You expect service, no matter how it gets done, and when it meets your expectations you are satisfied. But what happens when there are mistakes?
Most people understand that mistakes happen, and companies usually have a chance to redeem themselves. Even so, service failures seem to abound that leave a bad taste and weaken or destroy reputations.
Recently, I dropped off an expensive watch at a top brand retailer for repairs. I was told that the work had to be done in New York, which I was okay with. I approved the cost estimate, but they sent me an email re-authorization anyway. That should not have been a problem, but they transposed some characters in my email address, and I never received the email. Because I didn’t respond, the New York service repair center sent my watch back to the local retailer.
Seven weeks went by, with no word about my watch. Finally I made an inquiry, and was shocked to hear it had been sent back. Why didn’t they at least call? They had my number. “Well, we don’t do that,” was the response.
They must be kidding, right? Is that level of service too much to ask for? A great opportunity was missed to add value and build customer loyalty.
It should have been simple.
It doesn’t matter what you are selling or what service you are providing. Personal service still matters. It differentiates one competitor from another.
A successful fast food retailer we work with, Chick-fil-A, refers to it as “going the second mile.” I think of it as going just a little further than expected. It makes a huge difference.
Our little town may get a Wal-Mart soon. (Yes, there are towns that still don’t have a Wal-Mart!) Local retailers are concerned about their future. Will price competition drive them out of business? It’s no secret that this can happen when “big-box” retailers enter the marketplace.
But what about providing quality service? Unequalled service?
Certainly there is a segment of the market that needs the lowest price. It is a tough economy, and many people need to cut corners in the budget. Even so, don’t discount the value customers place on great service.
In a competitive marketplace, service still makes a real difference.
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Jerry Baker began his career in the management development program at Ford Motor Company, later became a manager of budgets and analysis for Northrop Corporation, then furthered his management development as Deputy Director for the California Department of Commerce when Ronald Reagan was Governor.
Great post Jerry! I so appreciate how you sharpen us here at Building Champions to go further than expected. Keep sharing the good stuff.