As business people, we’re all used to reviews, testimonials and are aware of their power when displayed online or in print media.  We proudly display them on our LinkedIn profiles, our website widgets, inside the cover of our books.  However, how should we respond when someone posts a negative comment?

If the reviewer is wrong…

• If the review is factually untrue, and this can be demonstrated, then write to the reviewer and politely ask them to take it down, stating those facts without emotion, blame or threat.
• Prepare yourself for the possibility that they will refuse.
• If they refuse, decide whether to remove the review yourself, or not.  (Beware that many public review and testimonial sites do not offer this facility, and there are many that do not offer you any control over the content at all, or any recourse (such as posting a follow-up comment, or refutation).

If the reviewer has a point…

• If the review is partially or fully true, then write to the review and politely ask them to amend the part that is untrue, or remove the review altogether.  Prepare yourself for the possibility that they will see things differently to you.
• Regardless of the outcome of this request, offer to make a clearly defined restitution (preferably in kind, though not financial) to the reviewer, by way of an apology for their bad experience of your organisation. Some organisations publicise this restitution, for PR purposes.
• NEVER make the mistake of offering restitution on condition that the review is removed.  This will only make things worse, and damage your reputation further.  Restitution should make the customer happy, and be of no immediate benefit to you whatsoever.  (We all know that this will benefit us in the long term though.)
• Statistics show that complainants whose complaint is resolved quickly will most often remain with a supplier, and may become advocates.

If the reviewer makes a personal attack…

Online

• This type of behaviour can only serve to condemn the writer.  There is one correct way to communicate when making a criticism: truthfully, briefly and factually.  Resorting to personal attacks is the way of the emotional abuser, a person who is lacking in self-esteem.  And, it is lazy.
• Remove the review immediately, if possible.  (This is especially important if someone uses your website to attack another person.  Avoid being viewed as someone who allows personal attacks on your sites and profiles.) If it is not possible to remove the review, respond quickly, asking for constructive feedback in order to deal with the issue.  This places you in the stronger, positive, assertive, proactive position.
• If you receive constructive feedback, follow-up quickly with a thank-you and a brief outline of what you have done to improve things.
• Avoid carrying on a slanging match online.  It makes everyone look stupid.

Offline

• Tell them what they’ve done. Keep it factual.
• Tell them how it makes you feel.  Keep it short.
• Tell them what you’d like them to do instead.  E.g. replace the personal attack with some useful suggestions on what the problem really is, and how it can be resolved.
• Tell them what the consequences will be if they don’t do as you ask.  E.g. you won’t begin to work on improving something, if you only receive a vague personal attack.  Make sure you carry through with the consequences.  That may be, for example, to avoid association with that person, as personal attacks are designed only to harm, not help.

I hope these simple strategies help you to understand what happens when someone reviews your product or service.  And, that you never have to use them.  ;)

Image credit: lavverue.

Comment below on how you have dealt with negative reviews or testimonials on and offline.  I’d love to hear your thoughts, and whether you have tried the suggestions above.

On Thursday 23/10/08, I will be speaking at Women on the Move’s October networking event.  To book your place, contact Joanne on 028 2565 8618 or info@womenonthemove.org.uk.  The topic?

Groundswell: Are You Ignoring the Elephant in the Room?

If you want to know more, email me.

As a training consultant and business owner, I’m used to making the link between customers and learners. For me, they are one and the same. When I say that I treat the learners in our workshops as ‘customers’, I am stating the facts. This is not to denigrate; it is to describe.

I suppose it counts as controversial in some circles, but I’m glad about the new link between universities and business, and the new perspective of a university as a business. Why?

For one thing, it allows professional training organisations like Sensei to apply our skills within the academic realm. It’s good to mix it up a little. At present we are one of the training providers for The Queen’s University of Belfast in Lifelong Learning and Continuing Professional Development within the School of Education. So I’m biased, I’ll admit it.

But here are two more good reasons.

Number one – it makes academics think about the real world. You know, the one that the poor students have to go out into and make a living in, once the learning is complete. It’s OK for Philosophy departments to teach theories that are hundreds of years old, but when it’s the Business or IT departments, then there’s trouble ahead.

Number two – it makes academics think about the quality and standard of their teaching. Right now, did you know that university lecturers don’t have to take any qualifications in adult education? The result – an extremely mixed bag of teaching standards. But then, most lecturers are more interested in research than teaching anyway. Students are such a nuisance…

Not anymore. Money talks. Deficient university = broke university.

That’s one equation I like.

I need some photocopying done. Simple enough task, there are plenty of copyshops around. I could have my pick. So, I simply stop at the first one I come across.

08.55
It is situated a little off the beaten path, but no matter, it is on my path. Tiny little place, no more than 8ft square, the door is open, it is a little before normal opening hours. So, I call out to the guy sitting with his back to the counter chatting to an unseen murmuring colleague – “Hello?”. No acknowledgement. The irritation is already beginning to manifest itself in a tight chest. I was in a hurry to meet someone and wanted to get in and out quickly, bearing in mind there are no other customers. I think – hmm, my business is not very important here. Either that, or, more likely, I’ve dared to walk into the (open) door, before the 9am watershed. [Yes, I do understand that some places are not allowed to trade or use the tills 'til 9am.]

So, a little louder, but not wanting to shout (there is no need since the guy is about 3 feet from the counter, in a doorway), I call ”Excuse me!” in what I hope is a friendly, expectant tone. The guy moves. Turns around in his seat, takes me in and eventually gets up. His jeans are almost falling off. Now, I know that’s cool these days, but heck, I feel like I’ve disturbed him from his slouching posture while watching MTV since 11.30pm the night before. ”Yes?”, I feel chastised.

“You’re open, yeah?”
“Uh-huh.”
“Great! I need this bundle photocopied.”
He looks like I’ve just asked him to rewrite my thesis by 10am and swiftly disappears beyond the doorway without answering me. I wait. Perhaps he’d forgotten to floss, pull up his jeans and was away to re-present himself?
Silent sigh, chest tightening (me).
He reappears frighteningly silent. “You want it done now?”, incredulously.
“Yes please. 14 copies. That OK?” I almost laugh, but don’t. I’m afraid he might cry. There are no other customers, there is no sound nor sign of activity at all.

Still looking slightly overcome by my request, eyeing my bundle of paper suspiciously. “Uh, I’ll just get the manager.” OK, I’m not asking for a life-size photocopy of the Giant’s Causeway, just my little bundle. What’s going on? He buzzes the manager, who appears to be upstairs. The forty-something manager appears sweating silently under the damp comb-over, dischevelled in the doorway in a yellowing (or is it patches of brown?) old shirt. Looks at me as if I (oh, no! What’s that awful smell, I shudder and wrinkle my nose, simultaneously taking a step back, without meaning to) have asked him at the wrong time. He pauses like what seems a very long time, as I look from shop assistant to ‘manager’ to see if anyone will throw me a lifeline.

“Right, turn on that machine. Have you turned it on? OK, luv, so what do you need done?”, smiling through yellowed teeth, feigning interest. [I'm not luv. I'm a grown woman and stopped being talking down to about fifteen years ago when I entered the adult world. I seethe.]

I take it in. The office, with random bits of paper and hole punch bits scattered over sticky, old lino, the mish-mash of new counter with old tables behind, and handwritten blue biro notices on walls, all the while avoiding the glazed stare of the manager, with his ill-fitting ‘suit’ and fetidly solid smell. I fear to follow my thoughts as they lead me to wonder how he lived to conjure such a physically assaulting stench.

I turn to say, “Oh, just this bundle please. Photocopied all together.”
“Pages numbered?”
“Yep.”
“Hmmm, so if we get them muddled, then it’s OK.” The shop assistant takes the bundle from me hesitantly.
“Ah, I just need them photocopied, not sorted or anything.”
“Right well, they’re numbered anyhow. [Indistinguishable name], have you got that thing going yet?”
“It’s ready now.” I leave the conversation, taking up pot-plant status.
“Right, OK. How many copied? Oh fourteen.” I smile, full of grace, clock ticking.

Reassuring photocopier sounds ensue, from just beyond the doorway. I relax a little, text my friend to say I’ll be there in ten, no, correct it to twenty. The manager starts to ring around to find someone to laminate something for him. Mutters to himself that no-one works on Saturday morning anymore. Walks past me several times back and forth on the customer side of the counter (there isn’t room), not sure why. Looks confused.

“OK, that’s done then.” The shop assistant seems to take over.
“Right put them in a box for the lady. Would you like a box?”, the manager directs. I view the proferred box quickly (a reused paper ream box).
“No, just dump them into my wee folder,” indicating the almost flurorescent blue folder I’d set on the counter for the purpose.
“Sure you don’t want a box?”
“No, they’re grand in the folder thanks.” (I’d had to run to a local shop to get change, as they didn’t take cards and had a bag of shopping and a large handbag to co-ordinate already.)
“OK, just put them in the lid then.” Silent shop assistant obeys the manager.
“Em, now.. OK, can you look after her now?”, seeming to delegate the payment stage to the shop assistant, while he continues to mutter on the phone, “OK, luv, now?”. No-one seems to be on the other end.
I’m losing the will to live. The smell is almost knocking me out in the tiny shop.

The shop assistant starts punching slowly into a calculator, making notes on a seriously crumpled compliment slip. I guess it might be around 20, so I rummage for cash, taking my time, as I know he will be. My life shortens perceptibly.

“Uh, that’ll be 17.50 then.”, he looks at me nervously, as if I might begin to barter him down a pound or two. I hand over my prepared 20 quickly, watched by the manager. Panic ensues.

“Right, have you got the key?”
“No, you’d left it….”
“OK.”, manager finds it, hands it to shop assistant. It is to open a strongbox (I kid you not – last time I saw one of those, I was buying 5p Bikers in the tuck-shop).
“Right.”
“There you go.”, shop assistant hands back 2.50. Uncharacteristically, I check the change.
“Lovely, thanks!”, I pick up my larger bundle in the box lid, together with my empty fluorescent folder and take to the hills.

Listen business owners. This story I relate not because it is unusual, but because I am still hurting from the memory. That and the odd manic chuckle as I wonder what it was all about.

I’m thinking of reworking our Customer Experience Management workshop to highlight the following:

• At weekend, wash clothes.
• Before work, shower, and brush teeth.
• Train your staff on:
  • using the equipment your business depends on
  • speaking to customers
• Install a card machine.
• Remind yourself that your customer pays your wage.

Pesky Customer

Today competition for customers is fierce and customer power is on the increase. But what are customers to you? Information to be managed? Or people to be engaged?

There are two answers. The old one is called Customer Relationship Management (CRM). CRM is a process by which companies capture, store and analyze information relating to all parties in any business transaction – vendor, partner, and internal customer.

The second is called Customer Experience Management (CEM).  It is the future.The key to sustaining a competitive advantage lies in focusing in on the “customer experience”.<span>  </span>Whenever a customer interacts with your firm and its products, this interaction must <em>create value</em> for the customer. To create value for customers, the firm must connect with customers and must create experiences that are memorable.

Businesses have to understand how products (goods, services, or experiences) help make customers lives better (easier, more meaningful) and how customers feel about their products, including any emotional associations they may have. This is called the emotional value or ‘e-value’ of a product.

What does this mean is real terms? In a phrase, doing things that your customers like. Customers want to be liked by the people serving them. The more you do this, the more they will return, and encourage others to come along with them. The more this happens, the more profit you will make.

E-value can take the form of friendliness, authenticity, integrity, or downright fun.  They do not want to be analysed or systematized by the procedures of ‘scientific management’. They are people, not numbers.

Forget this in any aspect of their contact with you, and they will forget you.

Our next Customer Service and Satisfaction 2-Day Workshop is on 27-27th February.

Venue: Queen’s University, Belfast
Time: 9.30 – 4.30     Cost: £360
To book contact Marc Forte at QUB on 028 9097 5260/5261 or email m.forte@qub.ac.uk. Discounts available for multiple bookings.

The 21st century marketplace is brutally competitive. Recent research confirms that customer loyalty is more a result of how customers feel about doing business with you, than what they think about your products or services. Companies that satisfy their customers here gain their clients’ loyalty in the form of repeat business and referrals. The most successful companies utilize this by managing the total customer experience – not only meeting, but exceeding, both the rational and emotional needs of their customers. In this course you will gain an understanding of the building-blocks of a customer experience, learn how to manage your brand’s role, and create satisfying interactions that turn customers into campaigners.