I never expected it to happen so quickly.
Almost every day I am deep in the trenches of public opinion, helping a wide variety of clients navigate the perilous waters of brand reputation management, crisis communications and message development designed to garner strong public support.
But last night it got a bit personal, and I tried a social media experiment.
I had an issue with my mobile phone provider, AT&T, one of the nation’s largest corporations. I spent more than an hour on the phone with their customer service representatives, haggling over a bill that was grossly out of balance. You can find the details here.
The company failed on several fronts. First, they did not live up to the promises they made during prior calls about the same issue. Secondly, perhaps more importantly, they let me off the phone without asking me if I was satisfied.
I waited 24 hours and then launched an all-out social media battle with the company. I dragged their competitors into the fray. I hounded their Facebook page and chased them on Twitter. But it all ended rather abruptly.
I never had the chance to execute the second phase of my PR battle because they smartly surrendered and resolved the issue to my satisfaction.
I am just one person, but I used my social media connections to leverage my message. The results were clear. It took fewer than 24 hours for them to surrender to my one-man war on the blogosphere.
This was all preventable. AT&T spent far more than the $1,000 they claimed I owed. They also suffered as others jumped on my bandwagon, further diminishing the company’s brand and reputation.
There are lessons here.
1.) No company is too big to fail.
2.) Do not underestimate the power of social media.
3.) Your brand and reputation are your most important assets and must be guarded.
AT&T ought to take a lesson from companies like AVIS, which authorizes its front-counter rental agents to do whatever it takes to resolve customer complaints; or LL Bean, a company that built a reputation for the quality of its products by honoring their replacement for any reason whatsoever. Or, GWI, a locally owned Biddeford-based ISP and telecommunications provider that always goes the extra mile to make customer satisfaction a top priority.
Fletcher Kittredge of Biddeford started GWI with vision and commitment, but he also had to endure many, many battles with larger telecomm giants. Fletcher proved that you can compete with anyone by focusing on the quality or your product and developing strong relationships with your customers.
AT&T, by comparison, is a multi-billion dollar corporation. Why is it so hard for such a large company to understand or appreciate the value of customer satisfaction and loyalty?
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