Emotional Advocacy
Yesterday, I started writing about the book, Human Sigma by John Fleming and Jim Asplund and as promised, I wanted to continue exploring the book today. One of the things I was happy to see addressed was the idea of the single question customer survey. I had pondered the validity using the question, “Would you recommend this company to others?” in a past entry.
Fleming and Asplund note that not only do you miss a lot of information by asking only one question, but also all advocates are not created equal. As discussed in my last entry, people can be satisfied and thus have no reservations about suggesting a company or service to others, yet they aren’t really invested in the company and may defect. Then there are those who are emotionally invested and can serve as enthusiastic promoters.
The authors don’t have any specific suggestions about what questions to pose on satisfaction surveys, likely because they urge you to “get under the hood” of customer relationships and ask about things that matter. What matters to one business may not have any significance to another.
The authors give an example of a survey they conducted at an amusement park where most of the feedback they received was negative. People complained on and on about the parking, lines, the prices, the food and the lack of shade. When they were asked if they would return, everyone said they would without hesitation. The deciding factor was their childrens’ enjoyment. Had they the same experience on a Saturday night (sans the lack of shade) at one of our performance venues, they would never come back again, but the vicarious joy they experience through their kids provides an emotional connection with the theme park.
Fairness In Interactions
Later in the book, the authors discuss perceptions of fairness and how that can feed people’s emotional investment. That section of the book is fairly long so it is difficult for me to cover all the ways interactions can be viewed as fair or not. Anyone who has worked in customer services knows that people’s preferred treatment can swing between wanting to be treated exactly like everyone else to wanting an exception made for them, all depending on their situation.
There were a few examples they gave that are recognizable as significant the arts world. For instance, subscribers and donors who have invested themselves in your organization expect preferential treatment in return for their loyalty. (The example the book gives is airline frequent flier program.) If you launch a campaign to attract new business that offers a better situation to new people than to long time customers, you run the risk of alienating them. An example that comes to mind is the low introductory rates offered on cable television packages that are only good for new accounts while you get no recognition for your long term relationship.
Another example in the performing arts world can be found in ticket exchange policies. Many organizations have a no return/no exchange policy with subscribers and donors being the only exception. As long as policies and procedures are enforced equitably, there is no problem. But once you perform an exchange for a flat tire but not my canceled babysitter excuse, then the inequity in the system is exposed. And then there are policies that are confusing to patrons from the start such as why internet and phone orders incur a service fee but walk up orders don’t.
Business Solutions Unfair
One example they give as an impediment to good customer relationships is the phone queue with the recorded message about your call being important leaving you to reconcile how this can be if the place is so poorly staffed the average wait time is twenty minutes. What the authors say about this really struck me, (my emphasis) “From the customer’s perspective, any process or system whose primary purpose is to solve a business problem rather than a customer concern is unfair.”
They also note that treating people equally can appear unfair. If your customer service staff follows the exact same scripted process with customers not recognizing that the script can’t cover all eventualities, the result may make you look incompetent and patronizing for asking questions or suggesting solutions which obviously do not apply to the situation.
Tomorrow I want to address what the book says about solving customer problems. It turns out how you attempt to resolve a problem is much more important than whether you actually solve it.
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