We have all spent time in cumbersome phone systems, hopelessly navigating complex menu options only to reach a dead-end and a dial-tone. We have probably all spoken with unprepared, scripted call center staff who, though friendly, are unable to answer our simplest questions. Most of us have, at one time or other, waited with increasing frustration for an email response to a support question or complaint only to receive an automated response hours later which begs for our patience. An unlucky few of us have even had the IM moment with a customer service representative where you are sure they have gone out for a mid-chat smoke.
These irritating interactions with companies bother us, but they have become so expected that we have come to accept them. We set aside hours for a call to the cable company. We have no real expectation of useful answers from the gas works service rep or from their supervisor. If someone we know calls a software company for support assistance, we generally steer clear of them for a few hours afterward to avoid being the target of their vented aggravation. It is this persistently dismal performance on the part of most companies that makes the exceptions so remarkable.
Remarkable, worthy of remark, something to tell others about. In this age of marketing, where word of mouth and peer review has become so important, being talked about (in a positive manner) can be vital. Consumers increasingly rely on the advice of others to make purchasing decisions, and a small effort to be remarkable can produce great results.
Our company, Universe Point, produces an excellent product and provides a unique service (would you expect me to say anything less?), but much of our positive feedback actually comes from our responsiveness. Calls are handled by knowledgeable individuals, emails are answered quickly (often within minutes) and our chat line is equally well-attended. Now, before I sound as if I am bragging (which I am), I will admit that some of this responsiveness is due to our startup status and relatively small staff.
Since we are still small enough that each member of the team has multiple roles and a broad understanding of the product and company, it is relatively easy to assure that the individual interacting with the customer is well equipped. In addition, we have yet to develop a customer base large enough to stretch us to the limit of our support and sales capabilities. Our size also pretty much guarantees that the person interacting with the customer has a vested interest in the success of the company.
So, how does one maintain this remarkable responsiveness as the company grows? What steps can we take to assure that years from now, when our company has grown to gargantuan size (a man can dream), our interaction with our customers is still something that people talk about? Too often we see large companies fail in this area, or at least fail to impress. How can we avoid such a failure?
Remarkable responsiveness needs to be an ongoing priority. Training and staffing need to reflect this prioritization. Employees need to feel valued both in pay and treatment in order to be expected to pass that valued feeling on to the customer. Does it cost more to be remarkable? Of course, but the benefits seem to be worth the investment.
Help a Neophyte:
How do you maintain remarkable responsiveness? What other elements of your business causes people to say nice things about you?