Customer Service

Notes customer service.rtfd/TXT.rtf

https://hbr.org/2007/12/the-customers-revenge LO 7-8 The Problem-Solving Process CONCEPT Helping customers find a solution to a problem through use of the six-step problem-solving model strengthens customer–provider relationships. To solve a problem, you need to first identify the cause and result of the issue and determine if it needs to be solved. For instance, some customers will complain about things that are legitimately not your responsibility (e.g., a customer bought a drill and used it for over 30 days, and then wanted to return it for a replacement because he left it outside on a construction site during a rain shower and now it will not work). Once you decide to solve the problem, follow the six proven steps to problem solving. Figure 7.10 shows a concise six-step problem-solving model. problem-solving model The process used by a service provider to assist customers in determining and selecting appropriate solutions to their issues, concerns, or needs. FIGURE 7.10 The Problem-Solving Model Before you begin to solve a customer’s problem, consider the fact that he or she may not really want you to “solve the problem.” In some cases, a person simply wants to vent frustration or be heard. This is where empathetic listening—where you actively listen for messages being sent by the customer and then respond with statements such as “I can appreciate your frustration,” “I hear the irritation in your voice and can understand why you feel that way,” or “I know that it is disappointing not to get exactly what you are hoping for”—will come in handy. In many cases, your customer will often have a solution in mind when he or she calls or contacts you. Your role may be to simply listen and offer to facilitate the implementation of the suggested solution. In some situations, you may have to “plant a seed” of a possible solution by asking an open-end question that suggests your recommended approach. If the customer takes your “seed” and nourishes it, you end up with an outcome for which he or she feels ownership, yet is actually one that you thought would be best. For example, assume that a customer wants a product that you do not have in stock. Instead of simply saying, “I am sorry, that item is out of stock,” you could ask an additional question such as, “How do you think ___________ would work as an alternative?” You have now subtly made a suggestion without saying, “You could use ___________ instead. It does the same thing.” By taking such an approach, you demonstrate that you listened and are taking a proactive approach to help resolve the issue with his or her best interests in mind. If you jointly solve a problem, the customer often feels ownership for the solution—that he or she has made the decision. In such instances, the customer is likely to be a satisfied customer. The following six steps describe some key actions involved in this process. 1. IDENTIFY THE PROBLEM Before you can decide on a course of action, you must first know the nature and scope of the issue you are facing. Often, the customer may not know how to explain his or her problem well, especially if he or she primarily speaks another language or has a 272 communication-related disability. In such cases, it is up to you to do a little detective work and ask questions or review available information. In some cases, you might have to seek the assistance of someone else (a coworker or nearby customer) to act as a translator. In the case of persons with a disability, perhaps they can write down their message. Just as each customer is unique, problems are unique and you should approach them in a manner that allows you to gather information and take the appropriate course of action to solve it. How can a more systematic approach to solving a problem improve customer service? ©Robert W. Lucas Begin your journey into problem solving by apologizing for any inconvenience caused by you or your organization. The customer likely wants someone to be responsible. A simple, “I am sorry you were inconvenienced; how may I assist you?” coupled with some of the other techniques listed in this book can go a long way to mending the relationship. Take responsibility for the problem or concern, even if you did not actually cause it. Remember that you represent the organization to the customer. In that role, you are “chosen” to be responsible. Do not point fingers at other employees, policies, procedures, or other factors. It is important to let the customer know that you are sincerely remorseful (on behalf of the organization) and that you will do whatever possible to resolve the issue quickly and effectively. To learn as much about the issue as you can, start by speaking directly to the customer, when possible. Collect any documentation or other background information available. For example, if the problem were a malfunctioning television, ask questions to your customers similar to the following (assuming they apply). In some instances, you might ask a “why” question, but be careful about how you phrase the question because someone might take offense or become irritated. This is because the word “why” has a harsh sound to it. Where and when did you buy the unit? How long has the problem existed? What model is it? 273 What, exactly, is wrong? Thus far, how have you tried to rectify the situation? Does it have an antenna attached? Is there a remote control? If so, is it functioning properly? Have you checked to see that the power cord is attached firmly? Have you tried using a different electrical outlet? Have you checked to make sure that the power strip is turned on? 2. COMPILE AND ANALYZE THE DATA To effectively determine a course of action, you need as much information as possible and a thorough understanding of what you are dealing with. Getting that data requires the active listening and a little investigative work. You may need to collect information from a variety of sources, such as sales receipts, correspondence, the customer, public records, the manufacturer, coworkers, organizational files, and the manufacturer. In gathering data, you should also do a quick assessment of the seriousness of the problem. You may be hearing about one incident of a defective product or inefficient service. In fact, there may be many unspoken complaints. Also, look for patterns or trends in complaints received. Spend some time looking over what you have found after collecting information through questioning and other sources. If time permits and you think it necessary or helpful (e.g., the customer is not standing in front of you or on the telephone), ask for opinions from others (e.g., coworkers, team leader/supervisor, technical experts). Ultimately, what you are trying to do is determine alternatives available that will help satisfy the customer and resolve the issue. 3. IDENTIFY THE ALTERNATIVES Let customers know that you are willing to work with them to find an acceptable issue resolution. Tell them what you can do, gain agreement, and then set about taking action. You have an advantage when a customer notifies you of a problem or his or her dissatisfaction. You can offer an objective, outside perspective. In effect, you are performing as an outside consultant. Use this outside vantage point to offer suggestions or viewpoints that the customer may not see or has overlooked. Additionally, make sure you consider various possibilities and alternatives when thinking about potential resolutions. Look out for the best interests of your customer and your organization throughout the problem-solving process. Be willing to listen to customer suggestions and think “outside of the box” for ideas other than the ones that you and your organization typically use. Do not opt for convenience at the risk of customer satisfaction. If necessary, seek any necessary approval from higher authority to access other options (e.g., to make a special purchase of an alternative item from a manufacturer for the customer, or to give a refund even though the time frame for refunds has expired according to the organizational policy). 4. EVALUATE THE ALTERNATIVES Once you have collected all the facts, look at your alternatives or possible options. While you should certainly strive to hold down costs to your organization, be careful not to let cost be the deciding factor. A little extra time and money spent to resolve an