A Quote by Donald Norman
Am I an Apple bigot? No. I can critique their products and their customer service philosophy. But overall, they do better than any other player.
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Biggest question: Isn't it really 'customer helping' rather than customer service? And wouldn't you deliver better service if you thought of it that way?
Business is all about the customer: what the customer wants and what they get. Generally, every customer wants a product or service that solves their problem, worth their money, and is delivered with amazing customer service.
With support jobs moving to China and India, it's not surprising that English-speaking countries' top frustration revolves around the difficulty of understanding customer service representatives. However, even if the level of customer service is exceptional, the extent to which poorly-understood accents trump quality of service speaks to English-speaking customers' growing intolerance of non-native speech, more so than in other countries.
American products are better than the Chinese. We do a better job. We make better products. But because the currency is so low versus the dollar versus other things, and so much lower than it should be, it's very hard to compete for our companies.
Look, I think that when we started Virgin Atlantic 30 years ago, we had one 747 competing with the airlines that had an average of 300 planes each. Every single one of those have gone bankrupt because they didn't have customer service. They had might, but they didn't have customer service, so customer service is everything in the end.
Your business should be defined, not in terms of the product or service you offer, but in terms of what customer need your product or service fulfills. While products come and go, basic needs and customer groups stay around, i.e., the need for communication, the need for transportation, etc. What market need do you supply?
Apple Stores Offer the Best Buying Experience and Customer Service On The Planet
We grow by letting the customer tell us. So when the customer tells us that they're frustrated, that they just got their catalogue and we're already out of a product they wanted, then it tells me that we're not making enough. We let the customer tell us instead of creating an artificial demand for our products. Any time you're making products that people don't need, you're at the mercy of the economy, you're at the mercy of whatever is going on. So we tried to avoid that situation.
I've become better at the net. I've got a 135 mph serve so I'd be stupid not to follow that in. Overall I'm a better player than I was last year.
Apple makes really good products, and Samsung makes really good products. It's really a two-horse race. Where I think Apple is exposed: the price points of Apple's products are just so high by comparison with Samsung's.
At the end of the day, customer choice is essential. And we don't make products that compete with Apple, nor make products that compete with Google. Our customers come in both iOS and Android flavors, and I hope our customers can still buy the products they want to purchase wherever they want to purchase them.
Any products associated with a Apple are going to win. The people who make the Apple products are going to win.
Apple no longer builds any products. When I was there, people used to call Apple "a vertically integrated advertising agency," which was not a compliment.
Service Over the years, the number one driver of our growth at Zappos has been repeat customers and word of mouth. Our philosophy has been to take most of the money we would have spent on paid advertising and invest it into customer service and the customer experience instead, letting our customers do the marketing for us through word of mouth.
Since philosophy now criticizes everything it comes across, a critique of philosophy would be nothing less than a just reprisal.
Service standards keep rising. As competitors render better and better service, customers become more demanding. Their expectations grow. When every company's service is shoddy, doing a few things well can earn you a reputation as the customer's savior. But when a competitor emerges from the pack as a service leader, you have to do a lot of things right. Suddenly achieving service leadership costs more and takes longer. It may even be impossible if the competition has too much of a head start. The longer you wait, the harder it is to produce outstanding service.
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