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Customer-Obsessed Service

March 30, 2010 By 3 Comments

heart-gift.jpgI have been broadcasting my Customers Rock! Radio program now for 6 months, and I feel it is time to pull together a summary of information from some of those programs into a post (or two!). The radio program is really an extension of this blog; you get to hear my voice as part of an hour-long conversation around the topics we all know and love here: customer experience, customer service, loyalty, marketing, and social media. But I can really sum up the first 6 months of the program with the title of this post: we have been talking about what Customer Obsessed Service looks like. (Note: I borrowed this term from something that Rayanne Langdon was talking about on the show; she was sharing about Freshbooks and their involvement in the Small Business Web – companies focused on customer obsessed software.) This post will discuss the operational perspective of Customer Obsessed Service – what does it take to make this happen at an organization?

Expectations

Before we can discuss Customer Obsessed Service, we need to make sure we understand customer expectations. Customers have changed, and customer expectations have greatly changed! Social media has put everything into a new light as empowered customers are taking up their mobile phones and tweeting their distress for all the world to see. Here is a typical customer service tweet:

Does anyone know if COMPANY X has a Twitter? I want to make sure everyone knows how POOR their customer service is!! I’m sooooo annoyed.

If nothing else, brands need to be using social media to listen to the customer conversation for concerns or issues. Sometimes customers may be whining, and sometimes customers may have a real problem that needs to be addressed. Customer Obsessed Service means a company is attentive to what their customers are saying via social media (and via other mechanisms as well, including surveys, comments to sales, feedback to customer service reps, etc.) and then takes action to make sure the customer’s issues are resolved to their satisfaction.

Action: Do you understand the expectations of your customers for your products, and for your customer service? If not, spend some time listening to customer conversations, talking to customers for clarification, and determining the top pain points.

Employees

Most employees in an organization don’t understand what it takes to provide great customer service, much less Customer Obsessed Service. Yet employees are a key factor in whether customer service sucks or rocks. This is true whether the employee actually works in customer service or whether they are not customer facing at all!

Customer Obsessed Service starts with hiring the right people – those who are naturally people-focused, have a passionate spirit, are empathetic, and like to think creatively to solve problems. Southwest Airlines calls this having “…a Warrior Spirit, a Servant’s Heart, and a Fun-LUVing Attitude.” I couldn’t agree more!

These employees also have to be empowered to do what is right for the customer. This doesn’t mean giving every customer a discount, or something for free when they complain. It DOES mean listening to the customer’s needs and doing what they can to make it right without always having to get a supervisor’s approval. Guidelines need to be clear, and when they are employees are freed up to get the help they need to turn around a bad situation with a customer.

Action: Start with an assessment in your organization. What do your employees think about your customer service? What would they do to make it better?

Customers as Assets

Customer Obsessed Service is also achieved based on how we measure it.

Incredibly, many companies today are still measuring their customer service based on how many calls they can process in an hour. Get the customer off the phone/chat as soon as possible in order to respond to more customers. The end result is usually customers that have to call again in order to finish getting their questions answered. These types of metrics are used when organizations look at the customer service department as something to be measured on a P&L statement. Customer service is viewed as a cost center.

Organizations espousing Customer Obsessed Service view customers as a valuable asset that belongs on a balance sheet. Each customer interaction is a golden opportunity to improve the relationship, and each customer touch could result in a customer who is so happy they become an evangelist for the brand.  Don Peppers and Martha Rogers talked about this in their book Return on Customer Companies that treat their customers as an asset create a very different approach to customer interaction; each customer contact is reviewed to see how it will add to or detract from the value of each customer.

Action: Review your customer service metrics to see how you view your customers.

What About You?

What else do companies need to get right operationally in order to create Customer Obsessed Service? Who is doing it well? Leave a comment with your thoughts, and let’s start a discussion on Customer Obsessed Service!

Filed Under: Customer service, Customer strategy, Featured Tagged With: , ,

The Ultimate Customer Compliment

March 22, 2010 By 6 Comments

movie theaterToday’s guest blogger is Michael Sansolo, author of The Big Picture: Essential Business Lessons from the Movies. Michael Sansolo is a consultant and frequent speaker for the food retail industry, and is a contributing editor and weekly columnist for MorningNewsBeat.com, a daily newsletter on the retail industry.

The Ultimate Customer Compliment

There is one simple line of praise that every business should seek when it comes to gauging the customer experience. It happens when one customer gladly recommends a store, product or service to someone else.

In our new book, The Big Picture: Essential Business Lessons from the Movies, my co-author Kevin Coupe and I argue that we can use popular films to tell highly descriptive stories to drive our businesses. And there is one movie scene on customer service that stands out for all time when it comes to winning customer recommendations.

Recall the most famous scene from the movie When Harry Met Sally. It takes place in a restaurant, and Harry, played by Billy Crystal, boasts about his prowess as a lover. Sally, played by Meg Ryan, asks how he can be so certain. Harry says he can tell, but Sally is skeptical.

In a scene of hilarity rivaled by few moments in movie making, Sally proceeds to experience what appears to be physical ecstasy despite the face she is sitting in a restaurant. Her movements, moans and groans draw the attention of everyone sitting around her as Sally presses on until she concludes with what can only be described as a sexual climax. And then she calmly returns to eating, having made her point that Harry doesn’t really know if his lovers are satisfied.

But that’s only the set up. Within seconds, the camera focuses on a much older woman sitting behind Sally, who was interrupted in the middle of ordering her meal. Asked what she wants, the woman points to Sally and says, “I’ll have what she’s having.”

It’s hilarious. And it’s a great statement on customer service.

Great customer service makes other shoppers want to get involved. Great customer service generates word of mouth, new clients, and a reputation that can’t be beat.  Great customer service makes others say, “I’ll have what she’s having.”

Every business should seek to build that moment. They should seek to provide an explosion of customer delight that draw attention and raves. In fact, we should crave the “I’ll have what she’s having” compliment from trading partners, employees, and more.  We all want our business to be the admired business and the one that others want to work with or for.

On screen it’s an easy moment. Inside a business it is anything but. One premise of The Big Picture is that businesspeople can use film moments to build success stories.  Consider showing the restaurant scene to your employees and ask them what it would take to win that moment of envy.

The simple truth is that great customer service is so easily achieved, but also easily ignored because being average is usually good enough. However, an extra smile, courtesy or show of personality can go a long way.

A few weeks back I was in an Aldi Supermarket in Illinois watching customers. Aldi is known for extremely low prices. The stores have few items and few employees, so service is non-existent. But on this day, the young woman at the cash register was making magic happen.

As customers came through her lane she could have handled them quickly and accurately, and that would have been acceptable. But she did more, complimenting them on their product choices. With one simple move, she elevated the checkout experience and made each shopper feel special. It cost nothing and took almost no time.

Now imagine an Aldi shopper sharing that moment with a friend who had an ordinary shopping trip somewhere else the same day. In short, that cashier made others say, “I’ll have what she’s having.” That’s going to lead to new shoppers, new sales, and new success.

And just like that, an ordinary day becomes a happy story about customer service.  The Big Picture: Essential Business Lessons from the Movies is loaded with lessons like that.  We hope you’ll like it. More importantly, we hope those around you will see you enjoy it and will say to themselves, “I’ll have what she’s having.”

Photo credit:

Filed Under: Customer experience, Customer service, Expert's Corner, Guest bloggers, Marketing Blogs Tagged With: , ,

Expert’s Corner: Kevin Stirtz on Real People Rock!

March 6, 2010 By 4 Comments

rock-starI am pleased to have Kevin Stirtz as a guest blogger today here at Customers Rock! Kevin Stirtz is the Amazing Service Guy, a speaker and trainer who helps organizations of all kinds deliver Amazing Customer Service. His recent book: More Loyal Customers has won 5 star reviews at Amazon.com. Kevin lives in the Twin Cities (Minneapolis & St. Paul). I love the title of this post. It rocks!

Real People Rock! by Kevin Stirtz

A big mistake some companies make is they hire and manage people like they buy and manage equipment. They seem to believe people’s behaviors can be designed and managed like machines.

And a key tool in this strategy is the ever-present script. Most employees despise them. So do many customers. To a customer, a scripted employee sounds like a phony, uncaring employee.  This will not help you improve customer service.

Chris Garrett wrote a post recently about being real vs. phony. Here’s what he says about real people:

“Real people rock. If anything, I would always rather meet an imperfect human being than a fake robot. Be proud to be you, mistakes and all.”

When management forces unnatural scripting on employees, they can be become the robots Chris talks about. They say and do as they are programmed.  And this prevent them from delivering great customer service. Here’s why:

1. Scripts come from management

How much time does management spend serving customers? Probably very little. A smart, informed and engaged employee is better equipped to serve customers than a manager whose contact with customers comes from reports and surveys.

2. Scripts tend to serve the company’s interest first

Anyone who has ever been on the receiving end of an employee script knows they exist to help the company get what they want.  But this is in conflict with our real job which is to help our customers accomplish what they want, in a way that works for us.

3. Scripts cannot predict or address every situation

Because they are static and based on history, scripts can never replace the judgment of a well-informed and trained employee. Things change too fast. There are too many possibilities to plan for.

But the biggest problem with scripting and programming employees is that is devalues people. It discounts the worth and the capabilities of employees. It says:

“We don’t trust you enough to do your job so we will map out every detail for you. All you have to do is follow the road map you are given.”

Scripts disregard customers too. When you script your employees you are telling your customers, you don’t care about having a relationship with them. You’d rather just walk them through some impersonal steps like a machine and hope that satisfies them.

You want loyal customers? Hire real people and let them be real. Give them the guidance, encouragement and resources they need to help their customer accomplish what they want. Forget the scripts. Hire real people.

Filed Under: Customer experience, Customer service, Expert's Corner Tagged With: ,