Post-sale nuisance

One thing many customer service professionals fail to understand about customer service is that their work is not fixing issues.

It might be that a customer reaching out for a late delivery, an unexpected charge, a faulty product actually wants that rectified. But that’s only on the surface. What matters infinitely more is for them to find somebody to connect with. Somebody who can chat with them through a bad customer experience – and sometimes something more that goes on in their lives. Customers want to be heard and respected. And that’s why sharing ten possible solutions to their superficial problem is often ineffective, even when one of the ten might actually help them.

For companies to not look at customers as post-sale nuisances, they need to invest in a customer service that starts with empathy and does not immediately falls prey to problem solving. A customer service that says I am sorry, that explains what is going on, that asks smart questions, that forgets about the script, that takes the customer by hand and guides them towards what’s next – which, by the way, might be a non-resolution.

Of course, that will mean some of the metrics will be off.

And in that case, just make sure you are measuring the right ones.

Fostering the controlling staff

That’s what I found today in a page describing a B2B solution.

Fostering the controlling staff.

What does it even mean? Can you “foster” somebody? Who is the “controlling staff”? What does “fostering” them look like, in their day-to-day lives?

Of course, it’s easy to laugh such an example away.

But the status of B2B and Saas copywriting is dire.

Back-office automation heroes … assemble!

Personalized interactions and trusted global communications.

Streamline your operations.

Automate document and presentation creation workflows.

Unlock new opportunities at speed.

There’s an opportunity to stand out.

Follow or not

You can read that your product makes one out of three girls feel bad about themselves, and still comment that it is more likely for it to have positive effects (it’s one out of three, after all), or that the number is only a reflection of what happens in the world.

At the end of the day, the way you choose to interpret the world is up to you.

What is up to us all, though, is choosing if we are going to follow or not.

Storytelling

There are many ways to tell a story, but since companies find it so difficult, a good idea is to keep it simple and avoid overly complicated structures.

  1. The hero wants to achieve an ideal state.
  2. A challenge is holding them back.
  3. Your solution will clear the way and prepare them for the future.

Few pitfalls to consider.

  • The hero is never your product.
  • The more concrete and specific you can be with the challenge, the more it will resonate with the hero exactly at the right time.
  • The solution needs to be translated in the language of the hero, and it is never a list of features and spec.
  • You are gonna need different stories for different heroes (i.e. personas).

It’s not perfect, but if you are not already touching on these three points, in that order, in any conversation you are having with a prospect, this is a good way to wrap your mind around storytelling.

Good and bad

The reason why I find this and this (and this) worth of my attention (and money), while I find this, this, and this (and this too) trite and unattractive, is not that the former are good and the latter are bad.

It’s that the former target a specific audience to which I apparently belong.

I don’t believe in good and bad marketing, but I do believe in effective and non-effective marketing. Know who you are selling to, know what you are selling, and make the match.

All the rest is non-effective.