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Customizing Customer Service

A large part of the “different goal” that Wallace refers to is a personalized customer experience. And that’s certainly not a dynamic that’s lacking in chains only in the massage industry. In fact, the decaying level of quality customer service— and consumers’ dissatisfaction with what is being provided in its place— have been growing toward opposite extremes for years.

According to a recent customer service study by real estate giant Coldwell Banker, there is an intense correlation between the quality of a company’s customer service and its long-term success. The study’s findings revealed that a typical consumer switched businesses they dealt with twice in the past three years due to “bad service.” When asked to define the differences between great and bad service, respondents reported that the leading characteristics of companies with “great service” were resolving questions and problems, knowledge of the product or service, and accessibility.1

The Customer Care Alliance reports that a growing number of American consumers are “extremely upset” by how their complaints have been handled by customer service. In fact, a recent CCA survey reveals that a paltry 16 percent of respondents were completely satisfied or felt that they had received more than they asked for from customer service, and more than 50 percent felt they received nothing from the companies responsible for their problems.2

This news doesn’t surprise Chip Bell, a Dallas-based consultant who helps companies develop customer loyalty solutions. Bell, the author of 16 books on customer service, including Magnetic Service: Secrets for Creating Passionately Devoted Customers and Service Magic: The Art of Amazing Your Customers, says that customers love it when businesses personalize their experiences in ways that surprise them.

“Word-of-mouth increased sales do not generally come from a ‘great product’ or ‘super low price,’” says Bell. “Consumers prefer service providers who make them smarter without resorting to fancy flyers; when there is follow-up immediately after every important milestone, and when the relationship is fun, supportive and respectful.”

Great ones, Bell continues, create service magic—experiences that don’t just wow, they awe their customers. What the spa and massage chains find difficult to provide, says Bell, is personalized attention, and that’s where small businesses can shine.

“Customers today have more choices than they’ve ever had,” says Bell. “They don’t differentiate based on price or product; they do it with unique, joyful experiences.”

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