Direct marketers have long had the ability to test different messages and offers to determine what pulls the strongest and converts more purchases. More recently ecommerce has provided the same direct correlation between copy/offer and purchase. So who better to link financial gain to emotional connections?
A recent article in E-Commerce News speaks to exactly that point. Their focus is on the new technologies that are available to help companies get at the emotional drivers that affect purchase and loyalty. In the direct to consumer world, what works is easily tested, improved and refined. Their take on the power of an emotional connection or experience is summed up nicely in this quote.
"When you go beyond price, quality and service to focus on the heart or emotional aspect of customer relationships, you will create more engaged customers. When this happens, you will begin to enjoy all the rewards that engaged customers offer a business, including a greater share of their wallets, more positive referrals, less inclination to leave the business relationship, more useful feedback, etc."
I couldn't have said it better myself.
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-Focus. Show all posts
Showing posts with label Customer-Focus. Show all posts
Friday, December 12, 2008
Monday, December 8, 2008
What makes Customers Happy?
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/
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/
Thursday, November 27, 2008
C-level or bust!
As we reflect on the importance of customer service in the current economic client, I recently read a blog by Management Consultant John Maven (ex P&G, Clorox) about the core competencies of the CEO. You can read the full post here, but I thought it was interesting that he felt that of the 10 competencies, 3 of them were linked to the customer-focus of the organization. He writes;
Vision - The CEO, possibly with the help of his executive team, creates and communicates a compelling and inspired sense of core purpose. This is based on the vision of the future, not the reality of today.
Culture – The CEO is responsible for creating and maintaining the desired culture and environment. If vision is where the company is going, culture and values tell how the company gets there. Values outline acceptable behavior. Work gets done through people, and people are profoundly affected by culture. Culture is built in many ways, and the CEO sets the tone. His every action—or inaction—sends cultural messages.
Customer focus - CEOs have a clear understanding of customers' needs, preferences, interests, timelines and decision-making criteria. Focusing on meeting those needs and doing so profitably means success for both the company and the customer. Long-term customer satisfaction builds loyal, repeat customers
Yet in spite of the fact that everyone is talking about it, we seem to constantly struggle with getting it right. I maintain that it is because too many CEO's do not have competencies in the area of customer-focus as demonstrated by the poor service we receive and the opportunities that abound even in these economic conditions for those who do.
So let's make sure we have the direct endorsement of the C-level if we expect a true customer-focus.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Vision - The CEO, possibly with the help of his executive team, creates and communicates a compelling and inspired sense of core purpose. This is based on the vision of the future, not the reality of today.
Culture – The CEO is responsible for creating and maintaining the desired culture and environment. If vision is where the company is going, culture and values tell how the company gets there. Values outline acceptable behavior. Work gets done through people, and people are profoundly affected by culture. Culture is built in many ways, and the CEO sets the tone. His every action—or inaction—sends cultural messages.
Customer focus - CEOs have a clear understanding of customers' needs, preferences, interests, timelines and decision-making criteria. Focusing on meeting those needs and doing so profitably means success for both the company and the customer. Long-term customer satisfaction builds loyal, repeat customers
Yet in spite of the fact that everyone is talking about it, we seem to constantly struggle with getting it right. I maintain that it is because too many CEO's do not have competencies in the area of customer-focus as demonstrated by the poor service we receive and the opportunities that abound even in these economic conditions for those who do.
So let's make sure we have the direct endorsement of the C-level if we expect a true customer-focus.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Sunday, November 23, 2008
Customer Service equals Trust
A recent study of UK banks by Grassroots indicates that the level of trust a customer feels for banks is a direct result of the quality of service provided.
Banks achieving a higher overall service score achieved significantly higher ratings of trust when compared to banks with a lower overall service score.
Some key findings of the study include:
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Banks achieving a higher overall service score achieved significantly higher ratings of trust when compared to banks with a lower overall service score.
Some key findings of the study include:
- 60% of staff failed to offer to open an account. Of these 40% would have done so there and then if they had only been asked.
- Establishing the customer’s requirements is critical. Only two thirds of staff asked how much the customer had to invest.
- Just one in five customers rated staff as having excellent product knowledge. This is a key differentiator when there are fewer customers around.
- Only 64% of staff made an excellent first impression with survey participants – still a 5% increase on the results from the 2005 survey.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
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, 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/
Thursday, September 4, 2008
How to achieve the ultimate customer-focused company
Last May, Ranjay Gulati (Michael Ludwig Nemmers Distinguished Professor of Strategy and Organizations at Northwestern University’s Kellogg School of Management), wrote an article for the Harvard Business Review entitled “Silo Busting: How to Execute on the Promise of Customer Focus”. Gulati’s main point was that while many companies claim to be focused on their customers, they are unable to deliver on these promises within their current company culture. His basis for this argument is that companies continue to focus on their own needs versus the customer needs.
Gulati identified four values that companies must adopt in order to successfully be customer-focused. These are coordination, cooperation, capability and connection.
Coordination: Most companies are organized around a specific function, product or geographical location. However, customers don’t think that way, and often the solutions they need do not fit within those boundaries. Gulati suggests that companies need to create processes or mechanisms that break these divisions - or silos - so that the customer gets the benefit of the entire company.
Cooperation: Here the focus is two-fold. Separate business units need to cooperate to support each other’s activities to achieve measurable customer satisfaction, and employees who are closest to customers need the authority to make decisions that benefit the customer. This kind of cooperation ensures the customer always comes first.
Capability: According to Gulati, companies need more “generalists”. These are described as employees who “have experience in several products or services and a deep knowledge of customer needs” as well as having the skill and flexibility to cross organizational boundaries. These people see the big picture and resultant are able to produce tailored solutions that meet customer needs.
Connection: Gulati’s research supports aligning with suppliers and partners. The rationale is that it support better solutions for the customer as well as provide cost-cutting opportunities.
Gulati’s four “C’s” make sense, as they provide companies with a process map that focuses on the customer. Interesting to note, everything still focuses on the big “C” -- the customer.
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/
Gulati identified four values that companies must adopt in order to successfully be customer-focused. These are coordination, cooperation, capability and connection.
Coordination: Most companies are organized around a specific function, product or geographical location. However, customers don’t think that way, and often the solutions they need do not fit within those boundaries. Gulati suggests that companies need to create processes or mechanisms that break these divisions - or silos - so that the customer gets the benefit of the entire company.
Cooperation: Here the focus is two-fold. Separate business units need to cooperate to support each other’s activities to achieve measurable customer satisfaction, and employees who are closest to customers need the authority to make decisions that benefit the customer. This kind of cooperation ensures the customer always comes first.
Capability: According to Gulati, companies need more “generalists”. These are described as employees who “have experience in several products or services and a deep knowledge of customer needs” as well as having the skill and flexibility to cross organizational boundaries. These people see the big picture and resultant are able to produce tailored solutions that meet customer needs.
Connection: Gulati’s research supports aligning with suppliers and partners. The rationale is that it support better solutions for the customer as well as provide cost-cutting opportunities.
Gulati’s four “C’s” make sense, as they provide companies with a process map that focuses on the customer. Interesting to note, everything still focuses on the big “C” -- the customer.
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/
Saturday, August 30, 2008
Employee Engagement vs. Customer-Focus
Like many of you, I have Google Alerts update me on new posts, news and information about customer service. I am delighted to see that customer-focus is being discussed in many non customer service blogs -- project management, HR, Brand Management, Marketing etc.
I see this as a good sign that the importance of customer service is being recognized in all aspects of business.
In a recent post on Product Management Tips, I spotted an interesting post that discussed the order of importance between customer, employee and competitor. An argument could be made for a number of orders, but I agree with the moderator that the order should be employee, customer and finally competition.
I tell my clients that customer-focus should be an outcome -- not a goal. The goal is employee engagement, if we achieve that goal, then customer service will follow and resultant we will have a competitive advantage.
However, be careful that just because you are employee focused that your processes don't become organizational-focused versus customer-focused -- that is an easy trap to fall into.
When you talk about customer focus in your organization, do you consider it a goal or an outcome? How would this change the way you did things?
Let me know.
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/
I see this as a good sign that the importance of customer service is being recognized in all aspects of business.
In a recent post on Product Management Tips, I spotted an interesting post that discussed the order of importance between customer, employee and competitor. An argument could be made for a number of orders, but I agree with the moderator that the order should be employee, customer and finally competition.
I tell my clients that customer-focus should be an outcome -- not a goal. The goal is employee engagement, if we achieve that goal, then customer service will follow and resultant we will have a competitive advantage.
However, be careful that just because you are employee focused that your processes don't become organizational-focused versus customer-focused -- that is an easy trap to fall into.
When you talk about customer focus in your organization, do you consider it a goal or an outcome? How would this change the way you did things?
Let me know.
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 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
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, July 7, 2008
Always go the extra mile
Recently MarketingProfs sent out a note about going the extra mile. In it they referenced an article (Giving Firms an 'E' for Effort: Consumer Responses to High-Effort Firms) by Andrea C. Morales, assistant professor of marketing at the Marshall School of Business, University of Southern California.
Their research indicated that customers reward companies that are seen to go the extra mile -- even if they don't personally benefit from that effort. In fact, customers are willing to pay more for a product, frequent one store rather than another, and, in general, have a more positive impression of a company or brand that is perceived to put in more effort.
Andrea's explanation is that customers recognize that effort is a controllable behaviour, and as a result, feels gratitude toward firms that work hard.
It reminds me of a review an advertising agency got from a client (our customer) where I worked many years ago. In that review the client was very critical of the creative product and lukewarm on the media and production. However, they were very positive about the account service team because, in their words, “we worked so damn hard”.
They acknowledged that they were not always getting the level of service they expected, but were willing to be somewhat forgiving because of the obvious effort their daily account team was expending on their account. They gave us time to address the issues while putting senior management on notice that something had to be done.
According to the researchers, customers can view a company's outstanding efforts as either general or personal.
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
Their research indicated that customers reward companies that are seen to go the extra mile -- even if they don't personally benefit from that effort. In fact, customers are willing to pay more for a product, frequent one store rather than another, and, in general, have a more positive impression of a company or brand that is perceived to put in more effort.
Andrea's explanation is that customers recognize that effort is a controllable behaviour, and as a result, feels gratitude toward firms that work hard.
It reminds me of a review an advertising agency got from a client (our customer) where I worked many years ago. In that review the client was very critical of the creative product and lukewarm on the media and production. However, they were very positive about the account service team because, in their words, “we worked so damn hard”.
They acknowledged that they were not always getting the level of service they expected, but were willing to be somewhat forgiving because of the obvious effort their daily account team was expending on their account. They gave us time to address the issues while putting senior management on notice that something had to be done.
According to the researchers, customers can view a company's outstanding efforts as either general or personal.
- A company's actions are considered to be general when they benefit the universe of customers, such as creating new products
- However, a company’s actions are considered personal when the action is deemed to benefit a specific customer (such as outstanding customer service), even if they are not the customer receiving the benefit.
We all know that personal wins because of the emotional connection. However, the interesting notion is the halo effect created by doing a good deed for someone else. My sense is that it is driven by the belief that the company (or person) would do the same for us in a similar circumstance.
I think this concept applies to personal behaviour as well as company behaviour. So demonstrate you are making the effort even if you can’t satisfy your customers need. They will recognize your efforts and appreciate and reward you for your attempt.
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
Tuesday, June 24, 2008
Service plays even bigger role than last year
Recent data released by TD Canada Trust found that 95 per cent of consumers say their experiences with a company can make or break a relationship with the firm or its products -- up 10 points from a year ago.
In fact, when asked which form of appreciation they are most interested in, 49 per cent ranked "just good customer service" as No. 1, followed at a distance second by rewards or loyalty programs at just 18 per cent and 17 per cent gifts.
But as we know, even more importantly, good service doesn't end with one customer but spreads to other potential customers, as happy customers become advocates. The survey also found that 89 per cent say they share their positive experiences with friends and family.
Compare this to the recent study on the airline industry. J.D. Power and Associates 2008 North America Airline Satisfaction Study indicated that overall satisfaction for the airline industry has declined in 2008 to its lowest level in three years.
Now you might expect that this would be driven by increased pricing, but the decrease in satisfaction with people factors is more than twice as large as the decline in satisfaction with price factors.
The study finds that satisfaction with “people” factors—including knowledge, courtesy and helpfulness of reservation and gate agents, check-in staff and flight crew—has declined dramatically since 2007, and is the leading contributing factor to the overall decline in customer satisfaction with airlines in 2008.
Sam Thanawalla, director of the global hospitality and travel practice at J.D. Power and Associates said, “In this unstable industry environment, it is critical that airlines invest in their employees as a means to enhance the customer experience, as there is a strong connection between employee satisfaction and customer satisfaction. Those airlines that focus on keeping their employees informed and motivated will be better able to change negative consumer sentiment and truly differentiate themselves.”
Whether banking, airlines or any other business, I couldn't have said it better.
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: http://www.billhogg.ca/
In fact, when asked which form of appreciation they are most interested in, 49 per cent ranked "just good customer service" as No. 1, followed at a distance second by rewards or loyalty programs at just 18 per cent and 17 per cent gifts.
But as we know, even more importantly, good service doesn't end with one customer but spreads to other potential customers, as happy customers become advocates. The survey also found that 89 per cent say they share their positive experiences with friends and family.
Compare this to the recent study on the airline industry. J.D. Power and Associates 2008 North America Airline Satisfaction Study indicated that overall satisfaction for the airline industry has declined in 2008 to its lowest level in three years.
Now you might expect that this would be driven by increased pricing, but the decrease in satisfaction with people factors is more than twice as large as the decline in satisfaction with price factors.
The study finds that satisfaction with “people” factors—including knowledge, courtesy and helpfulness of reservation and gate agents, check-in staff and flight crew—has declined dramatically since 2007, and is the leading contributing factor to the overall decline in customer satisfaction with airlines in 2008.
Sam Thanawalla, director of the global hospitality and travel practice at J.D. Power and Associates said, “In this unstable industry environment, it is critical that airlines invest in their employees as a means to enhance the customer experience, as there is a strong connection between employee satisfaction and customer satisfaction. Those airlines that focus on keeping their employees informed and motivated will be better able to change negative consumer sentiment and truly differentiate themselves.”
Whether banking, airlines or any other business, I couldn't have said it better.
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: http://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!
Tuesday, June 10, 2008
The Customer Speaks
I am sure you have heard about the recent "layoff" of an Owen Sound Ontario employee who shaved her head to donate the hair for a Cancer fundraising. It would be almost impossible to miss unless you were on a deserted island.
In spite of the fact that the events took place in a northern Ontario community, I have read coverage on all the major US news feeds and even in the UK. Clearly this situation got people's attention.
However, I think the most telling quote was from the owner, "the public outcry has been devastating to the restaurant and has upset the other employees". He goes on to say that he wished they could have sorted something out before she went to the media.
I guess he still doesn't get it. It should have been sorted out before he made the statement. He sees the problem being that his behaviour was actually held up for scrutiny, not that his initial behaviour was inappropriate.
How often do we hear about companies that talk a good game, but when the rubber hits the road, they don't walk the talk.
If this company culture was one that put people first, do you think his initial decision would have been to send her home for the summer. The initial decision is the one that gives us the insight into the culture, not the belated apology.
Now, the people have spoken and I am sure that the business will pay the consequences. Would you go to a restaurant that treats its employees with such disrespect? Would you expect good service from employees who are treated so poorly?
So even if the product was great, the experience can overshadow the product to such an extent that it defines the brand.
A real life example we should all reflect on from time to time.
Cheers!
In spite of the fact that the events took place in a northern Ontario community, I have read coverage on all the major US news feeds and even in the UK. Clearly this situation got people's attention.
However, I think the most telling quote was from the owner, "the public outcry has been devastating to the restaurant and has upset the other employees". He goes on to say that he wished they could have sorted something out before she went to the media.
I guess he still doesn't get it. It should have been sorted out before he made the statement. He sees the problem being that his behaviour was actually held up for scrutiny, not that his initial behaviour was inappropriate.
How often do we hear about companies that talk a good game, but when the rubber hits the road, they don't walk the talk.
If this company culture was one that put people first, do you think his initial decision would have been to send her home for the summer. The initial decision is the one that gives us the insight into the culture, not the belated apology.
Now, the people have spoken and I am sure that the business will pay the consequences. Would you go to a restaurant that treats its employees with such disrespect? Would you expect good service from employees who are treated so poorly?
So even if the product was great, the experience can overshadow the product to such an extent that it defines the brand.
A real life example we should all reflect on from time to time.
Cheers!
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