Service Untitled

Companies need to find the customer point of view through words and phrases. Sales and service personnel want to sound positive, helpful, appreciative, respectful, inviting, and informed. We don’t want to get too technical, but we do want to improve the customer experience and say what customers want to hear.

A customer experience isn’t necessarily customer satisfaction, but our word choice can make profound impacts. Instead of “We’re out of that product now,” the innovative and positive response would be, “I can order that product for you today.” Instead of asking a teenager who walks into a hardware store, ” What do you need kid,” a respectful sales representative should ask a customer regardless of a nose ring or a purple streak in his hair, ” How can I help you?”

In the case of an angry customer who a perceptive customer service representative recognizes, a calming phrase such as, ” I do understand the inconvenience you have faced, and I am pleased to assist you. I want to help.” goes a long way to open up the lines of communication. At this time, you will want to listen closely, agree there is a problem, and work on a resolution most beneficial to the customer. A calm demeanor and the respectful responses can diffuse a volatile exchange and the loss of a customer. I have even noticed when I am working on the phone with customer service representatives that the ones who say, ” Do you mind holding two or three minutes while I access your records so I can serve you better?” maintain my interest and patience since they are essentially asking for my permission to place me on hold instead of the “please hold” operator who has taken it to be her right to be rude.

And as far as “words” and “phrases” that reflect a company’s culture, who can dispute the particular lingo necessary to order a drink at Starbucks? If you know the terms, it decreases waiting time for you and others behind you. It’s almost a language all to itself, but the smiling employees, their productivity,  and their enthusiasm has built a connection, loyalty and sense of belonging. Even their drinking cup size names are unique to Starbucks; short, tall, grande, and venti. The combinations are almost endless what you can order from a hot brewed coffee to espresso shots, and to even steamed at lower temperatures. It’s about the words; it’s about the culture, and it’s about people relating to people in the best possible ways to keep us loyal.

photo credit: Stuart Conner

Customer focus should be at the heart of everything a company does to achieve customer satisfaction and customer loyalty. Essentially there are five steps to recognizing and implementing a successful program:

1. First, we must identify who are our customers.
2. We must find out exactly what they want and what kind of services and products they want and be able to hone in on that service to meet their needs.
3. We must design our sales and service processes around the needs of the customers we have identified.
4. We must thoroughly train our employees and use whatever successful training and mentoring programs available to us.
5. We must consistently measure our service and delivery procedures and use our customers to provide the necessary feedback and improve and upgrade our processes.

From a practical point of view, the Envision 2010 Awards for Customer Excellence were awarded by Envision, a provider of workforce optimization solutions and creator of Click2Coach, a coaching team which works on performance improvement. The recipients of their 2010 Envision Excellence Awards brought some interesting information how companies can improve their customer-centricity to improve their quality and business performance or as Envision states “to think outside the box.” Winners were listed as Alaska Airlines, Delta Hotels, WestJet, and Partners Healthcare.

Delta Hotels customer service representatives trained via coach remote agents using technology to focus in on peer-to-peer coaching techniques. They have successfully worked on faster techniques to serve customers better. Delta Hotel now uses social networking on a daily basis to monitor questions and service issues.

WestJet, a Canadian airline organization has continued to work on their efficiency and effectiveness, and have relied on coaching with agent participation to improve customer service. Social media has helped the company accommodate more customer inquiries, and Twitter and Facebook helped customers during the rollover in the company’s reservation systems.

Alaska Airlines has implemented an at-home agent program where 50% of the agents are able to work from their own homes. This new innovative program has reduced the company’s real estate footprint by 32%. The work-at-home program has improved productivity, morale, and decreased absenteeism.

And finally Partners Healthcare has, according to Envision, used the coaching and developing of employee knowledge to improve the quality of interactions between employees and customers.

Can some of these suggestions work for your company?

photo credit: j.sauerzapfe

I just finished reading The Retail Doctor’s Guide to Growing Your Business - A Step-By-Step Approach to Quickly Diagnose, Treat, and Cure written by Bob Phibbs. He begins his book asking the retailer to identify what type of business owner he might be, and breaks down the four personalities to:

- Driver: Extroverted, egotistical, project driven, and makes decisions based on results. An example of this “Thinker” would be Donald Trump, and the “You’re fired” line.
- Analytical: Introverted, project driven, and makes decisions based on facts. An example of this “Thinker” would be Dr. Spock from Star Trek.
- Expressive: Spontaneous, good negotiator,and learns by doing. An example of  this “Feeler” would be Jimmy Buffett who lives life to the fullest and is not detail driven.
-Amiable: Peacemaker, introverted, loyal, and decides based on emotions. An example of this “Feeler” would be Dorothy from The Wizard of Oz.

Throughout the book, the author describes what each personality can bring to customers, fellow employees and the sales staff; how they react as managers and what an owner can do to enhance everyone’s best talents.

The book starts out like a regular retail sales training book, but highlights some great ideas. It is divided into eight chapters beginning with the financial and physical aspects of retail stores, and honesty in on employee hiring, training, building, and coaching. The author also emphasized the importance of marketing to help create a successful business and touches upon social media including Facebook, Twitter, blogging, and of course, the company website.

In the beginning of the book, the author suggests a company start with evaluating their financial situation based on the Profit and Loss statements, which may require a company to increase prices, limit discounts, cut waste, eliminate overtime, and hand out paychecks personally in order to have a personal knowledge of one’s own company’s expenses. Interviews for new employees should be no longer than 20 minutes and some sample interview questions such as asking a candidate to describe a typical day at his/her last job, or describe when you went out of your way for a client can help to increase the 51% chance of choosing an outstanding employee.

The importance of helping employees by using written job descriptions, handbooks for the “don’ts” of the business, and training that covers the “do” procedures will ensure employees function as you want. Great employees do the right things when you aren’t there.

Mr. Phibbs used an example of an older woman coming into a store looking for carpeting. Jane’s pet had recently died and the carpeting needed replacement. The woman was retired, on a fixed income and now had a new puppy. The saleswoman found a selection Jane loved and worked up an estimate. The price was $4,200, a higher price than the woman had expected, but the salesperson offered her interest free financing for 36 months. Less expensive products were offered, but Jane kept coming back to her original choice, and just wanted to think about it.

“As I was getting out my business card, I asked Jane if there was ‘anything else’ concerning her about purchasing the carpet. She told me she didn’t think she could move the books out of her bookcase and the curios out of her cabinets, and that because her children were scattered over the United States, she didn’t have anyone to help her. I told her I would come over a week before the installation and give her a hand with moving her furniture. Jane replied by asking me, ‘How much would it cost me?’ and I answered, ‘Lunch-peanut butter or tuna fish are my favorites.’ She laughed, asked me how much of  deposit I needed and got out her checkbook. That is the essence of great retail; being of service to someone else. Help her to see that you have both the answer and the way to make her life better.”

The advice and step by step descriptions of  the six stages of training emphasizes there are no shortcuts to becoming top sales personnel, and exemplary customer service is always an integral part of the success. When the entire staff is able to work together, the business grows and the company makes more money. The author states there is no such thing as a level playing field in retail since stores like Wal-Mart will always be able to offer lower prices, Best Buy will always have more inventory, and a mall will be able to offer better parking than a downtown shopping district, but you can find unique ways to make your store more attractive and train your staff to consistently deliver exceptional results every day.

Bottomline: I enjoyed reading the book. It is chock full of logical, practical advice. The real world examples show just how training and an awareness of different personality types can make a profound difference between success and failure. In a very tough economic crisis, businesses need to be unique and figure out what truly differentiates their business from a multitude of other retailers out there selling similar products. Phibbs shows the reader a practical step by step approach.

Pros: The book gives the reader a lot of detail into the “do’s and don’ts” of building a unique retail store. There are step by step examples to jolt you into a challenging way of thinking about store design, products and staff, and most suggestions are applicable to any business.

Cons: Even though I found the descriptions of the different types of personalities interesting, it became very drawn out and confusing. Parts of the book seemed to be more of a psychological dialogue aimed toward personality quirks than a guide to building a better business.

Interested? The Retail Doctor’s Guide to Growing Your Business is available on Amazon.com for $13.57 (paperback) and $9.99 (Kindle).

Customers make their decisions based on their emotions and how they are feeling at a certain time. We want our customers to feel more comfortable spending, and we want those same people to feel so enthusiastic about our services or products, they actively endorse us and recruit new customers and clients. When we create this customer-centric organization, we have more than just brand loyalty; we have then generated a fully engaged customer who will help us reach the pinnacles leading to success.

Customer Engagement Management (CEM) helps to increase customer engagement by practical steps. It works best when used with Employee Engagement Management (EEM) which helps to create a company culture that employees feel passionate about and are enthusiastically involved with helping the company become a success.

To focus on CEM, we must work on solutions before problems even arise. You want to hear the good as well as the bad; there are valuable lessons to be learned from the negative feedback. When you identify specific focus areas, you need to contact customers after their experience with that particular area and get their feedback. You will see the trends in that particular area and will be able to view the product or service from the customer’s eyes. Be ready to make changes, and be ready to provide feedback to the participating customers. Finally, make sure the daily business runs smoothly so there is time to deliver outstanding customer service. Those very happy customers are the ones who will promote your company and encourage others to come aboard.

The second part of  the successful customer-centric organization is of course the EEM. When an employee is genuinely interested and happy, customers recognize the positive attitudes and sincere service. The management team that works regularly with their best employees to help them build quality relationships with worthwhile customers encourages employees to make independent decisions and focus on the success of the company. It’s important for the management team to act as role models in order to attract the most talented staff who can deliver exemplary services and goods to customers at decreasing costs to the organization.

There are no standard solutions for everyone; all organizations have their own special culture that make them different, but happy customers promote more happy customers, and that is what leads us to success.

photo credit: Jesse757

In a time when consumers have a heightened awareness of  the entire credit card industry, where there is a drop in corporate spending and where legislative regulatory changes have all made profound differences in the way credit cards are viewed, American Express CEO Kenneth Chenault looks to improve customer experiences. Using the Ritz Carlton and FedEx as models of customer service, changes in American Express service strives to create deeper emotional connections with their customers.

In their three pillar strategy, entitled Relationship Care, employees from industries with hospitality and sales backgrounds as well as the use of new technology, helps customer service employees solve problems while building relationships with customers rather than the norm of how many rings until the phone gets answered or how long a customer service representative spends on the line.

The first stage of Relationship Care concentrates on existing employees and increasing their training by 20%. Classroom instruction, live training, coaches and coaching while directly responding to customers help representatives capture the mood of the customer and be better equipped to listen and know how to respond. By helping employees understand spending behaviors and customer reasons for calling, an immediate emotional and loyalty connection can be made when a customer calls to perhaps report a change of address. If the customer is a high value consumer, a customer care professional may send out a Home Depot gift card.

During the second stage of Relationship Care, hiring new representatives takes on a very centered focus. A customer service applicant might be asked, “If you worked at American Express, how would you give a hug to a card member over the phone?” The company has been hiring representatives from the hospitality and sales industries finding their experience with customers to be a vital asset when dealing with customers who need empathy and the kind of understanding not taught in any training manuals.

Finally, the technology of American Express that can tap into the a database of customer information showing their past buying activity can prompt a representative to aim future promotions, and services pertaining to a specific card member rather than a general pitch for new products. The website is also easy to navigate, user friendly, and provides information pertinent to all card members. The company has even set up a website to help consumers keep track of all activity concerning legislative action for all credit card holders.

American Express reports their customer satisfaction statistics are on the rise, and customer satisfaction rates have climbed dramatically.

photo credit: TheTruthAbout…

For the upcoming July 4th weekend, I thought I would update you on the widely publicized drama when the Smoking Gun website revealed information from the US Freedom of Information Act concerning the 550 customer complaints about toll road collectors on the New Jersey Turnpike and Garden State Parkway.

Of the 550 complaints, 341 were based on rudeness. Other complaints were more egregious. One collector told a woman to pull over for the toll collector to do a strip search. Another toll collector told a motorist to get on the road and die. Other contentious issues centered around using pennies to pay tolls and collectors throwing the pennies back at the drivers.

According to Commissioner of Transportation James Simpson, complaint rates have declined 28% since customer service programs have been instituted. PowerPoint presentations began in May, and both full-time employees and seasonal employees have been required to take the courses. Plaza managers are also required to attend training sessions. Simpson states that complaints dropped from 100 at this point last year to 72. Most complaints were profanity and inappropriate comments. Punishments range from verbal written warnings to suspensions.

According to Simpson, the customer service training is working. Now toll collectors are getting compliments for helping drivers when their vehicles have broken down or someone needs medical aid while on the roads. Toll collectors are doing charity work as ways to connect with the public and improve their public images.

And as far as paying with pennies? Drivers are permitted to pay with pennies, but now must wait until the collector counts them out. I still think it’s more convenient to pay with passes than with cash, but it’s bound to be more pleasant with less sass.

photo credit: 300td.org

Do business owners really hire people for customer service positions because of their specific qualities and backgrounds? Do some business owners feel that anyone is capable of doing customer service and therefore hires a legion of personnel for minimum wage and give them two days of training? None of us like to call a company for help and have to speak to a representative with an attitude instead of a solution.

The problem is that up to 60% of customer service employees hired do not qualify for their positions. Some disgruntled employees can not deal with the stress, and their unhappiness with their job shows through as they deal with customers. When dealing with a difficult customer, is the employee impatient and easily excitable? In reality, the specific needs for  great customer service agents are rather unique.

Everyone applying for a job puts their best foot forward, so what traits can business owners look for while interviewing and considering customer service representatives to hire? Initially personality is a prime consideration. Customer service personnel need to be outgoing and people oriented without being too talkative. They have to fit into being great listeners, sympathetic, patient and team players. Good agents are assertive without being abrasive or caustic and can be responsive to a customer’s needs without being a pushover.

Today technology plays an important role in customer service. Companies spend a large part of their operating budget creating call centers but wind up hiring the least expensive and inexperienced personnel to save money. Employees need to be trained and experienced with sophisticated technology and how technology can contribute to customer satisfaction. Employees also have to be familiar with the culture of the company as well as the industry jargon. Prior knowledge about the company and its products and services contribute to the agent’s knowledge when speaking with a customer who is either looking for more information or having a problem solved.

I would be remiss if I didn’t mention retaining those employees who do an excellent job in customer service with pay raises, vacations or additional perks from the company. In the long run, it is much less expensive to retain and reward employees who have shown superior skills than to let them relocate to another position possibly with your competition. The expense and time it takes to train new personnel could be costing you customers. So, when you find the team player who enjoys working in a stable environment, having an office to go to every morning, working at a challenging position and doing it well, make that employee feel secure with that steady pay check and a nod of appreciation.

photo credit: Torley

In our efforts to constantly improve customer service, we need to encourage, train, and reward our support staff. Winning is contagious, and when we acknowledge employees who leave their mark, and we show them that they matter, their success can lead to more success from other staff members making it a snowball effect toward the very positive.

Assuming that our customer service representatives know that the customer is the reason for their work, we must continue to train; whether it be through online seminars, practical workshops, conferences, role-playing, or one on one training. All employees should have the availability of resources to help with self-improvement. When our staff is well-trained and the continuing education becomes part of the company culture, employees can be trusted with decisions that entail thinking out of the box or working within a discretionary budget when needed. Excellent customer service personnel make customer service personal, no matter what the product, remembers customers’ names, remembers handshakes, and always says thank you.

Now how do you keep your customer service staff performing at such high standards? As long as employees are meeting customers’ needs, I believe owners should offer rewards from acknowledging successes and accomplishments at staff meetings where employees are recognized in front of their peers to monetary rewards. For high profit businesses, rewards for outstanding customer service can range from theater tickets, spa treatments, or to a day off with pay. In one company, the president offered a three-day trip to the Grand Bahamas for seven unsolicited positive customer comments about an employee’s exceptional service.

For the small company who still wants to recognize their exceptional employees and cannot afford spa treatments and trips, consider other appreciative ways to compensate someone’s hard work. An owner can write a complimentary review of the employees accomplishment and add it to  their portfolio as an edge for a future promotion or pay raise. You can buy the employee breakfast or take him/her out to lunch. How about some movie passes or extra time off? It doesn’t have to be expensive, but it should be personal and a sincere way to say thank you for helping your business be successful. After all, empowering your staff to serve in a positive method leads to more business and happier employees.

photo credit: USACE Europe Distric