The conclusion from such stories suggests itself. How good it would be to work if the customers behaved well, bought what they were offered, understood the petty shortcomings, did not waste the precious time of the company's employees on trifles and did not complain on contrived reasons.
Idyll, and only. But trashy managers are unaware that such customer behavior is a direct path to the death of the company. At least, the authors of the book “Complaint as a gift” think the Americans Janelle Barlow and Klaus Meller, who call for cherishing and nurturing disgruntled complainants, treat them as VIP persons.
According to Barlow and Meller, the gist of the complaint is not so important. Showdowns to establish order in customer service, of course, bring some benefit. But at the same time, everyone has the right to make mistakes, and whether we like it or not, shortcomings in the work of the employees of any company are inevitable. Much more important is the attentive attitude to the fastidiousness and the impression that he will receive from communication with the managers of the company.
This point of view is not contrived, and follows from the actual research conducted by the Agency Technical Assistance Research Programs among Americans.
For b2c firms dealing not with production, but with a wide client network, it is very important to take shape in society about their activities. Products and services on similar conditions offer many competitors, among which it is possible to stand out only by the quality of service and the formation of public opinion.
Agree that even after a successful visit to a company offering any services, we usually like not all that we had to deal with when dealing with staff. Research results show that only 14% of Americans simply keep silent in this case, not sharing their impressions with anyone else.
Moreover, those who did not express a claim officially, or while communicating with representatives of the company, will necessarily tell about the negative average of two dozen acquaintances, while only eight positive emotions.
Only every 27th visitor openly expresses his displeasure. And these are not troublemakers, but loyal customers who apply for the service to the same firms more often than the convenient silent majority. For such people, it is more important than the measures taken on their complaint, that they were carefully listened to.
If the complaint of a disgruntled supermarket buyer has been taken, he will tell an average of five friends about it. And believe me, I will try to form with the interlocutor a positive impression about the company, in which they are so attentive to complaints.
As you can see, inconvenient and difficult customers are actually an effective tool for the formation of a positive image of the company. It is a pity that in our open spaces not all business people understand this.