Tag: growth

Post-sale nuisance

Fabrizio1 Comment

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.

Negative impressions

FabrizioLeave a comment

Reporting on tens of different metrics give one of two impressions.

Impression #1 – You are shooting in the dark. Since you can’t agree on what success means, you are just tracking and reporting everything in the hope that some of the numbers will look good on your deck to the board.

Impression #2 – You are going to cheat. Many metrics mean infinite interpretations, and something tells me that the one you are going to deliver today is not a story of failure.

Next time you are preparing a report, make an effort to avoid both.

Stay on point

FabrizioLeave a comment

If you are busy trying to understand whether your team should work remotely, in the office, or in an hybrid format, you are most likely busy with wrong kind of questions.

Atlassian, State of Teams report – There is no material difference in a team’s health based on where they work from.

It might be yet another issue that distracts from focusing on the need to reassess what management means and what people seeks in organisations and their work.

Let’s stay on point.

Fostering the controlling staff

FabrizioLeave a comment

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.

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Compensation strategy

FabrizioLeave a comment

Data about average salaries at a company, combined with data about average salaries at similar companies, is a huge and underutilized opportunity for any organization.

And not because one has to match or surpass the others, ensuring that they offer the top rates in the market. Quite the opposite, in fact. It is an opportunity because it gives the company the chance to start a conversation about an important piece of their culture and identity, and about how that compares with the rest of the market.

Money is but one motivator for most people, and not even the most relevant in many cases. Offering lower salaries and more of the rest can be a powerful statement and a winning strategy when done intentionally.

The alternative is what already happens in most cases: money as the main leverage in individual, secretive, transactional negotiations that leave each employee with the conviction that they can leave as soon as somebody will pay them more.

It is wasted potential.