July 30th, 2010
I have written numerous posts about the relationship between marketing and customer service. Plainly speaking, the former means zip without the latter. It’s at the front lines – at the point at which a customer is making a purchase decision – that a consumer will make his or her long-term choice (and, as a result, determine whether a company’s advertising is believable or laughable).
This is a story about JCrew.
I’m an active customer. I don’t often respond to emails, but I pore over the catalogs and either buy from there or go to a nearby store to check out the merchandise. I do, however, keep an eye out for the end-of-season sale emails.
And so it was a couple evenings ago. I bit on a 30% off plus free shipping sale. While watching TV, I invested maybe 30-45 minutes combing JCrew’s web pages, determining my confidence levels under the final sale, no returns circumstances. I finally initiated an online transaction which – before the discount totaled $149.98 – 2¢ below the $150 hurdle for free shipping.
Surely for 2¢, JCrew would see the sense in helping a loyal customer, if I were to just call and ask…
Not so much. The phone rep seemed confused by the question (um, uh, $149.98 is not $150 and that. is. the. rule), but this did not surprise me and I just asked to speak to a supervisor. Unfortunately – after waiting for maybe 90 seconds, expecting to be rewarded by the supervisor I’d asked for – the same rep came back and suggested I buy a pair of socks to push me over the $150 limit.
So now I’m mad. I almost laugh after I catch myself shifting into Perry Mason mode: “So let me just be clear, because I’m going to tweet and maybe blog about this – the company is not going to waive a 2 cent difference for a frequent customer – is that what you’re saying?!” (Is that your testimony, M’aam!?). Geez – you’d think that those ballet slippers meant life or death, but you know how these things go. I insisted on speaking to a supervisor one more time because this just seemed so dumb to me.
And then the clouds parted and a supervisor named Nicole R. came on the line. She could not have been more pleasant or professional. She ignored the 2 cent gap and gave me free shipping with no hesitation. She offered to complete the online transaction over the phone, so we did. All done.
So why is this blog-worthy? It’s a great example of service recovery. The concept of service recovery is that people and companies screw up. Everyone knows it. It’s how something broken gets fixed that can show how customer-centric a company really is.
Nicole R.’s service recovery skills probably made me feel more positive about JCrew than I had when I started the transaction in the first place.
And then Nicole R. really took it way past the goal line.
My $149.98 was before the extra 30% off. After the discount, I was $45 away (not 2¢) from the $150 hurdle. Nicole R. had immediately honored my request, saved me $14.50 and made sure I was happy. Only then did she point out this small fact.
Now we’re into “delight” territory. For me, $14.50 (or $45, depending on how you see it) was a big deal. Nicole at JCrew understood that this was a tiny investment in a long-term customer relationship.
Wonderful. Sensible. Amazing. Bravo!!!
It’s a shame that consumer expectations regarding customer service are so low, but it also gives companies an outsized opportunity to stand out. And more often than not, “standing out” actually happens in the everyday interactions you have with a consumer. A lot of whiz-bang is great, but these small moments are what build lifetime relationships… and help marketing efforts look believable in the process.
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