The Idea: In Amazon’s customer-centric world, the norm is customer obsession. When customer service problems arise, everyone drops everything to respond. Consumer problems are viewed as priceless insights into the motives, inspirations, and future needs of the customer. A concerned customer is never a burden, they are a delight and giving them actionable results is the defining characteristic of their extreme service model. What are the characteristics of extreme customer service?
A Study on Customer Preferences
In a recent Harvard Business Review article titled “Kick Ass Customer Service,” the authors reveal that there are seven types of customer service mindsets:
- Empathizers: listens and understands others
- Hard Workers: follows rules and script
- Controllers: outspoken, opinionated, directs customer interaction
- Rocks: doesn’t take it personally
- Accommodators: eager to discount and meet customer half-way
- Innovators: thinks of new ideas
- Competitors: tries to outperform co-workers
When asked, forty-three percent of managers preferred “Empathizers,” and yet they comprised one-third of frontline service roles. However, the data showed that “Controllers” outperformed all types of service reps on quality and performance levels. Only two percent of managers were willing to hire a controller.
Though “Controllers” may be difficult to manage, their take-charge attitude is what most people are looking for in customer service assistance. They offer fast, easy service and are comfortable demonstrating decisive clear service recommendations. Controllers value results and urge their patrons to heed their advice.
Getting “Kick Ass” about Customer Service
“Controllers” remind us of what we already know: good customer service requires discomfort and direction. But why are the speedy “Controllers” so effective in today’s world? Customer service is not just about uncovering and meeting unmet needs. It’s also about turning customers into advocates. And that is only achieved through extreme service that embodies heart and soul.
John DiJulius, author of The Customer Service Revolution reminds us, “It takes 20 years to build a reputation and five minutes to ruin it…What used to be ‘word of mouth’ is now ‘word of mouse.’ You are either creating brand ambassadors or brand terrorists – the customer is in complete control of communication.” Immediate results are all that matters. And the best service organizations drive positive outcomes for their customers.
Are you serious about extreme customer service? Attract, hire and retain a group of passionate, zealous service specialists. And allow them the freedom to design personalized solutions for their consumers or patrons. To get their best, one must embrace their distinctness.
The most vital service skill isn’t uncovering new consumers, it’s protecting (with reckless abandon your current customers. As Bill Bain (Founder of Bain Consulting) taught us, “Your best new customers are your existing customers.” The best service organizations practice protecting their core customers.
As Amazon is modeling for the world, the future of customer service is “real time” solutions constructed by autonomous, self-directed service specialists. They offer invaluable knowledge and ideas to customers, instead of drilling them with irrelevant questions.
Service is not about talk, it’s about results!
