There’s been some news coverage of the typo on Best Buy’s website offering a 52-inch flat screen TV for just $9.99. Of course, there’s a clause in all advertising indicating that sores don’t have to honor mistaken prices, and I understand why Best Buy refused to offer the $2,000 television for under $10.
Overall the reaction by many consumers seems to be one of anger. Certainly the tone of the media coverage is negative, not positive. Some customers protested so loudly that one store manager threatened to have them arrested. Ouch, that’s not a good scene, and that’s not the kind of response that is likely to generate goodwill.
What could Best Buy have done to mitigate the backlash?
If I were in the head office, here’s how I’d prepare to deal with angry customers coming into our stores.
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Memo to: Store Manager
From: The boss
Re: Customer satisfaction incidents
In light of recent events, in which a $3,500 item was mistakenly offered for $10, you are directed to be prepared for mistakes on our website or in our printed advertisements. While our company does have a policy for such incidents, it bears repeating that you must have a contingency plan in place for dealing with typos within advertising or online.
Proactive Training
Train all store employees – every one of them – to think as our customers think. This applies to everyday interactions as well as special circumstances (like this one). When we put ourselves into the shopper’s shoes, we can better serve their need and better address their complaint.
Isolate Irate Customers
We don’t want mad, loud folks standing at the checkout area yelling at the first employee they can find. This will cause shoppers to be distracted, and will send a shock wave through our store. Instead, identify a special section of the store, preferably at the side or near the back, that will be the “complaint satisfaction area.” You are to gently direct all upset customers to “kindly step over there so we can hear your concern and see what we can do to make things good.” It is imperative that we re-direct disappointed customers to a location that is out of the heavy traffic flow areas. In the event of an incident, every available staff will be in this section of the store to serve customers.
Assuage Irritated Customers
First, offer water, coffee and/or a cookie to the individual (you will have already identified an employee who secures and sets up a refreshments table). We want to show we care, and by giving them something we demonstrate that we’re not in a combative mode, but in a friendly, welcoming posture.
Then, take the lead and sit down for a face-to-face conversation (you’ve already identified employees who will arrange chairs and be sure that nearby sound systems have had volumes adjusted). You want this to be a personal, high-touch interaction.
Key principle: Listen. After carefully listening – not arguing, but truly listening – to the customer, calmly tell them what you heard them say is their core concern. Use a phrase like, “OK, here’s what I hear you saying…” First and foremost, that customer wants to be heard, and by repeating back to them what you think they’ve really said, you are conveying active listening.
Next, offer an apology. The customer knows we made a mistake. You know it. Now admit it. Be honest, be direct, and don’t tack on any excuses. “I’m very sorry for our mistake. I know this has inconvenienced you, and that you are disappointed.”
Finally, offer a solution. The customer wants justice! It isn’t that we need to meet their expectation 100% in this particular matter, but we had better do something serious to show we value them as a person and as a customer. Start with something reasonable, but not insulting. Find a meaningful way to meet the customer where he or she is at, and offer a significant discount on a similar item. Be generous, and give more than the customer expects. Wow them! Be prepared to make this a loss-leader incident. We can afford to lose a little money – but we cannot afford to lose even one customer!
Final Words
Your goal is to make amends with every person who has been disappointed or upset by this mistake. We want to make sure they leave our store with a sense that we care, and that we’ve been willing to take a loss to keep them satisfied. That is the kind of experience that will generate positive word-of-mount and media coverage.
And by the way, store managers who make newscasts for threatening a customer, regardless of the nature of the incident, are likely to be terminated. If you can’t model customer satisfaction, you’re in the wrong role – and company.
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Well that’s my two cents on this (latest) Best Buy problem. Here’s another take, from someone who ordered one of those $9.99 televisions.
