| "Every company's greatest assets are its | | | | act without concern for repercussion, as long as |
| customers, | | | | they are meeting a customer's need. I have |
| because without customers there is no | | | | found this creates a greater willingness to serve |
| company," | | | | the customer.- Often times you could say "no" to |
| --Erwin FrandDuring our recent weakened | | | | a customer, however, "no" can have huge |
| economy, many businesses have seen declining | | | | implications on your business. Ask yourself, "Am I |
| revenues and declining budgets. Declining budgets | | | | willing to potentially lose 10 customers as result of |
| often lead to reduced staff levels and diminished | | | | this interaction?"6. Offer a solution- Shift from the |
| services. To me, this does not make sense. I | | | | problem to the process for resolution.- Offer a |
| believe that it is during the down times, when | | | | choice between several options.- Put yourself in |
| service should be at the forefront and retention | | | | their place.- Involve the customer in determining |
| of loyal customers even more of a focus.When | | | | the solution.- Clearly explain any limitations that |
| price wars fail to drive revenues, businesses often | | | | exist.7. Recognize your staff members for |
| look to service to give them a competitive | | | | outstanding service- Implement a customer |
| advantage. Many big business marketers are | | | | service awards program that recognizes |
| returning to a "service sells" mentality, however, | | | | employees for exceptional customer service. |
| many sell great customer service and few deliver. | | | | Maybe you have tried these without success and |
| The problem is that few marketers have ever | | | | do not believe that they work. I would tend to |
| truly served a customer.Throughout my years in | | | | agree if the program were like most I have seen. |
| business, I have had the opportunity to interact | | | | Try something different; break the mold. One of |
| and develop a customer service philosophy. It is | | | | my most successful clients offers spa treatments |
| inherent that when you are in a service-based | | | | for his female employees if a customer goes out |
| business, there will be times when your customer | | | | of their way to recognize them for great service. |
| is compelled to offer you their feedback. It is | | | | Another client provides his employees with a "day |
| what you do with this feedback that will shape | | | | off with pay" incentive for every five unsolicited, |
| the future and their impression of your | | | | positive customer comments that he receives. |
| business.Upon reflection, most all of my | | | | These are just a few examples that are "outside |
| interactions with displeased customers were not | | | | the box." Be creative and generate a little |
| the result of a poor product, but rather a | | | | excitement in your staff for customer service.- |
| disappointing customer experience. Why is that? | | | | Take the time to acknowledge employees at |
| Because, product is not personal, customer | | | | staff meetings. People want to leave their mark |
| service is. Briefly, I would like to share with you | | | | and feel that they matter. Taking the time to |
| eight critical steps to establish a customer service | | | | recognize them in front of their peers can make |
| culture.1. Customers are the reason for work, not | | | | a real difference.8. Ask your customers what |
| an interruption of workThis sounds really obvious | | | | they think of your serviceThe best way to find |
| doesn't it? How many times have you gone into a | | | | out if you are satisfying customers is to ask |
| business only to wait while someone is on the | | | | them. Formal efforts could include customer |
| telephone or busy doing some "non-service" task? | | | | surveys, questionnaires, interviews or comment |
| Employees often lose sight of the importance of | | | | suggestion cards. Informally, get out and talk with |
| the customer and get consumed in lesser day to | | | | your customers and your staff. Ask them how |
| day tasks. Sure, there are tasks that need to be | | | | they feel about service you are providing. Ideally, |
| accomplished, but you cannot afford to sacrifice | | | | use a combination of both methods.You may be |
| service to get them done. Good customer service | | | | thinking, "Why should I go ask for trouble? Who |
| must be a priority for you and your team. | | | | knows what I might hear if I ask?" That is the |
| Without your customers, you have no company!2. | | | | point. As you will see in the statistics below, most |
| Train, train, and continue to train.- Cross train your | | | | customers will not voice their disappointment with |
| entire staff to be able to assist a customer | | | | your service levels. They will simply leave and |
| regardless of their department. When a customer | | | | never return. If you do not ask about the quality |
| becomes upset they want their problem solved | | | | of your service, you might make the wrong |
| not to be shuffled between employees that are | | | | assumptions and feel that you can reduce service |
| not empowered or enable to assist them.- Offer | | | | levels because you get few complaints and lead |
| continuous customer service training for your | | | | your organization into areas that turn off your |
| staff and once they are providing good service, | | | | customers or cause problems that you never |
| continue to train them.- Utilize role play situations | | | | intended.On the other hand, asking your |
| to assist your staff in recognizing and experiencing | | | | customers about their satisfaction sends a |
| both easy and difficult service opportunities. If an | | | | message to them that you care about your |
| employee has a level of comfort with a difficult | | | | business and about them. While you might hear |
| situation, they will be able to better handle it.3. | | | | some criticisms, you might also learn what you |
| Empower your staff to serve- Establish a system | | | | are doing right and see what you should modify.In |
| of resources for your staff to serve the | | | | addition to the information, you will benefit from |
| customer. Allow them latitude to take the | | | | the interaction. Every interaction is a customer |
| necessary action to provide exceptional service | | | | service opportunity. Make the most of each and |
| and resolve any issues should a customer | | | | every one.Most of us continue doing business with |
| become disgruntled. Create a structured system | | | | people and businesses who give good service. We |
| to allow your staff to serve customers.- Establish | | | | might not say anything, but we reward good |
| a discretionary budget that an employee may | | | | service providers by continuing to do business |
| access to recover a customer before you lose | | | | with them. If the service is outstanding, we will |
| them. I recently learned that a major hotel chain | | | | probably tell our friends and colleagues about it. |
| has a monetary fund available per year and per | | | | Likewise, when we receive poor service most of |
| employee enabling them to go above and beyond | | | | us vote, not with our voice, but with our feet-we |
| to ensure exceptional service. This empowers the | | | | just leave.In the 1980's the White House Office of |
| employee to right a wrong or create a | | | | Consumer Affairs commissioned a report called |
| "memorable" customer experience. I am not | | | | the TARP study. The report revealed the |
| advocating large sums of money, but with | | | | following facts about unhappy customers:96% of |
| regards to customer service, a small gesture can | | | | dissatisfied customers do not complain |
| go a long way.- Ask your staff what tools would | | | | directly.90% will not return.One unhappy customer |
| enable them to provide better service. You would | | | | will tell nine others.13% will tell at least 20 other |
| not send a fireman into a burning building without | | | | peopleSuperior customer service is one of the |
| the proper equipment. Failing to empower and | | | | most difficult deliverables facing the business |
| enable your staff with the necessary tools to | | | | world today. Selling service is the easy part, |
| serve you customer leaves you with few options | | | | delivering on that promise offers a tremendous |
| other than poor service.4. Make service personal- | | | | challenge. So I ask you, what can you do to |
| Greet repeat customers by name, if possible.- | | | | improve the service you provide? Implement |
| Offer a handshake and introduce yourself. | | | | these eight steps and begin to excel at providing |
| Creating service that is personal will not only | | | | a superior customer culture today!©Anthony |
| retain customers, but help diffuse difficult | | | | Mullins - Elite Coaching Alliance 2005Anthony Mullins |
| situations should they arise.- Thank your | | | | is the President and Coach for The Elite Coaching |
| customers for their patronage. It really does | | | | Alliance. He specializes in leadership development, |
| make a difference.5. It is ok to say "Yes", even | | | | business coaching, strategic planning, 1-on-1 |
| when you should say "No"- Support your staff | | | | coaching, facilitation and inspirational speaking. He is |
| when they make customer service decisions. In | | | | the author of the upcoming book "Leadership |
| my business, it is my policy that an employee can | | | | Links. |