| "Every company's greatest assets are its | | | | service decisions. In my business, it is my policy |
| customers, because without customers there is | | | | that an employee can act without concern for |
| no company," --Erwin Frand | | | | repercussion, as long as they are meeting a |
| During our recent weakened economy, many | | | | customer's need. I have found this creates a |
| businesses have seen declining revenues and | | | | greater willingness to serve the customer. |
| declining budgets. Declining budgets often lead to | | | | - Often times you could say "no" to a customer, |
| reduced staff levels and diminished services. To | | | | however, "no" can have huge implications on your |
| me, this does not make sense. I believe that it is | | | | business. Ask yourself, "Am I willing to potentially |
| during the down times, when service should be at | | | | lose 10 customers as result of this interaction?" |
| the forefront and retention of loyal customers | | | | 6. Offer a solution |
| even more of a focus. | | | | - Shift from the problem to the process for |
| When price wars fail to drive revenues, | | | | resolution. |
| businesses often look to service to give them a | | | | - Offer a choice between several options. |
| competitive advantage. Many big business | | | | - Put yourself in their place. |
| marketers are returning to a "service sells" | | | | - Involve the customer in determining the solution. |
| mentality, however, many sell great customer | | | | - Clearly explain any limitations that exist. |
| service and few deliver. The problem is that few | | | | 7. Recognize your staff members for outstanding |
| marketers have ever truly served a customer. | | | | service |
| Throughout my years in business, I have had the | | | | - Implement a customer service awards program |
| opportunity to interact and develop a customer | | | | that recognizes employees for exceptional |
| service philosophy. It is inherent that when you | | | | customer service. Maybe you have tried these |
| are in a service-based business, there will be | | | | without success and do not believe that they |
| times when your customer is compelled to offer | | | | work. I would tend to agree if the program were |
| you their feedback. It is what you do with this | | | | like most I have seen. Try something different; |
| feedback that will shape the future and their | | | | break the mold. One of my most successful |
| impression of your business. | | | | clients offers spa treatments for his female |
| Upon reflection, most all of my interactions with | | | | employees if a customer goes out of their way |
| displeased customers were not the result of a | | | | to recognize them for great service. Another |
| poor product, but rather a disappointing customer | | | | client provides his employees with a "day off with |
| experience. Why is that? Because, product is not | | | | pay" incentive for every five unsolicited, positive |
| personal, customer service is. Briefly, I would like | | | | customer comments that he receives. These are |
| to share with you eight critical steps to establish a | | | | just a few examples that are "outside the box." |
| customer service culture. | | | | Be creative and generate a little excitement in |
| 1. Customers are the reason for work, not an | | | | your staff for customer service. |
| interruption of work | | | | - Take the time to acknowledge employees at |
| This sounds really obvious doesn't it? How many | | | | staff meetings. People want to leave their mark |
| times have you gone into a business only to wait | | | | and feel that they matter. Taking the time to |
| while someone is on the telephone or busy doing | | | | recognize them in front of their peers can make |
| some "non-service" task? Employees often lose | | | | a real difference. |
| sight of the importance of the customer and get | | | | 8. Ask your customers what they think of your |
| consumed in lesser day to day tasks. Sure, there | | | | service |
| are tasks that need to be accomplished, but you | | | | The best way to find out if you are satisfying |
| cannot afford to sacrifice service to get them | | | | customers is to ask them. Formal efforts could |
| done. Good customer service must be a priority | | | | include customer surveys, questionnaires, |
| for you and your team. Without your customers, | | | | interviews or comment/suggestion cards. |
| you have no company! | | | | Informally, get out and talk with your customers |
| 2. Train, train, and continue to train. | | | | and your staff. Ask them how they feel about |
| - Cross train your entire staff to be able to assist | | | | service you are providing. Ideally, use a |
| a customer regardless of their department. When | | | | combination of both methods. |
| a customer becomes upset they want their | | | | You may be thinking, "Why should I go ask for |
| problem solved not to be shuffled between | | | | trouble? Who knows what I might hear if I ask?" |
| employees that are not empowered or enable to | | | | That is the point. As you will see in the statistics |
| assist them. | | | | below, most customers will not voice their |
| - Offer continuous customer service training for | | | | disappointment with your service levels. They will |
| your staff and once they are providing good | | | | simply leave and never return. If you do not ask |
| service, continue to train them. | | | | about the quality of your service, you might |
| - Utilize role play situations to assist your staff in | | | | make the wrong assumptions and feel that you |
| recognizing and experiencing both easy and | | | | can reduce service levels because you get few |
| difficult service opportunities. If an employee has | | | | complaints and lead your organization into areas |
| a level of comfort with a difficult situation, they | | | | that turn off your customers or cause problems |
| will be able to better handle it. | | | | that you never intended. |
| 3. Empower your staff to serve | | | | On the other hand, asking your customers about |
| - Establish a system of resources for your staff | | | | their satisfaction sends a message to them that |
| to serve the customer. Allow them latitude to | | | | you care about your business and about them. |
| take the necessary action to provide exceptional | | | | While you might hear some criticisms, you might |
| service and resolve any issues should a customer | | | | also learn what you are doing right and see what |
| become disgruntled. Create a structured system | | | | you should modify. |
| to allow your staff to serve customers. | | | | In addition to the information, you will benefit |
| - Establish a discretionary budget that an | | | | from the interaction. Every interaction is a |
| employee may access to recover a customer | | | | customer service opportunity. Make the most of |
| before you lose them. I recently learned that a | | | | each and every one. |
| major hotel chain has a monetary fund available | | | | Most of us continue doing business with people |
| per year and per employee enabling them to go | | | | and businesses who give good service. We might |
| above and beyond to ensure exceptional service. | | | | not say anything, but we reward good service |
| This empowers the employee to right a wrong or | | | | providers by continuing to do business with them. |
| create a "memorable" customer experience. I am | | | | If the service is outstanding, we will probably tell |
| not advocating large sums of money, but with | | | | our friends and colleagues about it. Likewise, when |
| regards to customer service, a small gesture can | | | | we receive poor service most of us vote, not |
| go a long way. | | | | with our voice, but with our feet-we just leave. |
| - Ask your staff what tools would enable them to | | | | In the 1980's the White House Office of |
| provide better service. You would not send a | | | | Consumer Affairs commissioned a report called |
| fireman into a burning building without the proper | | | | the TARP study. The report revealed the |
| equipment. Failing to empower and enable your | | | | following facts about unhappy customers: |
| staff with the necessary tools to serve you | | | | 96% of dissatisfied customers do not complain |
| customer leaves you with few options other than | | | | directly. |
| poor service. | | | | 90% will not return. |
| 4. Make service personal | | | | One unhappy customer will tell nine others. |
| - Greet repeat customers by name, if possible. | | | | 13% will tell at least 20 other people |
| - Offer a handshake and introduce yourself. | | | | Superior customer service is one of the most |
| Creating service that is personal will not only | | | | difficult deliverables facing the business world |
| retain customers, but help diffuse difficult | | | | today. Selling service is the easy part, delivering |
| situations should they arise. | | | | on that promise offers a tremendous challenge. |
| - Thank your customers for their patronage. It | | | | So I ask you, what can you do to improve the |
| really does make a difference. | | | | service you provide? Implement these eight steps |
| 5. It is ok to say "Yes", even when you should | | | | and begin to excel at providing a superior |
| say "No" | | | | customer culture today! |
| - Support your staff when they make customer | | | | |