CUSTOMER SERVICE CAN BE A REVENUE GENERATOR
Building on several of the earlier new rules is one fairly counterintuitive one: Service can actually become a source of revenue for companies—not just directly (i.e., new business from old customers) but also indirectly (i.e., new business from new customers).
I’ve mentioned Apple’s introduction of Genius Bars in their stores several times already in this book, but now I’ll expand on this genius measure. In an otherwise unexpected move—namely, investing in humans over and above technology—Apple they delivered on the in-the-now rule. In doing so, they earned the opportunity to charge a premium for personalized and personal expert service.
The Genius Bar isn’t small print, nor is it a term or condition buried in a massive contract or operating manual. On the contrary, it becomes a primary selling point of the overall Apple value proposition, retail, and ultimately customer experience. This flies in the face of the current status quo, with all its bogus warrantees, guarantees, and on-site service solutions that come from the PC manufacturers and electronic retailers that we’ve been trained to instantly waive off.
In addition, the word of mouth is off the charts. Speaking as one constantly faltering PC user looking for an excuse to make the switch, I am tempted because of the Genius Bar, and if only I had an Apple store a little closer to me, I might be their best (or worst—I’m needy) customer.
To be clear, it is free to visit the ...