As we reflect on the importance of customer service in the current economic client, I recently read a blog by Management Consultant John Maven (ex P&G, Clorox) about the core competencies of the CEO. You can read the full post here, but I thought it was interesting that he felt that of the 10 competencies, 3 of them were linked to the customer-focus of the organization. He writes;
Vision - The CEO, possibly with the help of his executive team, creates and communicates a compelling and inspired sense of core purpose. This is based on the vision of the future, not the reality of today.
Culture – The CEO is responsible for creating and maintaining the desired culture and environment. If vision is where the company is going, culture and values tell how the company gets there. Values outline acceptable behavior. Work gets done through people, and people are profoundly affected by culture. Culture is built in many ways, and the CEO sets the tone. His every action—or inaction—sends cultural messages.
Customer focus - CEOs have a clear understanding of customers' needs, preferences, interests, timelines and decision-making criteria. Focusing on meeting those needs and doing so profitably means success for both the company and the customer. Long-term customer satisfaction builds loyal, repeat customers
Yet in spite of the fact that everyone is talking about it, we seem to constantly struggle with getting it right. I maintain that it is because too many CEO's do not have competencies in the area of customer-focus as demonstrated by the poor service we receive and the opportunities that abound even in these economic conditions for those who do.
So let's make sure we have the direct endorsement of the C-level if we expect a true customer-focus.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Thursday, November 27, 2008
Sunday, November 23, 2008
What about internal customer service?
We spend a lot of time talking about customer service and how companies must focus on the needs of the customer. Usually we share lots of examples of customer facing people either failing or succeeding to demonstrate the need for this important value.
BUT WHAT ABOUT INTERNAL CUSTOMERS.
All too often the folks who do not face the end customer fail to recognize they also play a critical role in delivering excellent customer service to each other. They fail to recognize -- or be held accountable -- that their support of the customer facing personnel can make or break the relationship. They fail to recognize that they also have customers -- they are internal customers.
For example, I just got off a plane from Toronto to Washington enroute to a client meeting. The plan loaded on time, the boarding personal were efficient and we were all ready to go on time. But then we waited -- 1 hour!
The reason was -- as explained very nicely by both the captain and the flight attendant -- the baggage was not loaded to safety standards so it had be be removed and reloaded. I actually watched this process take place out my window. I assure you that the ground crew did not appear to be in any rush.
I fortunately made my connecting flight, but I cannot speak for other passengers who arrived 1 hour behind schedule.
The key thing is that no amount of positive customer service by the Flight Crew could fix this issue. Yet they received the brunt of the complaints -- which they handled professionally and with great empathy.
Problem was they were completely at the mercy of the baggage crew. Surely one must assume they had been trained how to load baggage -- yet they didn't do it correctly. But what were their consequences?
How often do we leave our own front line people without the support they need to do their jobs well. Do we have the same type of customer satisfaction rating for the people who support them? Are those support people also measured based on customer satisfaction? If not, they should be, because they are often the foundation on which to build a business. And if the foundation is weak -- well you know!
Something to think about.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
BUT WHAT ABOUT INTERNAL CUSTOMERS.
All too often the folks who do not face the end customer fail to recognize they also play a critical role in delivering excellent customer service to each other. They fail to recognize -- or be held accountable -- that their support of the customer facing personnel can make or break the relationship. They fail to recognize that they also have customers -- they are internal customers.
For example, I just got off a plane from Toronto to Washington enroute to a client meeting. The plan loaded on time, the boarding personal were efficient and we were all ready to go on time. But then we waited -- 1 hour!
The reason was -- as explained very nicely by both the captain and the flight attendant -- the baggage was not loaded to safety standards so it had be be removed and reloaded. I actually watched this process take place out my window. I assure you that the ground crew did not appear to be in any rush.
I fortunately made my connecting flight, but I cannot speak for other passengers who arrived 1 hour behind schedule.
The key thing is that no amount of positive customer service by the Flight Crew could fix this issue. Yet they received the brunt of the complaints -- which they handled professionally and with great empathy.
Problem was they were completely at the mercy of the baggage crew. Surely one must assume they had been trained how to load baggage -- yet they didn't do it correctly. But what were their consequences?
How often do we leave our own front line people without the support they need to do their jobs well. Do we have the same type of customer satisfaction rating for the people who support them? Are those support people also measured based on customer satisfaction? If not, they should be, because they are often the foundation on which to build a business. And if the foundation is weak -- well you know!
Something to think about.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Customer Service equals Trust
A recent study of UK banks by Grassroots indicates that the level of trust a customer feels for banks is a direct result of the quality of service provided.
Banks achieving a higher overall service score achieved significantly higher ratings of trust when compared to banks with a lower overall service score.
Some key findings of the study include:
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Banks achieving a higher overall service score achieved significantly higher ratings of trust when compared to banks with a lower overall service score.
Some key findings of the study include:
- 60% of staff failed to offer to open an account. Of these 40% would have done so there and then if they had only been asked.
- Establishing the customer’s requirements is critical. Only two thirds of staff asked how much the customer had to invest.
- Just one in five customers rated staff as having excellent product knowledge. This is a key differentiator when there are fewer customers around.
- Only 64% of staff made an excellent first impression with survey participants – still a 5% increase on the results from the 2005 survey.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Wednesday, November 19, 2008
Hire for Character not competence
Hiring properly is one of the keys to engaged employees -- making sure that the people you hire are the kind of people you want as part of your team.
I recently went to the hardware store looking for a part for a door. The first person pointed me in the right direction - no luck. I asked a second person who directed me to a third person who directed me to a fourth person.
Finally the fourth person took me directly to the appropriate section and then when they were also unable to find the correct part, looked on the computer to find it.
Everyone one in this chain had the "competence" of knowing where to look, but only 1 person had the "character" to make the time to take me there.
At Pret a Manger, they hire happy people and teach them how to make sandwiches versus trying to teach people who know how to make sandwiches how to be happy.
Be clear on the character you want and then make sure your hiring practices build in the behavioural requirements.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
I recently went to the hardware store looking for a part for a door. The first person pointed me in the right direction - no luck. I asked a second person who directed me to a third person who directed me to a fourth person.
Finally the fourth person took me directly to the appropriate section and then when they were also unable to find the correct part, looked on the computer to find it.
Everyone one in this chain had the "competence" of knowing where to look, but only 1 person had the "character" to make the time to take me there.
At Pret a Manger, they hire happy people and teach them how to make sandwiches versus trying to teach people who know how to make sandwiches how to be happy.
Be clear on the character you want and then make sure your hiring practices build in the behavioural requirements.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Thursday, November 13, 2008
No need for cutbacks in Employee Engagement
The 2008 Hewitt Best Employers in Australia and New Zealand were announced recently and there were a couple insights worth mentioning.
Not surprisingly study insights show a clear link between levels of employee engagement and virtually every measure of company performance. For example, Best Employers generated an average of 1-1/2 times more revenue and 2-1/2 times more profit per employee than the lower ranked organisations.
According to David Brown, market manager of Hewitt Australia and New Zealand: "The factors that drive employee engagement are a direct reflection on our changing social landscape. There are some universal factors that we see coming up again and again from year to year, such as;
Given the current economic climate, no company can absorb these additional costs as a result of cuts that negatively impact employee engagement.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Not surprisingly study insights show a clear link between levels of employee engagement and virtually every measure of company performance. For example, Best Employers generated an average of 1-1/2 times more revenue and 2-1/2 times more profit per employee than the lower ranked organisations.
According to David Brown, market manager of Hewitt Australia and New Zealand: "The factors that drive employee engagement are a direct reflection on our changing social landscape. There are some universal factors that we see coming up again and again from year to year, such as;
- career opportunities,
- recognition for work successes, and
- feeling that one's work makes a contribution.
- building a company culture that fosters productivity by 'walking the talk' and having company values that align with employees' personal values;
- having middle managers who understand and support business strategies; and
- building a diverse workforce."
Given the current economic climate, no company can absorb these additional costs as a result of cuts that negatively impact employee engagement.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Sunday, November 9, 2008
More Tales from the Kitchen
As you know we recently had our kitchen renovated. I had an experience with the hardwood flooring company that demonstrates how to irritate a good customer, when a very simple change in language would have had exactly the opposite effect.
We have paid the bulk of the contract, but I hadn't paid the final small outstanding balance pending their return to make a couple minor repairs. Nothing serious, no problems -- just a little touch-up. They we fine with the request and made an appointment to make the adjustments. So far -- everything is great.
However, the day before our scheduled appointment I received a call, indicating that they would not be able to come and make the repairs until the outstanding balance was paid. I explained that these were not repairs, but were in fact, 2 boards that were installed incorrectly and therefore I saw them as part of the original work that still needed to be completed. I also indicated that I had a cheque already made out, which they would be given when the job was completed to my satisfaction.
A discussion ensued about their business practices and risk of continuing to do work when bills weren't paid etc. etc. -- all the while telling me I was a valued customer since 2002. Lots about their issues, but none about my desire to have the work completed correctly before final payment.
The caller (who had been our sales person) closed by stating that he would make sure the installer would arrive as scheduled and he would deal with any internal issues.
So how could they have handled this situation better and still achieved their desired result of getting payment?
How about, "Mr Hogg, we are scheduled to be at your home tomorrow and I notice that you still have an outstanding balance. Could I tell the installer that you will have a cheque for him, or would it be more convenient to pay by credit card?"
They could even have added, "Normally we do not do follow up calls when there is an outstanding balance, but because you are a loyal, longtime customer we are pleased to make an exception." if they needed to clarify expectations.
I don't know about you, but the second scenario, lets the customer know what your expectations are while at the same time communicating that they are a valued customer.
How do you handle similar situations? Do your statement of policies potentially offend, or can wording be changed subtly to set expectations and still create a positive experience? Try out some of your answers while wearing your customer hat and find out.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
We have paid the bulk of the contract, but I hadn't paid the final small outstanding balance pending their return to make a couple minor repairs. Nothing serious, no problems -- just a little touch-up. They we fine with the request and made an appointment to make the adjustments. So far -- everything is great.
However, the day before our scheduled appointment I received a call, indicating that they would not be able to come and make the repairs until the outstanding balance was paid. I explained that these were not repairs, but were in fact, 2 boards that were installed incorrectly and therefore I saw them as part of the original work that still needed to be completed. I also indicated that I had a cheque already made out, which they would be given when the job was completed to my satisfaction.
A discussion ensued about their business practices and risk of continuing to do work when bills weren't paid etc. etc. -- all the while telling me I was a valued customer since 2002. Lots about their issues, but none about my desire to have the work completed correctly before final payment.
The caller (who had been our sales person) closed by stating that he would make sure the installer would arrive as scheduled and he would deal with any internal issues.
So how could they have handled this situation better and still achieved their desired result of getting payment?
How about, "Mr Hogg, we are scheduled to be at your home tomorrow and I notice that you still have an outstanding balance. Could I tell the installer that you will have a cheque for him, or would it be more convenient to pay by credit card?"
They could even have added, "Normally we do not do follow up calls when there is an outstanding balance, but because you are a loyal, longtime customer we are pleased to make an exception." if they needed to clarify expectations.
I don't know about you, but the second scenario, lets the customer know what your expectations are while at the same time communicating that they are a valued customer.
How do you handle similar situations? Do your statement of policies potentially offend, or can wording be changed subtly to set expectations and still create a positive experience? Try out some of your answers while wearing your customer hat and find out.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Tuesday, November 4, 2008
How are you treating your existing customers?
I came a cross a couple items recently that I thought were great examples of how to treat existing customers -- remember, these are the people who are currently funding your pay cheque.
The first was posted by Micah Solmon at the ultimate customer service blog. He talks about an experience he had with The New York Times when approached with a FREE gift subscription offer. When he told them he was already a subscriber, they gave him the FREE gift anyway as a thank you for his business.
The second is a letter from Steve Jobs to early adopters who purchased an iPhone and could be upset that the price had dropped by $200 after only 2 months. He offers a $100 credit towards future purchases, while also providing some explanation on why they have decided to drop the price this soon.
Both examples demonstrated a genuine commitment to treat customers like we all want to be treat -- with honesty, respect and integrity.
Clearly, it costs money to execute these types of examples. But what is the value returned by the increasing trust (and resultant loyalty) to the organization. And shouldn't we be investing in our existing customer to keep them happy versus try to "buy" new customers?
How often have we seen companies offering deep discounts to new customers while locking existing customers into old pricing. How does this make the existing customer feel? What kind of loyalty does it create when a repeat purchase is available.
Companies that "win" on price often find that they lose on "price" when the next company offers a better/new incentive because there is no loyalty factor built into the relationship.
Are you treating your prospects better than your existing customers?
What can you do for your existing customer that demonstrates that you appreciate their business -- without breaking the bank? I'd love to hear any ideas that you are using.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
The first was posted by Micah Solmon at the ultimate customer service blog. He talks about an experience he had with The New York Times when approached with a FREE gift subscription offer. When he told them he was already a subscriber, they gave him the FREE gift anyway as a thank you for his business.
The second is a letter from Steve Jobs to early adopters who purchased an iPhone and could be upset that the price had dropped by $200 after only 2 months. He offers a $100 credit towards future purchases, while also providing some explanation on why they have decided to drop the price this soon.
Both examples demonstrated a genuine commitment to treat customers like we all want to be treat -- with honesty, respect and integrity.
Clearly, it costs money to execute these types of examples. But what is the value returned by the increasing trust (and resultant loyalty) to the organization. And shouldn't we be investing in our existing customer to keep them happy versus try to "buy" new customers?
How often have we seen companies offering deep discounts to new customers while locking existing customers into old pricing. How does this make the existing customer feel? What kind of loyalty does it create when a repeat purchase is available.
Companies that "win" on price often find that they lose on "price" when the next company offers a better/new incentive because there is no loyalty factor built into the relationship.
Are you treating your prospects better than your existing customers?
What can you do for your existing customer that demonstrates that you appreciate their business -- without breaking the bank? I'd love to hear any ideas that you are using.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Saturday, November 1, 2008
Walk a mile in your customers shoes
We have all heard the expression about walking a mile in someone else’s shoes, but how often do we demonstrate this concept when dealing with our customers?
We often get so caught up in “doing our job” that we are too busy to really understand how our customer is feeling.
I recently had a fantastic experience with a company that was renovating our kitchen that really brought that concept home.
My wife and I arrived home after working all day, excited to see the progress that had been made on our kitchen -- they were installing the crown trim between the top of the cabinet and the ceiling.
When we walked into the room, the first thing we noticed was that the work had all be completed and beautifully installed. The second was that the colour of the cabinets and crown was slightly off, causing the effect of a dark line around the top of our cabinets. We knew that with a hand painted finish that colour variation was part of the effect, but this seemed too much.
We looked at each other and were immediately concerned. Could we live with this? Would the company tell us that this was the hand painted effect? I am sure you can imagine.
The installer could probably read our thoughts, because he informed us that he had already called the sales person and owner about this issue and they we on their way to have a look. He explained that until the material was installed and you stood back to look, it was impossible to tell the colour differences.
Well the sales person walked in and immediately agreed this was an issue that needed to be dealt with. He offered no solution yet, but our stress level was immediately calmed.
The owner walked in and also agreed the issue needed to be dealt with. They then began a team discussion about the best solution. They did so with my wife and I included in the conversation as they discussed the various options.
Finally, they decided the best option was to remove the crown moulding, return it to the shop to re-finish or prepare new pieces. The owner then pointed at the hood fan cover and a couple other pieces and stated that they weren’t up to standard either and they needed to come down as well.
Imagine our surprise! Imagine our delight!
The owner explained that we would have to live with this kitchen for many years, we had made a significant investment with his company and he wasn’t happy unless we were 100% satisfied. Incredible!
He put our satisfaction/needs ahead of his own. In the end, his need of building a prosperous business was accomplished.
We were more than 100% satisfied with final product -- we are enthusiastic ambassadors for his company. We have shared this story (and others from our experience) with many people and have already referred his company to at least 2 friends thinking about a new kitchen. Their business will continue to grow based on this kind of exceptional word of mouth.
Are you putting yourself in your customer’s shoes when they are faced with a problem, or are you focused on your own needs?
(If you are located in Toronto/GTA and want the company's name and number -- drop me a line)
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
We often get so caught up in “doing our job” that we are too busy to really understand how our customer is feeling.
I recently had a fantastic experience with a company that was renovating our kitchen that really brought that concept home.
My wife and I arrived home after working all day, excited to see the progress that had been made on our kitchen -- they were installing the crown trim between the top of the cabinet and the ceiling.
When we walked into the room, the first thing we noticed was that the work had all be completed and beautifully installed. The second was that the colour of the cabinets and crown was slightly off, causing the effect of a dark line around the top of our cabinets. We knew that with a hand painted finish that colour variation was part of the effect, but this seemed too much.
We looked at each other and were immediately concerned. Could we live with this? Would the company tell us that this was the hand painted effect? I am sure you can imagine.
The installer could probably read our thoughts, because he informed us that he had already called the sales person and owner about this issue and they we on their way to have a look. He explained that until the material was installed and you stood back to look, it was impossible to tell the colour differences.
Well the sales person walked in and immediately agreed this was an issue that needed to be dealt with. He offered no solution yet, but our stress level was immediately calmed.
The owner walked in and also agreed the issue needed to be dealt with. They then began a team discussion about the best solution. They did so with my wife and I included in the conversation as they discussed the various options.
Finally, they decided the best option was to remove the crown moulding, return it to the shop to re-finish or prepare new pieces. The owner then pointed at the hood fan cover and a couple other pieces and stated that they weren’t up to standard either and they needed to come down as well.
Imagine our surprise! Imagine our delight!
The owner explained that we would have to live with this kitchen for many years, we had made a significant investment with his company and he wasn’t happy unless we were 100% satisfied. Incredible!
He put our satisfaction/needs ahead of his own. In the end, his need of building a prosperous business was accomplished.
We were more than 100% satisfied with final product -- we are enthusiastic ambassadors for his company. We have shared this story (and others from our experience) with many people and have already referred his company to at least 2 friends thinking about a new kitchen. Their business will continue to grow based on this kind of exceptional word of mouth.
Are you putting yourself in your customer’s shoes when they are faced with a problem, or are you focused on your own needs?
(If you are located in Toronto/GTA and want the company's name and number -- drop me a line)
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
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