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Business
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This article will show you how to handle customer complaints successfully, and build better customer relationships.
Although most of us try to consistently please our customers, service breakdowns and failures sometimes occur. In these events, customer expectations will be frustrated, which may lead to complaints from unhappy customers. The good news is that most customers understand that none of us is perfect, and that even the best businesses occasionally experience breakdowns. However, this reasonableness is offset by the customer's demand that, upon being notified of the problem, we make the situation right. Disappointed customers will critically judge our methods for dealing with their complaints. These customers have been frustrated first by our failure to deliver what was promised or expected. In addition, they are frustrated because they dislike complaining. Customers are uncomfortable with the confrontational nature of complaining, and they fear they may not receive a satisfactory remedy despite the complaint. Because of these frustrations, complaining customers are frequently out on an emotional limb when they contact us. An inadequate resolution of the complaint may, therefore, result in even more anger and frustration. As a consequence, failure here can be more damaging to the customer relationship than the original breakdown. On the other hand, a successful complaint resolution can produce tremendous goodwill. Instead of being disappointed, a customer whose complaint is fully resolved will feel satisfaction and relief. These feelings, in turn, will likely translate into increased customer loyalty, which may pay future dividends.
By simply following the three steps below, you can successfully resolve nearly any customer complaint: 1. Apologize
1. Apologize. The first thing you must do when receiving a customer complaint is apologize for the breakdown or failure that the customer has identified. It is important, here, to listen carefully to the customer and apologize for the exact breakdown or failure that the customer identifies. It is also important to resist any temptation to apologize for something other than what the customer describes, or to provide any different response, even if you think the customer has misidentified, mischaracterized, or exaggerated the problem. This is not the time to correct the customer's perception of the situation. The only correct action at this time is to extend an apology for the customer's disappointing experience, as the customer sees it. The apology must also appear genuine to the customer, and not an empty exercise. This requires giving the customer your full attention and an opportunity to explain the problem as fully as the customer desires. You should then extend what the customer will recognize as a genuine apology, accompanied by appropriate vocal tone and body language. A genuine apology shows the customer that we are concerned about his or her experience, and suggests the situation just might be satisfactorily resolved. The usual effect of the apology is to neutralize the anger and frustration the customer is feeling while voicing a complaint. It is only after this apology has been extended, and the customer's negative emotions have been neutralized, that we can repair the damage to the relationship that has resulted from the breakdown that is the subject of the complaint.
The second step in successfully dealing with customer complaints is to empathize with the customer and the customer's frustration. Your empathy should first be shown in the genuineness of your apology. But you need to do more than simply apologize. Having carefully listened as the customer explained his or her concerns, you should now relate back to the customer your understanding of the service breakdown, and the resulting frustration for the customer. In other words, we need to confirm our understanding of both the breakdown and its impact on the customer. For example, in the hypothetical instance where a purchased item was left out of a customer's shopping bag and, as a result, the customer has had to return to the store for the item, a store employee should (i) acknowledge the store's error and (ii) express regret regarding the customer's inconvenience in having to return for the item. This expression of empathy regarding the consequences of the breakdown frequently comes just after an apology. In the above example, one might say something like, "I am so sorry that we left the book out of your shopping bag. I hate that you have had to drive back here to pick this up." Assuming these statements were made with appropriate vocal tone and body language, the initial apology will hopefully reorient the customer's emotions from negative to neutral. The subsequent expression of regret should show the customer that his or her frustration and inconvenience are legitimate causes for concern that are fully recognized by the business. These first two steps are important for making the customer feel valued. However, these steps don't prove that your business is worthy of continued patronage. For example, despite expressions of apology and concern, the customer doesn't yet know whether future experiences will be any better that this most recent one. For that reason, a third step is required.
The third step is to provide the customer assurance that you are going to do something about the customer's disappointing experience. This step is more than merely "fixing" the problem. It is particularly important that you "assure" the customer that you are taking particular actions in response to his experience. This assurance can be provided in two different forms. At least one form of assurance should be provided in every situation, and both forms should be provided whenever possible. * First Form of Assurance - Fix the Customer's Immediate Problem. Whenever feasibly possible, you should assure the customer that you will take steps to fix the immediate problem, and then promptly take the appropriate corrective action. In the example of a customer returning for an item left out of a shopping bag, the store employee should assure the customer that the missing item will be promptly retrieved. Of course, the employee should then actually get the missing item for the customer. The oral assurance, followed by the prompt remedy, build upon the empathetic messages previously delivered, and further show the customer that he or she is valued. * Second Form of Assurance - Prevent Future Breakdowns. In the second form, we assure the customer that steps will be taken to prevent future instances of the same breakdown experienced by this customer. This is an important step because it shows that our business strives to deliver a better experience than what this customer has received. Also, it comforts the customer who hopes that his or her complaint will spark improvement, and that future customers will not endure the same frustration. This second type of assurance is particularly important when the inconvenience or loss suffered by the customer cannot be fully eliminated or corrected. For example, in the situation involving a customer who returned for a missing item, the customer's wasted time and energy cannot be refunded or replaced. Therefore, it would be appropriate to assure this customer that the persons responsible for placing purchased items in shopping bags will be cautioned to insure, in the future, that all purchased items are properly bagged. In some instances, the customer's loss resulting from the breakdown cannot be fixed at all, making the second form of assurance even more important. For example, in the hypothetical instance where too many tickets have been sold for a performance, the creation of additional seats may be impossible and, as a result, some ticket holders may be denied admission. If a rain check is not available, or if that offer is unsatisfactory to the customer, no acceptable remedy may be possible (besides a refund of the purchase price, which may not be very satisfying). In that event, the only assurance that may be feasible is to assure the customer that the cause of the oversold tickets will be determined, and steps will be taken to prevent its occurrence in the future. This second form of assurance is very powerful, and has the potential to overcome significant frustration and anger. This assurance validates the customer's concerns, and demonstrates that you will not allow future customers to experience the same disappointment.
* Don't get defensive, regardless of the customer's attitude or behavior (almost). A customer's angry, aggressive or hostile attitude is usually a response to the frustration directly resulting from a service failure or breakdown. The customer did not seek to be in the position of the complainer, and does not enjoy it. Rather than be defensive, attempt to resolve customer complaints as described in this article. * Don't refuse or decline to take responsibility, even if others were more directly responsible for the service breakdown. All employees represent the business equally, and are equally responsible for resolving a customer's complaint. The employee who first receives a complaint must act immediately to resolve it, even if full resolution will ultimately require the involvement of others. For example, the first employee contacted might apologize, express empathetic understanding, and provide assurance that the appropriate person who can fix the problem is being called. Subsequently, the appropriate person can reiterate the apology and empathetic expression, and then remedy the customer's situation and give assurance that the cause of the breakdown will be determined and fixed. * Don't do anything before you apologize, regardless of whether the apology is for your own acts, the acts of others, or on behalf of the business generally. The apology creates an atmosphere in which the relationship can be repaired. If further exploration of the situation is needed, do so after delivering a genuine apology so that the customer realizes that your subsequent questions are well intended, rather than an attempt to avoid responsibility. * Never say, "We are doing our best." The customer's complaint is the result of frustrated expectations. To say we've done our best is to say that this business lacks the talent and ability to meet this customer's expectations (which the customer assumes are reasonable and legitimate). One might as well say, "Look elsewhere for the competence you seek." Furthermore, this self-focused statement tells the customer that neither his patronage nor his recent frustrating experience is of real concern. * Don't fail to train employees on the process of resolving customer complaints. The process described in this article does not appear to be intuitive, judging by the quality of customer service frequently encountered. In fact, many employees seem to gravitate naturally to one or more of the "what not to do" behaviors, costing their employers many damaged customer relationships.
To successfully handle customer complaints, you should (i) apologize, (ii) empathize, and (iii) give assurance.
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