Customer experience – fulfilling the promise

Remember signing up for your wireless service? If so, you can probably recall the sales person enthusiastically promising you many years of uninterrupted service with the coolest technology available. When asked what to do in the event of a problem, the sales person most likely informed you that you can call the customer service number as often as necessary where experts are ready to assist you. Reassured, you sign up for your new service with your cool phone, and leave the store. Here is where the problem begins.

In his eagerness to close the deal, the sales person made promises that could not be met. The sad truth is that wireless providers do not have the necessary infrastructure to take an unlimited number of calls – they would prefer that their customers never call them! As Sprint recently demonstrated, the promise of “call us as many times as you need” is false. For $39.95 a month (the cost of a basic service plan) companies cannot afford to have their customers calling their customer service organisations more than once a month.

Most wireless carriers do not price their service plans to include unlimited calls to their call centers. However, despite this open secret, the carriers are reluctant increase their prices (to compensate for anticipated calls) or tell their customers the truth about the number of calls they can really make. By making false promises and setting unrealistic expectations, the carriers will likely encounter many angry customers for the duration of their relationships.

At the moment, when companies set and fail to meet customer expectations, they open a Pandora’s box. This is no different than relationships with financial institutions where the “fine print prevails” and where companies hope that their customers never read that fine print.

Realistic expectations

Imagine a consumer playing with the most expensive phone at a local wireless retail store. This consumer is not technology savvy, the phone not right for this individual, yet the consumer insists on purchasing the phone. While it is clear to the sales person that this individual will require extensive live (and costly) customer support, no appropriate service plan is available for the customer.

Despite the excessive cost that the company will incur if the consumer purchases the phone (through support), the sales person is unable to refuse service or offer a more suitable alternative. Carriers would do well to consider the following option – either refuse service (or a particular phone) or offer fee-based service options for training and support. This way, the customer receives the support he needs and the company receives adequate compensation for its services.

Setting the realistic expectations is critical to the longevity and profitability of any customer relationship. In their eagerness to close business, many companies make promises that they are unwilling or unable to fulfill – leading to contentious and unprofitable relationships.

To deliver delightful, authentic and profitable customer experiences, companies need to begin by examining the implicit and explicit promises they make to their customers. Companies need to ensure that customers understand all the terms and conditions of any service. Sweeping statements such as “call us any as many times as necessary” have no place in a successful customer relationship. These are not demonstrations of commitment, but are (misleading) promises that few companies can afford to fulfill.

Honesty is the best policy so be honest and promise only what are prepared to deliver. Set realistic expectations from the outset. Charge customers for products or services outside the scope of your promises – but always deliver a great experience.

Recent articles by Lior Arussy

Lior Arussy is the president of Strativity Group and the author of several books. His latest book is Passionate & Profitable: Why Customers Strategies Fail and 10 Steps to Do Them Right! (John Wiley & Sons, 2005). To learn more about customer strategies, sign up for Lior’s newsletter at www.StrativityGroup.com