I had an unfortunate service experience recently involving Boston Coach, or more specifically, a Boston Coach affiliate. Boston Coach is a car service known for its national network of premium taxi services. I get tremendous value out of the service when I travel for work, as I often end up in unfamiliar cities at unfortunate hours. Knowing that there’s someone responsible for me on the other end, someone who’s accountable for my safety and knows exactly where I’m going, reduces my anxiety (and my family’s) in dramatic ways.
But things can go wrong, as they can in any service, and as they did for me with a recent Boston Coach airport pick-up. As I stood waiting for my driver, watching the clock tick by and watching every other traveler trickle out of the building, I had plenty of time to reflect on the service failure. The question I asked myself was whether this was bad design or bad execution, was the employee delivering ineffectively on a good service model or was the model itself broken? By the end of the encounter, more than an hour later, I concluded that it was service failure by design. This is usually the answer.
Boston Coach has trained me to expect a driver holding a sign with my name on it when I arrive at the location they designate (typically baggage claim or a specified waiting area for car services). When I arrived exhausted in the Corpus Christi airport, there was no sign of a driver. I called the company, who put me on hold for ten minutes as they tried to track down the affiliate. Another thirty minutes later someone pulled up, unconcerned about my experience and defensive about my frustration, which made the subsequent ride painful. It turns out the driver had followed her company’s instructions to the letter, and the fact that those policies delayed, agitated and disoriented me was not her problem. I don’t blame the driver for the poor service. She was clearly motivated by doing her job right, but somehow her managers had made it clear that she serves the company before its customers.
This is a choice that all service organizations must make. Who is first on your employees’ list of priorities? You or you customers? In the absence of a clear choice, most employees will put the company first. It’s just human nature. The company signs their checks every month and doles out status and other rewards most directly. An exception is models such as high-end restaurant or concierge services where customers pay a large percentage of employees’ compensation.
If you’re not running a five-star restaurant and you really want your team to put customers first (not every company does or should), then it requires very deliberate operational choice-making and alignment. This includes creating a culture of service that puts customers at the center of organizational life. If service excellence is part of your strategy, then your employees must observe no meaningful difference between doing their job right and serving customers well. And they must have the tools to deliver on that observation. Your average employee must have the training, support, flexibility and incentives to deliver an outstanding service experience.
If you’ve designed a model like that and are still delivering bad service, then go ahead, blame your people. But they’re typically the last place I look when diagnosing service failures. Most employees are like my driver in Corpus Christi, earnestly doing the right thing and making your customers miserable along the way.
Below is the correspondence I received after the incident from Boston Coach headquarters. In another post I’ll discuss what we’ve learned about responding to customer complaints. For now, here is an illustration of what not to do:
I apologize for this inconvenience. I would like to offer you a voucher which would be good for $50 off of your next trip with BostonCoach. Please let me know if this is acceptable and I will email you the voucher as soon as possible.