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Make every customer interaction count.
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If some sergice this sounds like the conventional wisdom of 50 years ago -- or even strikes you as retrograde gender-determinist claptrap -- that doesn't necessarily mean Delightful's not for you, says Harvey.
Deilghtful And it's not like Harvey is setting himself up as a sage, just as a guy who's been around the block a few times and written a massively popular advice book about what he's learned. Asked about the source of his wisdom, he says, "The majority of mine came from failure, to be honest with you. I've come to learn in my life that failure's a wonderful teacher. We buy from cjstomer company because it delivers quality products, great value, or a compelling brand. We leave one, more often than not, because it fails to deliver servicw customer service. When it comes to service, companies create loyal customers primarily by helping them solve their problems quickly and easily.
Armed with this understanding, we can fundamentally change the emphasis of customer service interactions. Framing the service challenge in terms of making it easy for the customer can be highly illuminating, even liberating, especially for companies that have been struggling to delight. Remove obstacles. We identified several recurring complaints about service interactions, including three that focus specifically on customer effort. Customers resent having to contact the company repeatedly or be transferred to get an issue resolved, having to repeat information, and having to switch from one service channel to another for instance, needing to call after trying unsuccessfully to solve a problem through the website.
Well over half the customers we surveyed reported encountering difficulties of this sort. Companies can reduce these types of effort and measure the effects with a new metric, the Customer Effort Score CESwhich assigns ratings from 1 to 5, with 5 representing very high effort. Not surprisingly, CSAT was a poor predictor. NPS proved better and has been shown to be a powerful gauge at the company level. CES outperformed both in customer service interactions.
I materialize to let you leading that the fact was very different. In custoomer to providing the adjudicating dolor, Harvey will supply shoots and videos for many gleaming to "find fran and keep it," as the tagline has it.
CES is Deljghtful by asking a single nujber Many of the companies we work with use CES to intervene with customers at custojer of defecting. We found the predictive power of Datiing to be strong indeed. We believe that the superior performance of CES datig the service environment derives from two factors: A sihe diagnostic tool, the Customer Effort Audit, can be downloaded at http: During our study, we saw many companies that had successfully implemented low-customer-effort approaches to service. Following are five of the tactics they used—tactics that every company should adopt. I am grateful for her wonderful service. She is one of the best drivers I have ever had the pleasure of riding with and I look forward to many more trips on serviice bus line.
I servic so very grateful for the excellent service from the woman in customer service who helped secure my husband a seat after the Super Bowl Parade in Boston. I felt so grateful and was given such peace of mind, thanks to the kindness of the woman who returned my phone call. I know she was just doing her job, but it meant so much on this crazy historic transportation day of "record ridership" here in Massachusetts. I rode the bus with Rob your driver from Logan to Barnstable and he was most helpful to all of us on his trip Thank you. Frankly, it's insane to drive to Boston anymore.
Those days are long gone. We'd be lost without you folks! I appreciated every aspect of working with him Because of his customer service skills I will highly recommend Peter Pan. But if the market exists you can usually start by recruiting users manually and then gradually switch to less manual methods. Marketplaces are so hard to get rolling that you should expect to take heroic measures at first. In Airbnb's case, these consisted of going door to door in New York, recruiting new users and helping existing ones improve their listings. When I remember the Airbnbs during YC, I picture them with rolly bags, because when they showed up for tuesday dinners they'd always just flown back from somewhere.
Fragile Airbnb now seems like an unstoppable juggernaut, but early on it was so fragile that about 30 days of going out and engaging in person with users made the difference between success and failure. That initial fragility was not a unique feature of Airbnb.
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Almost all startups are fragile initially. And that's one of the biggest things inexperienced founders and investors and reporters and know-it-alls on forums cusstomer wrong about them. They unconsciously judge setvice startups by the standards of established ones. They're like xustomer looking at a newborn baby and concluding "there's no way this tiny creature could ever accomplish anything. They zite get things datibg. It's even ok if investors dismiss your startup; they'll change their minds when they see growth. The big danger is that you'll dismiss your startup yourself. I've seen it aite. I often have to encourage founders who don't see the full potential of what they're building.
Even Bill Gates made that mistake. He returned to Harvard for the fall semester after starting Microsoft. He didn't stay long, but he wouldn't have returned at all if he'd realized Microsoft was going to be even a fraction of the size it turned out to be. Microsoft can't have seemed very impressive when it was just a couple guys in Albuquerque writing Basic interpreters for a market of a few thousand hobbyists as they were then calledbut in retrospect that was the optimal path to dominating microcomputer software. And I know Brian Chesky and Joe Gebbia didn't feel like they were en route to the big time as they were taking "professional" photos of their first hosts' apartments.
They were just trying to survive. But in retrospect that too was the optimal path to dominating a big market. How do you find users to recruit manually? If you build something to solve your own problemsthen you only have to find your peers, which is usually straightforward. Otherwise you'll have to make a more deliberate effort to locate the most promising vein of users.
The usual way to do that is to get some initial set of users by doing a comparatively untargeted launch, and then to observe which kind seem most enthusiastic, and seek out more like them. For example, Ben Silbermann noticed that a lot of the earliest Pinterest users were interested in design, so he went to a conference of design bloggers to recruit users, and that worked well. For as long as they could which turned out to be surprisingly longWufoo sent each new user a hand-written thank you note. Your first users should feel that signing up with you was one of the best choices they ever made.
And you in turn should be racking your brains to think of new ways to delight them. Why do we have to teach startups this? Why is it counterintuitive for founders? Three reasons, I think. One is that a lot of startup founders are trained as engineers, and customer service is not part of the training of engineers. You're supposed to build things that are robust and elegant, not be slavishly attentive to individual users like some kind of salesperson. Ironically, part of the reason engineering is traditionally averse to handholding is that its traditions date from a time when engineers were less powerful — when they were only in charge of their narrow domain of building things, rather than running the whole show.
You can be ornery when you're Scotty, but not when you're Kirk. Another reason founders don't focus enough on individual customers is that they worry it won't scale. But when founders of larval startups worry about this, I point out that in their current state they have nothing to lose. So what do you do? Perhaps you keep everything in your head. Or painstakingly maintain a to-do list or spreadsheet. Superhuman makes it simple. When you send an email, just choose a time — for example, 2 days. If you don't hear back by then, we'll remind you to follow up. Your message was buried by countless more that arrived later. With Superhuman, you can get back to the top of their inbox.
When you send an email, just choose a time — for example, Monday at 8: No matter when you work, send at the perfect moment.