Customer Complaints: Deal With Them, Don't Just Delete Them

Recently, I had a complaint with a late fee from my gym (automatic credit card processing issue), so I posted a request for assistance on their facebook page. When I went back there to check the resolution, having heard nothing from them online or in RL, I noticed that my post had been deleted. No resolution offered. Simply "poof" gone.

So, of course I reposted it. And added a handy tip about social media strategies ... but this got me to thinking.

We rarely remember moments when we've been provided efficient service, since we expect that we will be treated fairly and that most things will go well. Sad but true that we simply don't take the time to appreciate when things go right, or don't even think about it (until we get a customer satisfaction survey.)

What we remember is how we are treated – or mistreated – when things go wrong.

Meaning: Your opportunity to create a loyal customer and promoter – or an unwilling hostage and detractor (or a lost customer and detractor) – often starts when they bring you a problem to help them solve. You might even have caused this problem and all they are asking is for you to undo the damage.

Most companies seem to see complaints as issues to be resolved (and assign low-level, disempowered staff accordingly), not opportunities to reward customers for their patronage and create long-term loyalty.

Many, many years ago, we ordered a product from Home Improvements and it arrived with a chip in it. Perfectly functional, but it had a slight chip. We called them up and they said they would ship another one out immediately. We asked how we should return the chipped one and the CSR said, "Either throw it away or put it in a place where no one will see it and now you have two." (Which made sense for the item.)

I've told this story a number of times and, I expect, this simple and inexpensive act on their part has earned them at least a small handful of new customers over the years. And it cost them nothing. In fact, I expect it saved them money.

So... how do you handle complaints? Do you simply deal with them? Do you delete them? Or do you use them as rare opportunitites to show customers that you value their loyalty.

Have an unhappy client? Here's a moment of clarity.

UNHAPPY. CLIENT.

Which of these two words do you want to change?

If you don't quickly change one, the client will make the choice and he/she will almost always change the second word.

I've heard it said you should pick one, but that's both untrue and short sighted. Even if you decide not to keep them as a client, which sometimes is the right choice for the company and the client, you should try hard to not let them go away unhappy. Unhappy ex-clients are not much better than unhappy clients. Some would argue they're worse. (I won't.)

Just because they are an unhappy client, doesn't mean they are unhappy with you or believe your company provides bad products or service. They might simply be a square peg in a round hole.

Try to keep them as clients, if it makes sense. If it doesn't make sense to keep them as clients, then still try to fix whatever it is that's making them unhappy.

This way, when they go away, they won't go away mad.

While you're trying to figure out how to make that happen, you can listen to this Blondie song from Parallel Lines.

The Two Most Damaging Words at a Professional Services Firm

Let's rip the bandaid right off...

The two most damaging words for a professional services firm are:

"My client."

I've actually heard an engagement lead chastise another senior firm member for talking to 'his' client at a social event. The other person was not talking about business, she was just making polite conversation. Even had she been talking business, the lead was hurting his firm and the client by creating this wall.

Why do engagement leads want to discourage access to their clients?

This is their "book of business" (three words that are also harmful to a professional services firm) and they are worried that the other people will, somehow, damage the relationship and, ultimately, the client will leave.

There is no fear the other person will steal the client, since most firms have this part of the compensation well structured.

Playing the odds game, they fear scorched earth, which is very unlikely, and yet do not appreciate the value of having a deeper relationship that leads to more value for both sides and, likely, more sales and referrals. Crazy!

Why should the engagement lead encourage access to their clients?

The value your firm provides to clients includes creating relationships and bringing ideas beyond what the engagement lead brings to the table. Also (see above) these discussions can lead to uncovering new requirements at the client's company ... and hence more business. Call it 'greater wallet share', since the company is likely currently using other firms, possibly competitors, to service these needs.

Why should firms encourage (read: structure and compel) this access?

One word: depth. If the engagement partner gets hit by a bus, wins the lottery or is recruited by a competitive firm you have another point of contact. Also, the other person (or people, since I suggest at least three connections) will be able to see loyalty issues that a single person might miss or, let's be blunt, not bring to the firm leaders' attentions.

Two words: more business. See above.

In short:

If you hear "my client" come from an engagement lead or salesperson (for those of you at a product company), this should be a signpost that the client is being underserved and is less likely to be loyal. Meet with the engagement lead to add more service depth (I recommend creating a 3x3x3* map) at that organization.

Greater client satisfaction and increased revenue will follow.

*More on the 3x3x3 model at a later date.