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© 2023 Dennis Opstal & Jean-Pierre Thomassen | Boom

Original title: Topservice voor veeleisende klanten. Published by Boom uitgevers Amsterdam, 2021

Editor: Wilma Schreiber, Schreib redactie

Cover design: Hans Roenhorst, H2R+

Layout and e-book creation: Coco Bookmedia

Translation: Mischa Hoyinck & Robert Chesal, Words Worth

ISBN 9789024463435

ISBN e-book 9789024463442

NUR 801

No part of this book may be reproduced in any form, by print, photoprint, microfilm or any other means without written permission from the publisher.

PREFACE

Increasingly, organizations are faced with demanding customers. This goes for public organizations, but also for health care organizations and commercial businesses. Customers tend to be better informed, more individualistic and highly critical, and less likely to accept bad or mediocre service or being told ‘no’. Some industries are used to this type of customer, for example the high-end hospitality industry, and the luxury goods and services industries – 5-star hotels, expensive cars and jewelry. But now, other industries also find themselves dealing with such customers.

This book shows you, the customer service representative, how to deal with these customers when saying ‘no’ is not an option. Note that this book does not argue that you should be a doormat. Obviously, there are limits to customer centricity, and to what customers can or should expect. However, we do argue that you should roll out the red carpet, to ensure that the growing group of demanding customers receive World-Class Service, and keep returning to your organization for more.

We dedicate this book to all those who shed blood, sweat and tears every day to offer their customers World-Class Service, even when those customers set the bar really high. Enjoy the read! For questions and comments, or to submit an example of World-Class Service for demanding customers, please contact us on LinkedIn.

Dennis Opstal and Jean-Pierre Thomassen

REVIEWS

‘Smoothly written, clearly designed, and by combining theory with many practical examples, the book comes to life and is anything but a tough read. The authors’ enthusiasm for superior service jumps off the page. That’s the hardest thing to achieve: getting world-class service into the DNA of employees, managers, and teams.’

Aftersales Magazine

‘A practical book that you can use straight away. Some theory, but mostly lots of tips, examples, and how-to’s. An easy-to-read management book for anyone who deals with customers, and relatable enough to appeal to anyone who is a customer. The examples are recognizable and give you a deeper understanding of the person on the other side of the desk. The book’s main strength is that it guides readers in how to deal with demanding customers, and how to recognize demanding customers in specific situations.’

Management Tribune

‘World-Class Service distinguishes itself from other books on service by focusing explicitly on the employee who has to provide world-class service. But it’s also a good read for any service provider who’s open to improving their way of working. Easy to read, with lots of practical tips and suggestions. The theory is clearly explained, devoid of academic language and illustrated by many examples.’

Rudy Kor, organizational advisor and management book author

‘This book should be standard literature for everybody who works in the automotive industry. Service advisors should learn this book by heart before working in the front office.’

Matthias Stevens, Owner Streamline Consulting/Business Development Manager

TABLE OF CONTENTS

1.   Introduction

PART A.
THE CHALLENGE

2.   It All Starts with the Customer

2.1.   Introduction

2.2.   Demanding customers

2.3.   It’s all about expectations

2.4.   The experience and moments of truth

2.5.   The value of satisfied and loyal customers

2.6.   In short

3.   Why Organizations Focus on World-Class Service

3.1.   Introduction

3.2.   Your organization’s strategic choices

3.3.   World-Class Service, even for demanding customers

3.4.   Working on World-Class Service

3.5.   In short

4.   You Can Make a Difference

4.1.   Introduction

4.2.   People make a difference

4.3.   The Six Rules

4.4.   What makes you tick?

4.5.   What demands does this place on you?

4.6.   In short

PART B.
THE SIX RULES OF CREATING EXCEPTIONAL CUSTOMER EXPERIENCES

5.   Make the Customer Feel Welcome RULE 1

5.1.   Introduction

5.2.   Before the first encounter: bad baggage

5.3.   Know and acknowledge your customers

5.4.   Roll out the red carpet: a warm welcome

5.5.   Non-verbal communication

5.6.   In short

6.   Cover the Basics RULE 2

6.1.   Introduction

6.2.   Reliability

6.3.   Expertise and efficiency

6.4.   Outward appearance

6.5.   Integrity and ethics

6.6.   In short

7.   Make Life Easier for the Customer RULE 3

7.1.   Introduction

7.2.   Provide certainty by being proactive

7.3.   Eliminate hassle

7.4.   Simplify actions

7.5.   Forward resolution: prevent the next problem

7.6.   In short

8.   Customize Your Service RULE 4

8.1.   Introduction

8.2.   Customizing your service

8.3.   Know your customers

8.4.   There are limitations

8.5.   Legal restrictions

8.6.   In short

9.   Wow the Customer RULE 5

9.1.   Introduction

9.2.   Consider your customer’s wallet

9.3.   Go the extra mile

9.4.   Show compassion

9.5.   Brighten your customer’s day

9.6.   In short

10. Use the Service Recovery Paradox RULE 6

10.1.   Introduction

10.2.   Antennae & ownership

10.3.   Customer-oriented service

10.4.   Saying ‘no’ is not an option

10.5.   Wow the customer who has a problem

10.6.   In short

PART C.
WHAT DEMANDS DOES THIS PLACE ON YOUR EMPLOYER?

11. Preconditions for World-Class Service

11.1.   Introduction

11.2.   A steady course

11.3.   Inspiring leadership

11.4.   The right team

11.5.   Room to make decisions

11.6.   Continuous education

11.7.   In short

About the Authors

Sources and End Notes

Introduction

As an employee you deal with customers every day. Sometimes dozens, sometimes hundreds. You receive customers at your counter or reception desk, in your office, on the phone. Maybe you serve them in flight, or when they dine in your restaurant. You might call them customers, guests, clients, or patients; the name they go by depends on your industry. You already know the ‘average customer’ doesn’t exist. Some people are easy to please. They’re your undemanding customers, the ones you really can’t go wrong with. In some industries, they’re common. But no matter what line of work you’re in, you’ll always encounter at least a few demanding, or even extremely demanding, customers. Those who set the bar high and are proud of it. These are the customers we focus on in this book. We explore the best way to serve them.

Every private organization, public agency and commercial business has them: demanding customers. They expect a lot and their expectations get higher every time they experience better service in other industries. The internet and consumer watchdogs have made customers better informed, more assertive, more aware of their rights and more prepared to exercise them.

While some industries might have few demanding customers, there are lines of business where demanding customers are already the majority. We’re talking about the industries with customers who are used to spending a lot of money, like 5-star hotels, Michelin-star restaurants, beauty salons, exclusive retail shops, art dealers, travel agencies, luxury car dealerships, airlines, accountancy firms and law offices. These organizations set themselves apart by charging high fees for high-quality services and products. If you work for that type of organization, you will have noticed that your customers have expectations that match the fees. Their standards are high, they’re critical and demanding.

We know you have to bring your A-game to offer each of these customers a great experience every single day. It’s an art. It’s you who can make a difference by getting it right with these demanding and critical customers. If you succeed, your service can ensure that potentially dissatisfied or even furious customers go home completely satisfied. Your actions alone can do more than websites, forms, chatbots, customer rooms, procedures, managers, and so on. Customer service reps make a difference! You are your organization’s public face. You can amaze the customer, show them a personal touch, leave them with the feeling they’re special. You and your co-workers are actually the only ones who can do this. Customers are sensitive. They can tell whether you got up on the wrong side of the bed or not, how happy you are to go to work, how motivated you are to do your job, how much pleasure you take in offering demanding customers excellent service. That’s your challenge, every day and with every new customer. And that’s where you can make a difference.

Based on our experience, we know what it takes to deal with demanding customers. We’ve boiled it down to six practical rules which we present to you in this book. We hope they will motivate you to keep getting better at this art. We know you already do many things right. But just like pro athletes, you need to keep raising the bar. We hope this book gives you insight into your own strengths and the areas where you can still improve. What we hope for most of all, is to inspire you to strive for excellence in your service.

This book is divided into three parts. Part A describes the environment you work in. This starts with the demanding customer. What are their expectations and what makes them tick? Then, we move on to the choices that organizations like yours have made. What kind of service do they offer and what does this mean? And then we return to you, the one who can make a difference, day in and day out. We discuss your motivation and why helping customers in a memorable and special way can give you a lot of job satisfaction.

Part B describes the six rules of excellent customer service. In our view, they come down to an attitude of respect. We discuss those rules one by one. We illustrate each one with practical examples, and, where it’s helpful, a roadmap too.

You can only offer your customers great service under the right conditions. Part C describes what kind of setting your employer needs to provide, to enable you to make a difference on a daily basis.

Illustration 2.1. INTRODUCTION

Customers are the reason your organization exists. They’re the reason you and your co-workers get paid. Without customers, there are no sales and no jobs. It’s that simple. This is why it’s important to take the customer journey as your starting point. Customers don’t have to do business with your organization because they can go elsewhere. They’re the ones who decide whether the experience you’re offering them is extraordinary. They—and no one else—can judge whether your service is world-class. It all starts with them.

What are demanding customers? Why is there no such thing as an average customer? What are customer expectations and where do they come from? How does your service affect their experience and behavior? That’s what this chapter is all about.

We believe that if you understand customers and why they act the way they do, you’ll see why it makes sense to apply the six rules of excellent service.

Illustration 2.2. DEMANDING CUSTOMERS

All organizations deal with a diversity of customers. This goes for business-to-business and business-to-customer organizations alike. Any organization’s customer base can be divided into several groups. The simplest definition of a customer is: anyone who uses your products or services in any way. These are not just the people who already do business with your organization, but also the people who may do so in the future (your suspects and prospects). So if we widen our definition to include them, a customer is anyone who uses, or might someday use, your products or services. Obviously, this could also be an internal customer (a co-worker, business partner, dealer or vendor).

When we look at customer evaluations, we see that even though some customers feel the service was below par, they still give 3-, 4- and 5-star evaluations. They’re forgiving, they reason that anyone can make a mistake, or they should have paid closer attention themselves. This shows that in many industries, most customers are easygoing and undemanding. But there’s always a group of customers who set the bar really high, who are hard to please and require extra attention. What percentage of all customers are these so-called demanding customers? That varies a lot, depending on the organization you work for. How do you recognize them? Demanding customers have several behavioral characteristics and attitudes, and may display one or more of those described below:

Illustration  Accustomed to World-Class Service: customers who have much higher expectations than most. This may be because they (justifiably) attach expectations to the price of a product or service, or because they enjoy first-class service all the time and for them, great service is the norm.

Illustration  Attention seeking: customers who are hell-bent on taking up a lot of your time because they feel they deserve it, want reassurance, don’t fully understand something about your product or service, are not truly independent, or personally have a great need for attention or information. They keep bending your ear and asking new questions.

Illustration  Bullying: people who believe only those who throw a few elbows around get their way. They do whatever they want, disregard the rules and have no respect for authority, you or other customers. They’re often suspicious and argumentative. Some feel they should get whatever they demand because they’re entitled to it! Still others are complainers and troublemakers, poised to be angry about one thing or another.

Illustration  Terrorizing: people with a chip on their shoulder, extremely dissatisfied and emotional, caught up in their own anger and sadness. Their complaints may or may not be unjustified. But in any case, these customers feel they’ve been wronged and they’re furious about it.

Customers who are used to World-Class Service and have high expectations, expect to be treated like royalty. They set the bar really high, but as long as they get what they expect, they’re happy. When something’s off, however, they quickly get irritated and rude. They may let you know in no uncertain terms that they’re displeased, they don’t take kindly to being given the runaround. Before you know it, they’re demanding to see the manager. Or if they write in to complain, they only want to deal with the CEO. If they feel they’ve been wronged, they can turn into real terrorists. These customers can take up a lot of your time and patience, but on the bright side, they also keep you on your toes and ensure that there’s never a dull moment in your job.

How do you recognize these customers? Never by their appearances, only by their behavior. Mind you, there’s no such thing as ‘the average demanding customer’, just like there’s no average person, average German, average American, etc. Some behavior might be culture-related, but every customer is different. They each have their own pet peeves and reasons for them, their own wishes, expectations and preferences. If you want to offer World-Class Service to demanding customers, don’t base yourself on misconceptions about ‘the average’ customer or customer segments, because you’ll be basing yourself on prejudice. In the following chapters, you’ll discover how you can make a difference based on the Number One rule: every customer wants to be treated according to their own preferences.

Illustration 2.3. IT’S ALL ABOUT EXPECTATIONS

Train travelers expect the railway company to make sure the trains run on time. Diners want the restaurant to be able to serve what’s on the menu. And if the restaurant is called ‘Premium Lobster’, they expect fresh lobster. Customers’ basic expectations are not very complicated. If you want to serve demanding customers well, you need to know and understand their expectations. Let’s start by looking at what these expectations are based on. There are five factors at play.

First of all, there’s the organization’s positioning. An organization that operates at a high price point creates different expectations than a budget organization. The greater the exclusivity, the higher the customer’s expectations. A guest who pays 5000 euros a night at the Jumeirah Hotel in Dubai expects more than someone who checks into a motel for 85 euros a night. The second factor is previous experiences and precedents. Earlier encounters with your organization or a similar service provider are very influential. Customers are quick to adjust their expectations upwards, so a perfect experience can easily become the norm. Conversely, they are slow to temper their expectations.

The third factor is your organization’s communications. What promises does your organization make on its website, in ads and in conversation with customers? Customers expect you to make good on those promises. In 2017, United Airlines was embarrassed by a viral video of law enforcement officers forcibly removing a passenger from one of its planes. Just a few weeks later, the CEO sent all customers a letter in which he acknowledged that the company had broken the promise enshrined in the motto ‘Fly the friendly skies.’ His apology was necessary because the marketing slogan no longer reflected reality. The airline had told customers they could expect a high standard, and then failed to deliver. This is bound to lead to dissatisfaction and complaints.¹

The fourth factor consists of what others say about your organization. Word of mouth has a powerful influence. Whether it’s a recommendation from a friend or an online review from a stranger, it’s impact on people’s expectations can be great.

The fifth factor is the customer’s personal characteristics. Their character, culture, religion, level of education and many other background specifics play a role in expectations.

Combined, these five factors determine each customer’s personal expectation level. And clearly, demanding customers have higher expectations than average customers. Gaining insight into a customer’s individual factors enables you to proactively cater to their particular expectation level.

The Kano model² below can help you understand customer expectations. This model distinguishes between customer expectations in terms of dissatisfiers (A), satisfiers (B) and delighters (C) (see Fig. 1).

FIGURE 1. Dissatisfiers, Satisfiers and Delighters (Kano model)

Dissatisfiers (A) are basics that simply have to be delivered. They’re what customers always expect. When they’re delivered, it’s no big deal and they have no impact on customer satisfaction. If they’re missing, however, they quickly cause dissatisfaction. Examples of the basics that customers take for granted include: in hotels, they expect their room to be clean and the plumbing and A/C to work flawlessly; in restaurants, they expect the glasses to be polished, the food hot, the steak juicy and the wine at the right temperature. And when shopping online stores, they expect to be sent the products they ordered. These things don’t make anyone extra satisfied, they’re simply the bare minimum.

Satisfiers (B) are things that can have either a negative or a positive impact. If they’re not as good as customers expect, they cause dissatisfaction; if they’re better than expected, they can spark joy. The better they are, the happier the customers. For example, only having to wait five minutes for valet service is not bad, but immediate service is much better. Receiving a package sooner than expected increases satisfaction, receiving it later than promised causes dissatisfaction.