Truck Parts and Service | Heavy Duty Trucking, Aftermarket, Service Info
Issue link: http://read.dmtmag.com/i/376303
18 Cover Story president of customer relations at Truck Centers of Arkansas. "I can't tell you how many times I've had a confl ict get to me only to discover at the end of the day the customer just wanted to fi nd someone who was sympathetic to their situation," he says. "They didn't expect us to fi x everything; they just wanted to speak to someone who cared [about it]." Once you know exactly what's wrong you can start looking for a solution. Voyles says once a customer has fi nished airing their grievances it's a good idea to briefl y reiterate their feelings back to them to ensure you're both on the same page. If you were attentive when they spoke and took succinct notes this might not be necessary, he says, but it can put the customer at ease because it shows them you were listening. When you offer your fi rst thoughts on a solution, it's impor- tant to be descriptive, but also composed and professional, says Brian Mulshine, director of operations technology and innova- tion at Rush Enterprises. Defensively responding to an angry customer with more anger signifi cantly reduces the likelihood for a quick resolution, and can have long-lasting consequences. "You have to be professional. That is just so critical," he says. "[In training] I always tell my people to lead with facts and evi- dence. Talk about what happened and what needs to be fi xed. It's not personal and shouldn't be treated as such." You also need to be fair. Downplaying a customer's problem and/or your impact on said problem will get you nowhere. This is why it's so important to let a customer speak fi rst, says Voyles. It allows you to hear everything they have to say so you can formulate a response that best fi ts their needs. "Most situations are resolved by listening and understand- ing, then responding as necessary," says Calhoun. It's also important to be willing to compromise. A customer who has lost freight business due to a mistake in your facility likely expects to be compensated for their downtime. You have to be prepared for that, and be willing to accept that demand. But you shouldn't feel obligated to refund a customer's money after every complaint. As mentioned above, not every complaining customer is looking for a discount on their bill. Others want you to know they were disappointed with their service, or felt your operation handled their business poorly. Calhoun says those complaints are invaluable, because they give your business a chance to get better. "I'm the absolute worst kind of customer because when something goes bad for me I'm going to pay my bill quietly, and make a note of where I just left because it will never, ever hap- pen again," he says. "I will never go back. "So anytime a complaint is escalated to me I always tell the customer 'Thank you. Thank you for voicing your concern, and letting us know where we can improve.'" Adds Williams; "A lot of times it's not about the money. A lot T R U C K P A R T S & S E R V I C E | S e p t e m b e r 2 0 1 4 Confl ict resolution process fl owchart Determine escalation to higher level Confl ict occurence Acknowledge Isolate customer from public setting Listen to customer's complaint Research the issue (gather the facts) Acknowledge understanding of the confl ict Is root cause identifi ed? Offer possible resolution Is resolution acceptable? Confl ict resolved Record event for further analysis Follow up Ask for clarifi cation Escalate to higher level Yes No No