An Alliance That Misses the Service Mark

When I discovered that Qwest and DirecTV have an alliance in my area, I thought, “This will make getting internet and TV a simple process.” I was encouraged by the marketing material, which promised that the alliance would provide “an enhanced customer experience through streamlined customer support and the development of integrated products and services”. Perfect. In addition, the Key Consumer Benefits stated, “Qwest customers have one primary point of contact for customer service, installation and billing inquiries.” I was sold, and placed a phone call to Qwest to set up installation.

This is when I encountered the reality of the customer experience part of this business alliance. The customer service process has been almost ludicrously onerous, confusing, and AWFUL. Here’s what has happened:

1. I called Qwest to arrange installation. The representative was knowledgeable, professional, and friendly. However, the review of package options, one-time deals, rebates, and long-term discounts took a long time, and was very confusing. They collected our personal information (including social security number for a credit check) and billing information, so we could receive the automated payment discount. After 45 minutes on the phone, I hoped I was done. But, no.
2. The first representative passed me another representative; to “verify information” they had already collected. She was pleasant, but had a very heavy accent that was a challenge to interpret. And, trying to be friendly, she wanted to chat, asking me how my day was, etc. I apologetically asked her to stick to business so I could get on with my day. We scheduled my Qwest internet installation.
3. I was provided with another number to call to schedule my DirectTV installation myself, which I did. That was fairly painless, but it was another phone call.
4. The next morning, I received an email that I had cancelled my DirecTV installation. I called Qwest customer service to find out what happened. They advised that I had scheduled my installation with a subcontractor that does not service my area. (Their mistake.) They gave me another phone number to reschedule. When I suggested they should do that for me, they hemmed and hawed and said they COULD, but it would be better if I did it myself.
5. I called the new number to schedule my installation, and reached a subcontractor who obviously works from home. (He had a noisy meowing cat in the background.) We had a nice chat during which I was rolling my eyes, and he (re)scheduled my DirecTV installation.

The good news is that the installations went smoothly. Both techs were competent and capable. My internet and DirecTV services work as advertised, and I am pleased.

But, there were still two more steps for me to complete on my own initiative:

6. Go online to register for my DirecTV rebate.
7. Call Qwest Customer Service (again) to link my Qwest and DirecTV accounts so billing can be combined.

What’s wrong with this alliance? I presume that it’s working for Qwest and DirecTV, but it’s ugly and awkward from where I sit as a customer. An alliance should be beneficial for all parties – the business partners and the customer. Their business arrangement should be much more transparent to me. Qwest and DirecTV really need to work to streamline the customer experience. I plan to contact the Senior Vice President of Sales (whose name is in the press release) to ask about their plans. Maybe they need assistance from Haropulos Bailey Consulting…

Challenge Your Processes

When it comes to customer service, applying efficiencies and technology to processes can be a dangerously slippery slope. Of course, I completely support the use of technology to be more efficient! The issue lies in the potential to focus solely on internal operations, and not enough on the customer experience. It happens every day, and it irritates and alientates customers.

Your job is to make sure you are always connected with the wants, needs and emotions of your customers. Put yourselves in their shoes. Talk to them about their likes and dislikes. CHANGE what needs to be changed to improve customer service, while creating processes that make your employee's jobs easier and more enjoyable.

Want some examples?

BAD BUT TRUE!

At a corporate-operated Verizon store, a greeter/receptionist asks how they can help you. Then they make you enter your name, phone number and what type of service you need into a touch screen system - only to assign you to a service queue! This process is clearly to make things easier for Verizon - not for their customers.

I like Dillards merchandise, and even their service. But their checkout processes are bizarrely antiquated. For every item you purchase, the clerk manually sticks a little yellow bar code on the price tag. Then they have to scan the price tag and the inventory sticker. It's insanely slow, and it doesn't benefit me - just Dillards' bean counters.

GOOD AND ALSO TRUE

As a new customer at Safeway, I was asked whether I had one of their discount cards. I did not, and really didn't want to take the time to fill out the form at the register to get one. No problem. They gave me a card, along with a form with the card number filled in, and asked me to complete it and drop it off the next time I came into the store. I got my valuable discounts right away, yet was able to fill out the form at my convenience.

My Subaru dealership allows customers to make scheduled service appointments by phone or online. On site, they maintain a perfectly lovely waiting room, complete with Starbucks coffee and high definition flat screen TV's. Yet they are so customer-focused, they also provide chauffeur service to home, office or shopping - or even a free rental vehicle for the day. Obviously, these amenities are an added expense to the dealership, but they recognize that they are important to retaining customer loyalty.

Constantly CHALLENGE YOUR PROCESSES. What worked yesterday may not work any more, because of changing customer expectations. Don't let technology itself drive your processes; it should always be an enabler (in a good way). Be sure your service procedures are really for to serve the customer - not only for ease of your operations. If you're really smart, you can accomplish both.