The contrast between the great and the not so great was rammed home for me recently thanks to a lousy experience with one of the world's largest magazine publishers and one of the world's smallest cafes. Those who know me know my love for coffee is wholly unbridled, bordering on obsessive. They will also know the outright contempt I hold for the Starbucks of the world, suffice to say North America is not David-friendly when it comes to my dark master.
[caption id="attachment_714" align="alignright" width="300" caption="Reach out and touch somebody"]
Thankfully here in Toronto I have found Balzac's, an independent coffee house which roasts its own beans and makes, quite simply, the best coffee I've had here so far. Having fallen in love with the store-bought goods I began ordering online, and when the first batch showed up, I was greeted with a hand-written card, offering up a 15% off code for my next order and a note about their Facebook application.
Let's review that people:
- I already love the product
- They're making it cheaper for me to get
- AND they're offering me another way to interact with their brand.
Contrast this with Conde Nast, who told me, when my issue of Wired failed to appear (while my co-workers waltzed around with their's) that I needed to wait 2 weeks before they could fulfill a missing order. Having waited patiently, I contacted them at the appropriate time to be told:
We are sorry to inform you that the issue you requested is no longer available.
To be fair, they then told me my subscription would be extended by an issue, but this is not the point. I understand magazines are having a hard time of it lately.
Can I suggest though the ways to innovate in your business model are not to deprive people of the thing they desire in the interests of saving a couple dollars.
I said “f%&*ing oath†out loud when I got the end of the opening paragraph!
ReplyDeleteToo much focus on the path of least resistance and not enough on creating raving fans.
Your experience is exactly what I am getting at in my latest post.
Isn't it strange that the highest touch point is given the least focus? We can spend millions on advertising and creative services and yet drop a minimum wage on the staff who meet, greet and serve customers in the store or over the counter.
ReplyDeleteAbsolutely - people will spout desires to run brilliant campaigns and then in the next breath say customer retention is their #1 priority. Please explain?
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