Warming Up the Customer Experience
Restaurant people will tell you that the poorest thing a customer can do is have a bad meal and not SAY anything about it. It avoids the establishment from making it right for the customer. The harm gets worse, for the reason that the customer doesn't frequently return AND they tell their friends what they thought about the food.
Automotive sales people are taught that every client knows at least another 100 friends and relatives, and that one customer can be a valuable source of leads and recommendations for upcoming automotive sales. If the salesperson does a good job:
People talk about service, both good and bad. Here's a good read about user experience labs, check it out! Companies large and small should think over these examples, and shape customer service policies to support them.
Here are a number of possibilities:
Monitor gratification with each transaction. A technology manufacturer freshly shipped back an item to a customer that had been reimbursed for warranty replacement. It was less than 30 days old. Didn't work correctly right out of the box and the customer was upset and frustrated at having to pack it and pay out of pocket to ship it back. To gather more awesome ideas on customer experience improvement program, click here to get started.
Weeks passed. The customer fumed. Several unsatisfactory phone calls later, the item lastly arrived at her doorstep. The instruction manual was missing. The box enclosed only the product and routine shipping slip.
A chance for management in that multi-million dollar company to find out more about the warranty-return experience, by containing a person's name, a toll-free number or a postpaid card asking for response.
This experience left the feeling that the business just wants to sell more new product, without regard for the user experience.
That customer will NEVER buy a product with that particular brand name and will end up telling others about her involvement. Might not matter too much for a $60 consumer item? Consider how the same experience could impact profits if it was priced at $1,000 and increased by dozens of customers.
Make individual employees agents of change.
In the above example, after being frustrated by voice mail menus and inaccurate information, the customer resolutely asked to speak to a supervisor. She was left on hold for a long, long time, adding to her agitation. At that point, the issue should have been given top significance, and a useful, soothing voice should have come on the line to resolve the problem. If employees in critical positions are empowered to prioritize customer needs, whether in person or on the phone, a bad condition might be salvaged and less damage done. Kindly visit this website http://www.businessdictionary.com/definition/customer-experience.html for more useful reference.