I’m currently dealing with two group email box issues. In one instance, I’m a frustrated customer, irritated beyond belief by the lack of response to my repeated email service requests. In the other instance, I’m the party ultimately responsible for a group email box, and I’m getting an earful from a frustrated customer. The overlay of these two, unrelated incidents is perfect: Some sort of cosmic justice is clearly being served.
Stages of Group Email Box Grief
You might be familiar with the Kübler-Ross model, which shows how grieving people progress through Denial, Anger, Bargaining, Depression, and Acceptance. I think something similar happens when any of us try to use a poorly managed group email box. It goes something like this:
Hope. After the initial disappointment of not finding a human being with whom we can interact directly, we console ourselves that, at least, our problem has been recognized by our service provider. By creating a named email box, the service provider is clearly implying that help is a click or two away. Got a generic question about your health plan coverage? Email email@example.com. Need help from someone in Finance to get an expense check cut? Why, ExpenseTeam@yourcompany.com sounds like a productive place to turn. But the relief at finding such elegant, targeted service solutions is often short-lived.
Perplexity. After a day or so of non-response, we wonder. Did I really send an email to that email box? Did it get through? If it got through, did anyone read it? This stage is characterized by self-doubt and forensic examination. We check and recheck our Inbox, Spam Folder, and Sent Mail under the (reasonable, by the way) assumption that if the tool was working, someone would have responded by now.
Dismay. A week has passed. On the realization that no process could possibly take this long, Dismay sets in. In this stage, we ratchet up the pressure, typically by resending our original note with a snarky addition, like, “I really would like to hear from someone on this! Please?”
Anger & Activation. At this stage, we realize that help is not forthcoming. For most of us, this happens between Day 7 and Day 8. (Though my experience with them suggests that Millenials make the entire progression from Hope to Anger & Activation in as little as an hour.) We start looking for alternatives, as confidence in the system plummets. In the extreme, we try to get face to face with someone who can solve our problem (“I’m going to drive in to the cell phone store and make them solve this billing issue!”). But alternatives include calling switchboards and asking for the CEO, starting a Twitter rant, or activating a defection to other providers. None of these reactions enhance a customer relationship.
The Service Provider’s Response
As a service provider myself, I’m embarrassed to admit that emails to firstname.lastname@example.org don’t always get perfect, productive responses. Of course we have a process in place that routes inbound queries to more than one person, to make sure we don’t run into out of office issues. But things occasionally fall through the cracks, due to technical reasons (e.g., aggressive, evolving spam filters), scheduling quirks (e.g., all Celent staff are in the same meeting), or simply due to human nature.
The latter category is particularly vexing. When several people are responsible for something, the real-world effect is that no one feels responsible. I’m convinced that using an info@ email box inevitably lessens the sense of accountability and responsibility that drives all effective service teams. Add in the dynamic of impersonal, electronic communications—which by its nature generates less empathy than a simple conversation between two human beings— and you’ve got a recipe for disaster.
In this annoying age of one-to-many communication (says the blogger, ignoring the irony), there’s a strong case to be made for enabling more direct, personal connections. Many companies will resist this old-fashioned, and by some measures, expensive, view. They will go down the path blazed by online retailers, and try in vain to provide acceptable service levels via FAQ and info@ email boxes. But the price they will pay is customers who frequently progress to Anger & Activation, and then walk away grumbling.
A smarter play is for firms to foster real relationships with their customers. For me, that means going old school. Making it easier for customers to navigate to a real person who is ready to listen and willing to solve problems. I’ve told my team to plaster their direct contact info on every report, presentation, and marketing piece. I’ll keep the email@example.com address open as a benign trap for spammers. But the rest of you are encouraged to email me directly at firstname.lastname@example.org.
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