Quote: "He'll be on targets, if his retention rate goes below a certain level, he'll be out. My guess is he was below that level and reaching the end of the month.
However...his technique was dire, and that's probably why he was below par. Continuously repeating statistics wouldn't convince me to stay, because they don't necessarily convert to service levels."
Absolutely. I think the best way to handle it would have been, "I am sorry to hear that you no longer wish this service. I can cancel it down for you, it's not a problem, however, to help us improve our service for the future, would it be possible for you to offer feedback as to why you wish to cease the service".
It shows immediately that I have listened to what the customer wants, shown I am interested in them. I've not made out how brilliant our company is. But by keeping a calm, polite, friendly and welcoming tone and making his feedback entirely optional, he might think, "well, actually, I don't like the service provider I've switched too, maybe I'll give Comcast a second chance."
I was dealing with a customer situation I suppose like this yesterday. Customer had a fault, customer found themselves getting quite agitated. When they came through to me they were already on "demand to speak to a manager" level, but once I had access to her file, I was able to spot her problem and get it booked in. She had one other complaint, I escalated it and she was happy with me. The person she spoke to a couple days ago, she felt was patronising and rude and unhelpful, it really escalated things (she possibly was irate with him as she was me as she still had a problem). However, she ended up coming through to me again, she recognised my name and voice, she was on the verge of "I am writing a formal complaint to a managing director, I'm unhappy with how I'm treated." But because I was willing to listen, take on her concerns and speak positively and politely and attempting to find a result, managing expectations and being realistic about what I can do - because I showed I was interested in what she wanted, she told me that she was happy with me and it's because of me that she's willing to give us a second chance. And I believe I've managed to deliver, because I've managed to get a hold of a senior engineer for them with a decent level of product knowledge to help solve her problem.
Of course, it can be challenging to do that as an agent. I suspect in a sales environment, you do have a different kind of pressure. Up-selling is generally important. But I think approaches and training in this respect is quite poor, as a person working in after-sales, we actually take the fall for sales misinformation. But I have a friend who works in a sales environment and is able to exceed targets, yet remain honest and get the customer what they want and keep them happy. It's by avoiding upselling, sometimes downselling can mean customer satisfaction and as a result, you might find they buy something in addition to the item they were after. Plus if you're showing you're caring and listening, it can pay off.
Quote: "10% Wut? think there might be something missing there you forgot to say >.< that or I woke up too early... "
If we were to categorise people.
The 60% of people without problems with a service/product returning to a brand.
The 10% of people with unresolved problems returning to a brand.
And the 85% of people with resolved problems returning to a brand.
I would argue that in the case of this customer he would fall into the middle category. They've got a 10% chance of him returning to their service. If it was painless and his query resolved, even if it's leaving a service, there would have been a much greater chance of him returning.