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helloPut Your Customer's Shoes On
Put Your Customer’s Shoes On

Now I want you to put your consumer hat on for a minute. How often have you as a consumer grumbled about a not-so-great customer experience? The product or service did not meet your expectation. The service provider was a little curt during the interaction. It was somewhat difficult to locate the items you wanted to purchase. The website was not very user-friendly.

An issue was resolved in a less-than-timely manner. These are just a few items that can cause a customer to refrain from doing business with your organization. In knowing how you feel when in the “consumer mode”, how about “putting your customer’s shoes on” and examining your organization from the customer’s perspective? Here are a few ways to do this.

Put Your Customer’s Shoes On and call your organization to see what your customer encounters. Is the receptionist robotic or pleasant and courteous?  It’s important to put the right person in front of your customer.

Did you know that your receptionist or other persons answering the phone are the faces of your organization? This initial encounter is an opportunity to make a lasting impression on a customer. What about that other robot – the interactive voice response system (IVR)? Are the menus user-friendly or do you become confused or worn out? If it’s confusing to you, it’s probably confusing to your customer.

Put Your Customer’s Shoes On and visit your organization. Ok now I hear someone saying “Errol, I’m already here at my organization!” Ok then determine where a physical visit starts for your customer. Usually, when customer physically visits an organization, their experience begins outside and down the street.

Can they easily spot your organization’s signage? In what condition is that signage? Is it visible during your evening hours? The next step for most customers is your parking lot. In what condition is it? Is it well-lit for evening-hour customers? Depending upon your industry (the medical industry comes to mind – hospitals, clinics, doctors’ offices, etc), distance from your parking lot to your organization’s entrance may be an issue for your customer.

Taking that into consideration and your customer, is there adequate parking available? What options can you think of that may improve the exterior experience for your customer? Now let’s go inside. What does the customer see upon entering? What about your interior signage? If there is a receptionist available, is he or she pleasant? (You may have to observe this behavior from a distance.) Is it easy to locate items or specific areas within your facility? If it’s difficult for you, it’s probably difficult for your customer.

Put Your Customer’s Shoes On and visit your organization’s website. How often do you visit your organization’s website as a customer? Attempt to make a purchase just as your customer would. How easy is it to do so? Were you allowed to confirm what you were purchasing? Did you receive a confirmation of your purchase and expected delivery date? Did you get a follow-up email providing tracking information?

Are items easy to locate on your website? Is the information regarding your products and services up to date? Is that information clear and easily understandable? Is the information free from industry acronyms and unexplained jargon? Are all of the links fully functional? Whatever you experienced, your customer is experiencing the same.

If your site offers web chat, put in your customer’s shoes and chat with your organization. Is the “conversation” tone friendly and upbeat? Are you asked open-end questions that allow you to elaborate on your reason for chatting? Does the chat person able to quickly provide the information to address your needs or issue? Again, whatever you experience, your customer is probably experiencing the same.

Put Your Customer’s Shoes On and file a complaint. Try doing this via the phone, website email, or chat. How long does it take for your complaint to be acknowledged? What type of questions are you asked in regard to your complaint? What steps are taken to resolve the issue? How long does it take to resolve the issue? Once again, whatever you experience, your customer probably experiences the same.

Remember, it’s important to know what your customer is experiencing when interacting with your organization. To get their perspective – Put Your Customer’s Shoes On!

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helloThink Long Term When Servicing Your Customer
Think Long Term When Servicing Your Customer

When I receive or am told of subpar customer service, I often wonder if the service provider is thinking about the long-term impact of this type of performance.

Providing a service or product to your customers requires one to always think long-term. Customer service decisions made today impact your company’s future.

Thinking long term first of all should mean that the customer is at the forefront of your business strategy. Interactions with your customer should be done in a manner that promotes repeat business.

Customer service personnel must be trained to think long-term and provided with options that allow them to resolve customer issues from a long-term perspective.

A good friend here in Houston called me while he waited for service at a big box retailer. During our conversation, he paused to ask a store employee “So you’re going to bring another person in front of me? You have yet to ask me what I need!” What the store employee didn’t know was that my friend planned to purchase a laptop for his daughter.

Well, he didn’t after this encounter! An acknowledgment of my friend’s presence along with an explanation of the employee’s actions may have led to the purchase of the laptop. Just a moment to consider the long-term impact of ignoring a customer may have led to my friend becoming a long-term customer.

Thinking long-term requires one to consider how to handle a customer complaint. The old adage of “the customer is always right” is not necessarily true in all situations. The customer may have misunderstood, misinterpreted, misread, or just plain wants to have his/her way.

What’s important for the long term is the handling of the situation. Your demeanor, voice tone, body language during phone or face-to-face interactions, and verbiage utilized when interacting via chat or email play a huge role in retaining this customer. Think long-term when formulating solutions to the issue.

Preserve the customer’s dignity when you know that they are just plain wrong. Don’t allow your ego to enter into this interaction. Go into your INP mode. INP means It’s Not Personal. Take a deep breath and think long-term! Weigh the cost of resolving the situation in the customer’s favor against the possibility of losing long-term revenue.

Think long-term when considering changing your service concept or product. How will your customer be impacted by your decision? Is the change the result of customer input? If not, have you considered getting your customer’s feedback on your proposed change? I think we all remember what happened when a famous soft drink company changed the formula for its popular product. Although focus group results appeared positive before launching the change, customers in the southern U.S. held the original formula dear to their hearts.

The backlash from this region was tremendous. Who holds your product or service dear to their hearts? Long-term thinking will help you to ask the right questions of the right people when you’re considering making changes to your service concept or product.

The trash service provider for my subdivision sent out a letter stating that they were changing the truck type from one that requires a crew of three to one that only requires a one-person crew. Now I think that’s great for the expense categories of their budget, but how will this change impact the customer? The new truck’s retractable lift arms called for the customers to utilize a new garbage can – one that is specially made for the lift arms.

I called the company and asked if the customer was responsible for obtaining the proper garbage can or will it be provided by the company. That was six months ago – I’m still waiting for an answer. If the answer comes back that requires customers to purchase the new garbage can, the company will more than likely lose the contract.

My subdivision is small with only 87 homes, but that contract represents about $17500.00 of annual revenue. Long-term thinking is required by the company in making the decision as to who is responsible for purchasing the new garbage cans.

The willingness to think long-term when servicing customers is one of the most important business strategies that you can incorporate into your day-to-day operations. Make sure everyone within the organization is thinking long-term in regard to customer service. Thinking long-term requires one to always ask – “If I proceed in this manner, what is the long-term effect for both the customer and the company?”

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helloThe Impact Of Performance Goals On Customer Service
The Impact Of Performance Goals On Customer Service

Does this sound familiar? “I can’t possibly complete all of this work and meet the goals to receive a raise. It just doesn’t seem fair. I don’t think management understands what it takes to actually do this job”. Employees today are experiencing more stress than ever in this era of economic uncertainty.

It’s very important to align workload and performance goals for long-term positive employee morale, long-term profitability, and long-term productivity. Your customers (both external and internal) are impacted by your performance goals. Here are a few issues to consider.

Performance Goals – Is That The Right Number?

When establishing performance goals, take into consideration the total process required for task completion. Base goals on outcomes over which the employee has control. Where the employee has accountability for additional tasks, factor this into goal setting for the employee’s primary responsibility.

This will lead to setting realistic goals. Spend time with the employees as they actually perform their duties to get a “real world” feel for what it takes to perform the job. Include the employees who actually perform the job in establishing goals. An environment of mutual respect will exist as the employees will feel that they were able to participate in creating their own goals.

The level of service provided to the customer is higher when employees are not overly concerned and stressed out daily about meeting performance goals. Taking these steps has a three-fold effect: 1. Improvement in employee morale. 2. You may be able to create a better process. 3. You should be able to determine if the stated goal is the right goal.

Quality Vs Quantity – Which Is Primary?

Does your reward system encourage quality work? A reward system based on unrealistic performance goals tends to promote quantity over quality. As employees struggle to meet the stated goals, quality will surely suffer as shortcuts become the norm in completing tasks.

This can lead to poor work audit results, rework (how much does this cost at your company?), and customer dissatisfaction. Employees are prone to display a sense of hurriedness when interacting with customers if the workload and performance goals are not balanced.

Those employees choosing quality over quantity will become frustrated as their efforts to perform the job properly are rewarded with inquiries regarding their inability to reach the stated goal. In the quantity-over-quality environment created by unrealistic performance goals, long-term productivity is sacrificed for the short-term goal.

Focus on systemic thinking and make this a high priority when designing reward systems. Reward actions that insure fluid cross-functional handoffs. This helps to build a culture of holistic, systemic-minded employees who understand the impact of their work on the product/service system.

Work Environment – Is This A Healthy Place To Work?

It is very important to create a positive work environment as your bottom line is directly impacted by employee morale. An environment where performance goals are fair and obtainable fosters an atmosphere of teamwork as employees do not feel the need to protect their “numbers”.

Unrealistic goals lead to either unwillingness – for fear of not meeting their own goals or inability – due to unrealistic workload – to truly work as a team. Long-term employee frustration usually results in a lower quality of work which ultimately impacts the external customer.

Stress levels increase possibly leading to health issues. Employee turnover increases, as well as some, will seek relief from an atmosphere they deem unfair and unhealthy.

This directly impacts your bottom line as the level of customer service delivered suffers via productivity lost to the need to hire and train new employees. How much does a dissatisfied customer cost your company? Promote employee quality of life versus the “my work is my life” mindset. Give employees a reason to feel good about coming to work.

Performance goals and reward systems are key components of the business environment. Strive to base both on a “real world” workload. Your long-term success depends on it.

Your customer will feel the impact of performance goals and the workload. Balance these two in order to insure that the customer is positively impacted and gets great customer service.

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hello
What Is Customer Service?

While being interviewed on a local radio show, one of the co-hosts posed this question – “Errol, exactly what is customer service?” I don’t ever remember being asked that particular question but here’s my reply -“Customer service is a methodology that when put in motion, creates a customer’s experience.” This definition is not specific to any particular industry nor does the size of the organization matter.

Now someone is probably wondering what I mean by methodology. When defining customer service as a methodology, I’m speaking of the systems that an organization chooses to put in place to provide a customer experience. Ok, now someone may be asking “Errol, now what systems are you referring to? Allow me to explain.

When determining what your organization’s customer service methodology will be, you are actually determining the experience your customer will receive when interacting with those within your organization.

For instance, when your customer calls and your inbound call methodology dictates that persons answering calls will perform certain tasks while on the call and do so within a certain time frame, those requirements lead to the customer’s experience.

When that person’s performance review and salary increase is tied to their success in meeting the goals of that inbound call strategy, this too determines the customer’s experience with your organization. If your strategy induces this person to be more concerned with meeting goals than taking the necessary steps and time for each customer’s situation, this too creates an experience.

When creating core values for your organization, you are creating an experience for your customer. If words such as integrity, honesty, respect, and value are included in your core values, your customer should experience these words when interacting with your organization. Core values are the framework from which your customer service methodology is created. Every component of your strategy should be grounded in your core values.

When choosing your training methodology, once again you’re creating an experience for your customer. Your customer is depending upon customer contact personnel to be experts on your products and services. Keep the customer’s experience in mind when developing training programs.

I suggest focusing on creating ambassadors for your organization. Are customer contact personnel educated on your various products or services? Have they actually utilized or experienced your products or services for themselves in order to gain the customer’s perspective? What tools will they need to provide a great customer experience? Be sure to equip them with basic soft skills training as one’s ability to be pleasant and professional goes a long way in creating a positive customer experience.

When choosing who gets the opportunity to be the face of your organization through your hiring methodology, here again, you’re creating an experience for your customer. It’s important to carefully establish your hiring criteria.

What characteristics are critical for your customer contact personnel? Is industry experience more important than personality traits? Remember, you’re attempting to create a great customer experience. Your hiring choices will bear fruit! Make sure it’s good fruit!

When exercising your personnel management methodology, remember that this too creates an experience for your customer. Just as you must strive to make sound customer contact personnel hiring decisions, it’s even more important to utilize sound management practices. Make sure managers have the proper tools required for this position – people skills, products, and services knowledge, coaching skills, leadership skills, and a good comprehensive understanding of the organization.

Should your customer contact personnel become frustrated with management practices, your customer will eventually be impacted. Employee turnover, discontent, and low productivity all create an experience for your customer. Manage employees in a way that will certainly lead to a great customer experience.

When developing complaint resolution methodology – you got it – you’re creating an experience for your customer. We all know that sometimes mistakes are made or things get left undone. When these errors happen, the need for a quick and thorough resolution is paramount.

Is your methodology in this area customer-friendly? Does every resolution require a supervisor/manager’s approval or are your customer contact personnel equipped with options for a speedy resolution? Are you tracking customer complaints for patterns and trends? Doing so allows one to identify possible operational issues which once corrected will alleviate repeat complaints which in turn – you guessed it – creates a positive customer experience.

When choosing the methodology to get your customer’s opinion regarding your products or services – one more time – you’re creating an experience for your customer. We all know the value in getting the customer’s opinion. Most love the opportunity to let you know what they think of your organization.

Make it easy for them to do so as the more customer feedback you receive, the more data you have to make decisions. Do you need to make adjustments to your product or services? Do your customer contact personnel need additional training? Provide regular feedback opportunities in order to stay current on what’s important to your customer.

These various methodology components create an organizational customer service system which in turn creates customer experiences. Examine your methodologies to insure that they all are geared toward providing what’s important to your customer. Now put them all in motion and create great customer experiences!

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