Business owners ask, “How can we get customers to do what we want them to do?”

And then they create an app and insist that you download it.

How many apps have you been told that you need to download? (Look at your phone and count them.)

Generally speaking, retail apps are good because they reduce the friction of your shopping experience. Service provider apps are bad because they increase the friction of your service experience.

How many times have you had to reset your password?
Have you ever had an app demand the answer to a question that sent you on a mission to find the answer?
How many times have you been presented with a pick-list that did not include your need?
Do you sometimes feel like you are making things easier for the service provider instead of them making things easier for you?

Six different service apps have recently increased my frustration to the point that I am now searching for six new service providers to replace them.

I was not surprised when I learned that all six of those companies are in decline.

And I’ll wager that none of them knows why.

Operational efficiency is a worthy objective. Just be careful that you are not shifting your workload onto the shoulders of your customer.

Every designer of a service app believes their app is going to be user-friendly, easy to understand, frustration-free, and save the customer a lot of time.

In reality, these apps are felt to be unfriendly and frustrating.

We both know that the objective is not to save time for us, but for us to save time for the service provider. They have established neat little cubicles to meet their own needs, and now they are telling us to crawl into each little cubicle and do what we are told.

This technology is not working for me. It is forcing me to work for them.

Wealthy superstar business owners do not ask, “How can we get customers to do what we want them to do?”

Superstars ask, “How can we do what customers wish we could do?”

Brian Scudamore, Dewey Jenkins, and Aaron Gaynor are superstar builders of service businesses.

Each of these superstars has elevated their service business to become a shining star in the dark night of every customer.

These men say:

“How can we make it effortless and frustration-free for the customer?”
“We have to find more ways to make it easier for people to do business with us!”
“How can we delight the customer in ways they did not expect?”
“We will always have a solution for every customer. No one will be left behind. We never walk away from a person who needs us.”

Brian Scudamore built 1-800-GOT-JUNK into the World’s Largest Junk Removal Service by making every problem his problem.

“We make junk disappear. All you have to do is point.”

For many years Brian has been pondering the question, “How can we do what customers wish we could do?”

Brian identified four big things that his customers wished were possible, but that were clearly impossible.

Last month Brian Scudamore figured out how to do all four of those things!

When he makes his big announcement, I expect his company to quickly double in size.

I would tell you to buy stock in his company, but I can’t.

Brian owns the whole thing. No investors, stockholders, or board of directors.

Now you know how miracles are made.

Roy H. Williams

NOTE FROM INDY: I put an Aaron Gaynor radio ad on the first page of the rabbit hole for you. – Indy Beagle

Small-business growth creates a frustrating paradox: the more a business succeeds, the more overwhelmed the owner becomes. Small-business coach Jason Rosado helps small-business owners strengthen their teams, and create more free time for their owners.

In this week’s episode of MondayMorningRadio Jason tells roving reporter Rotbart how a business owner can identify whether their business truly needs more customers — or whether it is operational inefficiencies and leadership inflexibility that are preventing growth. If you could use some practical techniques for reducing stress and preventing burnout, check out Jason Rosado at MondayMorningRadio.com