Customer focus is an important theme at many companies nowadays. This includes customer friendly sales- and service channels. In addition, the employee who is in direct contact with the customer has a crucial role, as I have experienced myself recently.
Context
My road bike shifter (the component that allows you to brake and shift gears) stopped functioning. Without a shifter, cycling is practically impossible. It is a component of a well-known producer and was within the warranty term. This producer has organized their service channels in a way that direct contact between customer and producer is impossible; customers should approach a licensed bike shop.
So, I went to the local (licensed) bike shop. They send my shifter to the producer because they have to assess if the component can be fixed or if replacement is necessary. Yet, 3,5 week later, nothing had happened; despite many efforts from my side. I don’t have a shifter and I still can’t ride my bike, which I normally do multiple hours per week.
Last week I went to the bike shop again. In 2 days I was in contact with 2 employees of the shop. And while both weren’t able to solve the problem directly, my customer experience was totally different. Below I try to analyze what caused this difference in experience.
Understand before being understood
Employee 1 wanted me to understand him. Why the producer caused the problem. Why he was too busy to contact the producer right now. Why a part-time colleague informed me incorrect. Etcetera.
Employee 2 wanted to understand me. What happened until now? How often do you normally ride your bike? What would be a satisfying solution to me? After being focussed on understanding me, he told me that he would also be annoyed in my place. And then shared their side of the story.
Taking responsibility without taking the blame
To employee 1 it was clear, they were not the ones to blame. It was the producer to blame. That is why he was not able to solve the issue. And it was the producer who made it impossible for me to contact them directly, obviously also their fault.
While employee 2 seemed to understand that I (despite attempts from my side to get in touch with the producer) depended on them. The bike shop was my only point of contact. He took responsibility for this role in the process, without taking blame for the poor service of the producer (which I understood).
When result agreements are impossible, make process agreements
Employee 1 couldn’t promise me anything as the solution (and the blame) was with the producer. He couldn’t make any agreements as he didn’t make agreements he was not certain he could fulfill.
Employee 2 took a look at the process. “For the final solution, we rely on the producer, but I promise you to call the producer tomorrow morning (as they are closed right now). What can I tell them? What solution can I propose?”. After this call I will call you to discuss if further action is needed.
With both employees I still don’t have my shifter back, but both employees gave me a totally different customer experience. Employee 2 managed to gain my trust despite the unpleasant situation. Employee 1 lost even more trust.
The employee really makes the difference! Between being satisfied with a complaint and being dissatisfied with both the complaint and the management of the complaint. Even when service channels are suboptimal for the customer, customer oriented employees can make a huge difference!
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