I’m in Sales, Not in Service – September 2018
Sorry, no video for this column.
If I am in the right mood, listening to easy-listening jazz is fine. If I have been on hold for fifty-seven minutes waiting for customer service, easy-listening isn’t easy to listen to. It struck me that, when I first called Big Behemoth Communications to help my aging parents switch their internet and cable service, my call was answered tout de suite (or, as we Americans mispronounce it, “toot sweet”). That was because I was buying their service. Now, however, I was calling to report a problem, and the response was trés lent (no, I don’t speak French). But the problem with the call wasn’t the speed of response, it was the response itself.
When I first called Big Behemoth, they were anxious to get my parents to agree to a two-year service plan; so much so that they offered a free computer tablet if we signed up that day. The agreement was signed, the equipment was installed, and my parents were back to watching Shark Tank and e-mailing the grandkids. A few days later, they received an e-mail that stated that, in order to receive the free tablet, they had to go the Big Behemoth website and enter a ten-digit account number. Their account number was only nine digits. I was positive that a quick phone call would solve the problem, but I was quickly informed that, in order to receive the free tablet, we needed to add cell phone service to the package. When I explained that I was told that the service we purchased included the tablet, the guy said, “I am in sales, not customer service.” I was quickly forwarded to customer service.
I explained the problem to the young lady in customer service and she said she was very sorry about the mix-up. (Ever notice that you don’t feel any better after a customer service rep apologizes for the inconvenience. It is because you would rather they used the time spent apologizing to fix the problem.) She informed me that the free-tablet program had concluded months earlier, and that the first salesperson I worked with should have never promised the gift. I informed her that it wasn’t my concern as to the dates of their promotion; I was told something by a representative of their organization, and they either needed to honor the agreement or make some kind of compensation. “I’m sorry sir,” she said. “There is nothing more we can do.” I said, “You know, if you buy a car and give the dealership a check, you expect to either get the car, or to get your money back. You are telling me that I am not getting either.” “I’m sorry sir,” she said. “There is nothing more we can do.” I informed her that the company’s revenue for 2017 topped $160 billion. That’s billion, with a “B.” They can get a deal on a computer tablet for around $100.
When I asked to speak to her supervisor, she said that she was the manager, and there was no one else I could talk to. I assured her that, unless she owned Big Behemoth Communications, she did indeed have someone above her. After an extended back-and-forth over whether there was indeed someone who signed her checks, and who might care about honoring the company’s offer, I was transferred to the Customer Experience Department. I didn’t ask about the difference between the customer service and customer experience departments, I was just happy to speak to someone else.
When the customer experience rep heard my story, she was appalled. She promised to get to the bottom of it. She was going to review the tapes of all my phone calls with them. Remember those “this call may be recorded for training and quality assurance purposes” messages you hear? Maybe, for once, those tapes would come in handy. I was told to wait ten working days for a response. That was over a month ago.
I didn’t tell you this story to get a “woe is you” response. If you haven’t had a phone call like this yourself, you live in Antarctica. I relate the story because of one statement throughout the interactions that stuck with me; when the employee said, “I am in sales, not customer service.” I have hundreds of business leaders tell their staff, “No matter what you do for the company, we are all in the business of customer service,” but I almost never hear the leader say, “You are each empowered to take whatever steps necessary to solve the problem.” What good is it to admonish staff to all consider themselves customer service professionals if the only thing they can do is shuffle the customer to someone else?
Successful companies train their employees to treat the rule book as a guide, not a set of handcuffs. Well trained employees are taught to be creative, not reactive; to use their brains, not the policy book. And, if employees are trusted to safeguard the assets of the company, they know to start with sensible solutions that won’t break the bank, but will still please the customer. In every instance where employees refuse to budge from the rules, you can trace the problem back to a situation where they landed in hot water for thinking and acting for themselves. In the end, the problem can usually be traced to bad leadership. It starts with taking a long look at exactly what each employee can do to solve a problem without relying on the customer experience department. Frankly, if a customer needs to speak to the Customer Experience Department, it’s too late.
Stevie Ray is a keynote speaker and trainer, bringing his program, “The Roadmap to Influence” to organizations nationwide.