Category: Customer Service as Marketing

By Posted on Posted in Abundance and Prosperity, Advertising, Business Ethics, Business-general, Consumer Issues, Customer Service as Marketing, General Commentary, Marketing Techniques and Philosophies, Mindset, Psychology, Shel's Personal Life, Transparency vs. Secrecy Tagged with , , , ,

Heather Cox Richardson reported in her newsletter this morning about a government crackdown on hidden charges such as airline baggage fees:

An airline lobbyist testified at a federal hearing in March that changing the policy would create “confusion and frustration” and that there have been “very few complaints” about the extra costs for bags. The same lobbying group told the Department of Transportation that the government had no data to “demonstrate substantial harm” to passengers.

To put this quote in context, click the link above and scroll to the paragraph beginning “Falling prices for travel and for the foods usually on a Thanksgiving table are news the White House is celebrating.” Continue reading through “The authors say that the new organization will provide a conservative voice for democracy and that they hope to work with much more deeply established progressive voices.”

I can draw two opposing conclusions from this quote. Either…

  1. This clueless lobbyist is completely oblivious to public opinion and has never been introduced to the concept of evidence-based research,
    or
  2. This is a highly skilled strategic lobbyist attempting to deflect public anger and potential government regulation by pretending this massive problem doesn’t exist.

I have a clear sense of which I believe is true—but I’m not committing to it publicly because it might get me sued. You can draw your own inferences.

As it happened, I flew early Saturday morning from Boston to Minneapolis. And I observed that the airline officials were a bit panicky about getting all the carry-ons into the overhead bins. So much so that not only did we get offered a free upgrade to checked bag as we printed our boarding passes, they were making repeated announcements in the gate lobby and actually asking people as they boarded if they wanted one more chance to check their carry-on at no charge. And we were quite willing to take them up on it, sacrificing 15 minutes after the flight to avoid wheeling our bags all through the airport and lifting them above our heads to get them in and out of the overhead compartments.

I have seen this offer made repeatedly when I fly airlines that charge for stored baggage. What I draw from this is that plenty of people are angry about hidden charges and unwilling to pay the fees, so there are far more carry-on bags competing for space than in the days before baggage fees (especially since experienced travelers know that there will often be a free upgrade if the plane is crowded—and if it’s not crowded, there’s no problem using the overhead bin). Rather than expressing anger by not flying, customers simply boycott paid checked baggage—or, if their itinerary matches the traveler’s need, choose to fly airlines like Southwest and JetBlue that don’t charge for a checked bag or two. Millions of travelers are voting with their feet (or maybe their shoulder muscles).

My personal preference is to fly those carriers, but my higher priority is nonstop flights at reasonable times, so I sometimes fly the carriers that charge—and simply pack everything into my carry-on and leave home any items on the banned list. I once flew a no-frills airline that charged for everything they could to sit in its rock-hard, uncomfortable seats. As far as I’m concerned, a plane ticket should include such basics as getting a pre-assigned seat (except if nobody has one, as on Southwest). Flying that no-frills carrier felt like renting a car with no seat cushion and being charged extra for the steering wheel. I never flew them or any similar carrier again.

And years ago, in my own consulting and writing business, I switched from breaking out certain pieces that almost everyone wanted to including them. 

As an example, I used to charge for keeping an electronic copy of certain client projects on my hard drive. Now, I email their documents to them AND maintain a copy on my system. And if a client loses the file, I don’t charge to resend it.

How do YOU feel about hidden charges? Please leave a note in the comments about whether you prefer to know the full price for what you need or whether you prefer different pieces added on separately.

PS: The O in the headline is not a typo. It’s a different word than “Oh” and is often used in formal or ancient texts (including the Bible and the Qu’ran) to draw the attention of the person being addressed.

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By Posted on Posted in Business Ethics, Consumer Issues, Customer Service as Marketing, language, Mindset, Psychology, Shel's Personal Life Tagged with , , ,

I just experienced such a screwed-up customer service encounter that I have to share it.

Do you pass the squeak test? - Victus Catering ConsultancyIn August, I received a letter from my primary care doctor announcing that he was cutting back on his patient hours. He has been my doctor since about 2003. In November, as COVID seemed to be easing, I called to schedule a physical exam for the first time in several years. I explained that I had several concerns and I really trusted my doctor’s diagnostic ability and asked if it was possible, despite his scaling back, to schedule with him. And I was given an appointment for today at 2:40 p.m.

Yesterday, at 4:12 p.m., less than 24 hours before my appointment, I received a call from one of the nurses that they were canceling my appointment because my doctor was scaling back and “needed to reduce his patient panel.” I said that they’d had four months to figure that out, that canceling on less than a day’s notice was extremely rude and unacceptable, that I had been willing to wait so long only because it would be with MY doctor. To their credit, they did offer me an appointment with a different doctor on Friday but I said very politely that I had specific reasons for wanting this practitioner and they had no right to snatch it away at the last moment for an issue they could have fixed at the time the appointment was set. She said the practice manager would call me.

This morning, the practice manager called back. Her customer service skills were atrocious. First she insisted that because I had received the August letter, that “it wasn’t our fault.” I explained repeatedly that I had been willing to wait more than four months only because I was promised an appointment with my chosen doctor. I actually had to say (several times) that while I understood it wasn’t her fault personally, it was absolutely the fault of her organization. I said I wanted a real apology that accepted responsibility organizationally, and she eventually admitted that yes, the organization made an error that was causing harm to me, and that she would review the interaction where I booked the appointment and find out why the person I spoke to had made an appointment that shouldn’t have been allowed.

Then I asked her how she was going to “make me whole.” She didn’t seem to understand what I meant. I said “how are you going to make it right for me?” She said there was nothing she could do. “I can’t talk to the doctor!”

Me: “Why not?”

Her: “I can’t talk to him.”

Me: “Could you explain the circumstances to him and ask that just this once, could he make an exception because of the promise made to me that it would be with him. I could find a new primary care doctor going forward but he really should keep this appointment as a one-time exception. I understand  if it can’t be today. I don’t mind if it’s later this week.”

Her: “The nurse spoke to him after talking with you. He wanted the appointment canceled.”

Me: “I doubt that she explained the full situation to him, that I was willing to wait the four months specifically in order to see him, and that you gave me inadequate notice. Would you please explain the full situation and ask him if under the circumstances, he would make an exception? Again, if it doesn’t work with his schedule today, I can be flexible about when I see him.”

Her: (big sigh). “Okay, I will ask him and call you back.” No word from her.

2-1/2 hours after she called and only 2-1/2 hours before I was due to show up, I called again. After checking their automated confirmation system, which had only the rescheduled appointment with the different doc on Friday. I spoke with a very pleasant receptionist who told me that the practice manager was in a meeting and would call before the end of the business day. I explained that this was about an appointment for today and I really didn’t want to discover after-the-fact that she had reinstated it. The receptionist said she’d have her call within the next hour. I wasn’t holding my breath and was not surprised that she hadn’t called as of the time I would have needed to arrive, or even by the time I probably would have been done. I have no way of checking, but based on her general attitude, I would be very surprised if she actually bothered to communicate with the doctor.

Customer Service is not my primary jam, but it is something I speak and write about fairly often. Done well, it’s an essential marketing function that turns customer problems into loyalists. The flip side of that is that bad or absent service converts loyalists into enemies–people who will speak up and leave poor ratings, tell their friends to avoid that business. Not the sort of messaging you want following your business around.

If I were training this organization, I would:

  1. First instill a culture of actually serving customers (patients, in this case)–of understanding that it’s not about your convenience but about making the customer feel heard and appreciated–and meeting customer needs.
  2. Teach compassionate listening skills and sincere, immediate apologies that accept responsibility.
  3. Empower the staff to offer suitable make-goods and think creatively about what the right make-good is in a particular situation. This is one time to be led by the customer; it’s totally okay to ask, “what can we do to make it up to you?” Often, their answer will be much more modest than you might have expected. In this case, I gave her what I needed: to have her offer to talk to the doc and see if he would reconsider–and even that faced a wall of resistance.
  4. Teach and model appropriate responses that make the customer feel heard.
  5. Teach the importance of keeping promises–as Google did several years ago when they actually went back and re-listened to the customer service call where I was told misinformation and cheerfully refunded the $200+ I’d been charged for following the advice I’d been given. They’ve now kept me as a cell phone customer longer than three previous companies.

As a customer of this organization, I not only had the bad experience above, but my wife has been getting the runaround for months on a chronic problem, with calls not being returned and a generally desultory attitude. At this point, they will be getting negative reviews in public places from us and we will make inquiries about other area practices that are accepting patients. I recognize that our area has a doctor shortage and we might be stuck with them, but we are tired of being kicked around and we certainly won’t recommend them to others.Facebooktwitterpinterestlinkedinmail

By Posted on Posted in Branding, Business Ethics, Business-general, Consumer Issues, Corporate Social Responsibility, Customer Service as Marketing, Marketing Trends/News, Shel's Personal Life, Social and Economic Justice Tagged with , , ,

A small-town Main Street, https://www.publicdomainpictures.net/en/view-image.php?image=18641&picture=main-street
A small-town Main Street

A marketer friend in Connecticut sent out a wonderful tribute to his 95-year-old mom and used her to illustrate several points about customer-centric marketing and customer service. In the course of this article, he waxed rhapsodic about Amazon. I see Amazon (and some other companies) as not always so wonderful–and the public having blinders on about its predatory practices. This is what I wrote back to my friend. The third link is actually a very complete summary of the issues:

* * *

Great piece! I love the way you take your mom’s everyday activities and spin them into marketing do and don’ts.

While you certainly shouldn’t change it for Mom, you might want to rethink Amazon. It is very much a two-edged sword. It’s great that it has made the Long Tail [the ability to find obscure products that don’t support a large retail base and wouldn’t be stocked in physical stores] a thing and that any author has access to international markets. But…
  • They are a serious threat to the vibrancy of our downtowns. Can you imagine Stamford with only a few struggling chain stores? Goodbye to that nice falafel shop and Asian restaurant across the street from (Amazon-owned) Whole Foods (I’ve often eaten at one or the other on my way to NYC). Book stores, hardware stores, appliance stores–and all the traffic into town those stores bring–are increasingly shaky in an Amazon-dominated world. And when that foot traffic goes away (assuming it comes back after we’re finally out of quarantine), so do the restaurants, night spots, etc.
  • Their labor record is very poor. Their treatment of independent publishers is not only very poor but IMHO a violation of monopoly rules. Did you know that Amazon, a retailer, takes the 55% industry-standard wholesaler discount instead of the 40% retailer level for its smaller publishers selling them physical books? (They do have much better deals for publishers on the books their subsidiary KDP prints on demand.) This is one of the two reasons they’re killing the independent bookstores (the other is that they’ve successfully trained the public to think of them first). Also, they present used and new versions of the same title on the same results page, which is a complete stab in the back to publishers–sort of like offering counterfeit designer watches and purses. I have no objection to selling used books (and keeping them out of landfills)–but not in direct competition with the same book, new.
  • For a long time, Amazon didn’t charge sales tax, which was an especially cruel anticompetitive practice in that it not only hurt businesses who have to collect those taxes, but also reduced the availability of government services by reducing government revenues.
  • Amazon has actively and repeatedly suppressed competitors. This includes using its enormous data on customer behavior and buying patterns to manufacture its own products, sold through its own channels. And students of the company’s behavior see evidence that once competitors are eliminated or demand spikes (as on household cleaning products during the pandemic), Amazon’s prices rise, sharply.
For these reasons, I buy from my local independent food markets, booksellers, appliance, and hardware stores (on their websites, currently) and shortly after Amazon bought it, I stopped going to Whole Foods even though it’s actually my closest supermarket.
* * *
That was the end of my letter. I love the convenience of online ordering too, but I’m happy to do it at the websites of independent businesses, especially if they’re local to me. What are your thoughts?

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By Posted on Posted in Abundance and Prosperity, Branding, Business Ethics, Business-general, Consumer Issues, Corporate Social Responsibility, Customer Service as Marketing, Democracy, Entrepreneurship, Environment, Green Business, Green Marketing, Innovation, language, Marketing Techniques and Philosophies, People Helping People, poverty, Psychology, Social and Economic Justice Tagged with , , ,
We hear lots of talk about being customer-centric—but then we see far too many examples of companies that DON’T walk their talk. I still remember seeing a sign inside a Blockbuster Video store, maybe 20 years ago, talking about their empowered employees. I went up to the counter clerk and asked permission to snap a picture of the sign; I wanted to use it as a positive example in the customer service section of the marketing book I was writing—and the clerk said I’d have to call corporate headquarters. What kind of empowered employee is that? I was so disgusted I never set foot in another Blockbuster.
Most companies will need to make three shifts at the same time to become truly customer-centric. All three are challenging but bring very big returns.
  1. Create a culture where employees feel valued and listened to—where what they do makes a difference. Empower them not just to fix customers’ problems but to harness their own creativity to create preemptive change. IN the trenches every day, employees often have the best ideas for improving things. But they will only share those ideas if they think management will pay attention and that they won’t get punished in any way. No matter how crazy an idea may seem, give it a full airing. Often, you can modify it to be practical, and implement those pieces. Consider implementing a reward system for any idea. The reward doesn’t have to be monetary. It could be as simple as naming the employee with the best idea, or with the most ideas, Employee of the Month. However, if the idea saves or makes the company a big pile, the originator should get a money reward too. For hierarchical companies, this means letting go of command-and-control and making line employees feel that management really wants their ideas—which can be discussed in public meetings/assigned to study/IMPLEMENTATION committees and NEVER dismissed out-of-hand by a manager either 1:1 or in public. This takes training, of course.
  2. Really listen to your customers. Don’t just wait for them to complain. Go out and ask them what they love about working with you, and what they’d like you to improve—and why.

    A woman on a customer service call, taking handwritten notes
    A woman on a customer service call, taking handwritten notes

    Treat this seriously and publicize the way their suggestions become innovations (including honoring them by name, if they consent). Not only will this show how responsive you are, it encourages more people to jump in with their own ideas.

  3. Align your company with a higher purpose. If people feel that you’re making both a difference and a profit, they will become much more enthusiastic Employee turnover drops while productivity goes up, customer retention increases, and you might even become a media darling. For instance, can you identify, develop, and market a profitable product or service that actually helps turn hunger and poverty into abundance, war into peace, or catastrophic climate change into planetary balance?
  4. Bonus tip, because I like to overdeliver: shift from a scarcity to an abundance mindset. Replace “yes, but” with “yes, and”: expand the possibilities, build off that suggestions until you’ve co-created something wonderful. Then go implement it!

Need help? This is what I do in my consulting, writing, and speaking. I’m really good at finding opportunities for almost any company to “do well by doing good” (old Quaker saying): to find profitable niches that make the world better, and to create the products and services to fill those niches. Here’s my contact info. Want to learn more? Drop by https://goingbeyondsustainability.com/ and have an explore.

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By Posted on Posted in Activism, Customer Service as Marketing, Eco-friendly, Energy & Sustainability, Environment, Green Living/Green Lifestyles, Innovation, People Helping People, privacy, Psychology, Social and Economic Justice Tagged with , , , , ,

I started answering this question on Quora but ran out of room.

First, it does make a difference. Little things add up.

For instance, where I live in the northeastern US, many people turn the water on full blast and leave it running the whole time they’re brushing their teeth. So in many of my speeches and interviews I talk about a way to brush your teeth that uses teaspoons instead of gallons: turn the water on a trickle, wet the toothbrush, then turn the water off until you’re ready to rinse with another trickle. Let’s say that this saves even just one gallon of water each time.

Child brushing teeth (FreeImages.com)
Child brushing teeth (FreeImages.com)

If someone hears my message and lives for another 40 years and brushes twice a day without squandering that huge amount of water each time, that one person has saved 29,200 gallons. Now, if I can influence just 50 people a month and I talk about this for the next 19 years until I’m 80, that means a total of 332,880,000 gallons saved. And if just one person in each of those 50 goes on to influence just ten of their friends, the total savings become astronomical.
More and more places around the world are discovering that water is extremely precious, so eventually this will become the common best practice for brushing teeth.
And this is only one of hundreds of easy lifestyle changes we can make. Click here to see how to get your hands on 111 of them.
Second, it changes the way you look at the world. You start looking holistically, seeing connections among things that appeared random and unconnected to you before. Who knows—maybe you’ll be the person to make the next big scientific breakthrough in sustainability because of that shift in your thinking ;-).
Third, it changes the way you feel. You see yourself as someone who can make a difference in some small ways that add up to big ways. Guess what: Ordinary people can change the world–but only with a mindset that their actions make a difference. What’s more ordinary than a seamstress? Think about a seamstress named Rosa Parks. How about a high school student? Just in the last few weeks, a group of them in Parkland, Florida sparked a new national movement and managed to get a few restrictions on guns passed into law in Florida after decades of failures on this issue, less than one month after 17 of their schoolmates were murdered in a school shooting. What about an electrician working in a shipyard? That would be Lech Walesa, who led the movement to kick the Russians out of Poland and became its president. I personally started a movement that saved a local mountain.
I’ve been speaking and writing about this for several years. If you’d like to know more, check out my award-winning book, Guerrilla Marketing to Heal the World (endorsed by Seth Godin, Jack Canfield, and many others) and my 15-minute TEDx talk, “Impossible is a Dare!” (click on “event videos”).

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By Posted on Posted in Arts & Entertainment, censorship, Customer Service as Marketing, Democracy, Environment, Ethics in Government, language, Media Ethics, Politics, propaganda, Publishing, Transparency vs. Secrecy Tagged with , , , , , , , , , , , , , , ,

“The Post” lives up to the hype. It takes a very cerebral story and builds it into high drama, spurred by strong performances from Meryl Streep as publisher Katharine Graham) and Tom Hanks (editor Ben Bradlee).Trailers for "The Post are widely available

The overall message, about the power of the free press, and the need for the press to defend its Fist Amendment freedom, despite the whims of a paranoid and dictatorial president (Nixon, in this case—a different example today).

It tracks Daniel Ellsberg’s smuggling out massive quantities of classified documents from the Rand Corporation, where he worked, and releasing them first to the New York Times, and then to the Washington Post. The movie also dramatizes the frenetic effort throughout the newsroom to absorb the information and turn it into stories on very tight deadlines, not even knowing if the presses would run, while the Times suffered under the first pre-publication censorship of journalism in the history of the United States. Known as “The Pentagon Papers,” these documents proved that US high officials knew by the early 1960s that the war was unwinnable, and that presidents Eisenhower, Kennedy, Johnson, and Nixon all lied to the American people about it.

And it covers the legal battle: the government’s attempt to shut them down and the papers going all the way to the Supreme Court to secure their rights. The timing of these events happened to threaten The Post’s long-awaited IPO, which adds to the drama and the sense of what’s at stake for Graham, Bradlee, and their journalists.

BTW, just as the movie gives lessons on how to survive a paranoid, media-hating president facing serious doubts about his honesty, the Nixon link above focuses on some very interesting parallels between his presidency and that of the current occupant of 1600 Pennsylvania Avenue, Washington, DC. However, let’s remember the differences. Nixon had a very impressive record on the environment—I describe him as the president with America’s second-most environmentalist track record (behind Obama but ahead of both Jimmy Carter and Teddy Roosevelt) also, despite the Vietnam war, did much to break down the barriers between the US and both the Soviet Union and China.Facebooktwitterpinterestlinkedinmail

By Posted on Posted in Consumer Issues, Customer Service as Marketing, Democracy, Diversity, Ethics in Government, General Commentary, media-general, Politics, poverty, Shel's Personal Life, Technology, Web 2.0/Social Media Tagged with , , , , , ,

So, great—Time Magazine wants public feedback on its 33 finalists for Person of the Year. I love to share my views, so of course I clicked over to participate. But I couldn’t find a way to see the list of nominees without scrolling through 33 yes-or-no votes, one at a time. Not knowing the full list, I don’t want to vote prematurely. Doesn’t look like there’s a way to go back and undo a choice.

Time Magazine's Person of the Year poll doesn't let you see the choices before voting
Time Magazine’s Person of the Year Poll Doesn’t Let You See the Choices Before Voting

I’d ask them but can’t even find a contact page except for subscriber support (and I’m not a subscriber). 

Besides, if you only want to (and are eligible to) vote for one, why would they make us go through 32 no votes? It would be very easy to have a grid of 33 captioned pictures, and you could click on the one you want to vote for. It also doesn’t say as you’re voting (or even when you’re done) whether a later yes vote invalidates the earlier one. If it doesn’t, that would justify the format, but they should explain this. If it does, it makes the situation even worse.

This is so lame, and I feel so disenfranchised! You’d think Time would have better user interface design. Ugh!

Oh, here’s the secret, which I discovered when I went back to grab a screen shot: There’s one little red line to click, directly beneath the huge graphic, if you want to see the results so far—and that shows the list.

Time's Person of the Year Poll—secret key to see the list
Time’s Person of the Year Poll—Secret Key to See the List

Still have to make the ridiculous 33 checkmarks and 76 unnecessary clicks, but at least you can cast an informed vote. Saudi Arabia’s power-grabbing prince is currently well in the lead. I cast my vote for the #metoo hashtag, even if the idea of a hashtag being a person is almost even stranger than the idea that corporations are people.

It’s good to see a good spectrum of cultural and political diversity in the finalists, from low-income people of color to rich white men with reactionary views. Other nominees I could have supported included San Juan (Puerto Rico) mayor Carmen Yulín, Colin Kaepernick, Pope Frances, and the Dreamer kids. Surprisingly, Standing Rock Water Protectors were not on the list.

Time Poll—First screen of the list
Time Poll—First screen of the list

For decades, I’ve felt that if I got to make the rules for life, one of them would be this: no product goes to market until its designers had lived with it for 6 to 12 months and tested it thoroughly. From a user point of view, this poll is a perfect example of why we need a rule like that.Facebooktwitterpinterestlinkedinmail

By Posted on Posted in Advertising, Business Ethics, Consumer Issues, Customer Service as Marketing, Shel's Personal Life, Transparency vs. Secrecy Tagged with , , ,

You know all those messages that say “This call may be monitored or recorded to ensure quality?” I always used to wonder what that actually meant. My best guess was that it was to make sure customer service reps (CSRs) toed the party line.

Yesterday, I found out.

I called my cell phone provider to complain about hundreds of dollars in international charges. Back in May, before my wife and I went traveling abroad, I’d called the company to ask about what is or isn’t chargeable when traveling out-of-country, before the first of several trips abroad.

At that time, the customer service person assured me that any call made TO a US number would be free. But our bills showed charges of 20 cents per minute, and my son was on a three-month European tour as a traveling musician this fall, and because we thought it was free, he used the phone. A lot!

The writer's son checking his phone (at the Women's March in Washington, January 21, 2017)
My son checking his phone (at the Women’s March in Washington, January 21, 2017). Photo by Shel Horowitz.

The first person I spoke with yesterday told me it was only free over wi-fi. This was very annoying, because I had switched to this company largely because of the promise of seamless international service. When I got put through to a supervisor, he told me he wanted to track down the original phone call and listen to it. He called me back about an hour later with the good news that he was crediting everything I asked for. Here’s a piece of his email confirmation.

Hi Shel,

It was good speaking with you earlier. I know these past few bills caught you by surprise, but I am so glad I could help you out with some of these charges. I have submitted two requests to cover these charges that came out to a total of $419.58. The first request will remove $229.28 from your latest November 14 Project Fi bill. I have also submitted a request to refund a total of $190.30 from your previous two Project Fi bills.
I did suggest that the company be considerably more forthright in its marketing, and the supervisor said he’d run across other similar situations and agreed. But I certainly can’t fault the customer service, and am very happy to learn that recording a customer service call actually can lead to happy outcomes.
Lesson for the future: any time I am in a customer service dispute involving an oral promise, I need to remember that *I* can ask them to go back and listen to the original call. The worst they can say is no.

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By Posted on Posted in Advertising, Branding, Customer Service as Marketing, Entrepreneurship, Marketing Techniques and Philosophies, Marketing Trends/News, Shel's Personal Life Tagged with , , , , , , , , , ,

If you don’t think customer service is part of marketing—and maybe the most important part—this post is must reading for you.

Old movie theater marquee. Photo by Marcus Buckner.
Old movie theater marquee. Photo by Marcus Buckner.

Great Service Builds a Business

Great customer service builds long-term customers, relationships, and ambassadors for your brand! Just ask Nordstrom. They surely don’t compete on price.

Ask Southwest Airlines, which made its original reputation on low prices but now is known for exemplary service in an industry that generally treats its customers like crap. Many times, I’ve actually paid a bit more to fly Southwest, because I know I can check bags for free and—more importantly—change my ticket if there’s an issue.

Southwest earned my loyalty by saving an expensive cruise vacation that was about to go up in smoke when our airport closed for a snowstorm and we weren’t going to make our connection to the cruise ship. Southwest cheerfully if perplexedly let us shift to the following day in a different city, so we could board at the ship’s first port-of-call.

These days, I go to the Southwest website first, and only check discount travel sites if I can’t get a good flight there. Have I told people they should fly Southwest? You betcha. I just told you and a few thousand others, in fact.

Crappy Service Kills a Brand

Yet no amount of (expensive) marketing will undo bad customer service. This is something I talk about in many of my books, including the most recent, Guerrilla Marketing to Heal the World.

I have boycotted a number of businesses that treated me shabbily—including the movie theater in the New York City neighborhood I grew up in that sold my 12-year-old self a full-price adult ticket and made me sit in the children’s section. I have not been back in the 47 years since—because I felt wronged and discriminated against.

But the worst was our local Toyota dealership. We had a long and extended bad interaction with them that culminated in a phone call, “you have 24 hours to get your car out of our lot—and by the way, the engine is in pieces in the trunk.”

Not only did I write a five-page complaint letter with full documentation to the VP of customer relations for Toyota USA (which gave a too-little-too-late form-letter make-good offer a full year later), not only did I never buy as much as a tube of touch-up paint from that dealer for the rest of their career and was not sorry when they closed—but the next time I went car shopping, I didn’t even seriously consider Toyota and bought a competing brand. That was the first time I bought a car not built or designed by Toyota since 1981; they threw away decades of strong brand loyalty. Over the 30 years or so that likely remained in my car-buying lifetime at that moment, they probably cost themselves well into the six figures.

And no amount of expensive advertising will counter the disconnect if you don’t walk your talk, even if it’s not a customer service issue. If you have a sign posted in your store noting that you’ve empowered your employees to solve customer issues, as the late Blockbuster Video did, that should actually be the policy. It wasn’t for Blockbuster, in my personal experience. And they’re gone.

And these days, a frustrated customer doesn’t just tell ten friends. I just read recently that Dave Carroll’s video, “United Breaks Guitars”—seen by nearly 17 million people—actually lowered the airline’s stock price. The video also garnered tons of mainstream media coverage (including CBS and CNN), many new fans for Carroll and his band, the Sons of Maxwell, and even a book contract (the book—big surprise—is called United Breaks Guitars. And think about all those “companysucks.com” websites out there damaging brands.

In Guerrilla Marketing to Heal the World, I cite an auto-industry study that only 40 percent repurchase. So it’s up to you to turn satisfaction first into delighted amazement, and then into loyalty, and finally into ambassadorship for your brand?

Timothy Keiningham and Terry Varva, authors ofThe Customer Delight Principle: Exceeding Customers’ Expectations for Bottom-Line Success, point out that marketing’s primary role is to communicate “the wants, needs, and expectations of current and potential customers,” [emphasis mine] so the business can “create and distribute products or services that more closely address and answer these inherent needs.” If meeting the needs of current customers doesn’t encompass customer service, you’re in trouble.

Please share your customer service successes and disasters (either as a vendor or a s a customer) in the comments section, below.

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By Posted on Posted in Branding, Business-general, Customer Service as Marketing, General Commentary, Marketing Trends/News, Shel's Personal Life Tagged with , ,

In one day, I had two interactions with people reaching out on behalf of their employer that made me scratch my head.

I got telemarketed by a woman who claimed to have sent me some stuff I never received. She didn’t understand the simplest questions like “was it by postal or email?” (answer, repeated 3x: “Mail”) “What domain was it coming from?”

To top it off, the follow-up email, or what I believe was the follow-up email, came from a different domain and was signed by a different person, but it mentioned a conversation with their office.

And then there was the person who private-messaged me on Facebook about her social media marketing services. When I clicked the link, I was appalled at the sloppy grammar–NOT a way to get me to do business. When I told her that careful writing matters to me and that I wouldn’t be doing business, she started asking whether I would scout for her as an affiliate.

Who vets these people? If you have people representing your company, they should leave a GOOD impression with prospects. Yet over and over, I see businesses being harmed by the clueless, aggressive, unhelpful people they hire.

Gotta wonder.Facebooktwitterpinterestlinkedinmail