Dharmesh Shah argues that customer happiness shouldn't be a support team's job. Every part of the business, from marketing through engineering, should aim to manufacture happy customers from the first touchpoint. His company treats it as a unified goal across all 3,200 customers, not a downstream task.
Chapters
There's a difference between making customers happy and making happy customers. And I had a company meeting relatively recently. What I said was, we don't want to focus on making customers happy because what that connotates when I say make customers happy is like, okay, well, sales and marketing does this over here and then they kind of— some number of customers show up. We have 3,200 of them now. And then it's product and engineering and support and all those folks that are then responsible, quote unquote, for making the customers that we have happy. That is not the right answer. Don't think about customer happiness as a kind of subsequent thing that product and support worry about. The right answer is the entire purpose of the business is to produce happy customers. That's the output. This is not something you do after the fact and say, oh, we've got these customers. Now what do we do to make them happy and keep them happy and invest in product? It starts from First exposure starts from marketing all the way on through sales and everything. And so everybody in the company needs to be thinking about, is what I am doing contributing to the raw output, the raw goal of the company, which is to manufacture happy customers? Everybody should be thinking about producing happy customers.
