In “Serving Internal and External Customers,” Swartzlander (2004) outlined what customers want. She maintained that customers want to feel valued by the companies and/or places they conduct business with. More than anything else, customers value the way they’re treated. An American Society for Quality Control study found that less than 10% of customers leave/go elsewhere (defect) for reasons not related to the business (e.g., moving or no longer need the product); less than 10% liked a competitor’s product; and about 15% defected because they were unhappy/dissatisfied with the product. However, the study discovered that more than 65% of customers went elsewhere because of poor customer service.
As a former waiter and someone who has held various customer service jobs, I instantly look for good customer service everywhere I go. I expect good customer service when I go to a bookstore, when I go to a restaurant, when I buy groceries, etc. About two weeks ago, my wife and I went to the mall looking for an eye glasses case. My wife had misplaced her old case and since we were at the mall, we decided to stop by one of the eye glasses stores there.
In the first store we visited, the employee never even acknowledged us. He never asked us if we needed help or to let him know if there was something he could do. For that matter, he never even bothered looking up from his station! We were there for a few minutes digging through their selection of eyeglass cases. When we didn’t see anything that would fit my wife’s eyeglasses, we gladly left.
The second store we walked into was much different. Almost as soon as we entered, a customer service person looked up, smiled, and asked if he could help. We told him that we were looking for an eyeglasses case. He asked when we purchased the eyeglasses to which I replied that we bought it at another place. This gentleman, smiled and asked us to sit down. He pointed to the area where there were some cases available and then offered to clean my wife’s glasses.
Unfortunately, we weren’t able to find anything. But, rather than resorting to making faces or displaying other rude nonverbal behaviors, this man called downstairs to a sunglasses kiosk (one of his competitors) to ask if they still carried that small case he remembered from before. He hung up the phone, finished polishing and returned my wife’s glasses, and then told us where to go find a smaller case that would fit.
This employee displayed “positive personalization,” the positive social interaction between a service provider and the customer. Positive personalization has a positive effect on how customers perceive and evaluate the overall service quality of an establishment and in consideration about repurchases.
Swartzlander (2004) stated that personalization can range from the positive, warm feeling to the opposite – cold and impersonal. With the first store, we definitely felt the negative personalization (cold and impersonal), but with the second store our experience of positive personalization (positive, warm feeling) restored our faith that not all service professionals are bad or rude. And even though we may experience negative personalization more often than we would like, we’re always glad to come across positive personalization.
Your business customers want to be treated with respect and civility. It’s not rocket science. If your company/organization does not deliver, remember that out of every 100 customers, 65 will not come back because of poor customer service.
Swartzlander, A. (2004). Serving Internal and External Customers. Upper Saddle River, NJ: Prentice Hall.