5
Smart Answers to Tough Customer Questions

Learning Objectives

By the end of this chapter, you should be able to:

• Interpret the needs and anxieties implicit in six important types of customer questions.

• Provide responses to six important types of questions that address customers’ needs and anxieties.

• Give diplomatic answers to five types of peevish customer questions and provocative comments.

• Use three helpful phrases for all occasions.

• Steer clear of twenty phrases that a service professional should never say to a customer.

INTRODUCTION

Who among us hasn’t been in the shower the day after a customer has unjustly and uncivilly climbed all over us and imagined a rematch, wherein we fix that awful person with a steely eye and, in a voice as crisp as a January morning in Maine, render the rascal speechless? And contrite. And begging our forgiveness. A great, ego-satisfying daydream.

Back on the job, we all know that killer comebacks have one unfortunate side effect: More often than not, they send the customer packing—for good.

That said, there are numerous situations where a preplanned, prepracticed, well-thought-out response will soothe the irate customer, smooth the troubled waters, avert misunderstandings, save face, and allow you to move the service transaction toward a positive completion and not leave you feeling like a tread-upon doormat.

Customers aren’t always very skilled at crafting questions. Often, the questions they verbalize aren’t really what they want to know at all. For instance, the theme park guest who asks, “What time is the three o’clock show?” may actually want to know:

• “Does the show start on time?”

• “How early do we need to arrive to get good seats?”

• “What are our options if we can’t make it at three o’clock?”

One of the secrets of handling customer questions effectively is reading between the lines of the question. The first topic we’ll cover in this chapter is interpreting needs and anxieties implicit in customer questions. We’ll present questions—dissected for their real meaning, along with answers—that reflect the following concerns:

1. Resistance to change

2. Sensitivity to price

3. Lack of trust in the service provider

4. Sensitivity about waiting time

5. Fears—well-founded and not-so-well founded

Then we’ll give you some diplomatic answers to peevish questions and provocative customer comments that are both commonly voiced and difficult to deal with. These questions fall into five areas:

1. Maintaining an individual’s privacy

2. Protecting sensitive business information

3. Directing customers to suitable products or services

4. Keeping database information current without irritating the customer

5. Steering clear of politics and religion

The chapter closes with three helpful phrases for all occasions and twenty things you should never say to a customer.

INTERPRETING NEEDS AND ANXIETIES IMPLICIT IN CUSTOMER QUESTIONS

The “silly” question is die first intimation of some totally new development.

—Alfred North Whitehead

British mathematician and philosopher

The best answers to tough customer questions come from understanding the reasons behind those tough questions and having a good working theory about what you want to accomplish with the customer, once you have drawn a bead on the wants, needs, fears, and hopes behind the tough question, sharp comment, or antagonistic retort. So, let’s take a closer look at questions about resistance to change, sensitivity to price, lack of trust in the service provider, sensitivity about waiting time, and fears.

Resistance to Change

The one constant about companies today is that they are constantly changing their policies, procedures, methods, operations, and the way they deal with the customer. We face it every day. Customers are no happier about new procedures than you probably are. The amount of change in our lives— and in the lives of the people we serve—can feel overwhelming. See Exhibit 5–1, Customer Concerns about Change, for a list of issues about change.

Companies make changes for a lot of reasons:

• The old way costs too much,

• New technology is now available (or finally made it into the budget),

• Customer needs have changed, and, of course,

• The time-honored “just because.”

Much of the resistance customers—and all of us—have to change comes from the feeling that change is being done to us, rather than for us. It’s no wonder confused and concerned customers cry out:

“Why are you changing? I liked the old way!”

One approach to calming customers’ concerns is to let customers see themselves as participants in the change. There are two ways to do that.

1. Highlight customer involvement in the original decision.

This approach reinforces customer involvement in the original decision, even though the individual customer you are speaking with may not have been personally involved. As long as a representative sample of customers was contacted, try saying:

“Changing was a difficult decision for us. We did an extensive customer study. You may even have received a phone call or survey. We based this redesign on what we learned. I think you’ll be surprised to see how much easier this is.”

2. Ask customers to evaluate changes you’ve made.

A second option is to ask customers to evaluate the changes you’ve made in processes, procedures, or forms. This answer is particularly useful immediately following the change:

“When you’ve had a chance to look at the new account summary form, would you complete a comment card or give me a call with your reactions to it? I really value your opinion”

One Caution: Don’t seek feedback you never plan to use. This pat answer becomes an empty answer—and a waste of time for you and your customer— if the customer comments are never read and considered.

Sometimes customers seem to have a mental scorecard for evaluating your company’s changes. They want to hear the underlying motivation for the change in order to mark it as fair or foul. They are not so much concerned with what you’ve changed, but why. For instance, when the price of gas at the mini-mart goes up the same day the Organization of Petroleum Exporting Countries (OPEC) increases its price per barrel, many customers cry, “Foul!” Drivers feel the swift hike is unwarranted, because it will take a few months for the higher-priced oil to transit from oil field to tanker to refinery to the mini-mart.

If dollars and cents (or francs or pesos or marks or yen) are at the root of the change, however, do mention the money. Everyone understands rising costs. If you were losing money the old way, it’s okay to say so. If the customer understands why the procedure or process needed to be changed but still finds the change to be a problem, invite her to (a) try it and (b) give you any suggestions for an alternative change.

When a change is implemented to protect you and your company from liability—monetary or other—you need to explain the change with a very carefully planned statement. Don’t get caught in a discussion of the details. For example, a child day-care center employee would never want to say, “We used to give children a ride home if their parents couldn’t pick them up at the day-care center, but after that four-car accident Cindy had—she’s the one with the long dark hair—well, our insurance says we can’t drive the kids around anymore. Can you believe it?” Saying the wrong thing can raise more ire and concern than saying nothing. So think it through first and then have your answer ready to play out as soon as your customer asks the question. Consider:

“Your child is as precious to us as she is to you. Well keep your child safe within the daycare center property from the time you release her to our care in the morning to the time you or an adult you designate in advance picks her up in the afternoon. Because our personal vehicles are not day-care center property, we are not able to drive the children in them.”

You don’t have to tell a customer everything about everything you know. It’s even possible to over tell your customer, to give more information than the customer cares to know. Your answers should:

• Give customers a little insight, enough to satisfy their curiosity,

• Thank them for their interest and concern, and then

• Get you both back to the real business at hand.

Complete Exercise 5-1: Apply What You Learn: Addressing Resistance to Change

Sensitivity to Price

“What do you mean your price went up?”

It is hard to avoid price hikes for any length of time, especially without a corresponding reduction in the size or quantity of product purchased. Just ask your grandmother or grandfather how big a chocolate bar was when she or he was a child. See Exhibit 5–2, Customer Concerns about Price, for a list of information customers want about pricing.

To assess your readiness to answer customer questions about pricing policies and develop an action plan, complete Exercise 5-2, Self-Assessment: Readiness to Answer Questions about Prices.

Here are four steps for responding to price hike questions:

1. Allow the customer to tell you about his or her frustration, and sometimes even anger, about the price hikes. Get that frustration out of the way so that you both can move on.

“I can understand how frustrating it is when prices increase. That’s why we’ve worked so hard to avoid it”

2. Offer concrete justification for the price hike. For example:

“Paper costs have skyrocketed in the past year, and we’ve finally been forced to pass on some of that cost.”

3. Build a connection by comparing your cost increase to other cost increases you and the customer may both be experiencing in your private lives. Remind the customer that your company isn’t the only company raising prices:

“I know that I’ve been seeing a price increase at the grocery store for paper products such as paper towels, napkins, and the like”

4. If only one element of your cost of doing business is increasing—for example, shipping and handling fees—you should point out that anomaly to your customer.

“Actually, the cost per item is the same. The increase in price comes from the increasing fees we are charged to deliver products directly to your door”

See Exhibit 5–3, Four Steps for Responding to Price Hike Questions.

“Why Can’t You Cut Me a Deal?”

In some cultures, and especially for some products, a listed price is only a starting point. The final price will be negotiated between each buyer and the seller. If you are part of a Detroit, Michigan car dealership or a Cancun craft market, you are probably used to customers who are seeking a “real deal.” Difficulty arises, however, when you lack the latitude or authority to dicker with customers over price.

Your best bet: Whether it is your call or someone else’s, know exactly when and how much of a discount or deal is available to customers. This means keeping in touch with advertising and promotion specials, with the price breaks for preferred customers, and with what the competition is charging for the same goods.

Think of the customer’s desire for a “deal” as an opportunity, not a threat. When customers ask for a volume discount, for example, you may be able to use that request to increase the size of the sale. We heard a telephone sales representative for a pet care product manufacturer explain:

“I can give you a 20 percent discount if you order an entire pallet of dog food, just two bags more than you normally purchase.”

“They’re Selling the Same Thing for Less Money Just Down the Street” If you’re a retailer, the last thing you want to hear on a busy Saturday morning is:

“Why, I just saw this down the street—and it was on sale for 20 percent less than your price.”

You know all about promotional specials and loss leaders, and you know that most of time those discounts don’t last very long. And you know as well that the competitor who is running the special probably received a price break from the supplier, just for this one special-price sale. And you know that your customer could not care less.

Your best bet: Express surprise and explain.

“Oh, really? I wish we could meet that price. Quite likely, their sale price is based on a special price they were given by the manufacturer.”

It may be that the other store is selling a product that looks the same as yours but that is not actually identical. Point out the differences. This may also be a good time to remind your customer of the quality service you sell with every product.

“The computer they are advertising is the same brand. However, it is the Advantage model, built for home use. The Bravo model, sold only through dealers, was built for the office with components that can stand up to industrial treatment. And when you buy from us, you have oar service team to answer questions and provide assistance.”

“That Comes with Free Delivery, Doesn’t It?”

Sometimes a customer will want to change the terms of the sale after the sale is made. Often this pops up on large-ticket items just before the customer hands over the cash:

“0h, delivery is included when I buy a sofa, isn’t it? I only live a few states away.”

In these cases you must know ahead of time what you will and won’t do, what you can and can’t do, and what you are able to throw in to sweeten the deal. Resist the temptation to become resentful of customers’ last-minute requests for “extras.”

“I’m sorry, but we offer free delivery only within the metropolitan area. I can offer you this fine antimacassar—it will look great on your couch when you get it home.”

A Word of Caution: Extras and exceptions may set a precedent you aren’t ready or willing to live up to. We preach, “Treat customers the way they want to be treated.” But there are times when, for the greater good of the company and to ensure fairness for all customers, it is more important for you to be consistent.

There is a place for bending the rules and breaking land speed records for customers. However, there are times to say no or, better yet, to say no by offering an alternative. For example, our sofa buyer may be satisfied to know that delivery is available, for a price

“Our delivery area doesn’t extend that far; but I can coordinate a delivery driver for you if you’d like. The fee would be $75. Shall I do that for you now?”

Complete Exercise 5-3, Apply What You Learn: “I Want My Favorite Cereal!”

Lack of Trust in the Service Provider

Customers call or walk into your place of business, ask for information, present problems, and request help. Most of the time, they ask, you tell, they are satisfied, and life goes on. Most of the time. From time-to-time, however, a customer will respond to your wise counsel or sage advice with a curt and unfriendly “Why should I believe anything you say?” When that happens it’s unnerving and occasionally even insulting, especially when you know that what you are saying is the truth and is what the customer needs to know or hear or do and that a good many customers have profited from taking your advice in the past. Sometimes the phrasing is a little less confrontational. But the questions and comments—“Are you sure about that?” and “That doesn’t seem right to me” and “That can’t be true”—are, at their core, the same simple, untrusting question: “Why should I believe you?” See Exhibit 5–4, Customer Trust Issues.

It may be that the customer is simply doubting your organization’s ability to do what you are promising or proposing. In selling, they call it a “no-trust” problem. The customer simply doesn’t think your organization can or will do what you say it will. Your best recourse is to share evidence of your past performance. Share your track record, your surveys and testimonials, and so on. Be ready with references and time lines. If you are dealing face-to-face, you might write down your promise and give a copy to the customer.

Take steps to prove your reliability, your ability to deliver on your promises. Take the evidence in hand, step forward, and say:

“That’s a really good question. You don’t have to take my word for it. We have hundreds of satisfied customers. Let me show you exactly how we can create the same results for you.”

Or you may go directly to your proof:

“That’s a great question. We have a long history of satisfied customers. I’d be pleased to put you in contact with several of them so that they can tell you personally about the quality of our work. Now, may I show you exactly what I think we can do for you?”

Complete Exercise 5-4, Apply What You Learn: Customer Success Stories.

“You People Never Do What You Promise!”

Sometimes this blunt, lack-of-trust trial statement may come up because you are in an industry that has a history of customer upset or a well-publicized bad mark on its record. The strategy, then, is to distance yourself and the solution you are offering from the industry or from the negative event the customer has in the back of his or her mind. Consider this real-life example:

CUSTOMER:	“You’re a cable TV company Why should I believe that your installer will even bother to show up?”
SERVICE PROFESSIONAL:	“Our company has earned a national reputation for great service. Why, we even won kudos from TV Guide!”

Okay your company may not have been in the TV Guide, but it probably wasn’t featured on 60 Minutes last night, either. Your company has a record to lean on and colors to fly. Don’t be timid—fly them.

“You’ll Just Mess It Up Again”

A variation on “I don’t trust you” arises when something has indeed gone wrong in the past and trust must be rebuilt. It may have been a company or personal error—a computer error that wiped out a customer order or a message you forgot to give to the accounts receivable department. Or it may be that the problem was caused by an act of nature but you have been given the blame—”Don’t you people have plans to deal with snow?” When the once-bitten, twice-doubting customer confronts you with a stern and challenging:

“What makes this time any different from last time, when yon ruined my life?”

Be prepared to dig in, own up, and guarantee that this time will be different:

“You’re right. Our company promises forty-eight-hour turnaround, and it didn’t happen last time. Today, I am personally going to take care of your order. Here’s exactly what I’m going to do”

“You Don’t Have a Track Record”

It may be that your organization is new to the business, new to the area, or new to the customer. With the paint still wet on the door and your business cards on order, you’ll need to create a sense of history—a past that anchors your company and gives a firm sense of credibility. Consider:

CUSTOMER:	“The ink is still wet on your stationery. What could you people know about this business?”
SERVICE PROFESSIONAL:	“Our company offers a fresh perspective, backed by the many years of industry experience of our principals. All told, we have over forty-five years of experience solving problems and serving customers in this industry. Please give us a chance to assist you.”

Sometimes that sense of history can come from an association or affiliation with a larger, more well-known organization. If you work in a branch office or as part of a franchise, point to the strength of the parent organization. For example:

“When we opened our doors for business as a new franchisee, we brought the entire weight of the XYZ franchise organization with us. Please give us a chance to assist you”

Complete Exercise 5-5, Apply What You Learn: Responding to Lack of Trust.

“Why Are You Looking It Up? Don’t You Just Know?”

Customers not only expect customer service people to have access to vast amounts of knowledge when they ask for that information; they expect them to provide it immediately and off the top of their heads. When service providers go to their reference manuals or computers to check procedures and specs, customers are apt to ask: “Why are you looking it up? Don’t you just know?”

Customer expectations about your technical knowledge may or may not be fair. After all, would you be comfortable with a surgeon who had to take the manual into her most basic operations? But fair isn’t the issue. The issue is fear—fear the problem won’t be fixed or won’t be fixed right the first time.

Your answer must put the fear to rest and bolster the customer’s confidence in you. Service technicians offer a variety of responses that work. The simplest is:

“You know the old rule—measure twice, cut once. I want to make sure I’ve got everything right.”

Sometimes that isn’t quite enough. The customer wants to know why you need to check a book to “make sure.” In that case, briefly explain:

“This machine comes in five different models. I’m just double-checking the protocol for this model.”

At other times, the “don’t you know” question can provide an opening for customer education. Help the customer understand and feel comfortable using the manuals:

“The exact calibrations for this machine depend on the material you are using with it. I’m resetting them according to our chart. Let me show you.”

When the customer fears a negative outcome—that what’s broken will stay broken or that in-route shipments will never arrive—they want to know that their service provider is in control. Showing you do know and you are trained is as much about attitude as about the words you say. Calm fear by demonstrating confidence in yourself, your training, and your organization’s support network. Complete Exercise 5-6, Apply What You Learn: Know Your Resources.

“What Could You Possibly Know About This?”

Experiences with all sorts of businesses have convinced some customers that they are the smart ones—and service providers . . . well, what could we possibly know? Some customers question and doubt almost everything they are told—be it about product quality or delivery schedules. Sometimes it’s subtle. Customers may gather information from a variety of service providers and then take it home to compare with a resource such as Consumer Reports or another “real” expert. Or they may demand to talk to a supervisor or manager or “someone who knows something.” Whether they express it through words or actions, the message is the same:

What could you possibly know about this?

It’s frustrating when the customer won’t allow you to help. After all, you’ve been trained for just that task. And a constant undercurrent of “I’ll just wait and see if that’s true” will put anyone on the defensive. In these situations ask for a chance to be of service. Challenge your customer head-on to allow you to help and to give you a chance to prove your knowledge and worth. It’s almost unheard of not to give someone a chance when she asks for it. Simply say:

“Please give me a chance to assist you.”

It sounds so simple, but it is so effective. There are, however, situations where it is not quite enough—times when the customer has a specific reason, valid or invalid, for believing you don’t know anything. In those cases, you need to address the customer’s specific concern.

Sometimes customers’ stereotypes and prejudices cause them to doubt a service representative’s qualifications. Perhaps you aren’t the size, race, height, gender, creed, or type of person your customer expected to see. Or you might seem to be too young or too old, too hip or too conservative, to have the right knowledge, experience, or perspective. It’s frustrating. You are qualified for the job, even if you aren’t what the customer expected to see. To get a chance to prove you are indeed qualified, keep the conversation friendly and nondefensive, but don’t be shy about letting your customer know what you can do. In short, you’ve got to flaunt it . . . with a smile. Consider:

CUSTOMER:	Well, little lady, what could you possibly know about driving a tractor trailer?
SERVICE PROFESSIONAL:	Well, I’ve never driven long-haul for a living, but I sure have changed the tires, checked the oil, and spent a lot of hours on the test track learning about trucks like yours. Why don’t you tell me what parts you need to order and let’s see if I can help you.

For the woman we know who created this response, it wasn’t bragging— she could do it. She had all the training and experience you could possibly imagine. Don’t overstate your credentials; just emphasize your training and your background if you are challenged on your expertise. And do it in a nice way. Perhaps you haven’t driven forty hours on a test track or assembled an engine, but you’ve got the job and you’ve been trained for it. Make sure your customer knows you are competent and confident. Complete Exercise 5-7, Apply What You Learn: Establishing Credibility

Sensitivity to Waiting Time

Customers wait for movie tickets and buses, telephones to be answered, and products to arrive by mail. It’s no wonder customers have developed little internal alarm clocks that tell them when they’ve waited long enough and when it ought to be their turn. Try to cheat them of that cherished moment, and customers will loudly proclaim, “No butting in line; I was here first.” See Exhibit 5–5, Customer Concerns about Waiting Time.

Customers look to the service provider to ensure fair treatment for all. At the first sign that another customer may be receiving special treatment—served out of order or allowed to skip the waiting lines—customers will hold your feet to the fire of their upset with some pointed and barely civil version of:

“Excuse me. I was here first. Why are you helping her?”

Your best bet: Work to avoid or prevent the situation before it begins. A hotel chain we worked with found it could significantly decrease the number of complaints about waiting in line during check-in by making sure all desk receptionists practiced this simple routine:

1. Make eye contact with waiting guests.

2. Verbally acknowledge the guest’s presence.

3. Promise the guest attention soon.

4. When the guest reaches the front of the queue, thank him or her for being so patient, whether the guest was patient or not.

Often it’s not the waiting itself that is the annoyance; it’s not knowing how long the wait will be. You reduce customer fretting when you answer the question “Why are you helping her? I was here first” with:

“I’m sorry. I will be finished with this transaction in just a few moments and then I will be right with you. Thank you for being so patient.”

When you’re finally face-to-face with the customer and it’s obvious the customer is upset, your best course of action is to apologize immediately for the wait. Then do what you can to remedy the situation. This happens frequently when a number system is used to determine order of service. Invariably the customer clutching Number 44 wanders out of earshot for the brief moment when Number 44 is being called and an overzealous Number 45 rushes up and gushes, “I guess there’s no Number 44, so I’m next.” By the time Number 44 wanders back, you are in the middle of handling Number 45, and it’s too late to stop. However, it’s not too late for a Smart Answer;

“And your number is? 44? Oh, I am sorry your number was missed. Thank you for letting me know. Please allow me to help you next. All light?”

Other times what a customer perceives as “unfair” and “line butting” may indeed be your effort to make things more fair. “I understand you’ve been waiting in line. This customer was here earlier and I asked him to come back to the front of the line. I will be with you in just a moment. Thank you.”

With so much time spent waiting, it’s no wonder customers have become extremely sensitive to wait time and have come to equate “quick” with “quality.” Acknowledging the importance of your customers’ time and dealing with the upset that waiting may cause will help prove to your customers that you always have their needs in mind. Complete Exercise 5-8, Apply What You Learn: “I’m Going to Miss My Flight.”

Fears—Well-Founded and Not-So-Well Founded

There are times when a customer’s “I know I’m just being dumb” plea masks fear, not dependence or confusion. Health care providers, veterinarians, computer technicians, attorneys, and accountants routinely cope with their customers’ fears. These fears can run the gamut from fear of looking foolish— and in the case of health care, appearing undignified—to fear of death:

“I’m having these symptoms, but I’m afraid my doctor will think I’m a hypochondriac,” OR “I’m afraid the doctor will say I need surgery.”

“I’m too embarrassed to tell my accountant I forgot to file my taxes by the 15th,”

“I just hate talking to our information technology people. I’m so stupid about computers,”

Your answer needs to make the customer feel comfortable about telling you what he or she has done, what he or she is thinking, how he or she feels, and what he or she wants or needs from you. Make the customer feel welcome and secure.

PATIENT:	I’m one of Dr. Ogle’s more-than-a-little paranoid patients. Could I get you to squeeze me in for an appointment tomorrow or early the next day?
SERVICE PROFESSIONAL:	We don’t have any paranoid patients. We have patients with legitimate concerns. What prompted your call today?

See Exhibit 5–6, Customer Concerns Around Fear.

DIPLOMATIC ANSWERS TO PEEVISH QUESTIONS

Diplomatic answers to peevish questions, solving customer nightmares, and soothing nightmare customers often rests on your tact and sensitivity, your ability to practice diplomacy. Here are five diplomacy issues that seem to come up frequently for service professionals.

1. Maintaining an individual’s privacy

2. Protecting sensitive business information

3. Directing customers to suitable products or services

4. Keeping database information current without irritating the customer

5. Steering clear of religion and politics

Maintaining an Individual’s Privacy

“What do you mean you can’t tell me my own son’s grades? I pay the tuition, you know”

Right-to-privacy laws limit the information you and your organization can share about your customers—including students over the age of eighteen. Sometimes, the legal right to privacy conflicts with other perceived rights—such as the right of a parent to know his or her own college kid’s grades, the right of an adult child to oversee the finances of an aging parent, or the rights of family members to obtain health information about a hospitalized relative. In such cases, without a signed release, those perceived rights cannot be granted. Your response, which you may have to repeat more than once for it to be heard:

“I am sorry. Your son is certainly lucky to have you for a parent. As you might expect, we are bound by the privacy act and can release information about grades only with a written authorization from the student.”

Your responsibility to protect individual privacy isn’t limited to customers. Current and former employees have privacy rights, too. Whenever an employee leaves your organization—be it to take a better job, because of a layoff, or because she has been “made available to the marketplace”—you can count on hearing the “Where’s Nancy?” question from customers and coworkers. Without express, written permission from Nancy, there really isn’t much you can or should say—especially if you know Nancy was involuntarily released.

“Nancy has left the firm to pursue other opportunities. Your account is now being handled by Pat. May I transfer you?”

If a customer insists on contacting Nancy, resist any impulse to share home address and phone number. Instead:

“I’m sorry. We are unable to give out home address information. However, if you’d like to send Nancy a note via our firm, I would be happy to see that it is forwarded to her home.”

Protecting Sensitive Business Information

It seems like such an innocuous question: “How’s business?” Customers often know us well and share, rightly or wrongly, details about their own organizations. So it seems natural to answer questions about our own organization. However, that type of question-and-answer session often invites us to share details and information that are really not the business of our customers. For that reason, we are fond of the response we once heard from Jim Miller, author of Corporate Coach (St. Martin’s Press, 1993):

“Business is terrific!”

When asked to elaborate, Jim continues:

“I have a job, I get a paycheck, and I get to work with great customers like you. It really is terrific.”

It is especially important to have an answer ready when your company has been in the headlines, for whatever reason. Your response will have to change to fit the situation. Consider this from a “survivor” whose organization had just gone through well-publicized layoffs:

“I think the economy is affecting every business. Tighter times force us to reevaluate how we do business. It’s hard, but in the end it will help us compete.”

Directing Customers to Suitable Products or Services

You don’t have to travel any farther than your own TV to see that we live in an era of diversity and personal expression. That creates quite a challenge for service organizations seeking to meet the individual needs of masses of customers. Consider the world of retail. Customers aren’t shy about letting us know: “This isn’t my color—I doubt it’s anybody’s color.”

“This has to be the ugliest dress I’ve ever seen! What was your buyer thinking?!”

Whether the criticism is delivered in a tone of genuine puzzlement or as a scathing indictment, it’s hard not to become defensive when the judgment called into question is yours—or your organization’s. Your pat answer should allow you and your customer to agree to disagree, or at least to ignore the difference in judgment and move on. It’s okay if your customer doesn’t like the model or product in question—and has no idea who would. If the customer continues to criticize, make a show of recording the customer’s comments, and then move on.

Responding to comments like, “This has to be the ugliest dress I’ve ever seen” requires wording that you, the service professional, are personally comfortable delivering. Use our wording as a model, and then substitute words that are both comfortable for you and appropriate for your situation. Whatever words you use, the tone and intent must remain pleasant and positive:

“I have to admit, it wasn’t one of my favorites either, but our buyer tells us it’s the latest rage in Paris. And it does look great on some women. Let me show you some other things.”

Or:

“This is one of those dresses you either love or you hate, and I think I know where you stand. Let me show you some other things.”

When matching a customer with just the right product or service, customer service professionals begin assessing the customer and his or her needs almost from the moment the phone rings or the customer walks in the door. The right match is usually found, but not always. Sometimes the poor fit occurs because the customer didn’t tell us everything about his or her needs; other times the service provider made a wrong assumption; still other times, there’s simply a difference of opinion. Whatever the reason, you needn’t be defensive. Your pat answer to a mismatch should deflect any anger or ire created by the mismatch and then redirect or deflect the customer on to another option, something more suitable to his or her tastes, needs, wants, and expectations. Complete Exercise 5-9, Apply What You Learn: Directing Customers to Suitable Services.

Finding just the right things for your customer is always a guessing game. It’s not uncommon to miss with your first try, or your second, and sometimes your third. The point is not to get derailed over your customer’s reasons for not liking what you suggest. Keep moving forward.

Keeping Database Information Current without Irritating the Customer

“Don’t you people keep records? I did this already!’

In today’s high-speed, high-tech world, we expect service providers to know all about us. Call to order a pizza, and likely as not you will hear, “Would you like your usual pepperoni, pineapple, and extra-cheese pizza, extra large? Or would you like to try something new?” Check into certain hotels, and the desk clerk will greet you with “Welcome back. I see you prefer a smoking room with two beds near the elevator and the ice machine.

I’ve got just the one.” And all that before you’ve done much more than identify yourself.

Thanks to technology, the local grocery store can track your shopping habits and then offer you coupons targeted to your needs. The water and electric meters can read themselves over the telephone line, and back at your office the photocopy machine may call in for service via a modem connection. It’s no wonder our customers expect us to know every detail of their service history—and to read their minds about what they’ll need in the future.

Despite what customers may think about all this wonderful technology, you and we know most companies haven’t reached the height of database integration and keystroke ease. Customer data may be captured but difficult to access.

Think about your own experience at the pharmacy counter of your local drug store. Doesn’t it give you a feeling of security when your pharmacist verifies your current prescription against the prescription you were given the last time you had your medication refilled? Verifying data at the time of service may be the best way to keep database information current—in some situations it may be the only way to ensure up-to-date, accurate information. Unfortunately, it can also irritate your customer. Ask a returning hospital patient to fill out admittance forms and you may well hear:

“Don’t you people keep records? I already did this last month! I hope you remember what you removed last time.”

In those situations where verification of the information is an imperative, say so. Give customers a reason to give you the information again. Consider this favorite response we heard from a hospital admissions clerk:

“You’d he surprised how much information can change between one visit and the next. Our system is designed to ensure we have the most accurate information possible so we can continue to give you the best medical care available.”

Or, if you prefer your pat answer to be shorter and crisper:

“We take your medical history every time to ensure we have it correct and up-to-date.”

Complete Exercise 5-10, Apply What You Learn: Gathering Customer Data.

“How Many Times Do You Want Me to Fill Out This Survey?”

There are also situations where you truly didn’t mean to ask for the same customer information twice. In these cases your customer’s “I already did this” may be your clue that there is a system problem. If so, apologize, and, if the problem may happen again, say so. Explain what the customer should realistically expect. If you don’t, customers will expect that once they talk with you, everything will be fixed, and they’ll never be asked twice again. Here’s an example from a consumer goods company.

CUSTOMER:

I already got one of these customer service survey forms. How many are you going to send me? Didn’t you read the first one?

SERVICE PROFESSIONAL:

I’m sorry that happened. Thank you for letting me know we already surveyed you. Perhaps in our effort to be responsive, we were a little too enthusiastic. If this is a problem with the survey system, you may receive another survey or two before it’s corrected. If you’ve already filled one out, ignore those future surveys. However, if you do have any additional insights or ideas, please let us know. In the meantime, I’m going to bring this issue to the right people.

As we perfect our information systems, we know more and more about our customers—what they like and dislike, what they buy and how they use it, and what they may need and value in the future. At the same time, our customers are becoming more and more demanding about how we access, use, and share what we know about them. Knowing why your company collects information will help ensure that you gather accurate information during your encounters with customers.

Steering Clear of Politics and Religion

Pick up just about any guide to business etiquette and you’ll find an admonition to avoid talk of religion and politics in the workplace. They are topics about which convictions are deeply held and a middle ground is not always easy to find. So, by mutual consent we avoid raising the subject—it’s an unspoken social contract designed to smooth the waters of daily conversation, especially in work settings where we generally don’t feel as free to express our personal views.

Yet we’ve all spoken with customers—and friends—on the phone or in person who have political, religious, or other convictions they like to “share” with others regardless of time or place. They make comments or ask questions that seem to be right out of left field, but they feel free to blurt them out, nonetheless. And they frequently expect that we will be grateful for their insight and concern. In your personal life, you may feel free to agree or disagree with others’ opinions. But on the job, when the focus is on serving customers, disagreeing is risky and agreeing can land you in the middle of an extended conversation that is irrelevant to your service task. You may even feel a bit annoyed that the customer put you on the spot. So, how can you find a way out when presented with comments and questions about religion, politics, or other vital issues of the day?

When the issue is religion, your simplest tactic is to assume the best of intentions and redirect the conversation. Leave aside the issue of “appropriateness” for a moment. For the sake of customer service, you can acknowledge the good intentions, without acknowledging the religious view behind them or encouraging further conversation. Your goal is to “close” the discussion and redirect the conversation to an appropriate topic as quickly and as simply as possible. Here’s a response we’ve seen work well:

CUSTOMER:	Are you saved?
SERVICE PROFESSIONAL:	Thank you for asking. How might I help you today?

The same principle works when the patter turns to politics. Most of us would affirm or correct a friend’s political views, but the customer is, well, still the customer. Your answer should not agree, insult, or make an issue out of anything. Just redirect the conversation and move on. Our favorite example:

CUSTOMER:	I can’t understand why anyone would have voted that clown into office, can you?
SERVICE PROFESSIONAL:	That’s politics. How may I help you today?

We are not suggesting that difficult issues and personally held values never have a place in our work-a-day lives. Rather, we need to recognize and address the fact that they have a tremendous potential for distracting us from providing Knock Your Socks Off Service.

When customers come to us with a prejudgment or complaint about us personally or about the organization for which we work, it’s important not to become defensive. For example:

“How can you live with yourself, selling cigarettes and dirty magazines in this grocery store?”

The grocery store in which we heard the above question has a simple response:

“I’m sorry you find those things offensive. If you would like, here is a comment card for you to fill out. That way well be able to better respond to your concerns. The card goes straight to the owner. Thank you!”

As the owner explained, “At first I thought I’d just ignore the complaints—after all, those products are selling. That’s why I stock them. But as I’ve listened, I’ve learned more about my customers than I ever did before. And cigarettes and magazines? I’m now more careful about where I display them. And, well, if there comes a day when more customers object than buy, I just may stop selling them altogether.”

THREE HELPFUL PHRASES FOR ALL OCCASIONS

In our work, we’ve come across three helpful phrases for all occasions. We heard them from many different service professionals working with many different types of customers. They can be used time and time again, in situation after situation, to smooth the way.

Helpful Phrase #1: “As You Might Expect”

This little gem suggests that you and your customer share a worldview. It puts you both on the same side of the fence. It also allows you to share information with the customer, while suggesting “I know that you already know this.”

“As you might expect, there is an awful lot of paperwork with any government-funded project.”

“As you might expect, we have many policies designed to ensure the privacy of our customer’s records. That’s why the signed waiver form is required.”

Helpful Phrase #2:“... For You”

In these two words lies magic. Their power is surprising. They tell the customer, “I’m here on your behalf, you are in control, and you are at the core of my concern.” These words increase cooperation and decrease frustration.

“Just a moment while I pull up that credit record for you.”

“That’s a good question. Let me find out for you.”

Helpful Phrase #3: “This Account Shows” or “Our Records Indicate”

It’s all too easy for customers to get defensive, especially when late payment or failed commitments are at issue. We have seen collections agents and mortgage clerks alike build rapport—and cooperation—with customers by separating the person from the debt. Call a customer and begin with, “You owe ...” and you’ll get very little in return. Change the focus to the forms and the records:

“Ms. Customer; this account shows a past due balance of $197.04. Does that agree with your records?”

Or this variation from a mortgage company:

“I’ve been reviewing the file for your application, and our records indicate that the confirmation of employment and salary forms are missing. Ill need your help to get that into the file.”

Exhibit 5–7, Three Helpful Phrases, is a desktop reminder of these magic phrases.

If you have a helpful phrase, one that has served you time and time again, we invite you to send it to us so we can share it with other service professionals. Send your phrase, along with your name and address, and we’ll send you a Knock Your Socks Off Service® button:

Knock Your Socks Off Answers

821 Marquette Avenue, Suite 1820

Minneapolis, MN 55402

OR www.socksoff.com.

TWENTY THINGS YOU SHOULD NEVER SAY TO A CUSTOMER

We all know there are some things you just never say to customers, words and phrases that provoke the worst sort of reaction. But even if you are the most careful person in the room, the occasional customer will catch you unaware, and you will end up saying something that you didn’t intend. Exhibit 5–8 contains twenty words and phrases that seem to send customers into spasms and fits of pique. Photocopy them at 140 percent on your copy machine and post them near your phone or counter. Maybe—no guarantee— but maybe the presence of this list will save you the need for several hours of apology and explanation over the next year.

In this chapter you learned:

• There are numerous situations where a preplanned, prepracticed response to a question or comment will soothe the irate customer, avert misunderstandings, and allow you to move the service transaction toward a positive completion.

• Customers aren’t always very skilled at crafting questions. Often, the questions aren’t what they want to know.

• One of the secrets of handling customer questions effectively is interpreting needs and anxieties implicit in the questions. Frequently the questions involve resistance to change, sensitivity to price, lack of trust in the service provider, sensitivity about waiting time, and fears.

• Solving customer nightmares and soothing nightmare customers often rests on your tact and sensitivity, your ability to practice diplomacy when you are asked peevish questions.

• Five diplomacy issues that come up frequently for service professionals are maintaining an individual’s privacy, protecting sensitive business information, directing customers to suitable products or services, keeping database information current without irritating the customer, and steering clear of religion and politics.

• Three helpful phrases for all occasions are:

1. “As you might expect”

2. “... for you.”

3. “This account shows” or “Our records indicate”