Detailed Explanation or Light Conversation? Cultural Influences on Customer Satisfaction
Geert Hofstede was one of the first to conduct in-depth research into cultural differences. Among other subjects, he examined the differences between how IBM workers around the world viewed matters such as time, hierarchy, success and assurance. Now, more than 20 years later, businesses still use his book as a guide. When operating outside of the continent, European companies often expect to deal with large differences in culture. But even within the continent such differences can make the difference between a satisfied and unsatisfied customer.
As an international organization, TOPdesk has had years of experience working with clients all over the world. One thing the company has learned from supporting so many international customers is that they are not all the same. Differences in culture often impact the way businesses approach customers of varying nationalities. This article highlights some of the differences that TOPdesk employees have encountered, with a focus on the differences between British, Dutch, Belgian and German customers, of which TOPdesk has the most experience.
The sale
Cultural differences start becoming apparent during the sale. For example, more so than Dutch clients, German clients often devote more time to gathering information about a product during the sale. They often know almost as much about a product as the sales representative. As soon as a client shows interest in the product, the sales representative is introduced extensively to the client’s organization, in a similar way to taking a tour of a factory. During the next step in the process, many demands are placed on the sales representative. German clients often ask detailed questions that can even cause the most experienced pro to break into a sweat. Detailed arrangements are made in advance of the implementation, so that everything can go as planned.
Amandine Reville, TOPdesk consultant for the French market, has observed that French clients focus more on a good product for the lowest price. “French clients are not always entirely clear about what they want or need. The process of completing a sale can often be quite long; all the various layers of the organizational hierarchy must weigh in on the decision, even if only one person will be making the actual decision.” One thing is sure in France: clients are almost always very courteous because they must always be respectful. “A potential client will usually want to keep the salesperson from losing face.”
In Belgium, the client’s and supplier’s business connections can be more important than in the Netherlands. “Social networks play a bigger role here,” remarks Nancy Van Elsacker, Account Manager at TOPdesk Belgium. Many Belgian clients select a particular supplier because other organizations with which the client is familiar have already put their trust in that same supplier.
Expectations and communication
Cultural differences continue to emerge after a sale has been completed. Cultural backgrounds can also influence the expectations that clients have of their supplier. TOPdesk support specialists Fenneke Gonggrijp and Ivette van Putten have noticed that British clients often seem to be more accustomed to being assisted by females when it concerns technical matters. This is in contrast to people from other European countries who sometimes seem sceptical as to whether a female will have enough technical expertise to assist them properly with their queries. Furthermore, many British customers also seem to prefer assistance of a more proactive nature than do other clients. They like to receive follow-up calls and discuss their queries over the telephone, as opposed to through emails, which is the preferred method for many Dutch and German customers. Britons often prefer more detailed explanations than do their European counterparts. Another difference is in the level of formality exhibited during business conversations. While most European customers prefer to keep business conversations formal, British customers are often more inclined to keep such conversations light. “They address other professionals by their first names and joke around a bit more,” tells Ivette van Putten.
Often times, business associates must work overtime to satisfy the needs of French clients. “They expect optimal service and accessibility.”
There are some slight differences in Dutch and Belgian business contacts. According to Nancy Van Elsacker, Belgians often prefer to deal with other Belgians rather than Dutch people, because other Belgians have experience that is specific to their country. “Even though they speak the same language, they often get the feeling that Dutch people may not fully understand their unique situations. They also do not want to be treated like a number.”
Dependability comes first
It is no surprise to hear that all clients, regardless of their cultural background, find the trustworthiness of a supplier to be essential. Freek Takken, Customer Service Manager at TOPdesk Netherlands explains, “Clients become displeased when they feel that the help desk has not responded quickly enough to their issues, or if the responses are unclear. Communication is very important: when you show respect and carefully explain the process, the client will immediately become more understanding. I have also noticed that clients want to be able to accurately anticipate the course of future events; they want to know exactly what, why and when something will happen. That is why clear communication and dependability is of the utmost importance to them.”
As it is for everyone, dependability is vital for German clients. Nice small talk is not enough because so much is expected of the supplier. Arndt Oberhöffken, German TOPdesk consultant, gives an example: “If the planned deadlines are not met, the customer will stir up a fuss, which can have a lot of consequences for the supplier. The best solution to a conflict of this sort is to be completely honest and to take responsibility for the situation.”
Freek Takken agrees: “The nice thing about dependability issues is that they are relatively simple to resolve. Showing respect and admitting it if you made a mistake is very important. Not leaving until that the client is satisfied, will make you feel satisfied yourself.” In general, Freek Takken believes clients to be very patient, reasonable and forgiving. “Most people do not want to create a conflict; they just want to reach the same level of understanding with the supplier. I have noticed that clients often ask for advice. IT is getting to be more and more complicated; clients do not always know all the ins and outs and they look to you as the expert. So you can view ‘difficult’ clients as people that are working in your field of expertise.”
Overcoming misunderstandings and errors
What do you do if a client is clearly in the wrong? “When the source of a client’s displeasure is yourself or a colleague, you must clearly admit your error,” says Freek Takken. However, this irritation can come from elsewhere. “I hardly ever come across a client who insists on his or her standpoint, particularly after I have carefully explained that the error was not caused by me or my company. As long as you remain respectful, you may explain to a client that, sometimes, there is nothing you can do to help a situation. You do not always need to be in agreement with the client.”
The situation is different for German clients. A German client is almost never openly held in error. This goes for French clients too. Amandine: “As soon as a problem occurs, the telephone does not stop ringing. Sales representatives are expected to be available at any time, even after business hours.” This is much less the case for Dutch clients. Freek Takken: “I have never completely lost my patience or seen a client go too far. Dutch clients can certainly be quite severe. I visited a client once who immediately started shouting at me as soon as I walked in the door. After discussing the matter for an hour and a half, he concluded it by saying, ‘Freek, I am really glad we got to talk.’ If you just show respect for the client as a person, it can still become a pleasant conversation.”
Regardless of cultural background, a supplier’s dependability, honesty and accessibility are fundamental determinants in keeping a client satisfied. However, a service management organization can further improve its service and better understand its clients by taking into account the client’s cultural background. Does the client prefer to be contacted by telephone or email? Does the client expect an extensive explanation or is one tip enough? By incorporating these factors into an organization’s practices, contact with clients can ensue a lot more smoothly.
Henrieke Korten & Claudia Funk contributed to writing the article
Leave a comment