There are three kinds of unhappy customers. The ones who let you know about the problem right away. The ones who tell other people they are unhappy, but avoid telling you directly. And the ones who are mostly happy customers and have only one issue they are unhappy about, but this is the only thing they communicate about with you, so it seems like a much larger problem. It’s really important to discern which kind of customer you are dealing with before you can help them. And especially in these days of social media, when a problem that is small can become exponentially larger due to word of mouth.
Learn About the Problem
If you are hearing about the problem from someone other than the customer, or through a group venue such as social media, seek out the customer to discuss the issue directly and privately. You can still make some kind of public response when all is resolved, but don’t duke things out on your Facebook page.
Really listening is key. This means a willingness to see the issue from their perspective and problem-solve in a way that ensures they will still be your customer. Okay, in fairness there will be rare instances in which you need to “fire” your own customer because, as it turns out, their goals and your mission/brand promise actually just don’t fit. But this is a rare instance. More often than not, a disgruntled customer will become less frustrated just through knowing you understand their pain. By listening you can also discern if this is a generally happy customer (and not over-react) or if there is a big issue you need to address with a full-court press. And when you listen, be sure to share with colleagues (as appropriate, depending on sensitivity) within your organization so they understand your brand values when it comes to problem-solving.
Find a Solution
The worst thing you can do to a customer is make them find their own solution. This happened to me recently with the Smithsonian Institution, an organization of which I’m highly supportive. My family joined about a year ago because we live in Washington, DC and visit the museums regularly. We received the magazine immediately but never got the membership card, so we had to sign in at the information desk every time we went to a museum—several times a month–for a “temporary card” in order to enjoy our membership benefits. This got tedious, and yet no one suggested how we could solve our problem and get a permanent card. Finally, one day I walked to the Smithsonian’s main offices to ask for help. I was sent to another building. Then from that building, back to the first one. And so on. It was starting to look like a Marx brothers movie, but not as funny since I had kids in tow. Finally, a woman at the main office handed me a sticky note and said “call this 800 number and maybe they can help you.” I recently spoke to a helpful customer service rep there and we’ll wait to see what happens.
Communicating About Problem-Solving
A lot of organizations do a tremendous job of communicating about their mission, their brand values and their goals, but do a terrible job of telling customers about how they solve problems. In the more customer-driven environment of today’s economy, customers and prospective customers want to know that you can solve their problems, even if they don’t have any right now.
You can communicate about your problem-solving in a number of ways. It’s a great blog topic. It’s worthy of a line or two in your monthly e-mail or memo to customers. It’s even worthy of mention to your own staff, so they understand a model of successful problem-solving. Do you have a good example of communicating around problem-solving in your organization? Or a problem-solving disaster? Please share…