Seek Balance in Your Customer-Facing Messaging
By Peter Lyle DeHaan, PhD
It seems cliché to say it, but we live in an unprecedented time. We don’t have a roadmap on how to navigate this crisis we’re in. Responses to this pandemic vary, with some overreacting and others being dismissive. We need balance in our response, neither panicking nor ignoring. The same holds true when communicating with and supporting our clients and customers.
Here are some ideas to help guide us forward.
Do your stakeholders (both customers and staff) have questions about the impact of coronavirus? Anticipate their queries, and answer them before anyone asks. They’ll appreciate your initiative. Then fine-tune your messaging as updates become available.
Consider Your Situation
However, you may not even need to formulate a coronavirus plan. For example, since I, and all my subcontractors, work at home (or can work at home), it’s business as usual. I’ve not made a coronavirus statement to our customers. What’s interesting is that no one has asked. This makes me wonder how many companies are spending time on coronavirus messaging when they don’t need to.Whether tomorrow is a return to normal or a new normal doesn’t matter as much as what we can do to make the most of it. Click To Tweet
In the past month, the number of email messages I receive has decreased greatly. Yet a disproportionate number of them are about coronavirus and COVID-19. Some of these emails come from businesses I use regularly. I appreciate their initial message telling me what to expect. But I don’t appreciate receiving additional emails that don’t tell me anything of value.
Other businesses where I have, at best, a tangential relationship have contacted me too. I don’t care, and I unsubscribe. What surprises me most is the number of companies with whom I’ve never done business that feel I’m interested in their coronavirus response. I’m not. These emails merely cause irritation.
Look at your company’s product and service offerings. How can these items help your stakeholders? Consider their pain points and how you might be able to offer something that can address these needs.
Of particular value are products that carry no incremental cost to provide. Yes, by giving them away for free for a time, you lengthen the payback period of your initial investment, or you lose income to reinvest in your operation, but offering these tools don’t carry a direct cost. And when you do so, you invest in a long-term relationship with your stakeholders. They won’t forget it.
No doubt you’ve heard of people and companies taking advantage of the coronavirus crisis. This is not a time to maximize profits. I’ve had memberships and subscriptions that I couldn’t use because the organization closed due to coronavirus, keeping me from using what I had paid for. Yet they’re not offering an extension when they reopen. Instead they’ve already asked me to renew even though they’re closed.
Another local business promoted home delivery of their products for twenty-five dollars. But when I placed the order, it doubled to fifty dollars. I contacted customer service for an explanation, but they never responded. Three days later I decided to place my order anyway, but the delivery fee had tripled to seventy-five dollars. I’ll never forget that this business—one I often frequented—ripped me off.
Treat your stakeholders with respect, and they won’t forget it. Take advantage of them, and they won’t forget that either.
Seek to Maintain Business as Usual
One company’s coronavirus email simply said that since all their employees already work from home, I could expect no interruption to their availability and the level of service they provide. For them it was business as usual. To the degree possible, we should seek to do the same. I don’t want to diminish the critical situation that coronavirus has put us in, but I do want to point out that by focusing on it, we serve to amplify its impact.
Some people look ahead to when things return to normal. Other people worry that this won’t happen. Instead, we’ll form a new normal. As we move forward to an unpredictable future, let’s take the lessons that we’re learning now and apply them to tomorrow. Whether tomorrow is a return to normal or a new normal doesn’t matter as much as what we can do to make the most of it.
Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine. He’s a passionate wordsmith whose goal is to change the world one word at a time.