I recently read an article about online shopping and what it takes to make customers happy. The results indicated that the experience needs to be individualized, personalized, and centered around the customer.
There are some technology barriers to making this happen online, but we have no excuse on the phone or face to face.
Regardless of what we know in advance about the customer, our attitude and behaviour can accomplish these desired outcomes.
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 Tips and Techniques. Show all posts
Showing posts with label Tips and Techniques. Show all posts
Monday, December 8, 2008
Tuesday, December 2, 2008
All I Need to Know I Learned in Kindergarten
Robert Fulghum is the author of All I Need to Know I Learned in Kindergarten. As his title suggests, his basic premise is that what we learned everything important that we need to be a success in business and in life in kindergarten.
But let's make another comparison. How about all we need to learn about employee engagement we learned by observing kindergarten.
Think about your early days in school. Were you excited about going, learning, playing, meeting new people, and having new experiences? I suspect many of us were. When thinking back about our school days, our early grades were some of the most fun and also where we learned the most of our basic skills (i.e. the 3 R's).
So what happened as we got older and started to be less interested in school? What was the difference?
For the sake of discussion, I would propose were were less engaged because the learning environment became less about the student exploring, working together and more about the teachers dictating what we needed to know and lecturing about the subjects. Much less interactive.
Of course, we all had a great teachers in high school. But if you look at what made them great it was often the way they engaged the class versus simply "teaching" the material.
I think there is a lesson here. How can we take the best from kindergarten and incorporate it into our work environment? How do we re-inspire people to learn and grow based on the culture we set up?
What did we learn from our experience in kindergarten that we have forgotten?
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 let's make another comparison. How about all we need to learn about employee engagement we learned by observing kindergarten.
Think about your early days in school. Were you excited about going, learning, playing, meeting new people, and having new experiences? I suspect many of us were. When thinking back about our school days, our early grades were some of the most fun and also where we learned the most of our basic skills (i.e. the 3 R's).
So what happened as we got older and started to be less interested in school? What was the difference?
For the sake of discussion, I would propose were were less engaged because the learning environment became less about the student exploring, working together and more about the teachers dictating what we needed to know and lecturing about the subjects. Much less interactive.
Of course, we all had a great teachers in high school. But if you look at what made them great it was often the way they engaged the class versus simply "teaching" the material.
I think there is a lesson here. How can we take the best from kindergarten and incorporate it into our work environment? How do we re-inspire people to learn and grow based on the culture we set up?
What did we learn from our experience in kindergarten that we have forgotten?
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/
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/
Monday, September 29, 2008
Pret a Manger vs. The Ritz-Carlton
I came across an excellent post in The Insider that you should read if you haven’t already done so. It features an interview with Jay Chapman, Head of Communications at Pret a Manger (a sandwich shop chain).
The thing that struck me was the similarities between one of the key business practices between Pret a Manger and The Ritz-Carlton. They both place very high emphasis on recruitment.
Like The Ritz-Carlton, prior to formal interviews for any role, all candidates (for any position within Pret) must work on the shop floor for a day. The team who works there gets a say on whether the candidate will fit in with the team there or whether they would like the person to work for Pret. If the answer is no, the candidate isn’t hired.
In this way the shop teams make decisions on who the next Purchasing Manager, the next Customer Service Advisor and the next Property Director are. On top of that, all new recruits spend a week or two working in the shop at the start of their employment.
Pret invests a lot in their recruitment process to make sure that their business is filled with “Pret people” from top to bottom and they actively encourage employees to bring their own personalities to work.
Jay believes this investment pays off one hundredfold -- 60% of staff at Pret’s head office began life on the shop floor -- and they know the business inside out.
Incidentally, ‘head office’ is described by Pret people as, ‘Hudsons Place’. This is because the people at Hudsons Place truly don’t believe they are any more important than the people on the shop floor – they’re just fulfilling a different function. This attitude of respect, treating everyone the same seems to run throughout Pret.
That kind of attitude comes from the top and sets the tone for the entire organizational culture.
So regardless of what kind of business you are in there is a lesson to be learned about hiring. Determine the culture you want and then design your recruitment to find those people.
At Pret, there is one quality which is an absolute must if you want to join the team – happiness. “You can’t hire someone who can make sandwiches and teach them to be happy,” says Jay, “So we hire happy people and teach them to make sandwiches”. This is hiring based on character versus competence, which you then train.
What are the key qualities you need to hire for -- and importantly, how have you designed your recruitment process to find those people.
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/
The thing that struck me was the similarities between one of the key business practices between Pret a Manger and The Ritz-Carlton. They both place very high emphasis on recruitment.
Like The Ritz-Carlton, prior to formal interviews for any role, all candidates (for any position within Pret) must work on the shop floor for a day. The team who works there gets a say on whether the candidate will fit in with the team there or whether they would like the person to work for Pret. If the answer is no, the candidate isn’t hired.
In this way the shop teams make decisions on who the next Purchasing Manager, the next Customer Service Advisor and the next Property Director are. On top of that, all new recruits spend a week or two working in the shop at the start of their employment.
Pret invests a lot in their recruitment process to make sure that their business is filled with “Pret people” from top to bottom and they actively encourage employees to bring their own personalities to work.
Jay believes this investment pays off one hundredfold -- 60% of staff at Pret’s head office began life on the shop floor -- and they know the business inside out.
Incidentally, ‘head office’ is described by Pret people as, ‘Hudsons Place’. This is because the people at Hudsons Place truly don’t believe they are any more important than the people on the shop floor – they’re just fulfilling a different function. This attitude of respect, treating everyone the same seems to run throughout Pret.
That kind of attitude comes from the top and sets the tone for the entire organizational culture.
So regardless of what kind of business you are in there is a lesson to be learned about hiring. Determine the culture you want and then design your recruitment to find those people.
At Pret, there is one quality which is an absolute must if you want to join the team – happiness. “You can’t hire someone who can make sandwiches and teach them to be happy,” says Jay, “So we hire happy people and teach them to make sandwiches”. This is hiring based on character versus competence, which you then train.
What are the key qualities you need to hire for -- and importantly, how have you designed your recruitment process to find those people.
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
Tuesday, September 16, 2008
Engaging Employees
The Hay Group, a global HR management consulting firm, recently surveyed 500,000 employees from 300 companies to assess the satisfaction levels of “committed” employees -- those who said they would stay with their company for at least five years compared to those who would leave after one year. They discovered that of the fifty influencing factors, pay was ranked the lowest.
There is little doubt that in many industry sectors salary plays a significant role in attracting quality job candidates. However, what many of us really seek is validation for our work. “Show me my contribution matters to the organization” rather than “show me the money” is the underlying message that employers should focus on.
But how does a company demonstrate validation? Some things for consideration are;
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/
There is little doubt that in many industry sectors salary plays a significant role in attracting quality job candidates. However, what many of us really seek is validation for our work. “Show me my contribution matters to the organization” rather than “show me the money” is the underlying message that employers should focus on.
But how does a company demonstrate validation? Some things for consideration are;
- Offer interesting and varied work assignments
- Have a clear growth path and incorporate on-going training & development
- Provide tasks and projects that stimulate interest and give people the tools, processes and support needed to thrive and succeed, while being challenged
- Formally and informally acknowledge your employees’ contribution to you and your organization
- Actively solicit on-going feedback
- Express genuine and specific appreciation for a job well done in a timely manner
Let me know if you have some success stories you would like to share.
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 11, 2008
Great Customer Service Doesn’t Cost -- it pays (Part 3)
Okay, one last quick post about The Ritz Carlton for awhile.
Once they hire for character, here are 3 things they do to ensure competence.
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/
Once they hire for character, here are 3 things they do to ensure competence.
- Every employee goes to a mandatory 2-day orientation before they spend any time on the job. The focus is culture and expectations. As well, this is when they teach core job skills and take care of issues such as timesheets, uniforms, pay cycles, etc.
- Each new employee is teamed with another employee who has demonstrated a high level of performance who acts as a mentor/coach. This is huge, because it not only ensures that the new employee learns from a high performer who sets the standard by their actions -- but it also provides recognition for high performers. It is an honour to be chosen as a mentor/coach.
- Hourly employees participate in 250 hours of learning each year. Salaried employees participate in 320 hours. Much of this is self-directed or online.
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 7, 2008
Great Customer Service Doesn’t Cost -- it pays (Part 2)
I thought I would share a couple more gems learned from The Ritz Carlton that I think are “must do’s” at any organization looking at improving their customer-focus.
The first one that really stands out I call hiring for character versus competence. I understand the initial hiring process at The Ritz Carlton is a telephone interview conducted by someone outside the HR department. This is done to ensure that the focus is on character versus competence (skills). They use a standardized set of questions that focus on character attributes such as; work ethic, self-esteem, empathy, and team-orientation. Only if they successfully pass this initial screening are they evaluated on the basis of their ability to do the job.
I think this maybe the single most important step when building a culture of customer-focus. This ensures that members of the team are like-minded in their commitment to delivering an exception customer experience.
John C. Maxwell is credited with saying, “People don’t care how much you know until they know how much you care.” I couldn’t agree more.
I love it -- 3 easy steps that add no cost to improving customer service!
Shoot me an email if you would like a copy of their 1999 application for the Malcolm Baldridge National Quality Award - it’s great reading
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/
The first one that really stands out I call hiring for character versus competence. I understand the initial hiring process at The Ritz Carlton is a telephone interview conducted by someone outside the HR department. This is done to ensure that the focus is on character versus competence (skills). They use a standardized set of questions that focus on character attributes such as; work ethic, self-esteem, empathy, and team-orientation. Only if they successfully pass this initial screening are they evaluated on the basis of their ability to do the job.
I think this maybe the single most important step when building a culture of customer-focus. This ensures that members of the team are like-minded in their commitment to delivering an exception customer experience.
John C. Maxwell is credited with saying, “People don’t care how much you know until they know how much you care.” I couldn’t agree more.
The second gem is that each employee must sign an agreement that clearly sets out expectations. This is both cultural as well as job related. It is also signed by their Manager.
I think this is important for 3 reasons.
- It sets expectations which can be measured against and therefore exceeded. Something we generally agree needs to be done with external customers -- so why not internal customers.
- It balances job performance tracking with cultural behaviour measures. Too often companies are good at the job measures, less disciplined with cultural measures.
- An agreement indicates that both parties have responsibilities for success. Implicit in the signature by the Manager is their commitment to helping the employee be successful.
I love it -- 3 easy steps that add no cost to improving customer service!
Shoot me an email if you would like a copy of their 1999 application for the Malcolm Baldridge National Quality Award - it’s great reading
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 4, 2008
Great Customer Service Doesn’t Cost -- it pays
The Ritz-Carlton hotel company is often referenced as an example of a company that gets customer-focus. In fact, every employee carries a pocket-sized fold-out card with the company’s Credo:
Additional information includes three essential steps of service (greeting, anticipation of needs, fond farewell) and a summary of their 20 basics of good service.
By my count, only 2 of the 20 basics of good service have a financial cost -- training and resolving customer issues. And even those don’t necessarily cost anything.
Also, these 20 basics could easily be adopted by virtually any service business in the world. Yet I think you would agree each of these basics would improve your service experience. (Shoot me an email and I will send you a copy if you don’t have one)
So it begs the question; why aren’t more companies doing it? 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/
Plus, in large, bold type, is the company’s motto: “We are ladies and gentlemen serving ladies and gentlemen.”The Ritz-Carlton Hotel is a place where the genuine care and comfort of our
guests is our highest mission.
We pledge to provide the highest personal service and facilities for our guests who will always enjoy a warm, relaxed yet refined ambiance.
The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.
Additional information includes three essential steps of service (greeting, anticipation of needs, fond farewell) and a summary of their 20 basics of good service.
By my count, only 2 of the 20 basics of good service have a financial cost -- training and resolving customer issues. And even those don’t necessarily cost anything.
Also, these 20 basics could easily be adopted by virtually any service business in the world. Yet I think you would agree each of these basics would improve your service experience. (Shoot me an email and I will send you a copy if you don’t have one)
So it begs the question; why aren’t more companies doing it? 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/
Monday, July 14, 2008
Is your company Customer-Focused
When speaking with companies about whether they are using their customer service experience to differentiate themselves from their competition we often must address the question “How to tell if our company is truly customer-focused?” It is easy to say a company is, but are they walking the walk or just talking the talk.
So I thought it would share a process that I take clients through called a CAT Scan (Customer-focus Audit Tool). The objective of this process is to help them answer that question in such a way that the senior management team has a clear, consistent view of where their strengths and weaknesses lie.
The process starts with people across the organization answering a questionnaire comprised of 33 questions. It is important that the people answering the questionnaire represent a diverse cross-section of the company, not just senior management of a particular branch. This cross-section is critical because I am always amazed by the differences in the answers across the various groups.
The questionnaire is broken into 6 key sections; Defining your Customer Values, Designing your Branded Customer experience, Delivering a Branded Customer Experience, Listening to the Voice of the Customer, Developing & Engaging Employees and Organizational Readiness.
Once the questionnaires are completed, the data is compiled into a workable format and a half day workshop is conducted with the senior management team. It is essential the full team participate since one of the key objectives is to break down the silo mentality and have the full team embrace the fact that employee engagement and customer service is a shared accountability and that only when they work as a team will they achieve success.
After the work session there is further analysis. Once these 6 critical areas has been examined, the company can then start to develop a specific action plan to address their areas of weakness and leverage their areas of strength.
If you would like a copy of the full questionnaire, please drop me a line.
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
So I thought it would share a process that I take clients through called a CAT Scan (Customer-focus Audit Tool). The objective of this process is to help them answer that question in such a way that the senior management team has a clear, consistent view of where their strengths and weaknesses lie.
The process starts with people across the organization answering a questionnaire comprised of 33 questions. It is important that the people answering the questionnaire represent a diverse cross-section of the company, not just senior management of a particular branch. This cross-section is critical because I am always amazed by the differences in the answers across the various groups.
The questionnaire is broken into 6 key sections; Defining your Customer Values, Designing your Branded Customer experience, Delivering a Branded Customer Experience, Listening to the Voice of the Customer, Developing & Engaging Employees and Organizational Readiness.
Once the questionnaires are completed, the data is compiled into a workable format and a half day workshop is conducted with the senior management team. It is essential the full team participate since one of the key objectives is to break down the silo mentality and have the full team embrace the fact that employee engagement and customer service is a shared accountability and that only when they work as a team will they achieve success.
After the work session there is further analysis. Once these 6 critical areas has been examined, the company can then start to develop a specific action plan to address their areas of weakness and leverage their areas of strength.
If you would like a copy of the full questionnaire, please drop me a line.
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
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!
Monday, May 26, 2008
Catch Employees Doing Something Right
I like to treat employees like children!
Before you start calling me names, let me explain.
When we teach children a new skill, we don't wait until they perfect it before we acknowledge their success. We praise them for each step they take as they progress towards their final goal.
For example, when a baby starts to walk, we are thrilled when they stand, then again when they take their first halting steps and so on, until they are finally able to walk across a room. Each and every time they show improvement towards their final goal of walking we provide positive encouragement and praise.
We need to take the same approach with employees.
When we see them doing something right, we need to recognize this behaviour immediately. Successful performance feedback must be immediate, specific and linked to desired behaviours that you want to see repeated.
Don't wait to acknowledge effort until it is done exactly right. You may be waiting a long time.
Cheers!
Before you start calling me names, let me explain.
When we teach children a new skill, we don't wait until they perfect it before we acknowledge their success. We praise them for each step they take as they progress towards their final goal.
For example, when a baby starts to walk, we are thrilled when they stand, then again when they take their first halting steps and so on, until they are finally able to walk across a room. Each and every time they show improvement towards their final goal of walking we provide positive encouragement and praise.
We need to take the same approach with employees.
When we see them doing something right, we need to recognize this behaviour immediately. Successful performance feedback must be immediate, specific and linked to desired behaviours that you want to see repeated.
Don't wait to acknowledge effort until it is done exactly right. You may be waiting a long time.
Cheers!
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