Preparing Your Customers for Change and Innovation
BNET reporter Erik Sherman offered up a great post on shopping for that must-have computer for his kid at Best Buy. Seems the store didn’t have the computer in stock and the Best Buy closest to him was forty miles away.
Like other mega-giant stores, at Best Buy you can order items online and have them shipped directly to you or to the nearest store for pick-up. The problem Best Buy seems to be having is two-part according to Sherman.
While Sherman did place an order with an acceptable delivery date, the delivery date came and went with no computer although the marketing and support departments of Best Buy seemed to think Sherman and his daughter did receive the computer and were happily surfing the Web. They kept sending out email after email on suggestions for success. The problem—these departments, ordering and shipping and marketing and support, apparently don’t communicate very well or, as Sherman says, “neither knows what the other is doing and when."
That’s bad for customer service surveys because customers will either skip them altogether or slam the company so severely top experts will run in all directions attempting to fix a problem they could have handled very well initially via some great change management skills.
Netflix also recently garnered some dissatisfaction from its customers on increasing prices, making customers choose between streaming or DVD delivery or both, apologizing after too many angry complaints and, finally, announcing a new division or sister company—Qwikster.
The heads of Netflix's customers are still spinning trying to determine which is best, Netflix streaming, DVDs or Qwikster, and the apologies from pool-side seated CEOs didn’t seem to help much.
Again, people don’t like change and change is inevitable, so both Best Buy and Netflix could handle things better if they were better prepared. I hate to pick on just these two mega-giants because it’s not just them—many brick-and-mortar stores attempting to have a bigger web presence as well seem to fall flat. Why? It’s simple, folks—there is no communication or plan for change integration from departmental heads on “let’s try this" or “we need to have a better plan" or “we need to make the entire adventure an easy transition on our customers." The what-ifs are never asked and, instead, it’s full steam ahead too fast, leaving customers standing on the train platform asking, what the heck?