Reduzir o esforço dos clientes... e dos potenciais clientes

A revista Harvard Business Review deste mês traz um artigo ao qual voltarei ainda neste blogue"Zappos's CEO on Going to Extremes for Customers" pois o artigo é fenomenal, refiro agora o artigo por causa deste trecho:

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"For instance, most call centers measure their employees' performance on the basis of what's known in the industry as "average handle time," which focuses on how many phone call each rep can take in a day"

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Já em tempos Seth Godin escreveu sobre o tema desta forma:

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"most inbound customer service people are rewarded for on-phone efficiency. Calls per hour. Lack of escalations. Limited complaints. What's the best way to do that? Get people to go away.

If you're on this system and a long-time customer calls in with a complicated problem, one that's going to require supervisor intervention and follow up, what's your best plan? Is it to spend an hour with this person over three days, or is the system designed to have you politely get them to just give up?
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I'd focus on building a system that measures [sales rate before call] vs. [sales rate after call]. If the sales rate goes up, give the call center person a raise. It's that simple.
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Paypal seized the money in my account on Friday. After seven years as a user, they decided my new DVD project was suspiciously successful and it triggered all sorts of alarms. The first step was a call from them... a cheerful person asked me a few questions and all seemed fine. Then, with no warning, they escalated the process. The system they put me in treated me like a criminal and at every step they made it difficult for me to keep going. Phone calls were made, and I spoke with two incredibly friendly people who were clearly unable to do anything other than be friendly. Both people were happy to talk to me for as long as I wanted, but neither person was able to do anything at all. The system is clearly designed this way... to insulate the people who make decisions from the actual customers. The desired outcome (I go away) doesn't seem like it's aligned with the corporate goals (I stick around).

The question I'd be asking is, "Do people who go through process and manage to prove that they are not criminals end up doing more business with us as a result of the way we treated them?" If the answer is no, you're probably doing it wrong."

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Ainda na HBR deste mês num outro artigo "Stop Trying to Delight Your Customers" pode ler-se:

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"Two critical findings emerged that should affect every company’s customer service strategy. First, delighting customers doesn’t build loyalty; reducing their effort—the work they must do to get their problem solved—does. Second, acting deliberately on this insight can help improve customer service, reduce customer service costs, and decrease customer churn."

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Considerando tudo isto, o que pensar deste postal "Meo", chamo a atenção para a nota final positiva do postal e o que Seth Godin escreveu sobre o comportamento das pessoas.