Addressing Negative Customer Experiences

The impact of poor customer service has a ripple effect that isn't always captured by businesses. The metaphorical spreadsheet is good at recognising the cost of a service: staff, technology, logistics, training, recruitment etc. But when it is not operating properly, the cost to a business is not just reduced revenue. Consequential loss is the other business you could have won, but didn't. This is never captured because it's not known, but exists. Take United Airlines for example. They left me stranded in Vancouver a few months ago because I missed a connection. I had to pay $385 to stay in a hotel before catching another flight. They refused to pay for the room, instead they offered $200 off my next flight. And sent lots of patronising emails about valuing my business. I am flying to New York in a few weeks and United offered one of the best flight options. I chose not to use them, because of my experience in Vancouver. I am also flying to New York in January, and won't use them then either. Nor will I consider them when I most likely return to Chicago next June as well. That's about £1500 of consequential loss, business they were unaware of. This is the cost of poor customer service, and your own business faces the same challenge if you think that under-investing in this area is worth the risk. #CustomerService #JustPayForMyHotel #ISRC

"We're moving forward with another vendor." Every rep's nightmare sentence. I pressed for details. "Their approach felt more open. We actually knew what we were buying into." That stung. I'd shared: ••• Exhaustive feature documentation ••• Dozens of success stories   ••• Complete pricing breakdowns Where'd I go wrong? Days later, I got access to our competitor's sales process. The difference hit instantly: They didn't preach transparency. They lived it. Their follow-up wasn't an email avalanche. It was one collaborative hub where buyers could: ••• Monitor which stakeholders engaged with what ••• See their exact position in the evaluation journey ••• Find materials curated for their unique pain points ••• Manage internal distribution seamlessly My revelation: I was buried in PDFs. They were cultivating partnership. Next prospect, new approach: I built a shared workspace exposing EVERYTHING: → Which team members on our side viewed their data → Critical docs they'd missed → Realistic implementation expectations → Where we excel AND where we don't The buyer's response: "Finally, someone not playing games." Ink on paper in 10 days. Here's what's real: Today's buyers aren't starved for data. They're starved for authenticity. Yesterday's strategy: Bombard with polished assets that sidestep weaknesses. Tomorrow's strategy: Build transparent environments that tackle doubts directly. Your buyers know when something's off. Even when nothing is. Quit running sales like a shell game. Start running it like a glass house. You with me?

This Automotive News story gets to the heart of an issue that I've been thinking about a lot. Namely, how good are dealers at selling #EVs to people who need convincing? And how inclined are they to steer customers towards them - if they're a good fit? A tech-head doesn't need to be sold to. But a regular Joe or Jane does. To what degree are retailers giving customers all the relevant information, the pros and cons, and insights into the lived experience of EVs? And what happens when a dealership becomes an advocate for the technology? To quote this story: "All salespeople at Bowman Chevy have completed GM's EV training. [Dealer Principal Katie] Coleman even paid to install chargers at the homes of sales staff who bought an EV early in Bowman's electric shift," it said. "The staff at Bowman Chevy know how EVs feel... how they drive, charge and fit into everyday life in a Detroit suburb. That is in part because employees across sales, finance and service departments drive EVs as their personal vehicle." The dealership says it has a few EVs in its loaner fleet, and if an EV buyer wants a charger at home, it connects them with an on-the-books electrician. "... EV buyers - especially those who have owned only gasoline-powered vehicles - come to dealerships looking for an expert," General Manager Joe Jackson added. "Same-day converts [a subset of buyers] are looking for any vehicle and decide on an EV because of the benefits. A salesperson should tell them about potential gasoline cost savings, lower total cost of EV ownership and government incentives." They are "looking for some reassurance that it's not crazy. It is just such a big change for them." EXACTLY. No condescension, no politicisation, just solid advice for the customer on what suits them. There's a lesson in all this... Cox Automotive Australia Australian Automotive Dealer Association (AADA) Electric Vehicle Council Motor Trades Association of Australia

𝗜 𝗹𝗼𝘀𝘁 𝘀𝗮𝗹𝗲𝘀 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝗜 𝘄𝗮𝘀 𝗹𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴, 𝗻𝗼𝘁 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 𝘁𝗵𝗲 𝗿𝗲𝗮𝗹 𝗰𝗼𝗻𝗰𝗲𝗿𝗻. For a long time, I thought I was strong at handling objections. I’d respond clearly, explain the value, and even share proof of outcomes. But people still hesitated and then it clicked me. I was hearing their words, but I wasn’t catching what was underneath their doubts, fears, and unspoken concerns. Here are 𝟮 𝘀𝘁𝗲𝗽𝘀 that helped me shift from listening to truly understanding: 𝟭. 𝗣𝗮𝘂𝘀𝗲 & 𝗣𝗿𝗼𝗯𝗲: ↳ Slow down: Don’t jump into explaining. Take a breath. ↳ Listen between the lines: What emotion sits behind the objection? Fear of risk? Lack of clarity? Past bad experiences? ↳ Ask better questions: Simple, open prompts like “Can you tell me more?” reveal what they actually mean. ↳ Hold space: Let them express their real concern without rushing to fix it. 𝟮. 𝗔𝗰𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 & 𝗔𝗱𝗱𝗿𝗲𝘀𝘀: ↳ Validate their concern: Sometimes people just want to feel seen before they feel convinced. ↳ Get to the root: Address the fear, not just the statement. ↳ Respond with clarity: Once you understand the real issue, your explanation becomes sharper and more relevant. ↳ Build trust: Understanding creates safety. Safety creates decisions. 𝗡𝗼𝘄 𝘁𝗵𝗲 𝗻𝗲𝘅𝘁 𝘀𝘁𝗲𝗽 𝗶𝘀 𝘁𝗼 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲 𝘁𝗵𝗶𝘀 𝗱𝗲𝗲𝗽𝗲𝗿 𝗹𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴 𝗶𝗻 𝗲𝘃𝗲𝗿𝘆 𝗰𝗼𝗻𝘃𝗼. #sales #coach

A rep called me frustrated. "I ask all the right questions, but they clam up after 10 minutes. Discovery feels like pulling teeth." I listened to her last call. She was doing everything "right" according to most sales training. Except for one thing. She was treating discovery like an interrogation instead of a conversation. Here's what I told her: Stop trying to get everything in 30 minutes. You're not a police detective gathering evidence. Instead, go deep on what matters most → their pain. Three questions that changed her entire approach: "What's driving this to be a priority right now?" "What happens if you don't solve this in the next 6 months?" "How is this impacting you personally?" Notice something? No questions about budget. No stakeholder mapping. No buying process. Just pain. Deep, emotional, get-them-talking pain. Here's what happened on next call: Prospect spent 20 minutes explaining their challenges. Shared things she never heard before. Got emotional about the daily frustration. Old Rep would've panicked: "I didn't get the buying process info!" New Rep said: "Based on everything you've shared, this sounds complex. Let's schedule another call to walk through how companies typically solve this." Prospect immediately agreed. Why? Because she proved she understood their world. The follow up call? Prospect brought their boss. Shared budget range. Outlined their evaluation timeline. All because the first call was about them, not about her information gathering checklist. Look, I get it. Sales methodology says you need certain data points. But prospects don't care about your methodology. They care about feeling understood. When you nail the pain, everything else flows naturally. The reps's close rate went from 18% to 29% just by changing her discovery approach. Same questions. Same product. Different mindset. Sales VPs: teach your reps to be consultants, not interrogators. The reps who master this thinking close bigger deals because they uncover the real emotional drivers behind every purchase decision. Ever noticed how your best discovery calls feel more like therapy sessions than sales calls? Strange, isn’t it? 😎 — How 700+ clients closed $950 million using THIS 6 step demo script: https://lnkd.in/eVb32BUx

I have been on over 500 calls till now asking creators to try topmate.io and guess what, I have been ghosted countless times by them! "I will get back to you soon." is one of the most common responses when people are not interested in your services. As a professional, it is frustrating when your promising prospects fail to convert into clients, even after an engaging initial conversation. And it hurts even more when they ghost you without giving any reason. Here are four key factors to consider: 1⃣Misaligned sales and marketing: If your sales and marketing teams aren't in sync, your prospects may be receiving mixed messages. Ensure open communication and shared understanding of the ideal customer profile and lead qualification criteria. 2⃣Lack of customer understanding: Don't assume you know your prospects' needs. Take the time to truly listen and ask insightful questions to uncover their unique challenges and requirements. This will help you provide tailored solutions. 3⃣Credibility gap: If prospects don't trust your advice or believe you have their best interests in mind, they'll hesitate to commit. Focus on building rapport and demonstrating your expertise, not just closing the deal. 4⃣High-pressure sales tactics turn off prospects: Position yourself as a helpful guide, not a salesperson on a mission. By addressing these common pitfalls, you can create a more transparent, customer-centric sales process that builds trust and addresses your prospects' real needs. This will not only improve your conversion rates but also foster long-term, mutually beneficial relationships. After I started keeping the above things in mind, I have seen an exponential increase in the conversion rate. What else do you think puts off a prospect during the call? Your opinion is valuable!

While teaching a workshop this morning, I had a salesperson come up to me during a break and said, "Marcus, I don't do well with conflict. When a customer is upset, I freeze. Can you help?" This simple question led to a great conversation, but the core of the answer I gave comes down to three simple steps any team can learn with a little bit of practice. Step #1: LET THEM VENT: This is a bit hard for folks to understand because the tendency is to immediately try to "fix" the situation. The issue with fixing is that the customer doesn't get a chance to feel heard. Your job is to make sure they feel VERY heard. Which means you let them vent, and even when you think they may be done, you ask them if there is anything else they're unsettled about. This step is the most important by far, yet the most overlooked in the world of customer experience. Step #2: REPEAT WHAT THEY SAID: Not only must they feel heard, but they must feel *understood.* This occurs when you repeat the words they used and confirm, "What I've heard you say is..." (Again, do not use your words here. Use *their* words. Those are the ones that matter.) Step #3: LET THEM VERBALIZE THE POTENTIAL SOLUTION: Assuming the individual has has a legitimate complaint (which is true in most cases), once you've allowed them to vent and have repeated their thoughts, you sincerely ask, "What would you like to happen to make this right?" Now, granted, businesses can't always do what the customer asks for, but you at least want to put the ball in their court first. Interestingly enough, often times the only thing they were looking for were step 1 & 2. In other words, they just wanted to feel heard and understood. But by asking them what they would like to do to make the situation right, you've now allowed them to at least state what they feel would be the appropriate solution. Ultimately, there is no foolproof method of resolving customer frustration, but at a minimum you want to train (with role play) your team what to say and how to say it for these situations. Like the young man that approached me this morning, they shouldn't freeze when moments of conflict arise. Instead, they should be ready for the moment. And if they follow these three simple steps, they are very likely to not only diffuse the situation, but create a lasting relationship as well. As always, a little training goes a long ways. #QuestionFirst

Buyer: Thanks for meeting with us, we've decided to go a different direction. Rep: Silence 😑😑😑😑😑😑😑😑😑😑😑😑😑😑😑😑 If someone fits your ICP today, there's a good chance they will again or will serve as a path to your next deal one day. Here are two common places I see reps and front line leaders take actions that are a disservice to their future selves: 1. The above. You don't get your way so you don't reply. "Well, no money there, on to the next." 😒 2. Your buyer replies to your cold outreach, "Thanks for the note, not a fit for the moment.", and we don't reply. "Not the right time or person, on to the next!" In both cases, our silence sends a message: taking the time to reply isn't worth my time because I didn't get what I wanted from you. Yeeeesh. In both cases, practice what we @ #samsales call being a Gracious Loser. 1. If you already invested the time in a call, invest the time to understand the change in their direction. Don't squander this lead - your reply can keep comms open, can help you learn, can help you figure out if there's a chance to sell down the line, or simply show that you're a good sport. 2. Your buyer did the first thing we'd all kill to get - A REPLY! But ignoring it not only sends the above message, it kicks you out of the opp to send this: "Really appreciate the reply - I'm sure you get dozens of emails each day. Might there be a better time to touch base, or is there someone else on your team or across a different division that shares this challenge and might make good use of seeing what we have to offer? I'll say hello on LI to keep in touch in the meantime - thanks for considering sharing the additional context!" The above is different, unexpected, client-centric, and polite - what a refreshing take to get from a buyer that usually gets the opposite. Sales is an incredibly long game and the bar these days isn't even low, it's on the ground. All we have to do to stand out is to step over it, and this is one of hundreds of ways we can do that + build those relationships for the long haul. #samsales

Let’s talk about something commonly overlooked in luxury: the after-sales experience.   The mere mention of after-sales service often triggers frustration and painful memories for many customers. I still remember returning to the boutique where I purchased my watch to address an issue, only to feel like I was no longer a valued client but a problem to be managed. Nothing about the way it was handled felt pleasant. That experience left a lasting stain on my perception of the brand.   Regrettably, this isn’t an isolated case. In luxury retail, where brands pride themselves on exceptional craftsmanship, exclusivity, and emotional connection, the after-sales experience often falls short.    Our insights at CXG confirm that how a brand handles issues after the purchase directly impacts long-term loyalty. Yet, customers often walk away from after-sales experiences feeling frustrated and undervalued. The repair process can be a hassle, with unclear warranty terms, long wait times, and little to no follow-up. Worse, repair costs can feel excessive, and all of this leaves the customer feeling that the brand is indifferent to them.    The after-sales service is often treated as an afterthought, but it holds the potential to become a defining factor in customer loyalty. The Service Recovery Paradox, which I've previously talked about here: https://lnkd.in/daiqECB3, discusses how effectively resolving a service failure can strengthen customer relationships. But why do so many luxury brands continue to struggle with this critical touchpoint? One of the biggest challenges is organizational: after-sales services are often managed as a cost center. That leads to underinvestment in training, technology, and customer-centric processes. On top of that, frontline teams frequently lack the authority to resolve issues effectively, which ends up in interactions that further frustrate customers instead of reassuring them.   Luxury brands that recognize after-sales service as an extension of the customer experience can set themselves apart. Here’s how: -Teams Empowerment: Equip staff with the tools and authority to resolve issues quickly, turning a moment of frustration into a positive brand experience. -Enhance Communication: Create transparent, proactive communication channels to keep customers informed at every step, reinforcing trust. -Solicit Feedback: Actively seek and act on customer feedback to refine after-sales services and show that their concerns matter. Luxury is no longer just about the product—it’s about the entire experience, from the first interaction to long after the purchase. Brands that embrace this shift will not only build stronger customer advocacy but also set new industry standards. Have you ever had a disappointing or exceptional after-sales experience? I'd love to hear your thoughts. #LuxuryRetail #CustomerExperience #AfterSalesService #CXStrategy

One bad store experience can cost you 100s of customers. And in today’s world, that could mean the end of your brand. I’ve seen it firsthand: a single negative interaction can snowball. One dissatisfied customer can speak out, share it, and tag your brand. Within minutes, their frustration can reach hundreds, if not thousands, of potential buyers. Let’s not sugarcoat it, losing a customer due to poor service isn’t just a missed opportunity, it’s a failure of your entire business. A bad product, poor service, or mismanaged exchanges and refunds can leave a lasting scar on your brand. Take the example of brands expecting customers to bring their own bags. I recently read about it, and though it might seem small, but it’s a perfect case of how an avoidable mistake can turn into a big issue. Charging for bags or making customers bring their own isn’t just inconvenient, it creates friction and leaves a bad impression. Personally, I’ve always been against it. I firmly believe that retail is about creating an environment where customers feel valued, not burdened. And I think this is where many businesses miss the mark. It’s not enough to simply deliver a great product. You need to ensure that every touchpoint, from the store to the online experience, aligns with your brand promises. At my previous organisation, we understood this well. We introduced a "charter of rights" for customers, ensuring transparency on returns and exchanges, and followed up with WhatsApp messages to reinforce their rights. And if something still went wrong? We went all in. We reached out, apologised, and made it personal, whether it was sending a gift, having a senior team member contact them directly, or even visiting their home. We did whatever it took to make it right. Because today, losing a customer over poor service isn’t just a missed chance. It’s a missed future. #customerexperience #retailleadership #customerloyalty