Best Little Blog

Why I Am Still Upset

It happens to all of us. It's not uncommon for you to spend 30 minutes on the phone with a customer service representative due to an issue (30 minutes you will never get back, I should add), and, typically, you will end the call with some sort of resolution in place. One would think that you would be happy, right?

What if, in this instance, rather than feeling satisfaction, your hands are still clinched and you're mumbling under your breath like a mental patient from frustration. In the past, you've called customer service and it didn't end with a desire to kick the family dog; so why was this call so different? Could it be the mood you're in at the time? Possibly -- but most likely your feelings are connected to something deeper.

Neuro-linguistic Programming (NLP) is a term that refers to utilizing self-awareness to better communicate with and influence others during conversation. It also helps us to better explain why customers can end some calls and feel satisfied, while other times they end calls and feel infuriated. When it comes to communicating with customers, it's imperative that they feel their voices are truly heard and understood.

So how does one harness the power of NLP and leverage it to ensure customer satisfaction? Here are a few easy ways to get started:

• Mirror: You're on a call with customer service, and the agent you are speaking with says, "I will work to solve your problem Mr. Customer," and then proceeds to ask standard questions about your situation. She communicates to you in an even tone and very matter-of-factly. The customer service agent has clearly expressed her desire to help, but no rapport has been established. A better way to handle that conversation would have been to mirror your intensity, tone and body language. "Geez, Mr. Customer -- that sounds horrible! You must really be upset having to spend time on the phone and away from important things to deal with this!" By mirroring the other person's emotional state, the agent immediately put herself on the same side of the table as the customer.

• Paraphrase: Once a customer has voiced an issue or problem, it's important to paraphrase the situation. "So let me understand this -- you're saying that you've been waiting three days for your bags to arrive and yet no one has called you back to help you locate them. Is that correct?" (pause to listen) "Oh, and Agent Mudder told you that they would be arriving yesterday?" (pause again) "Okay -- I got it -- let me get some answers for you." By paraphrasing, you ensure that you really understand the issue at hand, and you also gain further rapport. Many times it's not the "bags" themselves that's the real issue. It's the fact that nobody gives a damn about the situation.

• Lead by example: If you expect your customer service agents to communicate effectively using these tools, senior managers should lead the way. Ask those on the front-lines to set the tone for the right culture and you're more likely to have individuals that will follow their example and become a true asset to your customer base.

NLP and transactional management techniques go way beyond just these few points I have outlined, and they also go way beyond customer service management issues. These are techniques and tools to be used in everyday communication as leaders, spouses, parents, friends, etc. They place focus on connecting with others and solving problems, and not on making an already emotional situation even worse.

The Best Predictor Of Top-Line Growth

I have two questions for you:

1. What are you currently measuring to gauge if you're on target to meet your marketing objectives?

2. How are you using the data you measure? Is it posted around the office, is it part of regular management meetings? Is it front and center for all to see?

Most in our industry have a myopic view on the front-end of the selling process. All focus is on the customer who comes to your Web site for the first time and purchases on that visit.

This is largely driven by the fact that the online world is able to measure so much data about our marketing and advertising efforts, whereas in the offline marketing world, you don't have as much data to back up consumer behavior to your marketing touch points.

It seems as though because we are able to measure so many details, we tend put extreme focus on the conversion ratio. If you combine that focus with that the prevailing thought process that once visitors have converted, they will always be customers, it would appear that, although online marketers have access to mountains of data, they have a very slim view of what creates growth and success over time.

The Harvard Business Review published a piece a few years back (originally done in 2003) that showed, after two years of data analysis, there was one key figure that was a better predictor of growth than any other. What was that metric? Not surprisingly to me, it was the willingness of a customer to refer a company or service to someone else. It wasn't about customer satisfaction or even loyalty campaigns. The key to growth is all about how willing your customers are to speak up to friends and family about your offering.

Today, it is increasingly difficult to slap together a crappy movie, restaurant, or service and make a quick buck. People are connected! Tools like review services and social networking sites are everywhere. The time when one could provide a subpar product or service is gone. On the flip side, if you provide a product or service that is superior, you have viral and word-of-mouth marketing to use to your advantage. (The best part is that they are free!) If you offer something and it's great, people will talk it up and refer it to others.

Not only can your referral rate be a solid indicator of success, but simply asking questions around it can create a cultural shift in your organization. Here are a few examples:

• Restaurant managers have the best intentions when they stop by your table and interrupt your conversation to ask, "Is everything ok?" This question is a customer satisfaction checkpoint, but does it really go far enough? If they're going to interrupt your meal, why not ask something that might elicit a much more meaningful response, such as, "What would it take for you to refer one of your friends to visit us?" I can see myself taking some time to provide solid, meaningful feedback when asked a specific question like that.

• Imagine a Customer Service agent that didn't end the call with the typical "Can I help you with anything else?" but rather said, "So tell me, Mr. Smith, would you refer us to a friend? Why or why not?"

• You have a receptionist that greets all of the customers that comes into your office each day. What if your receptionist asked, "Would you refer us to others? If so, who and why? If not, why is that?" There is much valuable information to gather from your customers; you'll never have access to it if you don't ask for it!

In addition to asking your customers their thoughts about your product, this is also one of the most important questions for you to ask yourself. Yes, you, the marketers out there. Are you willing to refer your own service/company to others? If not, why is that? Are you able to create change so that one day you will be more willing to answer yes?

If your company isn't bold enough to ask the question because it is afraid of the answer, and if there is no hope for change, you need to find someplace else to work. How can you properly market a company and its services that even you wouldn't refer yourself!?

Start asking for referrals, and even more importantly, start posting your referral rate. Strive to improve the rate and make it part of regular discussions at management meetings. The lifetime value of a repeat customer is key -- not that one-time conversion on the front end.