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Director Of Customer Service
Danny Austin
It happens all the time:
Something goes terribly wrong in a customer order or transaction, and a
dedicated employee goes to tremendous lengths to make things right. The
delighted customer brings this employee's wonderful recovery to management's
attention, and the employee receives special recognition for his or her efforts.
But wait, is this a blunder?
It is when such
recoveries are the primary--if not the only--catalysts for employee recognition.
In such a culture, foul-ups become almost a good thing from the workers' point
of view. By creating opportunities for splashy recoveries, foul-ups represent
the only chance employees have to feel appreciated on the job. Attempts to
correct operational problems won't win much support if employees see these
problems as their only opportunity to shine.
Flashpoint businesses celebrate splashy recoveries, of
course--but they're also careful to uncover and celebrate employee efforts to
delight customers where no mistakes or problems were involved. This makes it
easier to get workers participating in efforts to permanently eliminate the
sources of problems at the systems level.
It's one of the most
common (and most costly) mistakes in business. Price becomes the deciding factor
in purchasing decisions only when everything else is equal--and everything else
is almost never equal. Businesses really compete on the perception of value, and
this includes more than price. It's shaped by the total customer experience--and
aspects such as "helpfulness," "friendliness" and "the personal touch" often
give the competitive advantage to businesses that actually charge slightly more
for their basic goods and services.
Those businesses that
deliver a superior total experience from the inside out (that is, as a product
of a strongly customer-focused culture) are typically those that enjoy a
long-term competitive advantage--along with virtual immunity from the kinds of
headaches that plague everybody else.
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