Conflict resolution
What happens when despite the establishment of high quality standards, things go wrong? What does one do?
In normal circumstances, our natural reaction when things go wrong is to try to put them right. Often however, in a working environment the notion of responsibility is submerged by the fear of being blamed for wrongdoing, black marked or associated with failure. This phobia is particularly acute in professional firms where individual performance is everything.
Despite all the public pronouncements made by various firms that accepting failure or making a mistake is an integral part of individual growth, the practical reality is that most partners find failure or problem resolution particularly difficult to manage. This is particularly true where blame or fault is clearly identified. This is understandable. The combative and confrontational style of management in certain industries often creates an environment of blame and aggression.
Ironically part of the issue of failure in these areas is the very fact that failure or admission of failure being seen as unacceptable creates a tendency for people to cover things up. This in turn often makes things worse when the mistakes are eventually uncovered.
None of us are immune from this tendency; the issue of complaints or unhappy clients is often felt as one would a personal attack. Our instinctive reaction is to pull back and back off.
Accountability
So what are the specifics of dealing with complaints?
*Don't procrastinate and delay - respond quickly.
*Don't be aggressive or irritable but rather be understanding.
*Apologise - this is not the same as accepting liability.
*Be thorough in your investigation - this is no time for overlooking other potential issues.
*Give a full explanation.
The benefits of resolving client dissatisfaction are significant. Research shows that consumers who have had complaints dealt with satisfactorily are more loyal and more active advocates of the firms they have used than those who have not had cause to complain.
A happy client is a client who has trust in his professional adviser. Trust that the adviser has his or her client's best interest at heart. Trust that the professional adviser has the capacity and capability to deliver the required expertise and trust that the fees charged are fair and equitable.
Client trust is built up over time. It comes from clear two-way communication. Good listening skills are essential here. The communication must be supplemented by regular dialogue between client and provider. The dialogue must be structured and incorporate measurable quality standards. Where there is a breakdown in communication and mistakes have occurred, these must be dealt with positively and promptly.
This will not guarantee the perfect marriage but it will certainly generate a happier partnership.
Long-term commitment
A constant complaint from agencies has been that they aren’t involved in the marketing process early enough. However, marketers believe this happens because agencies aren’t interested in the long-term vision of the brand, but only the short-term cause of billings.
At the heart of the matter are issues such as the role of servicing, planning and creative, the need for agencies to be proactive and a better product offering. It’s a no-holds barred, no punches pulled, no quarter given battle. Here’s what BVR Subbu, president, Hyundai, has to say about advertising agencies in general: “Agencies have focused too much on FMCGs and the service sector.
The automobile sector is very different. However, agencies have been conditioned to treat it in a similar fashion to FMCGs and the service sector. Often, they cloak this lack of understanding of the automobile business with jargon. They need drastic refinement in this aspect.” Stinging words from a man who leads the marketing charge of one of India’s biggest advertisers.
And while the ad industry might like to attribute Subbu’s statement as Hyundai having had a bad experience with a few agencies, it becomes harder when clients of all hues get into the specifics of the industry structure.
What happens when despite the establishment of high quality standards, things go wrong? What does one do?
In normal circumstances, our natural reaction when things go wrong is to try to put them right. Often however, in a working environment the notion of responsibility is submerged by the fear of being blamed for wrongdoing, black marked or associated with failure. This phobia is particularly acute in professional firms where individual performance is everything.
Despite all the public pronouncements made by various firms that accepting failure or making a mistake is an integral part of individual growth, the practical reality is that most partners find failure or problem resolution particularly difficult to manage. This is particularly true where blame or fault is clearly identified. This is understandable. The combative and confrontational style of management in certain industries often creates an environment of blame and aggression.
Ironically part of the issue of failure in these areas is the very fact that failure or admission of failure being seen as unacceptable creates a tendency for people to cover things up. This in turn often makes things worse when the mistakes are eventually uncovered.
None of us are immune from this tendency; the issue of complaints or unhappy clients is often felt as one would a personal attack. Our instinctive reaction is to pull back and back off.
Accountability
So what are the specifics of dealing with complaints?
*Don't procrastinate and delay - respond quickly.
*Don't be aggressive or irritable but rather be understanding.
*Apologise - this is not the same as accepting liability.
*Be thorough in your investigation - this is no time for overlooking other potential issues.
*Give a full explanation.
The benefits of resolving client dissatisfaction are significant. Research shows that consumers who have had complaints dealt with satisfactorily are more loyal and more active advocates of the firms they have used than those who have not had cause to complain.
A happy client is a client who has trust in his professional adviser. Trust that the adviser has his or her client's best interest at heart. Trust that the professional adviser has the capacity and capability to deliver the required expertise and trust that the fees charged are fair and equitable.
Client trust is built up over time. It comes from clear two-way communication. Good listening skills are essential here. The communication must be supplemented by regular dialogue between client and provider. The dialogue must be structured and incorporate measurable quality standards. Where there is a breakdown in communication and mistakes have occurred, these must be dealt with positively and promptly.
This will not guarantee the perfect marriage but it will certainly generate a happier partnership.
Long-term commitment
A constant complaint from agencies has been that they aren’t involved in the marketing process early enough. However, marketers believe this happens because agencies aren’t interested in the long-term vision of the brand, but only the short-term cause of billings.
At the heart of the matter are issues such as the role of servicing, planning and creative, the need for agencies to be proactive and a better product offering. It’s a no-holds barred, no punches pulled, no quarter given battle. Here’s what BVR Subbu, president, Hyundai, has to say about advertising agencies in general: “Agencies have focused too much on FMCGs and the service sector.
The automobile sector is very different. However, agencies have been conditioned to treat it in a similar fashion to FMCGs and the service sector. Often, they cloak this lack of understanding of the automobile business with jargon. They need drastic refinement in this aspect.” Stinging words from a man who leads the marketing charge of one of India’s biggest advertisers.
And while the ad industry might like to attribute Subbu’s statement as Hyundai having had a bad experience with a few agencies, it becomes harder when clients of all hues get into the specifics of the industry structure.