Consider the following scenario: It’s 8 a.m. and you’re in an upscale hotel in Times Square—part of a well-known chain you regularly frequent—getting ready for a crucial business meeting. As you turn on your hairdryer, the power goes out. A bit nervous but not yet panicked (it’s just a blown fuse, after all), you call the “At Your Service” number and are told that “someone is on the way.”
Fifteen minutes pass, then 20. All you can think about is the hotel’s constantly looping “At Your Service” message assuring you staff will get you anything you need, anytime, anywhere. Your meeting is drawing closer, and your hair still hangs in wet strings. Twice more you call, anxiety turning to anger, both times getting the same (evidently rote) response from the “service” person.
Finally, the power comes back on, followed by a knock on the door. It’s the maintenance man explaining that it wasn’t his fault but the front desk’s. At no time does anyone acknowledge your inconvenience—or apologize for taking 35 minutes for what should have been a five-minute fix.
This customer-service nightmare was experienced by a business associate of mine. It follows the arc of the many customer-service breakdowns that came before it. One thing goes wrong, and then because a service recovery plan isn’t completely understood by a business’s entire staff, everything snowballs. The end result is an angry customer who vows never to return—and who may decide to share her anger with countless others with just the click of a mouse.
Many companies spend tons of money and time on massive customer-service initiatives to woo new customers, but they end up losing their regular customers over little details.
Customer relationships are made or broken when something goes wrong. If you don’t have well-developed service recovery techniques in place, you’ll lose the customer every time.
Below is what the hotel staff should have done as well as some service recovery advice every business can use:
Learn to recognize (and truly understand) your customer’s situation. Provide an individual care approach for your customers. For example, someone with children will have different concerns from a busy businessperson. Therefore, you must train your customer service people to recognize these key differences and adjust their responses accordingly.
Teach service employees to understand the context of a situation and to sympathize with customers. At this New York hotel, the “At Your Service” representative simply said, “Someone is on the way.” When the problem still hadn’t been fixed after almost 30 minutes, it became clear that she didn’t understand that guests getting ready at 8 a.m. are probably in a bit of a time crunch. Otherwise, she would have put in more effort to reach the maintenance man more quickly.
Make sure what you’re saying is happening really is happening. In other words, customer service is a lot more than just reciting a “someone is on the way” script.
When the hotel guest made the second call, it’s likely the front desk representative didn’t actually check to see where the maintenance man was. By simply taking the time to locate him, not only would she have gotten the guest the service needed more quickly, but she also would have been handling the problem in a way that helped to build goodwill with the guest rather than just more headaches.
Be specific about how the problem will be handled. When handling a customer-service issue, let the customer know what is going to happen and when it is going to happen. The more information a customer has, the less anxious he feels.
The front desk representative could have said, “Someone is on the way. We will have your power back on in 10 minutes.” That way the guest would have had a time frame for when she could expect to be back in business. At the 10-minute mark, the employee should have then called the room to make sure the power was back on. Then, even if it wasn’t, her guest would at least know she hadn’t been forgotten.
When you receive the second complaint , treat it like an emergency. Most people are fairly forgiving after one mistake—assuming you address it promptly. But when you get a second complaint, there’s no room for further delay or error. If you want to keep your customer, you must make sure the problem is taken care of immediately.
My business associate had to call the customer-service representative three times before the power came back on. At that point, a problem that could have easily been solved has turned into a service-recovery nightmare. Unfortunately for the hotel, it doesn’t seem like anyone understood that.
Make sure the service brand permeates from top to bottom. The New York hotel in the anecdote is part of a larger chain, which has a rewards program for repeat customers. When the guest called to complain, the rewards people naturally asked why. When she explained what had happened, they really seemed to get it. They understood the inconvenience and tried to make it up to her by offering additional rewards points.
This hotel chain spent a lot of money on a special commercial touting its “At Your Service” program, but when it came down to it, they hadn’t properly trained their on-site staff. Essentially, the rewards program department was functioning as one company, the front desk person as a separate company, and the maintenance man as yet another company.
The moral is clear: Don’t allow employees to silo your company. Make sure that everyone understands the customer-service plan, and that everyone knows how to work together to solve customer problems.
Don’t assume your customers will give you a second chance. Think about it this way: If a customer has taken the time to call you about a problem, you are already getting lucky, so you’d better take care of it immediately. You don’t always get a chance to make it right. Often, customers will just move on.
Remember, your competition is constantly trying to sell the same product cheaper, faster, and better than you. Don’t make it any easier for them by providing inadequate customer service. In this case, the hotel had three chances to salvage the relationship—and struck out all three times. Now my associate has said she’ll take her business elsewhere. By completely mishandling a problem that could have been easily fixed, the hotel lost a loyal client.
And here’s the real concern: In an age of social media, it takes only one dissatisfied customer to create a public relations disaster for a company. In fact, several national stories have cropped up recently on blogs and YouTube videos that customers created for the sole purpose of sharing their tales of bad service with the world.
The internet has really amplified the customer’s voice. If someone were to “go viral” with a negative story about your company, you might lose a lot more than one customer. It pays to do everything possible to make sure you have a strong service-recovery plan in place.
Remember, you can create and keep loyal customers in today’s economy, but you have to have the service acumen to take care of them. Make your customers and your relationships with them a priority—always. When you do, you can create clients for life and guarantee the success of your business.