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SOCIAL MEDIA MARKETING
Customers are taking complaints to social media as never before, and nervous organizations are struggling to respond. Most are doing it badly.
People have been griping online for a long time, of course, but amplification tools now spread the message with breathtaking speed. With the help of hashtags, Facebook pages and petition sites such as Change.org, one person's bad experience can explode into a global news story in less than a day—particularly if others have similar complaints.
Seven out of 10 large companies have experienced a social media-based reputation hit during the past two years, and b2b brands are no exception. The Facebook Pages of package delivery companies, computer makers and office supply companies are brimming with customer rage, according to executive search consulting company Spencer Stuart.
And a recent Altimeter Group survey found that 66% of social media risk managers see online reputation damage as a serious risk. And that's just the big brands. Countless small businesses are buffeted by comments on Yelp, TripAdvisor and hundreds of other peer-review sites every day.
What should you do when customers attack online? You can't ignore them, but caving in carries other risks. Here are five common mistakes companies make in handling online critics.
If you build a branded presence on social networks, you should post a written comment policy, then enforce it consistently. Fans and critics deserve equal attention. Most gripes can be effectively dealt with by simply showing receptivity, and critics often become promoters. One survey of 700 problem incidents in the airline, hotel and restaurant industries found that one-quarter of customers' best memories actually began as problems. People complain because they care.
People complain because they feel an injustice has been done. Most are looking for a receptive ear and a promise to address the problem. If you lead with an apology, it looks like you're not listening. That makes people really mad. By the same token, promising to think about it looks like a brushoff.
If you're really going to take a critic seriously, set a timeframe for a response—such as, “We'll post a follow-up here within two weeks”—then stick to it. By the way, “no” is a perfectly acceptable answer if you have a reason.
Make-goods should be given on a case-by-case basis when it's clear that the situation merits it. If you're going to institutionalize appeasement, then apply the policy fairly and consistently. L.L. Bean, Lands' End and Coach all promise no-questions-asked refunds or replacements. JetBlue distributes a flight voucher to any customer inconvenienced by a problem within its control. If you manage appeasement right, it's actually a competitive advantage.
The customer activism trend is only going to accelerate because people get better results on Twitter than they ever got from the Better Business Bureau. Active social media users usually prefer social channels to traditional customer support lines. Gartner Inc. has estimated that companies that fail to accommodate social support may see churn rates increase up to 15%.
Every company has a few unhappy customers. If you set up shop in social networks, you're going to hear from them. Think hard about how you'll respond.
Paul Gillin (gillin.com) is an Internet marketing consultant and the author of several books about social media. His latest book, co-authored with Greg Gianforte, is “Attack of the Customers: Why Critics Assault Brands Online and How to Avoid Becoming a Victim” (CreateSpace, 2012). Gillin can be reached at email@example.com.