Angry doesn't even begin to describe how I feel.  Mrs. Smith PROMISED me that the item would be replaced three weeks ago.  Now I find out that she never even ordered the replacement.  You can bet I'll never buy anything from you again …

      There.  You heard it:  the voice of an angry customer.  In this case, a really angry customer. 
        In today's quality-oriented world, customers expect things to go right.  Customer service has never been more important.  A serious problem on your part can easily cost you a customer, and a systemic problem can cost you many customers.  A relentless commitment to top-notch customer service, on the other hand, can protect your existing customer base and help you build it further.

        Watch out for these ten common customer complaints – and keep these handy solutions in mind:

•  You promised you'd get this fixed, but the problem just drags on and on.  Problems that don't get solved, or complaints that don't get addressed are deadly.  If this happens: Appoint a single individual (maybe yourself) to monitor and solve customer complaints.  Empower this individual with the money and authority to get things fixed.

•  I keep getting shuffled from one person to the next.   Especially prevalent in larger organizations, the “complaint shuffle” is often a symptom of a lack of organizational accountability and a weak customer service culture.  If this happens: Institute a simple “standard operating procedure”:

anyone who receives a customer complaint should follow up on it, from start to finish.  Any “shuffling” should be strictly internal.

•  You just don't seem to care.   This problem – perceived lack of empathy – may well be the number one customer service complaint today.  Probable results: depending on the issue, dissatisfaction, wasted time and money, litigation, loss of profit and reputation.  If this happens: A few simple steps might keep the problem from deteriorating:  Genuinely apologize.  Get the facts.  Thank the customer for letting you know that something's wrong.  Outline the steps you'll take to fix the problem.  Follow up promptly. 

•  Nobody tells me a darn thing.   If you're dealing with particularly thorny or complex problems, customers expect progress reports.  OK, it's inconvenient to offer them, but going weeks, days or hours (in the case of sensitive problems) will drive customers away from you.  If this happens: Place a note in your tickler to call customers back with news at periodic and appropriate intervals.  Don't miss a call!

•  That guy was just plain rude.   Rudeness comes in many forms and fashions.  Some examples: an indifferent tone of voice … a “bureaucratic” demeanor … a pompous or snobbish approach to the problem.  Rudeness and discourtesy have the potential to escalate a minor customer service problem into a customer service disaster.   If this happens: Intervene.  Fast.  Equally important, get some heavy-duty customer service training in place.

•  That gal had no idea what to do.   She may have been well meaning, but when push came to shove, she didn't know how to solve the problem.  This might not send the customer out the door, but it certainly can cause irritation.  If this happens: Establish written principles and guidelines for handling customer service problems.  Then be sure all your people understand them.

•  I explained what I needed, but she just doesn't understand what I want.   Here, the customer is probably trying to negotiate but is being rebuffed.  The guy or gal on the other end of the conversation either truly doesn't understand what the customer is talking about, or can't (or maybe won't) help.  If this happens: Over the long term, training in customer negotiation will be helpful.  In the short term, good old-fashioned non-directive communication (repeating the customer's complaint and affirming its legitimacy) can be the first step toward a solution.

•  When I bought this widget, no one told me that I'd need all this training (or maintenance, or followup). Yes – do everything you can to make the sale.  But don't ignore any features of your product or service that might cost your customer time or money later on.  Complaints are sure to follow.  If this happens: Reinvent your sales procedure.  Customers may willingly embrace followup effort or expense – but only if it's sold as part of the original deal.

•  I talked with John (or Mary or Jane or Paul) and let me tell you, he (or she) was no help whatsoever.   When you get right down it, the guy or gal at the counter or on the telephone represents you.  If the message in response to a complaint is awkward or unaccommodating, you'll simply raise your customer's ire.  If this happens:   It's time to begin rewarding employees for doing a great job with customer service.  Public recognition, bonuses and individual praise all promote this customer service philosophy.  So does the occasional coaching session for employees who don't catch on.

•  Your competition down the street can do this for me.   Oh, oh.  When you hear this, it's possible that you're behind the curve.  And when the word gets out, any customer who can get better service down the street might just choose to do.  If this happens: Find out what your competition is offering in the way of customer service.  Become a mystery shopper if need be.  And then make an honest assessment:  If your customers need or want what your competitors offer (ask them if you don't know), it may be time to add the service.

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Five Customer Service Must-Dos

        Whatever the state of your customer service efforts – whether you're at the top of the heap or swimming in problems – keep these five “must-dos” in mind:

•  Whatever your position, make customer service a top priority and set a good example for everyone around you. 

•  Systematically track customer service problems.  A simple database of problems – and solutions – can be one of the best sources of market intelligence available to you.

•  Recognize and reward people for great customer service.  And let everyone know about it.

•  Adopt this rule, written or unwritten:  No one in your organization can decline a customer's request for help without permission from whoever is in charge.

•  Talk, teach and train customer service every chance you get.  Don't let a week go by without doing something to advance the customer service philosophy.

Whatever the size of your operation, make customer service a top organizational priority – and ensure that your policies, practices and training efforts reflect this all-important commitment.

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