We spend a lot of time talking about customer service and how companies must focus on the needs of the customer. Usually we share lots of examples of customer facing people either failing or succeeding to demonstrate the need for this important value.
BUT WHAT ABOUT INTERNAL CUSTOMERS.
All too often the folks who do not face the end customer fail to recognize they also play a critical role in delivering excellent customer service to each other. They fail to recognize -- or be held accountable -- that their support of the customer facing personnel can make or break the relationship. They fail to recognize that they also have customers -- they are internal customers.
For example, I just got off a plane from Toronto to Washington enroute to a client meeting. The plan loaded on time, the boarding personal were efficient and we were all ready to go on time. But then we waited -- 1 hour!
The reason was -- as explained very nicely by both the captain and the flight attendant -- the baggage was not loaded to safety standards so it had be be removed and reloaded. I actually watched this process take place out my window. I assure you that the ground crew did not appear to be in any rush.
I fortunately made my connecting flight, but I cannot speak for other passengers who arrived 1 hour behind schedule.
The key thing is that no amount of positive customer service by the Flight Crew could fix this issue. Yet they received the brunt of the complaints -- which they handled professionally and with great empathy.
Problem was they were completely at the mercy of the baggage crew. Surely one must assume they had been trained how to load baggage -- yet they didn't do it correctly. But what were their consequences?
How often do we leave our own front line people without the support they need to do their jobs well. Do we have the same type of customer satisfaction rating for the people who support them? Are those support people also measured based on customer satisfaction? If not, they should be, because they are often the foundation on which to build a business. And if the foundation is weak -- well you know!
Something to think about.
Cheers!
Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Showing posts with label Policy and Process. Show all posts
Showing posts with label Policy and Process. Show all posts
Sunday, November 23, 2008
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/
Friday, October 3, 2008
Pret a Manger vs. The Ritz-Carlton - Part 2
A further similarity between key business practices between Pret a Manger (UK sandwich shop) and The Ritz-Carlton is in the area of empowering employees. After all, given their focus on hiring for character, doesn’t it make sense to allow these great people to do what they do naturally (with some guidelines of course).
Like The Ritz-Carlton, they are also empowered to make sure the customer is satisfied.
At Pret a Manger, each team member is empowered from their first day at work to make their own decisions. For example, if you complain that you didn’t like your coffee at your local Pret, it is up to the team member you speak with, to decide how to resolve the situation. If you are spotted struggling with bags, team members are welcome to leave their post and go and help. It’s a question of using the common sense and respect that Pret looks for when it hires people.
Jay Chapman, Head of Communications, says, “It’s not uncommon to find that if you’ve been to Pret for your lunch every day for a week, the person behind the till will recognise you and decide to give you Friday for free. The manager keeps an eye on things, but overall the team members are empowered to make their own decisions”.
Result, Pret’s customers are happy. On average, 60% of feedback received by the Pret a Manger customer service department is either positive or neutral. Pret has not only succeeded in engaging their employees but their clients as well.
And why not? Jay’s philosophy is “If you treat your employees well and involve them in the decisions that will affect them, they’re much more likely to be engaged in carrying out the effects of those decisions.”
It comes as no surprise that both companies have both high employee engagement and high customer satisfaction. When you hire the right people for the job -- and then let them do the job, you will have happy, engaged staff, and it turn happy, satisfied customers.
Check out the full article if you haven’t already done so.
Cheers!
Bill's passion is exceptional customer service -- internally and externally. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand values and deliver an intentional customer service experience that exceeds expectations.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
Like The Ritz-Carlton, they are also empowered to make sure the customer is satisfied.
At Pret a Manger, each team member is empowered from their first day at work to make their own decisions. For example, if you complain that you didn’t like your coffee at your local Pret, it is up to the team member you speak with, to decide how to resolve the situation. If you are spotted struggling with bags, team members are welcome to leave their post and go and help. It’s a question of using the common sense and respect that Pret looks for when it hires people.
Jay Chapman, Head of Communications, says, “It’s not uncommon to find that if you’ve been to Pret for your lunch every day for a week, the person behind the till will recognise you and decide to give you Friday for free. The manager keeps an eye on things, but overall the team members are empowered to make their own decisions”.
Result, Pret’s customers are happy. On average, 60% of feedback received by the Pret a Manger customer service department is either positive or neutral. Pret has not only succeeded in engaging their employees but their clients as well.
And why not? Jay’s philosophy is “If you treat your employees well and involve them in the decisions that will affect them, they’re much more likely to be engaged in carrying out the effects of those decisions.”
It comes as no surprise that both companies have both high employee engagement and high customer satisfaction. When you hire the right people for the job -- and then let them do the job, you will have happy, engaged staff, and it turn happy, satisfied customers.
Check out the full article if you haven’t already done so.
Cheers!
Bill's passion is exceptional customer service -- internally and externally. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand values and deliver an intentional customer service experience that exceeds expectations.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/
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/
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/
Thursday, July 24, 2008
What is Garmin thinking?
I purchased a Garmin GPS for my car in April 2006. I have been generally satisfied with the performance until my recent experience to update the North American mapping. Something they encouraged me to do.
My saga started with a visit to their website which was fairly easy to navigate. After about 10 minutes, I had identified the correct program for my model and started through the check-out process to download my new mapping software.
After 20 plus minutes where it refused to accept my credit card, with no explanation, I finally gave up in disgust and called their customer support line.
After waiting 40 minutes to speak to a CSR I was informed that it was impossible to download or even sell a DVD to people from Canada online. No explanation why, and more importantly, no response when I asked why this wasn't immediately communicated on the website -- before I spent time trying to make an online purchase. Something they encouraged me to sign up for when I purchased the unit.
I was told me to go back to the location where I had purchased the unit (Best Buy in my case) because they sold the upgrades for the same prices as online -- $69.
Not great, but rules are rules.
So off to Best Buy. However, at Best Buy the upgrade costs $99 -- a 50% increase. Meanwhile, they are selling brand new units as low as $149 which already have the current maps installed.
My decision -- don't buy the upgrade and wait to buy a new unit when they are on sale. But not a Garmin.
If they were trying to drive away a customer, Garmin couldn't have done a better job. Wasted my time online with incomplete information and then to compound the issue give me bad information when I get to a CSR.
Simple fix. Communicate early, often and accurately with your customers.
Cheers!
Bill's passion is great customer service. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: www.billhogg.ca
My saga started with a visit to their website which was fairly easy to navigate. After about 10 minutes, I had identified the correct program for my model and started through the check-out process to download my new mapping software.
After 20 plus minutes where it refused to accept my credit card, with no explanation, I finally gave up in disgust and called their customer support line.
After waiting 40 minutes to speak to a CSR I was informed that it was impossible to download or even sell a DVD to people from Canada online. No explanation why, and more importantly, no response when I asked why this wasn't immediately communicated on the website -- before I spent time trying to make an online purchase. Something they encouraged me to sign up for when I purchased the unit.
I was told me to go back to the location where I had purchased the unit (Best Buy in my case) because they sold the upgrades for the same prices as online -- $69.
Not great, but rules are rules.
So off to Best Buy. However, at Best Buy the upgrade costs $99 -- a 50% increase. Meanwhile, they are selling brand new units as low as $149 which already have the current maps installed.
My decision -- don't buy the upgrade and wait to buy a new unit when they are on sale. But not a Garmin.
If they were trying to drive away a customer, Garmin couldn't have done a better job. Wasted my time online with incomplete information and then to compound the issue give me bad information when I get to a CSR.
Simple fix. Communicate early, often and accurately with your customers.
Cheers!
Bill's passion is great customer service. He works with clients to activate a “customer-focused” culture where engaged employees internalize the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: www.billhogg.ca
Monday, July 21, 2008
How to lose a customer -- without really trying
I received a phone call today from the Manager of a student run painting company that demonstrated with brilliant clarity what not to do when talking to a potential customer. It served as a great reminder of how we should be thinking when we are interacting with your customers.
I had previously called this company and left a message to obtain a quote for some exterior painting. They were one of 2 student run companies that I called for a quote. The other company had already returned my call and provided a quote by the time this company finally returned my call a full week after the request.
The Manager spent a few moments to clarify what needed to be quoted and a convenient time that they could come to look at the job (a reasonable 2 days hence). They then asked whether anyone else would need to be consulted before making a decision to proceed. Well my “spidey-senses” starting tingling.
This sounded like they planned to offer an incentive to close the deal that night. Sales people will recognize this as a 1-step close, because it doesn’t require a follow up call.
I indicated that as a married man, I would of course consult with my wife about this issue. The Manager of this particular franchise asked whether there would be a more convenient time when my wife would be available. I said, “No, this was a great time.”
Not satisfied with this answer the manager indicated that because they had to travel a fair distance to get to the appointment (remember they are the “local” franchise) and they would prefer if both decision makers were available at the appointment because this would save the Manager time since they would have the opportunity to answer any questions that arose.
Remember -- this is to paint the exterior windows, doors and garage doors. Not exactly subject for weighty discussion. Again they pressed me harder to change the date.
I again indicated that this was the best time and offered that if it was inconvenient for them to provide a quote then we could just not bother to have a quote done at all.
Their response (wait for it) -- “I guess that will have to do!”
That will have to do? I am the customer for goodness sake. Sorry to inconvenience you and potentially require you to actually leave without a signed contract. Sorry I wasn’t prepared to accommodate your process. Sorry you might need to make a follow up call. Sorry I might want to have another company provide a quote to ensure that I am getting a quality job for a fair price.
Well I saved them time -- I cancelled the appointment and called the other company and awarded them the job.
The lessons here are many, but the big one was they were in business for themselves -- not their customer. They were not thinking from a customer perspective when they developed their scripting and training. Their entire process and all the resultant issues that arose were because they were not thinking about my needs -- the definition of a customer-focused business.
The really unfortunate part is that this student Manager was probably following a script that had been provided by the master franchisor and didn’t know any better. Hopefully they will learn before it is too late.
If they continue to follow that process, they will find themselves coming second on a lot of jobs -- simply because customers have the option to work with another company that puts the customers’ interests ahead of their own.
And of course, their competition will be more profitable because they will get a higher percent of the jobs they quote against this company because of their differentiated customer service experience. Proving once again that customer-focus is a profit strategy.
Cheers!
Bill's passion is great customer service. He works with clients to help activate a “customer-focused” culture that helps employees embrace the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a very dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: www.billhogg.ca
I had previously called this company and left a message to obtain a quote for some exterior painting. They were one of 2 student run companies that I called for a quote. The other company had already returned my call and provided a quote by the time this company finally returned my call a full week after the request.
The Manager spent a few moments to clarify what needed to be quoted and a convenient time that they could come to look at the job (a reasonable 2 days hence). They then asked whether anyone else would need to be consulted before making a decision to proceed. Well my “spidey-senses” starting tingling.
This sounded like they planned to offer an incentive to close the deal that night. Sales people will recognize this as a 1-step close, because it doesn’t require a follow up call.
I indicated that as a married man, I would of course consult with my wife about this issue. The Manager of this particular franchise asked whether there would be a more convenient time when my wife would be available. I said, “No, this was a great time.”
Not satisfied with this answer the manager indicated that because they had to travel a fair distance to get to the appointment (remember they are the “local” franchise) and they would prefer if both decision makers were available at the appointment because this would save the Manager time since they would have the opportunity to answer any questions that arose.
Remember -- this is to paint the exterior windows, doors and garage doors. Not exactly subject for weighty discussion. Again they pressed me harder to change the date.
I again indicated that this was the best time and offered that if it was inconvenient for them to provide a quote then we could just not bother to have a quote done at all.
Their response (wait for it) -- “I guess that will have to do!”
That will have to do? I am the customer for goodness sake. Sorry to inconvenience you and potentially require you to actually leave without a signed contract. Sorry I wasn’t prepared to accommodate your process. Sorry you might need to make a follow up call. Sorry I might want to have another company provide a quote to ensure that I am getting a quality job for a fair price.
Well I saved them time -- I cancelled the appointment and called the other company and awarded them the job.
The lessons here are many, but the big one was they were in business for themselves -- not their customer. They were not thinking from a customer perspective when they developed their scripting and training. Their entire process and all the resultant issues that arose were because they were not thinking about my needs -- the definition of a customer-focused business.
The really unfortunate part is that this student Manager was probably following a script that had been provided by the master franchisor and didn’t know any better. Hopefully they will learn before it is too late.
If they continue to follow that process, they will find themselves coming second on a lot of jobs -- simply because customers have the option to work with another company that puts the customers’ interests ahead of their own.
And of course, their competition will be more profitable because they will get a higher percent of the jobs they quote against this company because of their differentiated customer service experience. Proving once again that customer-focus is a profit strategy.
Cheers!
Bill's passion is great customer service. He works with clients to help activate a “customer-focused” culture that helps employees embrace the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a very dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: www.billhogg.ca
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
Thursday, July 3, 2008
Treat Customers Like They Matter
Recently I had to go to a local collision repair shop for an estimate for some repair work on my car. I was sent to this particular shop by my insurance company for a quote, but was told I could have the actual repair done at any accredited collision repair shop.
The first thing I noticed was a sign on the back wall that stated "Quality starts with great service". I was greeted quickly by the receptionist who took some basic information and then asked me to take a seat indicating an estimator would be right with me.
Well, I sat for 5 minutes watching 2 people sitting at desks working away at their computers. One of them took a phone call and the second commented to the receptionist that she would be awhile. At no time did either acknowledge me.
Suddenly the one who took the phone call stood up and indicated that I should follow him outside to my car. I guess he was one of the estimators.
After asking me some questions and taking some pictures, we returned to his desk where he filled out the forms on the computer and after 10 minutes printed out the sheets and handed them to me. The whole time I sat at his desk, he said not 1 word to me.
So what should I think about the quality of this organization? What do we learn from this example?
They did a good job of setting expectations with their sign. The receptionist was friendly and efficient. But then the problems started to show.
Here are some simple things that I think would have gone a long way to improving the customer experience.
The first thing I noticed was a sign on the back wall that stated "Quality starts with great service". I was greeted quickly by the receptionist who took some basic information and then asked me to take a seat indicating an estimator would be right with me.
Well, I sat for 5 minutes watching 2 people sitting at desks working away at their computers. One of them took a phone call and the second commented to the receptionist that she would be awhile. At no time did either acknowledge me.
Suddenly the one who took the phone call stood up and indicated that I should follow him outside to my car. I guess he was one of the estimators.
After asking me some questions and taking some pictures, we returned to his desk where he filled out the forms on the computer and after 10 minutes printed out the sheets and handed them to me. The whole time I sat at his desk, he said not 1 word to me.
So what should I think about the quality of this organization? What do we learn from this example?
They did a good job of setting expectations with their sign. The receptionist was friendly and efficient. But then the problems started to show.
Here are some simple things that I think would have gone a long way to improving the customer experience.
- Telling me that the 2 estimators were currently finishing a claim and giving me an indication of my wait time would have gone a long way.
- If the estimator spoke to me rather than the receptionist (I was actually closer) it would have made me feel like a valued customer versus an inconvenience that needed to be dealt with.
- Introducing themselves when they asked me to come outside to do the estimate.
- Explaining what the estimator was doing on the computer would have made me feel part of the process instead of a bystander.
As a result of this experience, I will probably take my business elsewhere rather than dealing with this company in spite of the fact they had been specifically referred by the insurance company as a trusted supplier.
The funny thing is, they already had me in their shop and there would have been no cost to displaying some simple customer service behaviours. No one was rude or treated me badly, yet, the customer service experience pushed me away.
Too often we get so busy that we forget the simple things. None of the things mentioned would have cost either time or money, yet because they were forgotten, they lost a $3,000 repair bill.
The worst part is they probably have no idea what they did or why they lost my business. I am sure they think they are doing a good job. Something to think about.
Cheers!
Bill works with clients to help activate a “customer-focused” culture that helps employees embrace the brand promise and deliver an intentional Branded Customer Experience -- internally and externally.
As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.
For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: www.billhogg.ca
Friday, June 20, 2008
Restocking Fees
I recently received an email that is being circulated around the web about the 15% restocking fee at Best Buy in the US (Best Buy Canada does not charge this Restocking Fee). I thought it raised an interesting point about serving the organization versus serving the customer.
This particular customer was upset because they had been required to pay $45 to return a GPS when they decided to return it in favour of another brand. They were further angered because since the amount was over $200 and they had paid cash, they had to wait for a cheque to be issued from head office in 7 to 10 days.
When Best Buy US was contacted, they confirmed that when certain non-defective items are returned (i.e Notebook Computers, GPS, Digital Cameras, In-car Video Systems, etc.) they do deduct a 15% restocking fee. Their rationale is that people might borrow these items, use them and then return them to Best Buy like a lending library. The restocking fee is to discourage people from purchasing items before a weekend, special event or trip and then returning them afterwards.
Resultant, the store ends up subsidizing this customer because they now have an obviously open package, potentially causing future buyers to avoid purchasing unless discounted. Their basis is that this way the customer who "changed" their mind bears some of the loss associated with this opened product.
When you compare this policy to some of the stories we hear -- returned tires at Nordstrom when they don't sell tires, or fur coats from Macy's used for a weekend benefit ball and returned -- you can clearly see the difference in their customer-focus.
While I don't agree that customers should take advantage of companies who put customers first, I think we must consider what message our policies are sending. For example, do we insult 99% of our customers with a policy of no more than 3 items into a change room to prevent the 1% who is intending to steal?
Have a look at your policies and ask yourself -- are they for the organization, or are they for the customer? Something to think about!
Cheers!
This particular customer was upset because they had been required to pay $45 to return a GPS when they decided to return it in favour of another brand. They were further angered because since the amount was over $200 and they had paid cash, they had to wait for a cheque to be issued from head office in 7 to 10 days.
When Best Buy US was contacted, they confirmed that when certain non-defective items are returned (i.e Notebook Computers, GPS, Digital Cameras, In-car Video Systems, etc.) they do deduct a 15% restocking fee. Their rationale is that people might borrow these items, use them and then return them to Best Buy like a lending library. The restocking fee is to discourage people from purchasing items before a weekend, special event or trip and then returning them afterwards.
Resultant, the store ends up subsidizing this customer because they now have an obviously open package, potentially causing future buyers to avoid purchasing unless discounted. Their basis is that this way the customer who "changed" their mind bears some of the loss associated with this opened product.
When you compare this policy to some of the stories we hear -- returned tires at Nordstrom when they don't sell tires, or fur coats from Macy's used for a weekend benefit ball and returned -- you can clearly see the difference in their customer-focus.
While I don't agree that customers should take advantage of companies who put customers first, I think we must consider what message our policies are sending. For example, do we insult 99% of our customers with a policy of no more than 3 items into a change room to prevent the 1% who is intending to steal?
Have a look at your policies and ask yourself -- are they for the organization, or are they for the customer? Something to think about!
Cheers!
Monday, June 16, 2008
When a discount offer does more damage than good
As a subscriber to the Mirvish series, I received an email today, inviting me to a special presentation to meet the final 10 contestants for the title role of Maria in their upcoming production. I expect the purpose of this offer was to add value to my subscription and make me feel like an insider -- hence increasing my loyalty and emotional connection to the Mirvish company. This sounds like a good idea.
However, added at the end of the email was the following message. REMINDER: Order extra tickets for The Sound of Music at 15% off of the regular price before they go on public sale tomorrow. Call 416-593-4225 or 1-800-771-3933.
This sounded like a good idea so I called to book an extra ticket to take my young daughter. However, when told the final price I was told that the 15% discount was only available on certain performances -- the performance that I already had my 2 subscription tickets for was not included.
When I questioned this in the context of the actual message in the email, which communicated no such conditions, I was told that this was a reminder of a previous email and in that original email they had explained the offer was only available to certain performances.
My option was to trade my existing 2 tickets (5th row, 2nd Friday night of the run) for another mid-week night later in the run.
Now as a subscriber for almost 15 years, this treatment didn't make me feel like an insider. In fact, I was more disappointed about the outcome than if I hadn't been made the offer at all. I paid the full price, but with a bad feeling about how I had been treated. The onus was put on me to track the offer through multiple emnails to ensure I knew the deatils of the offer.
Clearly when the Mirvish team was crafting this offer they were not thinking from their customer point of view, but were simply looking for a means to sell more tickets.
Net outcome, I now have less loyalty, because they have not demonstrated loyalty to me, their long-term customer. Further, when presented with the problem, they made no real effort to recuperate when I highlighted the disconnect between their messaging and their rules.
So be careful when making an offer to an existing customer (or any customer). Make sure you are looking at the offering from their perspective, not just your own. Treat them like gold, since it cost 5 times more to get a new customer than keep a old customer.
Cheers!
However, added at the end of the email was the following message. REMINDER: Order extra tickets for The Sound of Music at 15% off of the regular price before they go on public sale tomorrow. Call 416-593-4225 or 1-800-771-3933.
This sounded like a good idea so I called to book an extra ticket to take my young daughter. However, when told the final price I was told that the 15% discount was only available on certain performances -- the performance that I already had my 2 subscription tickets for was not included.
When I questioned this in the context of the actual message in the email, which communicated no such conditions, I was told that this was a reminder of a previous email and in that original email they had explained the offer was only available to certain performances.
My option was to trade my existing 2 tickets (5th row, 2nd Friday night of the run) for another mid-week night later in the run.
Now as a subscriber for almost 15 years, this treatment didn't make me feel like an insider. In fact, I was more disappointed about the outcome than if I hadn't been made the offer at all. I paid the full price, but with a bad feeling about how I had been treated. The onus was put on me to track the offer through multiple emnails to ensure I knew the deatils of the offer.
Clearly when the Mirvish team was crafting this offer they were not thinking from their customer point of view, but were simply looking for a means to sell more tickets.
Net outcome, I now have less loyalty, because they have not demonstrated loyalty to me, their long-term customer. Further, when presented with the problem, they made no real effort to recuperate when I highlighted the disconnect between their messaging and their rules.
So be careful when making an offer to an existing customer (or any customer). Make sure you are looking at the offering from their perspective, not just your own. Treat them like gold, since it cost 5 times more to get a new customer than keep a old customer.
Cheers!
Sunday, May 18, 2008
Tasco Appliances
My wife and I are in the process of re-modeling our kitchen. One of the major expenses is all new appliances and anyone who knows me, knows that this requires significant research to ensure we get the best appliances for the best price.
So, we visited a number of appliance locations for advice and pricing. We ended up deciding on KitchenAid and coming back to Tasco because we really liked the sales person (the customer service experience) even though their prices were higher than a couple other locations.
We explained that a competitor had a special offer when you purchase a full set of KitchenAid appliances -- they would include a stand mixer ($500 value). We wondered if he would match their price and promotion?
He spoke to KitchenAid and then offered to match this stand mixer offer, PLUS add in a set of special pots to work with our new induction cooktop. Together, these 2 promotions meant the overall price was now better (by approx $150) on a $15,000 purchase. Everyone seemed very happy.
However, when we were informed that the stand mixer we were getting was slightly cheaper because of the colour (black or white) versus the Chrome version we had originally seen -- and the one that would match our $15,000 worth of stainless steel appliances we had just purchased I offered to cover the difference in cost, so that the stand mixer would look good in our kitchen. The cost difference based on MSRP -- $30.00 on a $500 stand mixer.
So what do your think the answer was? NO! So, for $30, on a $15,000 sale, this store has left a very bad final impression. Now rather than us raving about the great experience and deal I got from Tasco, I am blogging about their refusal to work with me the customer to get us the stand mixer we really want. And we haven't even got our appliances yet.
I am not sure who made the decision about the difference in stand mixer, KitchenAid, The Tasco store manager or the sales person, and really don't care. I now have to go out and purchase a stand mixer from a store and someone will be getting a really nice gift somewhere in the future.
More importantly, Tasco failed to create a raving fan and left me with a sour taste in my mouth. All for the sake of a policy or rule and $30.
Cheers!
So, we visited a number of appliance locations for advice and pricing. We ended up deciding on KitchenAid and coming back to Tasco because we really liked the sales person (the customer service experience) even though their prices were higher than a couple other locations.
We explained that a competitor had a special offer when you purchase a full set of KitchenAid appliances -- they would include a stand mixer ($500 value). We wondered if he would match their price and promotion?
He spoke to KitchenAid and then offered to match this stand mixer offer, PLUS add in a set of special pots to work with our new induction cooktop. Together, these 2 promotions meant the overall price was now better (by approx $150) on a $15,000 purchase. Everyone seemed very happy.
However, when we were informed that the stand mixer we were getting was slightly cheaper because of the colour (black or white) versus the Chrome version we had originally seen -- and the one that would match our $15,000 worth of stainless steel appliances we had just purchased I offered to cover the difference in cost, so that the stand mixer would look good in our kitchen. The cost difference based on MSRP -- $30.00 on a $500 stand mixer.
So what do your think the answer was? NO! So, for $30, on a $15,000 sale, this store has left a very bad final impression. Now rather than us raving about the great experience and deal I got from Tasco, I am blogging about their refusal to work with me the customer to get us the stand mixer we really want. And we haven't even got our appliances yet.
I am not sure who made the decision about the difference in stand mixer, KitchenAid, The Tasco store manager or the sales person, and really don't care. I now have to go out and purchase a stand mixer from a store and someone will be getting a really nice gift somewhere in the future.
More importantly, Tasco failed to create a raving fan and left me with a sour taste in my mouth. All for the sake of a policy or rule and $30.
Cheers!
Saturday, May 17, 2008
Bell Canada
So I thought I would start with a recent experience with Bell Canada about my satellite TV. I had the occasion to contact Bell for the 3rd time this week because my satellite TV isn't functioning correctly. Imagine my surprise when each time they answered the phone "How can I provide excellent customer service today". Boy were my expectations set.
So what was my problem? Well the satellite box wasn't saving the TV Guide, so I couldn't tell what was playing unless I scrolled through every channel. The first time I called I was told to re-boot and then call back if that didn't work and they would send me a new box. After all, this one is a rental.
The second time I called I was assured they would fix the problem from their end, so no need to get a new box.
Obviously, since I was now calling a third time, the problem was still there. So imagine my frustration when I was transfered to 4 different people before getting resolution. And the worst part was I finally had to threaten to cancel my subscription to get what I needed.
So what was my problem? Well the satellite box wasn't saving the TV Guide, so I couldn't tell what was playing unless I scrolled through every channel. The first time I called I was told to re-boot and then call back if that didn't work and they would send me a new box. After all, this one is a rental.
The second time I called I was assured they would fix the problem from their end, so no need to get a new box.
Obviously, since I was now calling a third time, the problem was still there. So imagine my frustration when I was transfered to 4 different people before getting resolution. And the worst part was I finally had to threaten to cancel my subscription to get what I needed.
So what did I learn from this experience?
- Make sure that you are not over-promising. When we set customer expectations we have the opportunity to meet and exceed them. However, an over-promise can set an expectation that is impossible to meet, even with the best intentions
- Empower your employees to look after the customer the first time. Don't transfer the customer to get resolution -- particularly when common sense dictates the solution.
Cheers!
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