Preventing and Resetting Unrealistic Customer Expectations
Monday, 06. 14. 2010 – Category: Ranger Wireless Solutions
While we would all like to believe that customer expectations have gotten more outrageous in recent years, the truth is that an unrealistic mindset from users is nothing new. Sure, they are presented with an ever-increasing amount of ways to proclaim their distaste. But their demands haven’t changed much, and if they have it is likely that we as representatives of our company are to blame. After all, when it comes to expectations it is as much about the one projecting it as it is the one formulating it.
Too often, we fail to realize our impact on the creation of these sometimes out of proportion demands. Instead of curtailing them, we often encourage them in the name of good customer service. Here are two examples of situations where we can lead that customer’s perception astray and what we can do to remedy it.
Making Exceptions (That in Turn Make New Rules)
It happens to all of us. A customer has an issue that we rightfully want to fix it. Because of their hardship, we decide to make a one-time decision to bend the rules (offer them a credit, adjust the schedule, hand your personal number, etc.) to show our understanding. The customer is appreciative of our efforts, which is great. That is, until the next time they need our help.
Often, the issue is less severe, but that does not change their expectation of your response. Not knowing any better, they assume your reaction was typical behavior. Suddenly what was once a nice gesture has now become their view of how things work, and you are left to pick up the pieces when you have to spring reality on them.
Policies at your business are in place for a reason. They help to make good service and support part of the process of doing business. They can also make sure that you don’t get stuck in a situation where resources are being taxed because of each customer is being treated differently.
Now, this is not to say that customers should not be treated well. It simply means that we all need to be aware that getting caught up in the moment and reacting with special treatment can set a dangerous precedent that in the end can cost you money, customers and peace of mind.
Selling Yourself as Something You Are Not
In the sales process, it often comes down to comparing yourself to a competitor’s product or service. It is a dangerous situation, as it is rare that any two companies are similar enough to provide a direct “apples to apples” comparison. Often, your nearest competitor may not even use the same platform or technology to provide their service. This means that as much as you seem similar, your products could be worlds apart. This may not be the case in the customer’s eyes and it could affect their perception of who you are. If the customer is familiar with the competitor’s product, and you are comparing your product to their’s, they are going to have the expectation that the user experience is going to be the same—how it works, how you support it, how you price.
It is imperative that if you are going to compare yourself with a rival product, you consider in advance the degree to which you want to be associated with their way of doing business. Before engaging in comparisons, determine what assumptions are going to be made about your product as a result of aligning yourself with a competitor. Then, highlight those key distinctions at the outset to head off any misperceptions about your product.
These are just two examples of how companies can manage customer expectations and ensure the remain manageable relative to the product or service being offered.
David Fleming is the Director of Corporate Communications for CornerWorld Corporation, parent company of RANGER Wireless Solutions.
Tags: communication, customer service, David Fleming, sales