If ever there was a statistic to make us sit up and take notice, for me this is that stat: “96% of customers who are unhappy don’t complain“. 96%! Frightening. And it gets worse. “Of those, 90% will just walk away and not come back”.
When businesses set out to build a branded, differentiated customer experience they will often search for the silver bullet; that single, elusive crowning glory that will set them apart from everyone else for ever. True, such aspirations are good at galvanizing an organisation behind a common goal but the reality is that the starting point needs to be a broad and strong foundation of many smaller experiences that just get the basics right.
Understandably, most of the information for what to get right comes from the root cause analysis of complaints and operational data. Investment and resources are directed accordingly and all being well, the number of complaints starts falling.
But just fixing the underlying causes of complaints doesn’t have as big an impact on customer numbers and their value as it might. That’s because, generally, the things that are complained about get prioritised. If fixing complaints are the foundation blocks for a Customer Experience programme, then addressing this potentially destructive layer of niggles and frustrations is the bedrock on which those foundations should sit.
So, we have a rich seam of things that don’t go as customers would want, which are significant enough to make them try elsewhere next time but not so significant as to warrant putting fingers to keyboards and to complain. It might be about phone calls to a service centre that doesn’t answer the phone. It might be a shop assistant who doesn’t smile. Surprise at the final cost. Things that are easily fixed but that have a big emotional impact on customers. That in turn drives their behaviour next time. The silent customers then, voting with their feet and loyal only to their wallet. Gone.
And yet those problems are unintentionally left to fester because people are complaining about other things. What we need to know is what our customers from today say to each other when they sit down for dinner tonight. When they tell the tale of what is was really like to be a customer, is that story the one we want and expect them to tell?
Tracking down that level of qualitative information isn’t without challenge but it is well worth the effort. Research that asks customers what they want will give the proposition teams ideas for bells and whistles. But knowing what niggles customers will show where finite resources need to focus on in the short-term to improve experiences, loyalty and therefore revenue streams.
To complain takes effort and many feel companies don’t deserve to be helped if they can’t get such basics right. In today’s world where the customer is in control, and whose bar of expectations is rising all the time, customers are rightly less tolerant to anyone who shows them a lack of respect by not “bothering” to reach a minimum standard.
They might be the small, sometimes “fluffy” things and not the single shiny silver bullet – that will come in time – but left unchecked these corrosive issues may as well be bullets being shot in the brand’s own feet.
Customer Experience Consultant+44 (0) 7917 718 072 www.customerexperience.uk.com [email protected]