We’re Listeners, not Tellers.
I saw the advertisement “We’re Listeners, not Tellers” from a local bank recently, and I was intrigued. As a consumer, I know that’s what I am looking for in a company who I do business with, regardless of the size. The ones who I feel aren’t paying attention, inevitably lose my business. In these economic times, a clear way for small companies to be distinguished from the competition and build customer loyalty is by doing more listening, and less talking.
Great communication is focused on the receiving end; that’s what leaves people feeling valued and understood. Excellent customer service delivers customer satisfaction and loyalty, but customers are not as easily satisfied as they used to be. They have higher expectations for service, and fewer companies know how to deliver. When customers bring up a complaint, your first job is listening with empathy, courtesy, and respect. The worst experience you can provide is for you or your front line employees to brush off a complaint by blaming a policy, another department, “the new guy”. Whoever is interacting and listening to the customer at that moment, IS the company, and must accept full responsibility for listening to the complaint and either taking immediate action or stating exactly how they will request a follow up. Every associate in your organization must model the mind-set of accountability and respect, in order to create a service level that differentiates your business.
Just listening to a complaint or suggestion will improve your chances of customer loyalty. Studies have shown that customers want to feel that they have a relationship with a firm, and feel that their opinion is valued. Taking it a step further and making adjustments to your service level based on their input, solidifies the relationship.
Although some companies use online surveys, websites, or cards, you can just as easily ask for feedback informally through day-to-day interactions, or as a follow up to a project or sale. How often do you ask your associates and customers what they would do to improve the service they are giving or receiving? You may be surprised at the answers.
I recently had a bad experience with a local print shop, which is part of a much larger chain. Their first mistake was letting me know that they couldn’t do anything about my concern because it was a national chain policy. Then why am I buying locally? What good is a branch manager who can’t take into consideration a local customer’s needs? Secondly, I told them right up front what was required for me to feel good about going forward with them as a business partner. They didn’t want to hear it. It would have cost this company so very little to maintain me as a customer, and I felt that they weren’t interested. Not one to burn bridges, I just quietly walked away, and do not plan to do business with them in the future.
Do you have any customers whose business has dropped off? Don’t assume it’s the economy. Don’t assume their business will eventually return. Ask, and listen. Hopefully, if we have done our jobs communicating throughout the relationship, we will be less surprised by the answers.