Service Untitled

I’ve often thought that customer loyalty was all about making the customer the king by maintaining transparent ethical practices, sound policies, and impressive customer service. Technology, however and the busy retail world of the Internet brings more competition, more inventory, convenience, and cheaper prices. Shopaholics notoriously are in the constant search for the best prices and the best choices, so what is any retailer to do? After all, a business can’t survive on one visit per customer; then comes that uphill battle to gain repeat business.

As we finally morph into the Spring, after a long winter and look forward to the outdoors, farmer markets bring local merchants an opportunity to woo their existing customers and new ones by offering local products and services. What could beat hands on shopping during a warm Saturday afternoon; the kids eating ice-cream, the neighbors coming together planning their own social events, and merchants creating their own social media as a community effort? For instance, hardly a mega supermarket could ever compete with the quality of a juicy homegrown Jersey tomato produced by a local farmer who doesn’t use unknown chemicals to keep away the bugs. And what about the romantic watercolor paintings or photographs of nearby landmarks that make our own communities something special to be treasured as part of our family traditions and memories?

But as it’s not all about just home grown goods, the push to make the customer feel like the ultimate winner when shopping continues to push forward. Although not an original idea by far when introducing something free for buying something else, it’s that inherent satisfaction we all get when we feel as if we have scored something more than what we expect. I remember the thrill of opening the Cocoa Puffs cereal box for the free plastic spinning toys. I remember my parents and grandparents gluing trading stamps into little books and letting us pick out something from the catalog when it was time to redeem them. Now it’s the digital age of trading stamps; it’s the instant gratification we all look for when we present that little plastic card at the cash register, and the clerk tells us we saved $3.20 on our Epson ink cartridge. It’s the loyalty programs we sign up for and receive free samples, offers to experience new services, or enjoy some high priced privileges for free after we have spent enough money.

Sadly however, technology does drive away some of our treasured private information. Now QR codes can track our demographics including how many visits we have had, what we purchased, and even our methods of shopping. They have our names, our addresses, our ages, what we do for a living, and how much we make every year. Some companies even send us wedding anniversary cards; that’s the price we pay for technology, but at the end of the day, isn’t retail sales loyalty still the same as when my parents and my grandparents shopped?

Successful businesses stay successful when their sustaining philosophies are about quality products, quality services, and attentive post purchase experiences.

With happy customers comes repeat business, referrals, and of course loyalty; all adding to a customer oriented culture that ultimately places an organization as being more popular and valuable. The customer-centric legend, Zappos, an e-retailer with a unique approach to selling shoes and a variety of other merchandise, focuses its culture on pleasing the customer at a personal service level. Their “Happiness Experience Form” evaluates the team member’s ability to personally connect with the customer, build a rapport, address the needs of the customer, and deliver the “WOW” experience.

Perhaps one of the best known Zappos’ customer experiences happened in December 2012 when a conversation between a team member and a customer lasted 10.5 hours. Ironically, when the duration of the phone call which concentrated more on what it was like living in Las Vegas than selling shoes aired throughout the media, Zappos did not perceive the news as bad. A Zappos Customer Loyalty Team supervisor, in fact stated:

“Zappos’s first core value is to deliver wow through service, and we feel that allowing our team members the ability to stay on the phone with a customer for as long as they need is a crucial means of fulfilling this value.”

The customer did reportedly purchase a pair of Ugg boots.

Everyone wants to work for the best company which ultimately then attracts the best potential employees; therefore costing less money to recruit the most talented. With successful companies come better revenues, stability in the economics of the company, and more opportunities for future employee growth and promotions.

Many companies question how an organization changes from being focused on products or transactions to placing the focus on customer experiences where people become engaged emotionally. Beginning at step one with employees, evaluate if they are willing to help each other, are compassionate and helpful, and treat each other with respect. Have new strategies been defined to help employees embrace the experience – both by in depth training and by the involvement of partners who are able to enrich these experiences?

Customer-centric organizations incorporate their company culture and teach by example the following basic elements:

• Customer experiences are customized; everyone is an individual and not just included in the one size fits all or “Please do not hang up. Your call is important to us.”
• Customer needs are anticipated.
• Customers receive quick responses.
• Customers are involved in the development of services needed by asking clients and consumers what they find to be important.
• Customer data is recorded and used to deliver a better experience.
• Customer trends are tracked.
• Trends and problems are shared with the team; what better way to improve customer experiences?
• Send out and collect reviews after transactions to improve the customer experience and the products being sold and delivered.

And at the end of the day, have a plan to recognize the achievements of employees. Celebrate that incredible “WOW” experience a team member managed to pull off by “stepping out of the box.” Encourage employees to focus on customer experiences and make each unique experience a part of the company culture.

Most of us take great pride in the excellent products or services we provide, but let’s face it – there are many great organizations and service providers who do the same thing. So  how do we set ourselves apart from our competition? Better yet, how do we deliver customer service above and beyond; services and products which shoot us out of that “good” box and upward towards the big blue sky of “great”?

At one time, the only way to really figure out what customers wanted was through either the customer service help desk or via telephone. The task of customer feedback however, has now taken the social technology route – namely Facebook and Twitter. It’s easy for businesses to connect with customers, and we have the extra advantage of gathering information about our clients and customers – making it easier for us as business owners to fit their needs. Consumers readily tell us what displeases them, which for the astute listener and passionate organization owner, then helps us to analyze our strengths and weaknesses.  That encompasses listening to feedback very carefully and making adjustments when needed. For instance, if a customer complains on Facebook about a faulty product and the problem is addressed immediately, those wrongs become tools to turn the negative into the positive. If the problems with the faulty product are solved, it implements positive feedback, and as customers realize they are actually dealing with real people eager to help, we garner brand loyalty.

On the other hand, organizations can become victims of smear campaigns. Sometimes it happens because of rival competition while other problems may have arisen because of an unfortunate run of inadequate services or an inferior product. The best solution is to address the problems accordingly since negative accusations can certainly tarnish a business’ reputation. Whereas loyal customers statistically allow four tries to rectify a problem before moving on to the competition, shouldn’t a company just “fix it” in no more than two tries?  Acknowledge mistakes, apologize, and fix it. Those are the loyal customers who will speak favorably about an organization, thus encouraging others to speak out about their own favorable experiences. It may not always be a complete win, win, win; unfortunately social media also attracts a few less than desirable critics who for unknown reasons may just lash out for the sake of creating havoc. Again identify and address concerns, and just move on when indicated.

Brand loyalty develops deeper meaning as current customers continue buying our products or using our services year after year. What has commonly happened however, is the obsession with finding new customers. Too many times the old customers are ignored. We advertise great offers and customer service excellence for new customers signing up, special discounts, and promo packages. Meanwhile the “regulars” may have to tolerate poor support and lose out on the benefits offered to new consumers. Don’t get obsessed with finding new customers; it’s much more expensive to lose those loyal clients who year after year have helped your business to grow. Be fair, be honest, be gracious, and treat each customer as a respected individual.

What keeps a company in business in today’s competitive retail market? For the luxury brands, buyers insist on the quality of  merchandise accompanied by exceptional customer experiences.  Within minutes of entering a boutique, can a prospective buyer be confident of a friendly atmosphere, of comfortable surroundings, and that of a customer service consultant capable of expertly assisting without being annoying?

Welcome to the world of Burberry, a company which dates back to 1856 with 21-year-old Thomas Burberry opening his own outdoor apparel shop in Hampshire, England. Introducing gabardine, a water-repellent and comfortable fabric, Burberry’s trench coat eventually became a household word often included in the wardrobes of the rich and famous, and happily filtering down to the working class.

But it’s not just about the high end clothing even though the men’s single breasted trench coat sells for $1,295 or the cotton polo with the Burberry distinctive tartan trim sells for $150, it’s also interesting to observe some of the innovative methods used in a highly competitive market to set themselves apart. Chief creative officer Christopher Bailey made sure only one central location would be responsible for the Burberry theme; thus concentrating on design and the ‘brand’ which is inexorably fashion. The strong growth in China has boosted the organization’s growth more than 13 percent in the last three months, and according to Wikipedia, the organization has 500 stores in over 50 countries.

With the expert incorporation of social media, Burberry has more than 10 million Facebook followers, but even Twitter was not to be the final public method of expanding the younger consumer desire of fashion and function communication. Burberry began its own social platform capitalizing the roots of their 150 year-old British tradition with The Art of the Trench, described as a “living celebration of the Burberry trench coat and the people who wear it.” Where one might think that customers may have turned up their perfectly coiffed hair at such a public display, the site is full of young, good-looking customers; even featuring a few pint-sized kiddies modeling their trench coats.

And in my own experience, the Burberry store in Palm Beach Gardens offers the visually appealing, experienced sales consultants, and the ease of completing a purchase with the least amount of stress. Since 2012, sales personnel use iPads as part of the company’s technological makeover which contains customer history,  buying preferences, and all that is needed to tailor one’s shopping experience. Match that with their online collections, excellent return policies, concierge service, and alteration facilities, the customer experience keeps you smiling and relaxed. Shopping should be enjoyable, and should it matter if we pay $49 or $149 for a polo shirt? Can’t other stores take a lesson or two from a London tradition who just seems to do it better than most stores?

Everyone wants to be treated as an individual with their own specific needs catered to; in the perfect world that’s the epitome of “wow” customer service. Of course whether we use one company or service over another usually stems from past reputation, helpfulness, integrity, or a friendly referral. That personal touch is an ever developing finely tuned rapport emanating from new products, discounts, and the knowledge and behavior of those valuable customer representatives who are an integral part of a successful organization.

Where brick and mortar establishments may have an advantage in serving up some initial pleasing customer service as smiling, friendly, and knowledgeable representatives are there to personally greet and meet, Internet and online customers are saved from those sales people who “hover.” Who hasn’t had the experience of being annoyed by an over zealous employee following you around or seemingly lurking too closely into your personal space even after you informed them you were only browsing? Who hasn’t had the annoying experience of a too pushy salesperson? And equally as annoying, is being in a store where there is no visible salesperson to help with a purchase when needed.

Internet sales continue to pull forward. First of all, customers get it the way they like it. Online companies are even making it personal with Facebook and Twitter. Representatives post on Facebook; customers get to reply, ask questions, and learn more about the product without having to find a parking space at the mall. No pushy salespeople, bigger selections, value, and competitive prices. The most competitive organizations even offer free delivery and returns.

So it would seem a valuable key to outstanding customer service would be expected service, but with an unanticipated value that sets an organization apart from others. For instance, a spa service in West Palm Beach is offering tremendously discounted prices in July and August for facials, body wraps, and massages. As a customer walks into the spa, she is lavished with the same topnotch service as would happen at the height of the Florida tourist season. Therefore, besides the value of the expected service  provided, the additional giveaways, complimentary extras, and a thoroughly pampered experience brings that personal touch that incorporates unexpected additional value.

It’s still all about building loyalty, and all about taking care of customers.  In 1901, John Nordstrom started with one Seattle store, and his philosophy hasn’t changed in over 100 years.  Amazon, Apple, and Zappos continue to hold the top reasons their customer service is so exceptional. Each company continually assesses customer service and views it as a positive challenge, each company’s founder has been personally involved, and employees are treated as valuable assets to the company and given the training, knowledge, and trust in their capabilities to bring out the best in each organization.

Once again it’s Spring when our fancy changes to thoughts of love and the beautiful outdoors. We picture the lush green lawns, the colorful summer blooms, the pool, the grill, and the patio designed for that blissful oasis as casual parties for friends and family become welcome weekend events. And so the shopping begins. With the convenience of online browsing, the possibilities are endless, but how will our online retailers handle customer service?

Now all of those outdoor pillows, cushions, umbrellas, and rugs are looking a bit shabby from the hot Florida sunlight of the past years, and online shopping is just so convenient; it’s time to measure and order. And that’s how this story begins. The Home Decorators Collection catalog arrived, and I placed an order. The customer service representative was exceptional and spent the time trying to figure out what replacement cushions would have the best result. Unfortunately, after a consultation with our decorator, it was confirmed the cushions wouldn’t fit at all. The next morning the call to cancel the order didn’t turn out as it should have, and thus began a lesson in a customer service failure.

Perhaps every online store catalog or website we see promises to provide great customer service, but it can be a constant challenge to be reliable, consistent, helpful, and make a customer believe an organization lives and breathes customer service. Customer service has to become part of a company’s culture and with the ease and ability of finely tuned humans, these valuable employees must be able to make decisions on service at the very time it is needed. Let’s look into that a bit further through this experience.

As I call to cancel the order and ask to have a written confirmation on my credit card of the cancellation, I am told the company must first inform their vendor of my desire to cancel. It’s only been eight hours, and during that time the company was closed for the evening. When I express my dissatisfaction having to wait at least three business days to be informed my order has been cancelled and credited, I ask to speak with a supervisor who tells me she will immediately put the request through and that I will get email confirmation. And then the excuses began. Home Decorators, as I was told was sold to Home Depot, and according to the supervisor’s excuse, Home Depot’s return policy is antiquated.

I never heard another word from that supervisor, and by the next day, I went online to find more information about the customer service policies of Home Depot online. Their return policy provides for an immediate credit to the original form of payment. If an organization doesn’t have a clear vision of how to do business and how to do it better than their competitors, shoppers walk away. No where else can it be better determined how to treat a customer than to place oneself in that customer’s shoes and determine how you would want to be treated. Growing a successful business demands a strategic plan for spending the time and money to train customer service agents how to think “outside of the box.” Being a good listener and being able to convince a customer you have the empathy and compassion for their problem and you are willing to solve their problem within the realm of your responsibilities, builds consumer confidence and repeat customers. Companies just need to learn to do it better.

For this particular experience, I was able to find an online survey about my customer service experience with Home Decorators, and by the next day I was called and the problem was solved. As an apology I was sent a $50 gift certificate, but will it be enough of a compensation to motivate me to do business with Home Decorators again?

Customers should never be put on the defensive when presented with a negative customer service experience. It took three representatives to get a $600 credit. In the end I received a sincere apology of which I appreciated, but this is an excellent example to show that great customer service doesn’t just happen; it needs to be part of an organization’s ultimate vision and one that should be executed daily.

Since 2007, Walmart department and discount stores repeatedly have been labeled with the dubious distinction of having the “worst customer service in America.” The Bentonville, Arkansas based retailer scored a 71 out of 100 rating; the lowest grade for customer service as rated by  The American Customer Satisfaction Index (ACSI), an independent national benchmark of customer satisfaction in the United States. As a supermarket, the company didn’t do much better; scoring a 72 out of 100 rating  and similarly low scores since 2005.

The problem with Walmart is multifaceted. Having a person who greets customers at the door is hardly a solution for often poor quality merchandise, poorly trained staff, and dismissive sales associates who seem more interested in going on break than solving customer issues. While shoppers tend to overlook product quality and concentrate on lower prices during tough economic times, once people head back to work and their economics have begun to improve, buyers become less tolerant of rudeness from the customer service desk or inferior merchandise that may have split at the seams after only one laundering. Yet, shoppers can be a forgiving lot if customer service personnel are at the job and eager to please, but that doesn’t seem to happen much at Walmart.

Many Walmart customers opt for one-stop shopping, especially as the gas tank prices continue to rise, but is it really worth the long wait, the rude staff, and the mere frustration of seemingly no solutions to certain product deficiencies? Even Walmart’s e-commerce scored a low 78 out of 100 for performance during the 2012 holiday season. Amazon led all e-commerce retailers with a score of 88 according to For See’s E-Retail Satisfaction survey.

Perhaps Walmart needs to begin with the basics and start to treat employees with respect, offer better wages to attract talented employees, offer competitive health care, bonuses, work incentives, and consistent work schedules. As it is now, the constant turnover of employees make it impossible to properly train and promote talented individuals. The company needs employee pride, a well-tuned culture, and a mentoring program where associates can learn how to deal with customer complaints.

If you’re still a shopper at Walmart and have customer service issues, here are some alternate solutions however that may help:

• Bypass the automated phone menus if you can. There are many free services to help customers find direct numbers. Check out dialahuman.com for one such service.
• Have a precise history of everything you have done and everyone you have spoken to in order to rectify the issue. Write it down, have names available, times and dates you have spoken to customer service reps, and how long you have been kept on “hold.”
• Elevate the importance of your issue by asking to speak with a supervisor.
• Don’t be negative. Once you get to someone with authority, you want to be cooperative and at least let them think by treating you right, you will want to be a Walmart shopper again.
• Don’t say “it’s the principle” of the issue. Have a reasonable solution to offer. Don’t be rude, don’t raise your voice, and don’t ever use profanity.

Brick and mortar shopping still remains the most popular, but as shopping behaviors change and traffic continues to shift to online stores because of low prices, greater selections and convenience, customer service needs to improve. It has been stated that consumers continue to lower the bar as to customer service, but it only stands to reason that e-commerce is going to take a huge chunk of business away from organizations that ignore their customers’ needs.

The entire history of Sears is way beyond the scope of today’s blog post, but a short summary of Sears has its roots dating back to 1886 when the founder, Robert Sears began selling watches in Chicago.  Thirty years later arose the brands of Kenmore and Craftsman, and during the organization’s  billion dollar growth came Allstate, Caldwell Banker, and Dean Witter. Such was the tradition of Sears as it was well known as the General Store and a provider of everything one needed. When Sears introduced their catalog business, retail sales was revolutionized. Color photos of merchandise delighted shoppers browsing the hundreds of pages of shoes, women’s lingerie, washing machines, tools, and even children’s matching outfits; Sears was the ultimate shopping experience for every member of the family while they sat comfortably at home.

So what has happened? According to online surveys, over 80 percent of customers now give Sears poor customer service grades citing reasons of inept management, unreliable products, poor customer service, and a profound lack of employee training. Of course, Home Depot, Best Buy, Walmart, and the Internet giant Amazon have all cut into the general store attitude of Sears,  however there will always be shoppers who prefer brick and mortar establishments and enjoy the experience of the places our grandparents and parents loved to shop. Sadly one of the problems is that Kenmore and Craftsman, although still strong in the Sears’ culture, are now outsourced and sadly that leads to repair problems; so much so that Sears is now a bankruptcy target with a loss of $3.1 billion in 2012.

Can Sears be saved? Probably the best suggestion to Sears would be to bring back the culture of the last century. Customer service begins with employees who want to be working and doing their best. My last experience in Sears in the upscale Palm Beach Gardens Mall was in search of a new washer and dryer when I moved into my new home. Sadly there was an insufficient staff to help anyone, and the salespeople had limited knowledge of the merchandise. According to Measuredup.com, complaints about repairs all through the country are consistently poor for Sears’ appliances, lawnmowers, and even tractors. The cost of repairs seem even more contentious. Consumers driven by finding the lowest prices will ultimately buy online; stores like Sears therefore have to concentrate on their showrooms and presenting superior products, “wow” customer service, and follow-up service and repairs to build customer loyalty and referrals.

Sears went online in 1997, but their entire culture is essentially broken. It’s been suggested that Sears reinvent themselves to focus on men. After all Craftsman tools have always been a male Christmas present staple; for all those weekend home chores. Experts say get rid of the women’s clothes and jewelry and stock up on Lands End merchandise which appeals to men. Invest in some expert staff training, raise salaries to attract the best sales personnel, concentrate on the company’s culture, and rebuild an organization that once dazzled shoppers across the United States.

Photo courtesy of justj0000lie