Customer Satisfaction: managing disruption as a business opportunity

Seeing disruption as a business opportunity may seem like a paradox.
We all have in mind a perfect world where we are literally overwhelmed by the idea, certainly unrealistic, that everything must work perfectly. There are errors, machines break down and many times we chase the solution of problems.
We humans are aware of all this, unaware, however, of the fact that problems do not arise from the disruption itself, but from how it is resolved.

Years ago, I was told how a large national chain of eyewear stores made a bold analysis of disservice. In a nutshell, it simulated delays on the agreed delivery of glasses, inventing a reason for the disruption, calling the customer to apologize for the inconvenience and offering a small discount on subsequent purchases as compensation for the (fake) damage caused. The subsequent analysis showed that the level of loyalty of customers who had experienced the (well resolved) disruption was higher than those whose delivery had not been instrumentally altered.

The reason is linked to the fact that disservice is part of human nature and that its correct management strengthens and does not weaken the relationship. In the approach to Customer Satisfaction, also through the comparison with different Industries, this loyalty factor is constant. Thinking about it, companies do not need to create disservices by art as the example described above because, unfortunately or fortunately, reality is full of small and large inconveniences that the customer must face every day.

In our experience with the Contact Centers of some Industries, we have seen that the clear division between Inbound and Outbound, with the polarization of commercial offers only on Outbound, has not brought great results. On the other hand, we have observed very effective results, obtained by using the resolution of the disservice managed through Inbound activities as a real commercial proactivity, which creates added value for the customer, and enhances the economic and human sustainability of the Customer care process.

In summary:

• Our ability to manage a disservice (times and methods) consequently becomes a factor in customer satisfaction
• The number of Touch Points in the relationship between the Company and the Customer increases according to the type of service and complexity of the company itself.
• The formal and substantive Customer Recovery models that companies can introduce make a difference and support the business.

A corporate culture centered on the concept of “widespread customer care“, traditionally understood as expensive for the company, brings many benefits in terms of corporate lifestyle, corporate well-being and sustainability, economic and human. Effective and proactive customer care can help improve customer satisfaction by responding to their needs and solving their problems quickly and effectively. This leads to increased customer loyalty and company reputation, which can lead to increased sales and ultimately greater economic sustainability.

The model works if it ensures, through sustainable corporate profitability over time, the balance between the three primary stakeholders represented by the Company, Customers and Employees. A “triangle” that becomes virtuous only if it can generate value on three sides.

1. Company – Proactive Customer Satisfaction can help “stimulate complaints”, knowing that managing customers’ problems, preventing potential disputes and legal issues, increases loyalty and generates sustainable economic results over time.
2. Customers – Proactive Customer Satisfaction increases the level of customer satisfactionthat will be more loyal and support a positive word of mouth that, in social era, assumes importance and danger at the same time. The measurement systems (e.g. NPS – Net Promoter Score) constantly measure the level of satisfaction on changing expectations over time, raising the bar upwards.
3. Employees – Proactive Customer Satisfaction reduces stress and pressure on the company workforce, which can fully express each individual employee’s leadership. Such an approach helps to improve the corporate culture and supports human sustainability, promoting a healthy and sustainable working environment for employees and enhancing collaboration among employees. This can lead to a more positive and productive work environment, where employees feel valued and satisfied.

A department that offers good customer service and deals proactively and specifically with the management of any disservice can become the engine of an economic and human sustainability project for the company, improving the company’s ability to generate profits and long-term value, without forgetting the well-being of the people involved in the organization and the exploitation of the skills expressed.

Managing the disservice does not mean that the Customer is always right. It is a wishful thinking, unreal and unsustainable phrase. It is worth considering the management of the disservice as an unrepeatable opportunity to heal the relationship with the Client, always having well clear the direct and indirect economic value of the actions we introduce.

Providing quality service, solving customer problems quickly and effectively, and managing any disruptions can improve the company’s reputation and increase customer loyalty.
This results in more sales, satisfied customers who recommend the company to others and a positive image on the market.
These factors are key to increasing long-term economic returns and fostering sustainable growth.

In addition, a customer service department that cares about managing any disservice in an informed manner can create a positive and sustainable work environment for employees. Valuing people’s work means providing them with the resources and tools they need to tackle day-to-day challenges effectively, offering training and professional development opportunities and recognizing their commitment and contribution. When employees feel valued and supported, they are more motivated, satisfied and involved in their daily work.

This can lead to higher productivity, lower staff turnover and a positive organizational climate, all of which have a positive impact on the human sustainability of the company.

For this reason it is appropriate and profitable to work on the company’s simplification processes in order to learn how to be lean also in the customer service modes: the approach towards a strategic customer service, that is the ability to manage the customer experience, increase the word of mouth, build loyalty and maximize profits is achieved through a virtuous obsession with the real centrality of the Customer.

What strategies can be adopted by those who manage a customer service failure? What can the company do to optimize its approach to Customer Satisfaction and grow into a value-added Disservice Management?

Here are 3 practical tips to apply immediately to effectively deal with customer disservice:

1. 1. Sense of responsibility If we have made a mistake and caused a disservice it is always important to make the customer feel that we are taking care of his problem, even if we did not generate it. Now you are representing the company we avoid saying phrases like “I apologize on behalf of the company”, “it does not depend on my office”, “this thing is out of my responsibility”. The Client does not care how we are organized, but wants his problem solved.
   2. Empathy If the disservice is not the fault of the company but the customer is in difficulty it is still important to express our closeness. Saying “I’m sorry” is a possible approach and if we can do something to help or direct, let’s remember to always sow something good.
   3. Education If the customer is angry, right or wrong, it is not a personal matter towards us; if you think about it, almost certainly does not know us personally and cannot have a grudge against us. With these premises, being calm allows us to be lucid and do an exercise that is always useful: put yourself in the shoes of the Client.