Photo by recycledstardust
About a week ago, Matthew Rhoden wrote a post on HBR.org called: “Create Brand Superfans”. The idea in a nutshell, if I understand correctly, is as follows: Customer satisfaction is a lagging indicator which you can’t based future strategy on. The next level of customer satisfaction is turning customers into advocates. A customer turned advocate supports the brand, actively promotes the brand and is emotionally attached to the brand.
All well and good. My problem started with the prescriptions for action which constricted of three things: 1. Silence detractors. 2. Build a solid and positive customer experience. 3. Offer extraordinary experience. Specifically, I had a problem with prescription number one which Rhoden describes this way:
Silence detractors. Develop an environment where customers will not want to talk badly about a brand. I once spoke with an executive who said his goal was to “not have customers hate us.” Identify and prioritize customer pockets with a high concentration of negativity, and allocate resources to fix the root issues. In other words, to get your customer-experience house in order you must honestly focus on your most common complaints [Emphasis added]
Really? Have customers not hate us? Is that your strategy in order to make zealous advocates of your brand? Can we really talk today about silencing anybody? Seriously?
If I was asked to suggest someone with a way to transform customers into advocates, I would suggest exactly the opposite. Find ways to make specific customers hate you. Don’t waste time on fighting them, just on making their hate greater. Because their hate probably means other customers love you. Having haters means you are making something unique or strange.
In a great post about how overcome the fear of being bold Olivia Mitchell quotes Oren Harri who says:
Trying to get everyone to like you is a sign of mediocrity
Not having haters is a full proof strategy for mediocrity. And when you provide mediocrity, you can sure as hell give up on prescription number two and three: Positive customer experience and extraordinary experience – they are both the opposite of mediocrity. Bret L. Simmons writes in a blog post toady:
If you are going to have high expectations of yourself and others, there is no way you can make everyone happy. High expectations by definition means you have to take risks and try some things you’ve never done before, or make changes to established methods in search of continual improvement. When you take risks, some things are not going to work as well as you thought they might, and from time to time, they might even suck.
I hate to go to obvious example but look at Apple. Can you truly say everybody loves Apple? That nobody hates them? Of course not. Actually, some of their most salient value propositions are the ones that are most ridiculed. And if there was ever a company that had advocates in its consumers… I am not saying that companies should not listen to their customers or should not improve products and services. However, trying to make everybody happy (not to talk about silencing haters) is a sure proof way to not being remarkable. Seth Godin wrote a while back in post called The forces of mediocrity:
Maybe it should be, “the forces for mediocrity”…
There’s a myth that all you need to do is outline your vision and prove it’s right—then, quite suddenly, people will line up and support you.
In fact, the opposite is true. Remarkable visions and genuine insight are always met with resistance. And when you start to make progress, your efforts are met with even more resistance. Products, services, career paths… whatever it is, the forces for mediocrity will align to stop you, forgiving no errors and never backing down until it’s over.
Such resistance should be relished and not fought against. It is a clear sign you are on the right way. You can’t make everybody happy. Ever!
Does your company or brand have haters? If not, why not? What should you do to make some?