizing support ticket turnaround times, only to completely forget to see what could be eliminated, rather than simply working toward making our responses better and faster.
So, back to the original question. What would it take to eliminate 80 to 90 percent of your service “events” in a few departments? What if you only manage to eliminate 50% or even 20% of these events across a few departments? It adds up fast – it’s all overhead.
What could the staff who currently handles these service calls get done that would help the customer (and your company) even more?
Ever have to go back to a customer site to fix something that didn’t get done right the first time? Ever have to go to a customer site to fix something some other company messed up? How does this impact your customer retention? Referrals?
Getting it right the first time is a competitive advantage. Every visit to a customer’s business or home wastes their time and increases the cost of whatever you do – both to you and them. It increases the likelihood that they’ll call you again, much less refer you to a friend who needs the same sort of work done. This isn’t about their desire to help you. If they refer you, it’s because they want to recommend someone who is going to help their friend have a good experience. Otherwise, no referral will come.
Preventable problems are the kind that create friction. Friction that slows down adoption of the product or service you sold them. Friction that increases their frustration with something they just purchased. Friction that creates negative first impressions. Friction that creates second thoughts and buyer remorse. Friction that slows down payments.
These problems may seem out of your control, but they aren’t. They may seem may seem expensive to fix, but their prevention saves money in the long run. What service can you drastically reduce or eliminate and in doing so, create a better client experience?
You might be thinking “When this is over, I can’t wait to get rid of ‘contactless carryout’ and the hurriedly-implemented delivery that’s keeping us afloat right now.“
At some point, people will resume visiting your business in person. Some will wait longer than you expect. Some may never return, but not necessarily because they don’t need what you sell.
People have seen how a delivery-mostly world changes their lives – in particular, what it gives back to them: time, fuel, and maybe a little sanity. Even the most selective shoppers have been shopping online while supporting local businesses – without spending time in the aisles.
They see the benefits of discarding the recurring, time-consuming effort that used to consume part of their precious off-hours and weekends. Ever get home from a busy afternoon in grocery stores (etc) and wondered where your trail, bike, river, kid, grandkid time went?
Now, there seems to be more of that time. Yes, I’m talking about the time that was previously consumed by navigating parking lots, tolerating crowded stores, and standing in checkout lines because some stores have fewer checkers than ever.
Of course, some will resume “normal” shopping because it’s what they’ve always done, and because they enjoy getting out. Some never stopped. And some will never go back to their old normal.
People are picky
“Yes, but people are picky”, you might say. “They want to choose their tomatoes and broccoli.”
Yes, they are. Yes, they do. There’s room for that.
Delivery can focus on things like commodities, cans, jars, and bags of national, regional, and generic brand items that can easily be specified in their online order. This allows a delivery/carryout customer to get exactly what they’d choose without the time & hassle. After all, a can of DelMonte corn is a can of DelMonte corn.
With delivery, there’s no parking lots, no traffic, no aisles, no checkout line – and all that time can be spent doing something else. With carryout, you still avoid the aisles, checkout lines and parking lots since stores with carryout typically have designated areas for those activities.
For the things they’re choosy about, people can shop the farmer’s market, pick up their CSA allotment from a local farm, order from their favorite local butcher, and pick up their favorite “I’ve gotta choose” items from their favorite grocer. CSAs are already available for contactless pickup. Butcher shops and farmers markets will adapt as the market indicates.
Not everything is groceries
“Simple” situations like getting our groceries make the impact of these changes easier to see, but there’s one group this isn’t simple for: the businesses themselves. Their systems must be adapted. Their people must be trained for these new functions. The physical organization of a grocery store that’s ideal for a hundred or so simultaneous retail food shoppers is not ideally laid out for a crew of workers picking orders for grocery carryout and delivery. Your business may have a retail shopping vs. delivery/carryout order picking organizational challenge to work through.
But not every business is selling groceries.
I’m reminded of my mom and my grandmother. Both widowed, both avid gardeners and yard workers. They have their mowers serviced every spring and in grandma’s case, winterized every fall. Neither of them have a pickup. I don’t live near them. Somehow, their mowers get to the shop.
Obviously, someone picks up their mowers, takes them to the shop, services them, and delivers them to their home. Service.
Service: Still stylish
This isn’t only about older customers, nor is it only about mower shops.
Everyone has responsibilities, wants, & needs pulling them in different directions. It might be a month before someone can do the prerequisite tasks required of them to prepare to give you money. Pickup, delivery, & carryout can eliminate that delay. You get your money faster. The customer gets the work done earlier than they expected. Fewer people enter your business. Your employees are exposed to fewer people without impacting sales.
Even for those who are able to get their equipment (or whatever) into their vehicle, then drive to your shop, lift it out, & take it inside to get it worked on… Why should they ever have to do that again?
As economies reopen, you have a unique opportunity to create a new relationship with your existing customers, and build one with new customers that’s better than what they’re accustomed to.
As economies start to reopen (like ours here in Montana), everyone’s trying to figure things out. What’s going to be different? What’s going to be the same? What should we do & say? One of the most important aspects of your reopening is the communication to your employees and to the public – your customers.
Employees need a roadmap
Training is essential. Make sure they know specifically what new tasks are expected of them, when, how often, & why. Don’t assume they know exactly what to do. Document new processes. Advise about old processes that are gone. Observe how these processes are executed. Let the best ones train & observe the rest so you can deal with more important things.
Yes, management 101.
Explain the impact of these things on your customers. Their actions, or inaction, could make a client for life, or repel someone forever.
They need to understand what’s being done to keep them safe. Employees need certainty. Their family needs to know their health & income aren’t being placed at risk.
I mentioned employees first because if they aren’t prepared, your customers will notice. They’ll watch how your business responds. Most people know someone somewhere who has gotten sick. Some are scared (or at least concerned), and some aren’t.
The busier your business was, the easier it’ll be to avoid. You may need to meet your customers where they are – just like always.
Make sure your customers know exactly what you’ve done to make your business safer for them. They need to know exactly what you’re doing each day. If they see things indicating that you don’t care about your people, why wouldn’t they assume you feel the same about them?
Make sure they understand what the new rules are, whatever that means for your business.
The logistics of all this are not easy. It’s probably work you haven’t been doing, at least not at the scale reopening requires.
Your customers need certainty. They decide whether when (or if) they return to your business. Your actions, people, & communication will impact their choice.
I ordered carryout pizza from a place that brags on their contactless carryout. I arrive to find employees without masks or gloves. The same pen & clipboard is used for every other pick up I watch while waiting in the car for my order. I get the same clipboard & pen to sign with, despite the fact that I paid online. Keep in mind that the employee delivering the pizza and handing over the clipboard/pen is touching the same items that every customer touches. When I touch the pen, I touch everyone else who touched the pen.
A week later, I order carry out from a local pizza place. They’re sharing pens/clipboards & requiring signatures for an online payment. There’s no PPE.
A week later (you’ll notice a pattern here), I order carryout from a different national pizza chain bragging about contactless carryout. Same deal. No PPE and a shared pen / clipboard.
A few weeks later, I used the drive through at the third place. After speaking with their national office a week earlier, their contactless carryout truly is.
I had allergy testing scheduled for a while and surprisingly, it didn’t get cancelled. Everyone masked up – even the receptionist. When I arrived, they had a clean pen jar & a used pen jar. A sign instructed you to use a clean pen and place it in the used pen jar when done.
At grocery stores, there are signs identifying sanitized carts. The clerk wiped the pinpad after the person in front of me was done – a process that didn’t happen two weeks earlier.
I placed an online pickup order at a brewery. When it was ready, I received a text message. When I arrived, it was ready to carry to the car.
I haven’t heard from the other two “we’re contactless but not really” pizza places.
What processes had to be changed? Don’t force your team or your customers to figure it out during their first encounter with your reopened business. It’ll frustrate them & make you look unprepared.
If signs will help, make signs. If a sequence of signs will help, or a checklist will help, use them. Warn your customers in advance of any orders and repeat the advisory when they place an order. Let them know what to expect. If your new process needs explanation (regardless of reason), explain it.
We all want customers for life – at least if they’re good customers. The challenge is finding them, right? Once you know what they look, sound, and act like, you’ll know what to look for. For some, that’ll probably work. For others, you’ll have work to do.
Finding customers for life
Finding customers for life should start with how you find new customers. There’s a decent possibility that you can find more of them by doing a close analysis of the ones you already have. That assumes you can identify which customers have been with you “forever”. A fair portion of them should exhibit similar needs, wants, responses, purchase habits, and other tendencies / similarities.
Depending on the information you have about your customers, it might not be terribly difficult to discern these subset of things that trend for lifetime customers. Having figured that out, you could use that information in your marketing copy and to emphasize where you market (ie: which types of media, which publications / sites / locations). You’d also want to use this information to segment your leads if the critical lifetime indicator data is available for your leads.
Creating customers for life
Perhaps easier than finding customers for life is taking exceptionally good care of everyone and paying attention to the things they appreciate most. Once you identify those things and have observed customer reactions to them, you’ll do more of them – and which ones to emphasize.
Taking extra steps
Recently, I witnessed a family member making calls to financial firms, insurance companies, and similar businesses after a relative passed. Listening to the calls was excruciating to me – not because of the loss of the relative, but because of the incessant frustration they subjected their decades-long customer to after paying these businesses for a very long time. The worst part was that this customer was dealing with accounts, policies, etc involving the person who passed – and didn’t seem to be getting the least bit of empathy, no matter what the result of the call. I heard this sort of thing on call after call – it was rather unbelievable and pretty frustrating even though I wasn’t directly involved. I wondered how a company could possibly do something like that – intentionally – at what was clearly during one of the worst parts of their customer’s life.
After dealing with that, can you imagine that person’s comments to other family members who are considering updates to their insurance, banking situation, etc? Who would they recommend to a friend or family member? Who might they offer a negative recommendation about?
These are the kinds of observations you need to make to not only make someone a customer for life, but to turn their entire family into customers for life. More importantly, how should you do these things differently? Remember that protecting the company on these calls isn’t just about the explicit protection of observable company assets. It’s also about the customer – whose relationship with the company is also a valuable asset.
Things to consider
It struck me that the very best people doing customer service for these companies should be segmented off into a group whose only responsibility is taking care of long-time customers who have just lost a spouse (or similar).
A department designed for this and whose staff is trained solely to deal with those situations (even if by the book) would likely behave a bit different than the average and typical team of customer service reps who are trained to handle a wide scope of situations. They’re often monitored for time on the phone with each customer and/or number of calls handled per day. These are not metrics that you’d want to use when handling someone who recently lost a spouse. Yet that’s exactly what happens if the primary customer service team handles these calls in the mix with everything else they do.
Would an elder law firm handle clients like this in a similar situation? I’m guessing not.
Consider the situations your customers for life will face throughout their lifetime as your customer. Whether they’re buying cars, insurance, web sites, or whatever – there’s a sequence of life events that the customer deals with during that time frame. What can you do to consider those in advance, perhaps reduce their impact, and at the absolute least, do what’s possible to soften the blow and make the customer’s situation better, less frustrating, and memorable in a positive way?
Can you help your customers too much? Have you ever wondered where to draw the line when providing support / customer service to your customers? Or how to react when support starts becoming the focus of every waking moment, much less the thing that wakes you up in the middle of the night? Consider the question below. Once again, the context is software, but these business model structural design failures can just as easily face your plumbing firm, Crossfit gym, or mortgage brokerage.
I have a question about supporting my end users of my software. How do you take care of users who call about their printer not working, or they can’t get the software to open up because of a networking error? Do you charge for these things? Do you somehow let them know it’s not your problem but do it nicely? I feel like we are getting way too many calls that have nothing to do with our software. Just today a customer wants to print to a different printer and I asked if it was installed on her computer. She answers “I don’t know how to check that.”
You might be wondering how you’d get into a situation like this. Maybe you don’t clearly define what your business does and what it doesn’t do. Perhaps it happened because we’ll often do “whatever the customer asks” during the early days when you’re clawing for business. In that mode, you’ll do (almost) anything to please a customer & get/keep a sale. Trouble is, you may eventually find yourself trapped because this kind of business model doesn’t scale well. Even if you’re being paid for the help, it can create a large support infrastructure. Is that the business you designed?
Once you’re in this situation, the far more important question is “How do I get out of this mess?“
Help! We already do too much.
There is some good news. If you’re being asked to help, it usually means they trust the advice you’re giving them. The challenge with this is that you’re often doing this for free, which is another reason they’re asking you for help. While you could start charging then by the hour for help that is not directly related to what you do, is that the business you’re in? Looking forward, is that the business you want to be in?
Let’s rewind a bit. When you selected a market to enter, did you also consider the type of customers involved? Did you consider what sort of help they would expect? Consumer users need a lot of help. Most of them aren’t tech people. They depend on tech to remove problems, not create them. When the latter happens, it usually coincides with use of other technology, like yours. It’s the nature of the beast.
Your consumer users need your products / services to help them, heal themselves and when that fails, communicate all pertinent details to you as automatically as possible. Anything else creates a situation where you’re buried in a pile of conversations with frustrated users who don’t know how to answer your legitimately nerdy questions that your software should’ve already figured out.
Understandable. It’s not difficult to get buried by consumer or small business support / service. The consumer issues are noted above, and the small business ones aren’t much different. Few small businesses have an IT staff. Some have their brother-in-law the IT guy (translation: maybe a gamer, maybe a real IT person somewhere), and a scarce few actually have a professional firm contracting this sort of help. Even for the latter and most proactive group, this help can be quite expensive. Result: They’ll still try to get you to help before falling back on the external IT group.
So how do you fix it without aggravating your entire user community?
Most likely, you don’t. There is no shortcut here. Admit that you can’t do it any longer and decide what you will do, then communicate the situation to your users. At the very least, you have to communicate it to the ones who are consuming the most time on things that are ultimately not “owned by you”.
What you can’t do: Continue being your customers’ service desk for HP, Microsoft, Dell, etc. There’s too much hardware changing too fast that’s affected by too many things. Remember, this isn’t the business you’re in (unless it is).
No easy answers
This support / service load has a cost – sometimes a substantial one. You have a few choices, including these:
Shoulder all of it and raise prices across your entire customer base.
Shoulder none of it and take the heat. Probably a lot of it.
Choose a solution somewhere in the middle and stand firm on the things you simply can’t afford to do without being paid, if you do them at all.
If your software demands hardware (such as point of sale devices), then choose a very short list to support from specific vendors, certify it with your product – and support it very well with your hardware partners’ help. Make it clear prior to purchase that you cannot support other hardware, unless you’re willing to accept the cost of doing so (You probably can’t).
No matter what you decide, you MUST communicate your decision and new support policies / approach to your users. This is not the time to “get all corporate” in your communication. Be clear and real about it. Small businesses may not like it, but they’ll understand that you have to contain it. Enterprises will likely begrudgingly accept it – knowing that they’ve been getting a screaming deal for some time. Consumers won’t like it, but you simply can’t replace vendor support for every piece of hardware &software ever made – much less whatever you sell. It’s not feasible. It’s time to stand up for yourself – and the future of your business.
Overwhelmed by the enterprise?
Enterprise customers usually don’t need help with printers and other rudimentary things. The exceptions are those with an IT team that’s difficult to deal with. They’ll call you first because you actually help them. You have to be crystal clear (in advance, on paper) about the details of support / service with enterprise clients or the sheer volume of questions can bury your support team. Badly structured pricing of support can create severe pain and impact your ability to support the rest of your customers.
This is the situation “shadow IT” ultimately grew out of. It happens when a department gets fed up with IT & rolls their own solutions. They go to this trouble because they’re fed up with the inability to get help. You might end up being a part of a department’s shadow IT solution. Is your sales process designed to detect how purchasing and support are delivered to internal customers at your prospective customer? If you’re part of a shadow IT solution, your price better reflect the real needs of that department.
As with consumer solutions, a self-healing, self-diagnosing solution will save a ton of time, money, and frustration for everyone. These self-healing, self-diagnosing solutions don’t have to be perfect. If they can handle the most frequently reported issues, it will give your team breathing room to make headway on the rest. “Oh, that’s common sense” you might say. Yes, it is. Does your product do it?
Avoid doing too much for too little
Think hard about the future of what you’re building. How will your team, product, service, delivery, operations, & accounting look when you have 100 or 1000 or even 10000 clients? When you’re scraping for revenue, it may seem silly to consider how your business model will look at 1000 clients. Do it anyway, as it’s much easier to design a model that works at any size while your office is the kitchen table. The investment in time and thought will pay big dividends 9999 customers from now, if not before. You can get by on seat of the pants management when you’re small, but that sort of business model will create pain well before you’re ready to redesign it.
Operations will look different at 10 clients than at 1000, but the business model doesn’t have to. You can do it, but it’s hard to change your business model while 1000 customers are on board. Invest even a little bit of thought up front to make sure things make sense five years from now.
You may not remember 10, 15, 20 years ago when software companies provided perpetual licenses and never charged for support. The boldest proudly offered “lifetime support”. What most customers didn’t consider was that it was the vendor’slifetime, rather than theirs. Vendors suffers the same shortsightedness. Their business model flipped over when their ninth year sales pace didn’t match that of their second year. Suddenly, they had updates and support to provide to more people every year while revenue slowly dropped off. Their market penetration rose, but their annual revenue didn’t.
Decide what your business model will support and price accordingly. Communicate clearly what you do, what you don’t do, and how you charge.
Have you ever said “This place is perfect” after spending some time in a store, restaurant or other business? What made that place “perfect”? Many times, it’s little things.
Sometimes, it’s about the things you might normally forget. Other times, it’s about things you simply don’t expect. Or a lack of the things you’d normally expect. No matter which one creates the perfect experience, seek out these things.
Odors or fragrances?
At times, it’s about cleaning things that will never stay clean. I was walking down a New Orleans sidewalk a few blocks down from Bourbon Street on a recent Saturday morning. Across the narrow cobblestone street from me, a man in a waiter smock was mopping the sidewalk. Not sweeping it, MOPPING it. If you’ve been in any “party zone” area of town on the morning after, you know he was making sure today’s customers wouldn’t smell anything left by revelers who happened to pass by after his restaurant closed.
Strong, unpleasant odors have a way of making a sizable first impression. Mopping the sidewalk was one way to make sure that that morning’s customers didn’t get the wrong first impression as they entered the restaurant. Imagine if you were part of one of the groups entering the restaurant that morning and were accompanied by your best client, or someone who would be – if they said “Yes” at that lunch. Or perhaps you’re meeting someone to pop the question. Suddenly, a simple mopping job on a sidewalk takes on a different level of importance. Mopping the sidewalk has transformed from a chore into something much more important.
When did you last sweep and mop (or at least hose down) the sidewalk in front of your place? What could a “little” change to the experiences of entering your business mean to your customers? Maybe you should ask them. They might surprise you.
A couple of weeks ago, I stopped at a highway rest stop in eastern Idaho. A state facility, not a Federal one. Ever seen a spotless highway rest stop? During the summer? On any highway? I have. I was floored. It was perfectly clean and smelled like anything but a highway rest stop, particularly one along a busy highway. Spotless, yet not antiseptic, or smelling of mildew. Shockingly perfect. We’ve all been in heavily used rest stops that were nothing like that one.
Something as mundane as a highway rest stop is still memorable weeks later because someone who takes their job seriously has done more than simply clean the place.
What little improvement or consistently higher-level attention to detail in the mundane work around your place could produce that kind of surprising experience?
Mea culpas everywhere
The reverse of these little things that create perfect experiences often happen when we forget why we’re in business, who we’re serving, and why. You may have seen recent advertisements where Facebook, Uber, and Wells Fargo grovel for your forgiveness. Maybe they’re legitimate, maybe not. The trouble they have to overcome is that many people still aren’t sure if their apologies are real. Likewise, you still aren’t sure they’ve truly learned a lesson from their mistakes.
These are the questions you never want to create in the minds of your customers. It takes a great deal of time and effort to re-earn lost trust. When a woman no longer feels safe doing business with your company, you may never regain her trust. This isn’t solely an Uber issue, but their safety issues make an ideal example. You can create unsafe or uncomfortable situations in almost every business. Even woman-owned businesses have to reconsider situations they may not personally be concerned about, as customers have experienced things that they may not have had to deal with.
Finding what makes yours perfect
By now, you may be wondering what sort of little touches or improvements would make your business perfect. Look back at your customer service logs, complaints and suggestions received. Taking the perspective of a customer, review the ones that seemed petty, tiny, “little and unimportant”, or similar. More often than not, these situations tend to provide clues to finding angles to approaching “perfection”. They may not be the keys themselves, but they’ll often point you in the right direction. The key to creating so-called perfection is wanting to.
Last week, I was in Chicago for a seminar. As you might imagine, public internet access is important to business travelers. My hotel had internet, but browsers and Outlook both objected when I attempted to connect to any secure site or resource. When I switched to the wifi hotspot on my phone, those issues disappeared. When I reached wifi at other locations, those issues didn’t reappear.
Verdict: hotel internet was misconfigured, broken, hacked, or some combination thereof.
Reporting the problem
I reported the problem Monday afternoon to the front desk and to the hotel’s customer service account on Twitter. By the time I checked out early Friday morning, the problem still existed. It took their corporate Twitter people 28 hours to respond, despite the fact that they’re a substantial global hotel chain – or perhaps, becausethey are.
I noted to the Twitter reps that I didn’t expect the front desk to be network experts, thus I was reporting it to them so they could get the hotel property some corporate-level network help. This didn’t happen – at least not yet.
Their response was to contact the hotel manager. Based on his post-checkout email to me, he had no idea what I was talking about. As previously noted, I didn’t expect him to. Even better, they accidentally forwarded me the internal corporate support team email with the case number and all the contacts, all while leaving this hotel manager hanging out in the breeze to figure it out on his own.
So how does this affect you?
Public internet access quality matters
I don’t want to turn this into a geeky network security post. I mention it because there’s a lot at potential risk when networks offering public internet access have problems like this.
When your customers connect to a secure site from your wifi & that network is misconfigured, it may simply prevent use of the network. If your business is frequented by business customers, fix this quickly as you don’t want them to leave and decide never to return.
You may not think this is a big deal, but business customers do – especially if they’re on the road a good bit. Don’t think of them as one person who “isn’t even a local“. Think of them as all business travelers (or tourists) as a whole. There are sites and mobile apps out there that guide people to businesses with good internet. If your internet is bad and your coffee and croissants are awesome, many of these folks will go elsewhere.
If a regular traveler finds a spot to settle in for an hour or two of work and that spot is dependable, they’ll never forget it and they’ll return every time they’re in town. BJ’s Coffee in Forest Grove, OR comes to mind immediately for me.
If your network is hacked, the risks go well beyond repelling customers. Worst case, the bad guys can “see” your network traffic and send it to a place where they can store and review it. If they have what appeared to be in place at the hotel I visited, they can gather logins, passwords, credit card and other account numbers and so on.
While it’s not a good idea to use the same network that you offer to your customers, if you do so & it’s hacked like this, info on the cards you run could be at risk, even if you passed PCI-DSS certification a few months ago. To be sure, this depends on the hack, your network config & other things. The details aren’t the point.
The risk these situations expose you to …. that’s the point.
Add “network health” to your regular checkups
On a regular basis, you probably check in with your lawyer, doctor, CPA, and a couple of other advisors. You do this to reduce / avoid risk, maintain good health (physical and/or financial) and keep yourself out of trouble.
I suggest adding “network people” to that list.
Ask them to help you lock your network down without making it impossible / annoying to use (there is a balance to be had). Ask them to show you what to check and how to detect when something is “not right” so that you know when to call them for expert help. This landscape changes often. Your network and the equipment, customers and data that touch it are assets. They need protection too.
Recently a software business came to me looking for some help with sales emails. During the initial discussion, they hinted at being a bit overloaded on support. While explaining the big picture situation that provoked their request about the emails, they revealed some details about support tying up development. This was also keeping them from attending to sales. Thus, the emails needed to improve so that sales can improve without needing quite so many phone calls to people wearing a sales hat right that minute, when they needed to be wearing a different hat.
When the phone rings, it’s important
You might wonder why the same people are doing sales and support. If so, you probably don’t have a small company anymore. Think back to how things were when your company had four or five people juggling business development / sales, customer service and whatever else you have to do.
Three calls come in at about the same moment. All three get answered by the four or five people you have. This is standard operating procedure in a small business. We do what has to be done with what we’ve got at that moment. When the phone rings at a company that maybe doesn’t know with absolute certainty where next month’s revenue is coming from – every ring sounds like “ka-ching”, either whether the money is heading in or out. The phone gets priority.
The idea seemed to be that better emails might reduce the demands on the folks trying to juggle sales and support. While that might be true, it’s the wrong problem, even though I totally understand why it’s the focus. Sales feeds the bulldog, folks.
The trouble with priorities
Jim Rohn once said that every time you say yes, you’re saying no to something else. Customer service calls can consume every moment of your day… week… life. Yes, they can literally consume the rest of your life.
Why? Because your priorities need to be adjusted.
Look, I’ve been there. I know those service calls have to be handled. I know you base your reputation on the quality of your support. But you’re missing the big picture, and I’m that guy who in this very spot has written many times about lame service and differentiating service and so on. I’m not waffling on that, but when support becomes all consuming, it means your priorities need to be adjusted.
It’s time to sit down with the sales, support, development and management teams. You might not do software, so you may have a manufacturing, installation, customization, and/or deployment team. Whatever. Point is, this is not solely a software business issue.
Customer service eats the world
Like a fire consumes all the oxygen it can, that’s also how service loads can work. Certainly you’ve heard “Your call is important to us, please hold for the next available agent, blah blah blah“. Normally, this means that a large company has understaffed their customer service department and simply won’t admit it, so they tell you they’re experiencing “unusually high call volumes”. Yep, sure they are.
Sometimes it means something else is going on, such as the entire internet is down, or Metallica announced an extra show, or similar.
The point is that this is the nature of customer service. It can and will eat the world unless you make an intentional effort to eliminate the need for it.
Eliminate customer service?
Yes. Eliminate it. Not the department. The need.
When ELIMINATING the need for service is the goal, everything changes.
Imagine if you told the people who write your user manual that you were giving them a new goal: Eliminate the need for a user manual.
Next, tell your folks in shipping (or on the dock) that all shipping customer service calls will go to whoever packed the box.
Finally, tell your product development / install / deploy / customization team that all customer service product questions will go directly to whoever made it.
After they finished howling at you, they’d ask why, how and so on.
Try something like this: “Let’s build something that people can use without asking for help.”
It completely changes how they think about what they do, much less how they do it. What about new users? What about experienced users? What about power users? Which one of those users does the dev team focus on now? Probably none of them.
A small group I belong to was recently asked by a member of the group to identify some “unmet needs”. The context was “any business” and his question related to a course on self-reliance that he and his wife are participating in. This friend and another in the group are in the fitness and weight loss industry.
My suggestion for him was the lack of effort most gyms make to get (and keep) members engaged and training at their gym. Most gyms scan a barcode membership card or have some sort of sign in process.
Despite this, if you don’t show up on the normal days you’ve showed up in the past, you’ll hear nothing from them. If you don’t show up for two weeks, you’ll hear nothing from them. If you don’t show up for three months, you’ll hear nothing from them. As long as you keep paying the bill, that is. So that was an example of an unmet need for his course.
To be sure, self-motivation is a lot of this, but a short text or email to say “Hey, are you still alive? We haven’t seen you in three months” might be the kick in the tail feathers that they need. Or maybe life has been hectic and they need a little push to get back in the habit. Regardless of the reason, none of this happens in most gyms.
So that prompted more thought on the subject, which is why we’re discussing unmet needs today. There are at least three kinds of unmet needs:
Those you know of and haven’t satisfied
Those you know of and refuse to address
Those you don’t know about
Unmet needs that you know of and don’t satisfy
Using the context of the gym, what does your gym to do set itself apart from the others? Does it miss you when you don’t show up for an unusually long time? If you’re a persistent daily user, does it miss you when you miss a single day?
These kinds of things don’t pertain solely to a gym. Does your oil change place miss you when you stop going there, or when you’re a month later than usual? Do they even notice? What about your dentist? Your dry cleaners? Your beer store?
These things aren’t limited to retail. They’re only limited by how much attention you’re paying to your customers. Are they “suddenly” spending twice as much or half as much as they have for the last five years? There’s a reason. Maybe it affects you, maybe it doesn’t.
Unmet needs hide in places like this.
Unmet needs that you refuse to address
Refusing to address certain needs is OK. Even when the need is there and legitimate, there may be any number of reasons why you’d want to avoid it. Maybe it’s none of your business, even though it’s in context with the products and services you provide to your clientele. Maybe this need is too costly to meet. Meeting it might require invading the privacy or “personal space” of your customers. Perhaps meeting this need might even annoy your customers, despite the fact that they know they need it.
Give yourself the latitude to say no, even if you’d rather say yes (to the income).
The ones you don’t know about
This one always reminds me of the famous Rumsfeld quote about unknown unknowns. In other words, there are things we don’t know that we don’t know about. Have you ever heard of the citric acid cycle? It’s also called the Krebs cycle. I suspect that for most people, it’s an unknown unknown. IE: It’s something we weren’t aware of the existence of, plus we don’t know anything about it now that we’ve been told it exists.
These are the things your customers will tell you if you listen closely. But… don’t wait until they tell you. Ask them. “Is there anything that we aren’t doing for you that you wish we would take care of?” Notice that I didn’t say “Is there anything we can sell you that you don’t already buy from us?” That’s a different question. It’s about you, mostly.
“Is there anything that we aren’t doing for you that you wish we would take care of?” is about them and their unmet needs – and probably unspoken ones at that. Ask questions that make it about them.
Back in November 2017, my wife hit a deer at 70 mph on a four-lane road on her way to work in the pre-dawn hours a few days before Thanksgiving. The events that followed provided a number of takeaways for business owners, in addition to pointing out the importance of asking questions while the answers still matter.
tl;dr – If you have an admin with little or no domain knowledge make the initial sale, review what they sold. Call or email to suggest any changes based on your experience, what you know about your customer, or tell them you did so and have no changes to suggest. Speaking of, follow up regularly with customers who have damage claims. Consider what carnage has been introduced into their lives. Don’t make your customers do your job. Even better, have a documented process for your team thats over and above what the national carrier forces upon you. Don’t be an order taker.
Monday 11/20 – National claim office person tells me they expect the car to be totaled. They tell me to run out and collect whatever I need from the car because they are going to tow it to a salvage facility. I make 2 trips out to the car, which is 12 miles down the road. 1 of those trips is my fault, forgot the garage door opener and the plates. Took the plates since we may never see it again. Presumably we’ll be able to use them on the replacement car. Tow truck driver also predicted it would be totaled because five air bags were deployed.
Tuesday 11/21 – Based on what the national claim center told me on Monday 11/20, they are supposed to pick up the car from the tow place today. They didn’t.
Wednesday 11/22 (day before Thanksgiving) – Salvage yard’s tow truck goes to pick up the car, a day late. The tow place that originally picked up the car is closed for Thanksgiving.
Thursday 11/23 – Thanksgiving. Didn’t expect anything to happen today.
Friday 11/24 – Nothing happens. Not really surprising. Tow place is probably still closed.
Monday 11/27 – I call the claims office and find out nothing has happened. Person I spoke to seemed kind of short with me. Maybe they think I’m asking too many questions or being too persistent by expecting them to predict / commit to dates when something will happen. I didn’t get fussy (yet) so maybe she was getting abused by someone else before getting me.
Interestingly, when I call, the system knows I have a claim based on my phone # and asks me to press 1 to confirm that’s the claim I’m calling in about. Despite that, when I am connected to an agent, they ask for my name and claim number. Agent tells me that they haven’t got any scheduled date in the system for review of the car. Then they tell me it was never picked up from the tow place (this was supposed to happen on Tuesday).
I get the idea that this process will never complete without me hounding them every single day. I no longer feel like a client whose car was ripped from my hands. I now feel like a transactional sucker who pays someone to abuse me when and if I need their services.
It has been a week since the accident. Zero contact from the agent.
Takeaway – If you make your customers do your job, they are going to be frustrated, or they are going to expect a great deal. Set expectations up front.
Tuesday 11/28 – I will call and see if the car got towed to the salvage yard today. I will ask if an adjuster is now scheduled to visit the yard and assess the status of the vehicle. Call the agent and ask what the process is supposed to look like. Am I expected to nag the adjusters and the claim office every day or twice a day to get this stuff done in a reasonable timeframe?
Called mid-afternoon. Spoke to a very helpful woman named Tonya. “Tow dispatched but we cant tell if it was moved yet.” Adjuster will “automatically” check the car once it is “checked in” at the salvage yard, but that check-in hadnt happened yet. Otherwise, she didn’t have further info on the schedule.
Wednesday 11/29 – Called about noon. Got Donna (I think – was hard to hear at first). She was very friendly and ended up having to call the salvage yard and other people to find out out what was going on. The car is now at the salvage yard and checked-in, so the adjuster is expected to look it over in the next 2-3 days. Tomorrow is possible, but she couldn’t give me a firm date as the adjusters apparently work their own schedule. Doesn’t sound like they are insurance company employees, but I might be reading too much into her comments about their appointment schedule and work load. It’s possible that adjusters work for an adjuster firm that handles estimates / assessments for multiple insurance companies in rural areas. I don’t know the workload of these folks, but that would seem more efficient than every company having their own and trying to keep them all busy. I’m guessing someone who reads this might have more information about that.
Takeaway – When a situation clearly has the potential to frustrate a customer, a little extra effort on the part of your team goes a long way.
Thursday 11/30 – Received a voice mail about 820am saying that the vehicle is repairable (ie: they will not total it). They asked me to call them back. Called and reached Paige, who explained the situation and the benefits (warranties and such) that selecting a body shop that the insurance company “works with” (ie: trusts, has ongoing experience with, saves them money and probably hassle/paperwork). She emailed me a list. I reviewed the list, posted a few names on Facebook to see if any Missoula-based people had suggestions about the list. Chose one of the shops suggested to me. Called insurance company back, told them which body shop to use.
Later in the day, called back, asked Raul to explain the benefit that you get when using a body shop on insurance company’s preferred list (you can choose anyone, including a vendor not on their list). The deal is that repairs and anything else that comes up related to the wreck are guaranteed by the insurance company for as long as you own the car. NOTE: I haven’t seen the actual terms of this guarantee as yet. Given that we keep cars until they “BluesBrother“, this is a potentially valuable benefit, so we chose a shop on their list.
This is what I mean by “BluesBrother”:
Estimate arrived in my email. Called claim line again, turns out this estimate is actually from the insurance adjuster. $6200. Car is scheduled to be towed to the body shop on Friday.
Takeaway – Give your customers a good reason to make the choices you want them to make.
Friday 12/1 Car being moved from salvage yard to Action Auto Body in Missoula.
Monday 12/4 Called body shop, talked to John, who happened to be the guy finishing up the estimate. Tells me it will take a week to get parts and 2 weeks to do the work. Very nice, detail oriented guy who seemed happy to answer all my questions without sounding the least bit tired or annoyed.
Takeaway – Having technically adept people on the phone who also fully understand how to work with a customer who lost use of a car is a big plus. Being able to do that job and put up with 15 minutes of questions from me without getting frustrated is impressive.
Tuesday 12/12 While I haven’t heard a word from anyone at the insurance company or the body shop since 12/4, today I received an automated survey email from insurance company. The nine page survey asked me to evaluate the claim handling. The survey clearly isn’t designed to be filled out until the claim is completed, yet it allows only 10 days to complete the survey – which will expire at least a week before the body shop expects to have the car back to me. Obviously, the technology generating the surveys has no visibility into the status of the claim in question.
Takeaway – If you care about survey responses, make sure the surveys are sent at the proper time. Automation handles this kind of stuff in it’s sleep – if it’s automated with the right data. “Ask questions while the answers still matter” also means don’t ask too soon.
Thursday 12/15 Received a mailer from insurance company suggesting that I could refinance the Subaru at a lower rate. Only if they’re offering negative interest.
Takeaway – Wording on your direct mail matters as much as it does in tweet or email. The assumptions you make can make your marketing piece all but invisible.
Friday 12/16 Talked to body shop. As of today, all the parts showed up, so they will start work on Monday the 19th. Parts were supposed to take a week, but my guess is that ground shipping has been impacted by Christmas shipping season. It’s clear we wont’t get the car back in 2017.
Tuesday 12/20 30 days since hitting the deer. Zero contact with the agent during that time.
Friday 12/29 Work is underway, had to order another couple of parts for previously unseen damage, and those parts have not arrived yet. Holiday shipping traffic and people on vacation have probably slowed delivery. Body shop estimates the car will be completed sometime the week of the 8th-12th.
Monday 1/8 Checked in with body shop. They asked me to bring in plates so they could drive it. They say the car is pretty much done, looks great. Told me that they were taking the car to Subaru to get it started again and certify sensors and automated driver-assist systems, etc. He cannot start the car, so Subaru apparently has to reset the computer or similar. Once they get it back from Subaru, they will highway test it to make sure all is well, and then we’ll be done with it.
Wednesday 1/10 Checked in with body shop. They reminded me to get plates to them. I have no car since the Mrs is driving mine to work and they are not open outside normal working hours, so I’ll have to drop them off during off-hours.
Saturday 1/13 Dropped the plates by the body shop so they could drive it.
Tuesday 1/16 Spoke with John at the body shop. Subaru has had the car for about 10 days. They were unable to get the car started for days. Apparently, they were unable to convince the computer to allow it to start and no one knew what to do. I’ve seen what happens when this occurs at other dealers – the service manager calls the factory and gets some help. Apparently, they managed to get it running a couple days later because a factory-certified master mechanic happened to be passing through Missoula and helped them figure it out. Makes me wonder if our local dealer has any factory-certified mechanics for 2018 vehicles. John tells me they told him to come pick it up. He did. On the short drive back to his shop, John sees that the dash is lit up like a Christmas tree – every light is on. Clearly, the dealer didn’t finish the job and left the car in a state where it is running, but not ready to return to the customer (ie: me). No idea if driving in this condition would have eventually caused engine damage. Body shop guy turns around, returns the car to them, tells them not to bother giving the car back until it is 100% perfect. I suspect it wasn’t worded that way, but the point was still made.
Takeaway – Notice how the body shop advocated for the customer? Can you imagine the response you’d get if you made a similar demand of your dealer’s service department?
Takeaway – Don’t all dealers have at least one factory-certified master technician? If you have them and you know the other dealers don’t, why isn’t your advertising letting people know this important detail?
Friday 1/19 Spoke with John at the body shop. He tells me that Subaru seems to be making progress. They found a sensor or something that needed to be replaced, so they ordered it for Monday (1/22) delivery.
Saturday 1/20 60 days since hitting the deer. Zero contact with the agent during that time.
Tuesday 1/23 Spoke with John at body shop. Dealer still has not returned the car to them. He didn’t know if they received the part on Monday, or what progress had been made. Said Dar has been working with them and that he would know, but he was gone for the day.
Wednesday 1/24 Called body shop to see if they had any news from Subaru. Dealer is still trying to figure out engine issue.
Friday 1/26 Body shop called. Subaru dealer still lost on what’s going on. Thought it was figured out, they gave him the car on Thursday. Once again, on the drive back to the shop, it started throwing engine failure warnings, so he turned around and took it back.
Monday 1/29 Body shop called, said that Subaru finally reproduced the problem so now they seem to have it narrowed down to a computer error or an oil sensor error. Apparently the problem is intermittent. Every programmer you know will tell you this makes the problem harder to find.
Wednesday 1/31 Called body shop. They explained that after they called Subaru late on 1/29 after we last talked and found that Subaru techs determined that the one of the car’s computers was messed up. They figured this out by swapping a new car’s computer into our car and re-testing, as well as swapping ours to a new car. As your programmer friends will tell you, this is debugging 101. Replace / disable the components that are involved, but do so one at a time. Why it took three weeks to arrive at that point, I have no idea. Interestingly, the dealer does not stock computers for the current model year even though the Outback is the highest selling model in the U.S. as of 2016 with a mere 16.0 days to turn (ie: days on lot before it gets sold ). Perhaps computers don’t fail that often. Dealer apparently isn’t allowed to take the computer from a new car, so they had to order one (delivery time: three to four days). Body shop was hopeful (but not super confident) that he would get it back late Thursday or early Friday so he could get it to us before the end of the day on Friday.
Friday 2/2 Body shop called in the morning to say that he got the car back and that it was OK. They need it for a few more hours to finalize cleanup and then we can have it. I was able to pick up the car about 4:30pm. The total repair bill was just short of $16,000. Later that night, I got a detailed email receipt from the body shop, as well as an automated email from the insurance company that an “updated claim estimate” had been received. The body shop gassed it up before returning it.
Takeaway – Filling the tank was not required and not expensive, but it was a nice gesture when returning someone’s car after over two months. What “not required and not expensive” things can you do to impress your clients?
Saturday 2/3 Received an automated email from the insurance company noting that the claim had been paid. On a Saturday. Despite decades of working on automated systems, I’m shocked this didn’t require management approval, particularly given the amount (almost $16K). It appears from Friday night and Saturday driving that the car is back to pre-deer condition. Body shop’s paint/finish job was very well done.
Takeaway – Systems work. While the efficiency provided by inter-company systems produce a time and cost savings benefit to the insurance company, body shop and dealer, these systems are also a benefit to customers.
Verdict of the experience:
Body shop – Great job, both on the work and as an advocate for me when dealing with the local dealer. Slower than expected, but three holidays and the shipping time for multiple parts orders didn’t help. At times, they seemed surprised that I didn’t go ballistic on them or at least take out my frustration with the situation on them during our calls. I never felt the need to do that because they kept me informed, set expectations, and were clearly playing the role of advocate for me when dealing with the dealer. They didn’t make me do their job.
Local dealer – They had the car for over three weeks. I wonder what would have happened if that factory-certified technician from somewhere else hadn’t been in the area twice while our car was being diagnosed. I got the impression that this guy was the savant who twice rescued the dealer’s service department from throwing up their hands and giving up. Imagine if a random customer had been dealing with the dealer instead of a peer in their industry. The body shop guys tell me that they still believe in the dealer’s service department, so that goes a long way. The dealer should appreciate that they were held to the body shop’s standards.
National claims office – Outside of a slow start with the tow (which added a week) and the adjuster (which added another week) and one episode of snark on the phone, they performed as expected.
Local agent – Was a non-factor in the process. Agent missed a substantial opportunity to create a relationship and show how they care for clients.
What’s missing from this timeline?
A personal contact from the agent.
The lady who cuts my hair knows more about our experience with the deer hit and the subsequent repair adventures than my (former) insurance agent. If this seems normal, you have the wrong agent or you are the wrong agent.
In the nine weeks between hitting the deer and getting our car back, our only contact with the agent’s office has been my call to their office where I talked to his admin on the morning of the deer hit. She was pleasant, asked if everyone was ok, took a little bit of info, then transferred me to the national claim office. That part was expected as the priority at the time is to get started on repairing the car once we’re clear that there were no injuries.
A week after getting our car back, it was clear our agent wasn’t going to reach out. I called them to move our coverage to the CFalls agent we previously worked with for almost 15 years (call it a corrected oversight). The old agent’s admin was pleasant and said she would take care of it, noting that she would contact me if they needed more info. She didn’t ask about my wife or the car, which tells me that their customer contact software doesn’t give them any sort of recent history to help “make conversation” & check in on a customer’s satisfaction level during customer calls.
The next day, the agent called me for what I believe is the first time in three and a half years.
He was calling to tell me that he had released our policies to CFalls & to ask if we were moving because of something they’d done. It was too late to ask. They might be able to fix it for someone else, but for anyone wearing the customer hat, it doesn’t matter. Some might share, but most are going to say whatever gets the guy off the phone – and that’s exactly what I did. I was busy with work at the time and didn’t have time to get into what would probably become an hour-long discussion. Interestingly, the agent said he asks the same question of customers transferring business to his office – ie: what made you leave the other agent? What about the gap between getting and losing a customer?
It’s critical to ask good questions, but be sure to ask them while the answers still matter.
Fill gaps of inattention
So let’s get back to the real reason I bothered to share all of this with you: To help you understand how you might be leaving gaps of inattention in your relationship with your customers.
After my wife hit a deer at 70 MPH on a pitch dark morning just before 6:00 am, no one called during that nine week period to ask if:
… the driver is still doing OK (injuries and issues often show up days/weeks later)
… we’ve gotten the car back or to ask if we know why it’s taking so long (we have and I do).
… if we’re satisfied with the repairs (we are).
… if we want to make any coverage changes (we do).
This is below my expectations.
Some agents might say they “aren’t allowed” to make that sort of contact with customers. Don’t confuse being a real person who cares about their clients with being an order taker.
If your parent company doesn’t allow you to have personal, caring contact with your clients, find another company to represent. If anything, that sort of rule may indicate how that company will treat you someday.
Some insurance agents reading this might be thinking “we’re not told to do that“. Bear in mind that there are many things you should do to keep and care for a client that no one tells you to do.
Don’t be an order taker.
An order taker says “Do you want fries with that?”, yet an order taker can show some humanity and assess the purchaser on their feet and comment/question accordingly when appropriate.
An order taker can be replaced at will. I can switch to another agent for the same company without a second thought. I can switch to another insurance company without much thought, if all I want to do is compare dollars and cents.
On the other hand, if a client is madly in love (maybe that’s a stretch) with the care and attention provided by their insurance agent and their team, you’ll have to pry them away in most cases.
Which agency do you want to own? Which agency do you want to use? The order taker or the caring, attentive team?