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/
Showing posts with label Customer Experience Stories. Show all posts
Showing posts with label Customer Experience Stories. Show all posts
Sunday, November 23, 2008
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/
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/
Monday, October 20, 2008
Empowering Employees
Last summer my family had a chance to travel to western Canada and one of the outstanding places we had the opportunity to visit was the Columbia Icefields in northern Alberta - just south of Jasper. Truly an awesome part of our great country.
Years ago we decided that wherever we travelled we would collect small photographic fridge magnets to commemorate the many stops along our travels. Resultant when we were at the Icefields I looked for a Fridge Magnet for our collection.
However, in the vast selection of magnets at the souvenir shop there were none that showed the Icefield. There were lots of animals, other local attractions, generic Alberta, but none of the Icefields.
When I enquired of staff if they had any, they apologized and told me that they received a shipment only once each week and they always ran out of the Icefield magnets before the next shipment.
What an interesting commentary on the company. Here the front line staff knew exactly what the problem was, yet either no one had asked them, they had not been encouraged to provide this input, or worse, they has already provided this input and it had been ignored.
If feedback is not actively solicited and expected, then you are missing a huge insight into your customers needs. In addition to making input a central part of your culture, make sure that as part of your research plans you are building in a process to gather this input.
Cheers!
Bill's passion is working with (private and public) organizations to improve business performance by engaging employee teams to focus on the internal and external customer and deliver an intentional service experience that exceeds expectations and creates a point of differentiation from the competition.
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/
Years ago we decided that wherever we travelled we would collect small photographic fridge magnets to commemorate the many stops along our travels. Resultant when we were at the Icefields I looked for a Fridge Magnet for our collection.
However, in the vast selection of magnets at the souvenir shop there were none that showed the Icefield. There were lots of animals, other local attractions, generic Alberta, but none of the Icefields.
When I enquired of staff if they had any, they apologized and told me that they received a shipment only once each week and they always ran out of the Icefield magnets before the next shipment.
What an interesting commentary on the company. Here the front line staff knew exactly what the problem was, yet either no one had asked them, they had not been encouraged to provide this input, or worse, they has already provided this input and it had been ignored.
If feedback is not actively solicited and expected, then you are missing a huge insight into your customers needs. In addition to making input a central part of your culture, make sure that as part of your research plans you are building in a process to gather this input.
Cheers!
Bill's passion is working with (private and public) organizations to improve business performance by engaging employee teams to focus on the internal and external customer and deliver an intentional service experience that exceeds expectations and creates a point of differentiation from the competition.
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/
Friday, October 3, 2008
Pret a Manger vs. The Ritz-Carlton - Part 2
A further similarity between key business practices between Pret a Manger (UK sandwich shop) and The Ritz-Carlton is in the area of empowering employees. After all, given their focus on hiring for character, doesn’t it make sense to allow these great people to do what they do naturally (with some guidelines of course).
Like The Ritz-Carlton, they are also empowered to make sure the customer is satisfied.
At Pret a Manger, each team member is empowered from their first day at work to make their own decisions. For example, if you complain that you didn’t like your coffee at your local Pret, it is up to the team member you speak with, to decide how to resolve the situation. If you are spotted struggling with bags, team members are welcome to leave their post and go and help. It’s a question of using the common sense and respect that Pret looks for when it hires people.
Jay Chapman, Head of Communications, says, “It’s not uncommon to find that if you’ve been to Pret for your lunch every day for a week, the person behind the till will recognise you and decide to give you Friday for free. The manager keeps an eye on things, but overall the team members are empowered to make their own decisions”.
Result, Pret’s customers are happy. On average, 60% of feedback received by the Pret a Manger customer service department is either positive or neutral. Pret has not only succeeded in engaging their employees but their clients as well.
And why not? Jay’s philosophy is “If you treat your employees well and involve them in the decisions that will affect them, they’re much more likely to be engaged in carrying out the effects of those decisions.”
It comes as no surprise that both companies have both high employee engagement and high customer satisfaction. When you hire the right people for the job -- and then let them do the job, you will have happy, engaged staff, and it turn happy, satisfied customers.
Check out the full article if you haven’t already done so.
Cheers!
Bill's passion is exceptional customer service -- internally and externally. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand values and deliver an intentional customer service experience that exceeds expectations.
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/
Like The Ritz-Carlton, they are also empowered to make sure the customer is satisfied.
At Pret a Manger, each team member is empowered from their first day at work to make their own decisions. For example, if you complain that you didn’t like your coffee at your local Pret, it is up to the team member you speak with, to decide how to resolve the situation. If you are spotted struggling with bags, team members are welcome to leave their post and go and help. It’s a question of using the common sense and respect that Pret looks for when it hires people.
Jay Chapman, Head of Communications, says, “It’s not uncommon to find that if you’ve been to Pret for your lunch every day for a week, the person behind the till will recognise you and decide to give you Friday for free. The manager keeps an eye on things, but overall the team members are empowered to make their own decisions”.
Result, Pret’s customers are happy. On average, 60% of feedback received by the Pret a Manger customer service department is either positive or neutral. Pret has not only succeeded in engaging their employees but their clients as well.
And why not? Jay’s philosophy is “If you treat your employees well and involve them in the decisions that will affect them, they’re much more likely to be engaged in carrying out the effects of those decisions.”
It comes as no surprise that both companies have both high employee engagement and high customer satisfaction. When you hire the right people for the job -- and then let them do the job, you will have happy, engaged staff, and it turn happy, satisfied customers.
Check out the full article if you haven’t already done so.
Cheers!
Bill's passion is exceptional customer service -- internally and externally. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand values and deliver an intentional customer service experience that exceeds expectations.
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/
Monday, September 22, 2008
Rogers does the unexpected
It’s popular to highlight the problems experienced by one of the largest Telco’s in Canada, but today I had an unexpected experience worth repeating.
I phoned Rogers cellular today because my daughters cell phone had incurred $33.00 worth of “Premium Services” on our family plan that she was unaware she had signed up for. We wanted to stop these services before additional charges were incurred.
The CSR explained that these were not Rogers charges, but were third-party services which we needed to cancel directly with the third-party. She then explained how this could be done.
While I was on the phone, I also asked her to examine my usage and let me know if I had the best plan for our needs. She showed me how by changing my plan, for the same base rate, I could receive additional services and have extra minutes which would reduce my overall bill.
I hung up grateful for her help and feeling pretty good about the overall experience.
Then the unexpected.
An hour later I checked my cellular voicemail and found a message from my CSR. She indicated that because we had inadvertently accessed these premium services, and had called to cancel after receiving the first bill, she had credited my account for the $33.00. She was clear that this offer was extended because the first time someone accessed these services it was often based on misunderstanding how these services worked.
WOW, was I shocked. I hadn’t expected this credit, and really had no right to expect it, but I was thrilled to have been treated as loyal customer who mattered to the company.
My opinion immediately changed and this Moment of Magic has definitely put some currency in my Rogers brand bank account.
Are you looking for ways to delight your customers?
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
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: www.billhogg.ca
I phoned Rogers cellular today because my daughters cell phone had incurred $33.00 worth of “Premium Services” on our family plan that she was unaware she had signed up for. We wanted to stop these services before additional charges were incurred.
The CSR explained that these were not Rogers charges, but were third-party services which we needed to cancel directly with the third-party. She then explained how this could be done.
While I was on the phone, I also asked her to examine my usage and let me know if I had the best plan for our needs. She showed me how by changing my plan, for the same base rate, I could receive additional services and have extra minutes which would reduce my overall bill.
I hung up grateful for her help and feeling pretty good about the overall experience.
Then the unexpected.
An hour later I checked my cellular voicemail and found a message from my CSR. She indicated that because we had inadvertently accessed these premium services, and had called to cancel after receiving the first bill, she had credited my account for the $33.00. She was clear that this offer was extended because the first time someone accessed these services it was often based on misunderstanding how these services worked.
WOW, was I shocked. I hadn’t expected this credit, and really had no right to expect it, but I was thrilled to have been treated as loyal customer who mattered to the company.
My opinion immediately changed and this Moment of Magic has definitely put some currency in my Rogers brand bank account.
Are you looking for ways to delight your customers?
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
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: www.billhogg.ca
Saturday, September 13, 2008
CIBC policy hurts more than it helps?
Yesterday I tried to use my CIBC credit card to purchase some new lights for our home -- approximately $700.00. However, when I went to pay, my credit card was declined -- twice. Embarrassed by the fact that my bank had refused me credit, I was forced to use a different credit.
When I returned home, I called the CIBC to find out why I had been declined. My monthly payments are through pre-authorized withdrawal, I never carry a balance and I was way under my credit limit.
The explanation from the CSR was that CIBC had declined your card so I would call in and they could confirm that the card has not compromised, lost or stolen. They explained they did this periodically as a safety feature to protect their customers.
To add further insult to injury, I was then forced to answer a number of questions about when, where and how much my last purchases were.
So in their claimed effort to provide me with protection, the actually have set themselves up to upset their customers.
I now have a ticking time bomb in my wallet. I never know the next time it will go off and I will face the embarrassment of having my card declined. Maybe next time it will be with a client, or possibly friends, who will question my financial management when my credit card is declined.
Of course, one way to avoid this situation is to cancel the card. Which has exactly the opposite affect for CIBC than they intended.
So, don't be like CIBC. Make sure you think through your policies from the customer viewpoint. Don't do more harm than good.
Something to think about!
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
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/
When I returned home, I called the CIBC to find out why I had been declined. My monthly payments are through pre-authorized withdrawal, I never carry a balance and I was way under my credit limit.
The explanation from the CSR was that CIBC had declined your card so I would call in and they could confirm that the card has not compromised, lost or stolen. They explained they did this periodically as a safety feature to protect their customers.
To add further insult to injury, I was then forced to answer a number of questions about when, where and how much my last purchases were.
So in their claimed effort to provide me with protection, the actually have set themselves up to upset their customers.
I now have a ticking time bomb in my wallet. I never know the next time it will go off and I will face the embarrassment of having my card declined. Maybe next time it will be with a client, or possibly friends, who will question my financial management when my credit card is declined.
Of course, one way to avoid this situation is to cancel the card. Which has exactly the opposite affect for CIBC than they intended.
So, don't be like CIBC. Make sure you think through your policies from the customer viewpoint. Don't do more harm than good.
Something to think about!
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
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, September 10, 2008
Is anybody really listening
As a customer do you ever feel that no one is listening to you or thinking about your needs? How often have you been in a situation where the service provider clearly demonstrates that in spite of their words, their actions communicate that they are not listening.
For example, I recently went to pick up my dry cleaning. The cleaners have always been very helpful and looked after my needs quite well. No complaints.
They run a loyalty program where for every so many dollars purchased I get a $15.00 credit -- nice. However, whenever I pick up my laundry, I have to remember to go through a pile of cards that they store in flat rolodex files, get my card, have it stamped and then return it to the file.
On this particular day I mentioned that given the technology today they should have it on their computer system that whenever I spend over a certain amount they could surprise me and reward me with a $15.00 discount. Same program, but more convenient for the customer and provides the cleaner the opportunity to delight me.
Their response (said very nicely) was they already had lots going on at the cash register when a customer was purchasing and that would just add another step.
When I mentioned that it was not a very customer-focused response they assured me they were very customer focused -- and frankly they are.
It just served to remind me that even people/companies that are customer-focused still need to listen. We may be doing many things right -- but when a loyal customer offers a comment or suggestion -- shut up and LISTEN.
We can always improve and that usually starts with listening.
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
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/
For example, I recently went to pick up my dry cleaning. The cleaners have always been very helpful and looked after my needs quite well. No complaints.
They run a loyalty program where for every so many dollars purchased I get a $15.00 credit -- nice. However, whenever I pick up my laundry, I have to remember to go through a pile of cards that they store in flat rolodex files, get my card, have it stamped and then return it to the file.
On this particular day I mentioned that given the technology today they should have it on their computer system that whenever I spend over a certain amount they could surprise me and reward me with a $15.00 discount. Same program, but more convenient for the customer and provides the cleaner the opportunity to delight me.
Their response (said very nicely) was they already had lots going on at the cash register when a customer was purchasing and that would just add another step.
When I mentioned that it was not a very customer-focused response they assured me they were very customer focused -- and frankly they are.
It just served to remind me that even people/companies that are customer-focused still need to listen. We may be doing many things right -- but when a loyal customer offers a comment or suggestion -- shut up and LISTEN.
We can always improve and that usually starts with listening.
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
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/
Monday, August 25, 2008
TASCO Strikes again
I thought I would update you on the progress in our kitchen renovation and how the appliance company has fared since I last talked about them.
It seems that one of the appliances we ordered in May is now back-ordered for a couple weeks past our delivery date of tomorrow. We found this out late last week when they called to confirm the delivery date and let me know I needed to have a certified cheque when they delivered the appliances.
So here are the issues as I see them.
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/
It seems that one of the appliances we ordered in May is now back-ordered for a couple weeks past our delivery date of tomorrow. We found this out late last week when they called to confirm the delivery date and let me know I needed to have a certified cheque when they delivered the appliances.
So here are the issues as I see them.
- We placed our order in May with a significant deposit and finalized our delivery date in June. However, less than 1 week from delivery we are suddenly back-ordered. This was the first mention that there would be problem with delivery. This means we will have a kitchen partially complete until the back-ordered appliance arrives, plus we need to pay people to come back and complete the installation.
It would seem that when a customer places a confirmed order tied to a specific delivery date, they should have product available for that order. If the product is back-ordered at the time of purchase the customer would have the option to make a new decision about their product selection. However, if the product is available at the time of the order, why does the supplier not ensure it has stock on hand to honour all committed orders before selling additional units? - I need a certified cheque with only a couple working days notice. A simple call a week in advance would have allowed me to drop-off or mail a cheque which could have been deposited and cleared prior to delivery. If I chose a certified cheque, I would have a few extra days to visit my branch and get it. Either way the customer has options.
TASCO is still thinking about their needs first. First, sell as much product as possible and hope that there is enough available to make their commitments, and second, make sure we get our money.
In both cases, a slight adjustment in process provides the customer with options. Some timely communication with the customer would have also helped this situation.
Are your processes designed to meet your needs or the customers? Consider reviewing your procedures to determine if a few simple adjustments could make them more customer friendly and still address your important business requirements.
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.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, August 21, 2008
Home Depot Does It Right
I wanted to share a great story about a customer experience I heard about recently -- here at my local Home Depot.
It seems that a 6 year old boy wanted to get a part-time job, just like his older brother. Like many 6 year olds, he liked to build things, so he indicated he wanted to work at Home Depot. When his father suggested he write a letter he did, so his father dropped the letter off at the Customer Service desk. Dad thought he had heard the last of this.
However, about 6 weeks later they were in Home Depot and the son reminded Dad that they had not heard from Home Depot yet and insisted on checking on the status of his job. Needless to say, Dad was thinking his son was in for a big disappointment.
However, when Dad sheepishly went to the desk to enquire about the job for his son, the lady immediately recognized the young man and explained that they had posted the letter on their bulletin board and how the young boy was the talk of the store. Problem was that the letter had not included a last name, phone number or address, so they had been unable to contact the family.
She then invited the young boy to be a special helper at the upcoming children's workshop.
The day of the workshop he was presented with an apron, baseball cap and assisted the instructor handing out kits, aprons and tools to all the other children who attended. Upon completion each child was presented with a certificate signed by both the instructor and the young boy.
Needless to say this single act made a huge impression on the young boy, as well as his entire family, their circle of friends, the subsequently the circulation of the paper I read the article in -- and now you.
So does it pay to show a little extra attention to that unique situation? You bet!
Remember, every customer is unique, so every solution should reflect that unique situation. If we blindly insist on a list of rules, we handcuff our employees and prevent them from using their good judgement on a unique solution that addresses that specific situation.
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
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/
It seems that a 6 year old boy wanted to get a part-time job, just like his older brother. Like many 6 year olds, he liked to build things, so he indicated he wanted to work at Home Depot. When his father suggested he write a letter he did, so his father dropped the letter off at the Customer Service desk. Dad thought he had heard the last of this.
However, about 6 weeks later they were in Home Depot and the son reminded Dad that they had not heard from Home Depot yet and insisted on checking on the status of his job. Needless to say, Dad was thinking his son was in for a big disappointment.
However, when Dad sheepishly went to the desk to enquire about the job for his son, the lady immediately recognized the young man and explained that they had posted the letter on their bulletin board and how the young boy was the talk of the store. Problem was that the letter had not included a last name, phone number or address, so they had been unable to contact the family.
She then invited the young boy to be a special helper at the upcoming children's workshop.
The day of the workshop he was presented with an apron, baseball cap and assisted the instructor handing out kits, aprons and tools to all the other children who attended. Upon completion each child was presented with a certificate signed by both the instructor and the young boy.
Needless to say this single act made a huge impression on the young boy, as well as his entire family, their circle of friends, the subsequently the circulation of the paper I read the article in -- and now you.
So does it pay to show a little extra attention to that unique situation? You bet!
Remember, every customer is unique, so every solution should reflect that unique situation. If we blindly insist on a list of rules, we handcuff our employees and prevent them from using their good judgement on a unique solution that addresses that specific situation.
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
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/
Monday, July 28, 2008
Avis and their 3 Minute Promise
In the same vein as my earlier post Are You Measuring What Counts, the blog Customer Relations referred me to an article this morning where EasierTravel reported that Avis has launched its “3 Minute Promise” service, for Avis Preferred members in France and the UK.
"The 3 Minute service begins when the customer enters the Avis premises and time can be measured by the renter with a stop watch provided at the start of each rental process. If the time elapsed is over the three minutes, the customer will receive an apology, and a few days later, a retail voucher worth €30/£20 in the post."
Daniel McCarthy, Commercial Director, Avis UK explains: "It is our aim to enhance our customer service through best practice initiatives such as this, particularly focusing on offering a fast, efficient service." Daniel continues, "This is part of Avis' ongoing commitment to consistent benefits and standards across our network." (read full article)
I thought I would offer a slightly different take on these kinds of initiatives.
The Avis view (and one I believe shared by Customer Relations) is that this is putting the customers' needs at the forefront. So far we agree.
I guess where I think we need to expand the discussion is based on the concept -- What gets measured gets done.
My concern is that if time becomes the measurement, then others things, like quality customer service, may suffer. You need to make sure that your "time-based" measures have a corresponding measure of quality of customer service experience.
I often say to clients with call-centres, "The easiest way to get a higher number of calls each hour is just hang up faster." The customer may not be happy, but if all you want is higher throughput then hanging up will deliver it.
Now obviously, I am not serious, but it demonstrates the point.
So make sure you don't get lulled into thinking that numeric measures alone will lead to quality customer service. Make sure the quality aspect is also built into your tracking.
Something to think about.
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
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: www.billhogg.ca
"The 3 Minute service begins when the customer enters the Avis premises and time can be measured by the renter with a stop watch provided at the start of each rental process. If the time elapsed is over the three minutes, the customer will receive an apology, and a few days later, a retail voucher worth €30/£20 in the post."
Daniel McCarthy, Commercial Director, Avis UK explains: "It is our aim to enhance our customer service through best practice initiatives such as this, particularly focusing on offering a fast, efficient service." Daniel continues, "This is part of Avis' ongoing commitment to consistent benefits and standards across our network." (read full article)
I thought I would offer a slightly different take on these kinds of initiatives.
The Avis view (and one I believe shared by Customer Relations) is that this is putting the customers' needs at the forefront. So far we agree.
I guess where I think we need to expand the discussion is based on the concept -- What gets measured gets done.
My concern is that if time becomes the measurement, then others things, like quality customer service, may suffer. You need to make sure that your "time-based" measures have a corresponding measure of quality of customer service experience.
I often say to clients with call-centres, "The easiest way to get a higher number of calls each hour is just hang up faster." The customer may not be happy, but if all you want is higher throughput then hanging up will deliver it.
Now obviously, I am not serious, but it demonstrates the point.
So make sure you don't get lulled into thinking that numeric measures alone will lead to quality customer service. Make sure the quality aspect is also built into your tracking.
Something to think about.
Cheers!
Bill's passion is branded customer service that exceeds expectations. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
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: www.billhogg.ca
Thursday, July 24, 2008
What is Garmin thinking?
I purchased a Garmin GPS for my car in April 2006. I have been generally satisfied with the performance until my recent experience to update the North American mapping. Something they encouraged me to do.
My saga started with a visit to their website which was fairly easy to navigate. After about 10 minutes, I had identified the correct program for my model and started through the check-out process to download my new mapping software.
After 20 plus minutes where it refused to accept my credit card, with no explanation, I finally gave up in disgust and called their customer support line.
After waiting 40 minutes to speak to a CSR I was informed that it was impossible to download or even sell a DVD to people from Canada online. No explanation why, and more importantly, no response when I asked why this wasn't immediately communicated on the website -- before I spent time trying to make an online purchase. Something they encouraged me to sign up for when I purchased the unit.
I was told me to go back to the location where I had purchased the unit (Best Buy in my case) because they sold the upgrades for the same prices as online -- $69.
Not great, but rules are rules.
So off to Best Buy. However, at Best Buy the upgrade costs $99 -- a 50% increase. Meanwhile, they are selling brand new units as low as $149 which already have the current maps installed.
My decision -- don't buy the upgrade and wait to buy a new unit when they are on sale. But not a Garmin.
If they were trying to drive away a customer, Garmin couldn't have done a better job. Wasted my time online with incomplete information and then to compound the issue give me bad information when I get to a CSR.
Simple fix. Communicate early, often and accurately with your customers.
Cheers!
Bill's passion is great customer service. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
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: www.billhogg.ca
My saga started with a visit to their website which was fairly easy to navigate. After about 10 minutes, I had identified the correct program for my model and started through the check-out process to download my new mapping software.
After 20 plus minutes where it refused to accept my credit card, with no explanation, I finally gave up in disgust and called their customer support line.
After waiting 40 minutes to speak to a CSR I was informed that it was impossible to download or even sell a DVD to people from Canada online. No explanation why, and more importantly, no response when I asked why this wasn't immediately communicated on the website -- before I spent time trying to make an online purchase. Something they encouraged me to sign up for when I purchased the unit.
I was told me to go back to the location where I had purchased the unit (Best Buy in my case) because they sold the upgrades for the same prices as online -- $69.
Not great, but rules are rules.
So off to Best Buy. However, at Best Buy the upgrade costs $99 -- a 50% increase. Meanwhile, they are selling brand new units as low as $149 which already have the current maps installed.
My decision -- don't buy the upgrade and wait to buy a new unit when they are on sale. But not a Garmin.
If they were trying to drive away a customer, Garmin couldn't have done a better job. Wasted my time online with incomplete information and then to compound the issue give me bad information when I get to a CSR.
Simple fix. Communicate early, often and accurately with your customers.
Cheers!
Bill's passion is great customer service. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
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: www.billhogg.ca
Monday, July 21, 2008
How to lose a customer -- without really trying
I received a phone call today from the Manager of a student run painting company that demonstrated with brilliant clarity what not to do when talking to a potential customer. It served as a great reminder of how we should be thinking when we are interacting with your customers.
I had previously called this company and left a message to obtain a quote for some exterior painting. They were one of 2 student run companies that I called for a quote. The other company had already returned my call and provided a quote by the time this company finally returned my call a full week after the request.
The Manager spent a few moments to clarify what needed to be quoted and a convenient time that they could come to look at the job (a reasonable 2 days hence). They then asked whether anyone else would need to be consulted before making a decision to proceed. Well my “spidey-senses” starting tingling.
This sounded like they planned to offer an incentive to close the deal that night. Sales people will recognize this as a 1-step close, because it doesn’t require a follow up call.
I indicated that as a married man, I would of course consult with my wife about this issue. The Manager of this particular franchise asked whether there would be a more convenient time when my wife would be available. I said, “No, this was a great time.”
Not satisfied with this answer the manager indicated that because they had to travel a fair distance to get to the appointment (remember they are the “local” franchise) and they would prefer if both decision makers were available at the appointment because this would save the Manager time since they would have the opportunity to answer any questions that arose.
Remember -- this is to paint the exterior windows, doors and garage doors. Not exactly subject for weighty discussion. Again they pressed me harder to change the date.
I again indicated that this was the best time and offered that if it was inconvenient for them to provide a quote then we could just not bother to have a quote done at all.
Their response (wait for it) -- “I guess that will have to do!”
That will have to do? I am the customer for goodness sake. Sorry to inconvenience you and potentially require you to actually leave without a signed contract. Sorry I wasn’t prepared to accommodate your process. Sorry you might need to make a follow up call. Sorry I might want to have another company provide a quote to ensure that I am getting a quality job for a fair price.
Well I saved them time -- I cancelled the appointment and called the other company and awarded them the job.
The lessons here are many, but the big one was they were in business for themselves -- not their customer. They were not thinking from a customer perspective when they developed their scripting and training. Their entire process and all the resultant issues that arose were because they were not thinking about my needs -- the definition of a customer-focused business.
The really unfortunate part is that this student Manager was probably following a script that had been provided by the master franchisor and didn’t know any better. Hopefully they will learn before it is too late.
If they continue to follow that process, they will find themselves coming second on a lot of jobs -- simply because customers have the option to work with another company that puts the customers’ interests ahead of their own.
And of course, their competition will be more profitable because they will get a higher percent of the jobs they quote against this company because of their differentiated customer service experience. Proving once again that customer-focus is a profit strategy.
Cheers!
Bill's passion is great customer service. He works with clients to help activate a “customer-focused” culture that helps employees embrace the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a very 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: www.billhogg.ca
I had previously called this company and left a message to obtain a quote for some exterior painting. They were one of 2 student run companies that I called for a quote. The other company had already returned my call and provided a quote by the time this company finally returned my call a full week after the request.
The Manager spent a few moments to clarify what needed to be quoted and a convenient time that they could come to look at the job (a reasonable 2 days hence). They then asked whether anyone else would need to be consulted before making a decision to proceed. Well my “spidey-senses” starting tingling.
This sounded like they planned to offer an incentive to close the deal that night. Sales people will recognize this as a 1-step close, because it doesn’t require a follow up call.
I indicated that as a married man, I would of course consult with my wife about this issue. The Manager of this particular franchise asked whether there would be a more convenient time when my wife would be available. I said, “No, this was a great time.”
Not satisfied with this answer the manager indicated that because they had to travel a fair distance to get to the appointment (remember they are the “local” franchise) and they would prefer if both decision makers were available at the appointment because this would save the Manager time since they would have the opportunity to answer any questions that arose.
Remember -- this is to paint the exterior windows, doors and garage doors. Not exactly subject for weighty discussion. Again they pressed me harder to change the date.
I again indicated that this was the best time and offered that if it was inconvenient for them to provide a quote then we could just not bother to have a quote done at all.
Their response (wait for it) -- “I guess that will have to do!”
That will have to do? I am the customer for goodness sake. Sorry to inconvenience you and potentially require you to actually leave without a signed contract. Sorry I wasn’t prepared to accommodate your process. Sorry you might need to make a follow up call. Sorry I might want to have another company provide a quote to ensure that I am getting a quality job for a fair price.
Well I saved them time -- I cancelled the appointment and called the other company and awarded them the job.
The lessons here are many, but the big one was they were in business for themselves -- not their customer. They were not thinking from a customer perspective when they developed their scripting and training. Their entire process and all the resultant issues that arose were because they were not thinking about my needs -- the definition of a customer-focused business.
The really unfortunate part is that this student Manager was probably following a script that had been provided by the master franchisor and didn’t know any better. Hopefully they will learn before it is too late.
If they continue to follow that process, they will find themselves coming second on a lot of jobs -- simply because customers have the option to work with another company that puts the customers’ interests ahead of their own.
And of course, their competition will be more profitable because they will get a higher percent of the jobs they quote against this company because of their differentiated customer service experience. Proving once again that customer-focus is a profit strategy.
Cheers!
Bill's passion is great customer service. He works with clients to help activate a “customer-focused” culture that helps employees embrace the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a very 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: www.billhogg.ca
Thursday, July 3, 2008
Treat Customers Like They Matter
Recently I had to go to a local collision repair shop for an estimate for some repair work on my car. I was sent to this particular shop by my insurance company for a quote, but was told I could have the actual repair done at any accredited collision repair shop.
The first thing I noticed was a sign on the back wall that stated "Quality starts with great service". I was greeted quickly by the receptionist who took some basic information and then asked me to take a seat indicating an estimator would be right with me.
Well, I sat for 5 minutes watching 2 people sitting at desks working away at their computers. One of them took a phone call and the second commented to the receptionist that she would be awhile. At no time did either acknowledge me.
Suddenly the one who took the phone call stood up and indicated that I should follow him outside to my car. I guess he was one of the estimators.
After asking me some questions and taking some pictures, we returned to his desk where he filled out the forms on the computer and after 10 minutes printed out the sheets and handed them to me. The whole time I sat at his desk, he said not 1 word to me.
So what should I think about the quality of this organization? What do we learn from this example?
They did a good job of setting expectations with their sign. The receptionist was friendly and efficient. But then the problems started to show.
Here are some simple things that I think would have gone a long way to improving the customer experience.
The first thing I noticed was a sign on the back wall that stated "Quality starts with great service". I was greeted quickly by the receptionist who took some basic information and then asked me to take a seat indicating an estimator would be right with me.
Well, I sat for 5 minutes watching 2 people sitting at desks working away at their computers. One of them took a phone call and the second commented to the receptionist that she would be awhile. At no time did either acknowledge me.
Suddenly the one who took the phone call stood up and indicated that I should follow him outside to my car. I guess he was one of the estimators.
After asking me some questions and taking some pictures, we returned to his desk where he filled out the forms on the computer and after 10 minutes printed out the sheets and handed them to me. The whole time I sat at his desk, he said not 1 word to me.
So what should I think about the quality of this organization? What do we learn from this example?
They did a good job of setting expectations with their sign. The receptionist was friendly and efficient. But then the problems started to show.
Here are some simple things that I think would have gone a long way to improving the customer experience.
- Telling me that the 2 estimators were currently finishing a claim and giving me an indication of my wait time would have gone a long way.
- If the estimator spoke to me rather than the receptionist (I was actually closer) it would have made me feel like a valued customer versus an inconvenience that needed to be dealt with.
- Introducing themselves when they asked me to come outside to do the estimate.
- Explaining what the estimator was doing on the computer would have made me feel part of the process instead of a bystander.
As a result of this experience, I will probably take my business elsewhere rather than dealing with this company in spite of the fact they had been specifically referred by the insurance company as a trusted supplier.
The funny thing is, they already had me in their shop and there would have been no cost to displaying some simple customer service behaviours. No one was rude or treated me badly, yet, the customer service experience pushed me away.
Too often we get so busy that we forget the simple things. None of the things mentioned would have cost either time or money, yet because they were forgotten, they lost a $3,000 repair bill.
The worst part is they probably have no idea what they did or why they lost my business. I am sure they think they are doing a good job. Something to think about.
Cheers!
Bill works with clients to help activate a “customer-focused” culture that helps employees embrace the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
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: www.billhogg.ca
Friday, June 20, 2008
Restocking Fees
I recently received an email that is being circulated around the web about the 15% restocking fee at Best Buy in the US (Best Buy Canada does not charge this Restocking Fee). I thought it raised an interesting point about serving the organization versus serving the customer.
This particular customer was upset because they had been required to pay $45 to return a GPS when they decided to return it in favour of another brand. They were further angered because since the amount was over $200 and they had paid cash, they had to wait for a cheque to be issued from head office in 7 to 10 days.
When Best Buy US was contacted, they confirmed that when certain non-defective items are returned (i.e Notebook Computers, GPS, Digital Cameras, In-car Video Systems, etc.) they do deduct a 15% restocking fee. Their rationale is that people might borrow these items, use them and then return them to Best Buy like a lending library. The restocking fee is to discourage people from purchasing items before a weekend, special event or trip and then returning them afterwards.
Resultant, the store ends up subsidizing this customer because they now have an obviously open package, potentially causing future buyers to avoid purchasing unless discounted. Their basis is that this way the customer who "changed" their mind bears some of the loss associated with this opened product.
When you compare this policy to some of the stories we hear -- returned tires at Nordstrom when they don't sell tires, or fur coats from Macy's used for a weekend benefit ball and returned -- you can clearly see the difference in their customer-focus.
While I don't agree that customers should take advantage of companies who put customers first, I think we must consider what message our policies are sending. For example, do we insult 99% of our customers with a policy of no more than 3 items into a change room to prevent the 1% who is intending to steal?
Have a look at your policies and ask yourself -- are they for the organization, or are they for the customer? Something to think about!
Cheers!
This particular customer was upset because they had been required to pay $45 to return a GPS when they decided to return it in favour of another brand. They were further angered because since the amount was over $200 and they had paid cash, they had to wait for a cheque to be issued from head office in 7 to 10 days.
When Best Buy US was contacted, they confirmed that when certain non-defective items are returned (i.e Notebook Computers, GPS, Digital Cameras, In-car Video Systems, etc.) they do deduct a 15% restocking fee. Their rationale is that people might borrow these items, use them and then return them to Best Buy like a lending library. The restocking fee is to discourage people from purchasing items before a weekend, special event or trip and then returning them afterwards.
Resultant, the store ends up subsidizing this customer because they now have an obviously open package, potentially causing future buyers to avoid purchasing unless discounted. Their basis is that this way the customer who "changed" their mind bears some of the loss associated with this opened product.
When you compare this policy to some of the stories we hear -- returned tires at Nordstrom when they don't sell tires, or fur coats from Macy's used for a weekend benefit ball and returned -- you can clearly see the difference in their customer-focus.
While I don't agree that customers should take advantage of companies who put customers first, I think we must consider what message our policies are sending. For example, do we insult 99% of our customers with a policy of no more than 3 items into a change room to prevent the 1% who is intending to steal?
Have a look at your policies and ask yourself -- are they for the organization, or are they for the customer? Something to think about!
Cheers!
Monday, June 16, 2008
When a discount offer does more damage than good
As a subscriber to the Mirvish series, I received an email today, inviting me to a special presentation to meet the final 10 contestants for the title role of Maria in their upcoming production. I expect the purpose of this offer was to add value to my subscription and make me feel like an insider -- hence increasing my loyalty and emotional connection to the Mirvish company. This sounds like a good idea.
However, added at the end of the email was the following message. REMINDER: Order extra tickets for The Sound of Music at 15% off of the regular price before they go on public sale tomorrow. Call 416-593-4225 or 1-800-771-3933.
This sounded like a good idea so I called to book an extra ticket to take my young daughter. However, when told the final price I was told that the 15% discount was only available on certain performances -- the performance that I already had my 2 subscription tickets for was not included.
When I questioned this in the context of the actual message in the email, which communicated no such conditions, I was told that this was a reminder of a previous email and in that original email they had explained the offer was only available to certain performances.
My option was to trade my existing 2 tickets (5th row, 2nd Friday night of the run) for another mid-week night later in the run.
Now as a subscriber for almost 15 years, this treatment didn't make me feel like an insider. In fact, I was more disappointed about the outcome than if I hadn't been made the offer at all. I paid the full price, but with a bad feeling about how I had been treated. The onus was put on me to track the offer through multiple emnails to ensure I knew the deatils of the offer.
Clearly when the Mirvish team was crafting this offer they were not thinking from their customer point of view, but were simply looking for a means to sell more tickets.
Net outcome, I now have less loyalty, because they have not demonstrated loyalty to me, their long-term customer. Further, when presented with the problem, they made no real effort to recuperate when I highlighted the disconnect between their messaging and their rules.
So be careful when making an offer to an existing customer (or any customer). Make sure you are looking at the offering from their perspective, not just your own. Treat them like gold, since it cost 5 times more to get a new customer than keep a old customer.
Cheers!
However, added at the end of the email was the following message. REMINDER: Order extra tickets for The Sound of Music at 15% off of the regular price before they go on public sale tomorrow. Call 416-593-4225 or 1-800-771-3933.
This sounded like a good idea so I called to book an extra ticket to take my young daughter. However, when told the final price I was told that the 15% discount was only available on certain performances -- the performance that I already had my 2 subscription tickets for was not included.
When I questioned this in the context of the actual message in the email, which communicated no such conditions, I was told that this was a reminder of a previous email and in that original email they had explained the offer was only available to certain performances.
My option was to trade my existing 2 tickets (5th row, 2nd Friday night of the run) for another mid-week night later in the run.
Now as a subscriber for almost 15 years, this treatment didn't make me feel like an insider. In fact, I was more disappointed about the outcome than if I hadn't been made the offer at all. I paid the full price, but with a bad feeling about how I had been treated. The onus was put on me to track the offer through multiple emnails to ensure I knew the deatils of the offer.
Clearly when the Mirvish team was crafting this offer they were not thinking from their customer point of view, but were simply looking for a means to sell more tickets.
Net outcome, I now have less loyalty, because they have not demonstrated loyalty to me, their long-term customer. Further, when presented with the problem, they made no real effort to recuperate when I highlighted the disconnect between their messaging and their rules.
So be careful when making an offer to an existing customer (or any customer). Make sure you are looking at the offering from their perspective, not just your own. Treat them like gold, since it cost 5 times more to get a new customer than keep a old customer.
Cheers!
Wednesday, May 28, 2008
Something For Nothing
I had 2 very interesting experiences this past week while out shopping for materials to make some repairs around the house.
The first was to repair a step on our deck. I was looking for a 2 short pieces (less than 3 feet) of cedar which were both different widths (6 & 8 inches). The problem was that every lumber store I went to would only sell me 8 foot lengths -- at a cost of approx $20.00 each. So for my little step I needed to spend $40.00.
Being the frugal fellow that I am, I decided to drop by one of the local deck companies (Forest Deck in York Region) to see if they would sell me a couple shorter pieces they might have left over.
I spoke to the owner, who took me back to his yard and personally helped me select 2 good pieces that were the correct size. When I offered to pay, he declined with the comment "what goes around comes around".
A second trip was to Brofasco to purchase some washers. I found the perfect washer and ordered 30. In this case, the clerk explained they had a minimum purchase threshold of $10.00, so I was welcome to them with their compliments. The interesting thing is, the clerk was not the owner, but he sure acted like one. He understood that the financial loss of 30 washers (probably around $2.00) against the goodwill he created on behalf of his employer was worth the investment.
WOW -- both of these Moments of Truth teach us a lesson.
The first was to repair a step on our deck. I was looking for a 2 short pieces (less than 3 feet) of cedar which were both different widths (6 & 8 inches). The problem was that every lumber store I went to would only sell me 8 foot lengths -- at a cost of approx $20.00 each. So for my little step I needed to spend $40.00.
Being the frugal fellow that I am, I decided to drop by one of the local deck companies (Forest Deck in York Region) to see if they would sell me a couple shorter pieces they might have left over.
I spoke to the owner, who took me back to his yard and personally helped me select 2 good pieces that were the correct size. When I offered to pay, he declined with the comment "what goes around comes around".
A second trip was to Brofasco to purchase some washers. I found the perfect washer and ordered 30. In this case, the clerk explained they had a minimum purchase threshold of $10.00, so I was welcome to them with their compliments. The interesting thing is, the clerk was not the owner, but he sure acted like one. He understood that the financial loss of 30 washers (probably around $2.00) against the goodwill he created on behalf of his employer was worth the investment.
WOW -- both of these Moments of Truth teach us a lesson.
- Thinking like an owner gives you a different view on the policies. It makes you think longer term that just following rules like a robot. It also gives employees a sense of worth and importance within the organization.
- Small investments can made a big impression. Customers remember small things because of the emotional value. In both cases, the cost was very little -- but they demonstrated the type of company that I was dealing with. Since that time (aside from this blog) I have already told a number of people about my experiences.
So make sure your employees undersatnd how they can affect the overall business picture. Expect them to think like an owner, and act like an owner. Give them an opportunity to use good judgement -- you will be surprised by how well they do.
Cheers!
Saturday, May 24, 2008
Tim Hortons 2
Wow, what a run of bad luck Tim's is having these days.
First, firing an employee for giving a child a FREE TimBit, and now, not allowing a pregnant homeless women to eat her breakfast in the restaurant.
The important learning is that it doesn't matter that Tim Hortons has a basis for either of these actions. What matters is that customers across Canada are not happy with the corporate behavior.
But in neither case, was this corporate behaviour -- it was a specific individual acting in what they felt was a totally appropriate manner. Can these be any louder warnings for us about the critical importance of working with our employees on the customer service experience they are providing.
Tim Hortons has been a good corporate citizen. They are a big sponsor of local community activities in sports, culture and the arts -- yet all of that money is being totally over shadowed by "unpaid media" that suggests the company is uncaring. Plus, I would guess, considerable time and money are now being spent to minimize and undo the damage created by there 2 recent situations.
How much better to have spent this time and money making sure employees understand and internalize the corporate culture.
So when the value of spending funds to create a customer-focus culture in the organization is questioned -- remember these examples.
It doesn't matter how well the head office gets it or how much you spend on training "what to do", if your employees don't embrace your customer service experience and understand how to interpret the policies in the context of the brand values you have developed, you will continually be fighting fires likes these.
It's the difference between hiring and training for competence versus character.
Cheers!
First, firing an employee for giving a child a FREE TimBit, and now, not allowing a pregnant homeless women to eat her breakfast in the restaurant.
The important learning is that it doesn't matter that Tim Hortons has a basis for either of these actions. What matters is that customers across Canada are not happy with the corporate behavior.
But in neither case, was this corporate behaviour -- it was a specific individual acting in what they felt was a totally appropriate manner. Can these be any louder warnings for us about the critical importance of working with our employees on the customer service experience they are providing.
Tim Hortons has been a good corporate citizen. They are a big sponsor of local community activities in sports, culture and the arts -- yet all of that money is being totally over shadowed by "unpaid media" that suggests the company is uncaring. Plus, I would guess, considerable time and money are now being spent to minimize and undo the damage created by there 2 recent situations.
How much better to have spent this time and money making sure employees understand and internalize the corporate culture.
So when the value of spending funds to create a customer-focus culture in the organization is questioned -- remember these examples.
It doesn't matter how well the head office gets it or how much you spend on training "what to do", if your employees don't embrace your customer service experience and understand how to interpret the policies in the context of the brand values you have developed, you will continually be fighting fires likes these.
It's the difference between hiring and training for competence versus character.
Cheers!
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