Keeping the Customer Satisfied with Recovery
Someone once said…
“99% customer satisfaction is meaningless when your customer is in that lone 1%.”
In my speeches I talk about making NO MISTAKES! But, is that realistic? I don’t think so. “No mistakes” is a goal. Making mistakes is part of life and business. It is how the mistake is handled that makes the difference. Here is the goal. If you have a mistake – and hopefully it isn’t very often – you not only fix it, but give the customer a renewed confidence to continue to do business with you. It is about “recovery.”
Example: Let’s say you are in a restaurant. The meal you ordered isn’t cooked the way you like it. The server will usually take the meal back to the kitchen and replace or “fix” it. Next time they bring it to you it is hopefully fine. That brings it back to okay. What could make it better? If the server does it with an excellent attitude.
Sometimes restaurants feel compelled to take the price of the bad meal off of the bill. Not only do they fix it with the right attitude, but they also give it to you free. Sounds like an expensive strategy to me!
I’m not saying that the restaurant shouldn’t give something away for free. Many of my clients in many different types of businesses do. But most of the time I will tell clients that it is not necessary to give anything away at all. Charge the full price! Just do it with the right attitude!
By the way, if your business does feel inclined to give something away for free, if possible give it away the next time. This gives the customer even more of a reason to want to come back.
The bottom line is this: No matter how good you are, at some point you are going to have a mistake, complaint, etc. It is the way you handle the situation that renews customer confidence. In spite of the mistake, you want customers to want to come back. And when they do, you had better make sure you do it right!
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, dvd's and learning programs please contact (314)692-2200. Email: shep@hyken.com – Web:http://www.hyken.com – Click here for information on The Customer Focus™ customer service training programs http://www.TheCustomerFocus.com).
Showing posts with label "customer service". Show all posts
Showing posts with label "customer service". Show all posts
Thursday, March 03, 2011
Thursday, February 24, 2011
Customer Service Tip: Would You Recommend Your Competition?
I am always looking for great examples of customer service in my daily life. Something happened the other night that I think is “kind of cool.” My wife and I went to a great restaurant - Corky's. It just opened. Prices were extremely reasonable and the food was better than good. The owner talked to us quite a bit. Yes, we had a good experience at Corky's and we plan to go back soon, but there's more.
A good part of our conversation with the owner was about his recommending other restaurants for us to go to. That's right; he was telling us where we should go next weekend. Was he trying to tell us he would rather us go to his competition and not come back? I don't think so.
This man was so confident about his own business, that he could talk well of his competitors knowing that we will still be back. When did you last talk to a salesperson that told you how great their competition was? Do you have enough confidence in your company’s products and services to praise your competitors? Like I said, this was “kind of cool.”
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, dvd's and learning programs please contact (314)692-2200. Email: shep@hyken.com – Web:http://www.hyken.com – Click here for information on The Customer Focus™ customer service training programs http://www.TheCustomerFocus.com).
I am always looking for great examples of customer service in my daily life. Something happened the other night that I think is “kind of cool.” My wife and I went to a great restaurant - Corky's. It just opened. Prices were extremely reasonable and the food was better than good. The owner talked to us quite a bit. Yes, we had a good experience at Corky's and we plan to go back soon, but there's more.
A good part of our conversation with the owner was about his recommending other restaurants for us to go to. That's right; he was telling us where we should go next weekend. Was he trying to tell us he would rather us go to his competition and not come back? I don't think so.
This man was so confident about his own business, that he could talk well of his competitors knowing that we will still be back. When did you last talk to a salesperson that told you how great their competition was? Do you have enough confidence in your company’s products and services to praise your competitors? Like I said, this was “kind of cool.”
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, dvd's and learning programs please contact (314)692-2200. Email: shep@hyken.com – Web:http://www.hyken.com – Click here for information on The Customer Focus™ customer service training programs http://www.TheCustomerFocus.com).
Wednesday, February 16, 2011
Good Customer Service - Why Don’t They Do It?
Recently I was talking with a client about one of his employees and customer service. The day before I had presented the Moments of Magic™ customer service program and mentioned that I thought a gentleman in the audience was a skeptic. The client said he wasn’t skeptical, but felt he knew everything I was talking about.
I responded, “Everyone already knows what I’m talking about.” He agreed and I asked him, “So does this guy deliver great service?”
He said, “That’s the problem. He knows, but he doesn’t deliver.”
Most people would agree that they know what good customer service is. People know when they get it. They even know how to give it. Then why is it so hard to get people to do it. There are technical aspects to service, and sometimes there is training for a specific job on how to handle complaints, resolve problems, refer to the right people, etc. All of these are skills that are taught. But, from the beginning, good customer service has nothing to do with skill. It is all about common sense and, most important, attitude.
A seventeen year old kid was recently fired from a job at an ice cream parlor. I asked him why. His response was, “I didn’t say thank you.”
I asked if he didn’t say thank you once, or did he not thank his customers all of the time. He said, “Pretty much all of the time.” He said his boss wanted him to thank the customers when he handed them their ice cream. He said he didn’t have time. What! He didn’t have time to say, “Thank you!”
He went on to tell me, “After thinking about it, the manger was right. I should say thanks to the customer. It is the nice thing to do.” There it is. Common sense! You see, he knew. Everybody knows!
So, why doesn’t everybody do it? The answer is simple. They just don’t have the right attitude, and that’s okay. Not everyone is cut out for a job in front of the public. The old adage of “hire the attitude and train the skill” couldn’t be truer in this situation.
When it comes to customer service you can teach and preach, but it all comes down to the attitude of the employee. So, hire right. Put the right person in the right job. If he or she has direct contact with the customer, realize that at any given time that person will be representing your company, your brand – your entire business!
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314)692-2200. Email: shep@hyken.com – Web:http://www.hyken.com – Click here for information on The Customer Focus™ customer service training programs http://www.TheCustomerFocus.com).
Recently I was talking with a client about one of his employees and customer service. The day before I had presented the Moments of Magic™ customer service program and mentioned that I thought a gentleman in the audience was a skeptic. The client said he wasn’t skeptical, but felt he knew everything I was talking about.
I responded, “Everyone already knows what I’m talking about.” He agreed and I asked him, “So does this guy deliver great service?”
He said, “That’s the problem. He knows, but he doesn’t deliver.”
Most people would agree that they know what good customer service is. People know when they get it. They even know how to give it. Then why is it so hard to get people to do it. There are technical aspects to service, and sometimes there is training for a specific job on how to handle complaints, resolve problems, refer to the right people, etc. All of these are skills that are taught. But, from the beginning, good customer service has nothing to do with skill. It is all about common sense and, most important, attitude.
A seventeen year old kid was recently fired from a job at an ice cream parlor. I asked him why. His response was, “I didn’t say thank you.”
I asked if he didn’t say thank you once, or did he not thank his customers all of the time. He said, “Pretty much all of the time.” He said his boss wanted him to thank the customers when he handed them their ice cream. He said he didn’t have time. What! He didn’t have time to say, “Thank you!”
He went on to tell me, “After thinking about it, the manger was right. I should say thanks to the customer. It is the nice thing to do.” There it is. Common sense! You see, he knew. Everybody knows!
So, why doesn’t everybody do it? The answer is simple. They just don’t have the right attitude, and that’s okay. Not everyone is cut out for a job in front of the public. The old adage of “hire the attitude and train the skill” couldn’t be truer in this situation.
When it comes to customer service you can teach and preach, but it all comes down to the attitude of the employee. So, hire right. Put the right person in the right job. If he or she has direct contact with the customer, realize that at any given time that person will be representing your company, your brand – your entire business!
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314)692-2200. Email: shep@hyken.com – Web:http://www.hyken.com – Click here for information on The Customer Focus™ customer service training programs http://www.TheCustomerFocus.com).
Thursday, February 03, 2011
This blog post is a bit different in that you will have to download a PDF to read it. This is my biggest blog yet. It is more than just a blog or article, it is actually a book within a book – the first three chapters of my new book “The Amazement Revolution: Seven Customer Service Strategies to Create an Amazing Customer (and Employee) Experience.”
First, you will learn about how a 12-year-old’s birthday party magic show business is the root of many customer service strategies in the first chapter titled “The Right Thing to Do.”
Second, you will learn some customer service phrases and terminology that you may
want to start incorporating into your vocabulary.
Third, you will get a master class in customer service as Jim Bush, the executive VP of World Service at American Express takes us through all seven strategies that are taught in the book. I promise this will be a valuable investment of your time.
I have a favor to ask of you. I want to start a customer service Amazement Revolution, so share this with everyone you know; friends, colleagues, customers, etc. Like a chain letter, send it to at least 20 people you know. Unlike a chain letter, nothing will happen to you if you don’t, but if you do, people will appreciate you and say, “Thank you!” If you don’t have 20 or more friends to send it to, then send it to ten! If you don’t have any friends, call me. I’ll be your friend!
Let’s start the Amazement Revolution together! Read it, download it and share it with as many people as possible! Here’s the link:
http://www.AmazementRevolution.com/preview
Thank you in advance for being part of the Revolution!
First, you will learn about how a 12-year-old’s birthday party magic show business is the root of many customer service strategies in the first chapter titled “The Right Thing to Do.”
Second, you will learn some customer service phrases and terminology that you may
want to start incorporating into your vocabulary.
Third, you will get a master class in customer service as Jim Bush, the executive VP of World Service at American Express takes us through all seven strategies that are taught in the book. I promise this will be a valuable investment of your time.
I have a favor to ask of you. I want to start a customer service Amazement Revolution, so share this with everyone you know; friends, colleagues, customers, etc. Like a chain letter, send it to at least 20 people you know. Unlike a chain letter, nothing will happen to you if you don’t, but if you do, people will appreciate you and say, “Thank you!” If you don’t have 20 or more friends to send it to, then send it to ten! If you don’t have any friends, call me. I’ll be your friend!
Let’s start the Amazement Revolution together! Read it, download it and share it with as many people as possible! Here’s the link:
http://www.AmazementRevolution.com/preview
Thank you in advance for being part of the Revolution!
Wednesday, January 26, 2011
Manage Customer Experience through Small Details
It was just a small thing that most people wouldn’t notice, but it was a detail worth noting in the quest for outstanding service. I’ll try and paint you a verbal picture of the situation. I was staying at one of the Disney hotels in Orlando. There was a line at the check in counter. I guess they were getting us ready for the lines at the theme park.
There were at least eight front desk personnel checking in guests, so the line was moving. When it was my turn to check in, the open spot was at the other end of the front desk. Rather than the front desk looking over at me and yelling, “Next,” she walked over from behind the desk to where the line was, smiled at me, greeted me, and asked me to come over to her area to check in. All of the front desk personnel did the same thing when their areas opened up for the next guest to check in.
Contrast that with the very expensive hotel I just stayed at in New York City. It was my turn to check in and the guy at the front desk yelled, “Next.” He didn’t welcome me when I approached him. He just said, “Name.” I guess that was his way of saying, “Welcome to our very expensive and well known hotel. I’m here to check you in. May I have your name please?”
This was just a little thing, and by itself is nothing significant. But if enough of these little things are good, they add up and eventually get noticed. Conversely, so do the bad ones. And once you have even a small, seemingly insignificant bad experience take place, it becomes magnified when another one happens.
Anybody and any company can manage the big and obvious things. It’s the little things that can make you stand out. Details can make the difference.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314)692-2200. Email: shep@hyken.com – Web:http://www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
It was just a small thing that most people wouldn’t notice, but it was a detail worth noting in the quest for outstanding service. I’ll try and paint you a verbal picture of the situation. I was staying at one of the Disney hotels in Orlando. There was a line at the check in counter. I guess they were getting us ready for the lines at the theme park.
There were at least eight front desk personnel checking in guests, so the line was moving. When it was my turn to check in, the open spot was at the other end of the front desk. Rather than the front desk looking over at me and yelling, “Next,” she walked over from behind the desk to where the line was, smiled at me, greeted me, and asked me to come over to her area to check in. All of the front desk personnel did the same thing when their areas opened up for the next guest to check in.
Contrast that with the very expensive hotel I just stayed at in New York City. It was my turn to check in and the guy at the front desk yelled, “Next.” He didn’t welcome me when I approached him. He just said, “Name.” I guess that was his way of saying, “Welcome to our very expensive and well known hotel. I’m here to check you in. May I have your name please?”
This was just a little thing, and by itself is nothing significant. But if enough of these little things are good, they add up and eventually get noticed. Conversely, so do the bad ones. And once you have even a small, seemingly insignificant bad experience take place, it becomes magnified when another one happens.
Anybody and any company can manage the big and obvious things. It’s the little things that can make you stand out. Details can make the difference.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314)692-2200. Email: shep@hyken.com – Web:http://www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Thursday, January 20, 2011
Customer Service Lesson: How to Apologize
Groupon CEO Andrew Mason Shows How a CEO and Company Take Responsibility for a Customer Service Snafu
Groupon is a fantastic app that features a daily discount to various businesses around the world. Some of the deals are really quite extraordinary. Recently Groupon featured a major discount to a restaurant delivery service in Tokyo for the New Year. The promotion was wildly successful as more than 500 “Groupons” were sold. Unfortunately, a customer service “nightmare” took place. The restaurant was not prepared for the success and couldn’t accommodate all of the orders. Deliveries were late, and many of them were in “terrible condition.”
Who do you blame for this? The restaurant or Groupon? My first thought is that the restaurant should have been prepared. Yet Andrew Mason, the CEO of Groupon took responsibility as well. He acknowledged that he sold to an organization that was not prepared to deal with the success of the Groupon promotion. While the restaurant failed the service to their customers, Groupon refunded money back to the consumers who bought the coupons and gave away vouchers for future business.
To avoid customer service issues like this in the future, Groupon has started educating its customers on ‘capacity planning.’ It appears that Groupon is going to make sure their customers are able to deliver to their customers (the consumer). This is good for everyone involved.
Mason took this further and created a video that featured a public apology about the incident. It was sincere and informative. It explained exactly what happened and held nothing back. It is a wonderful example of how an individual or company should respond in customer service situations like this. Here is a link to the original article and video. http://www.youtube.com/user/gruponpon2010
Thank you to Andrew Mason and Groupon for teaching us a great customer service lesson.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314)692-2200. Email: shep@hyken.com – Web:http://www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Groupon CEO Andrew Mason Shows How a CEO and Company Take Responsibility for a Customer Service Snafu
Groupon is a fantastic app that features a daily discount to various businesses around the world. Some of the deals are really quite extraordinary. Recently Groupon featured a major discount to a restaurant delivery service in Tokyo for the New Year. The promotion was wildly successful as more than 500 “Groupons” were sold. Unfortunately, a customer service “nightmare” took place. The restaurant was not prepared for the success and couldn’t accommodate all of the orders. Deliveries were late, and many of them were in “terrible condition.”
Who do you blame for this? The restaurant or Groupon? My first thought is that the restaurant should have been prepared. Yet Andrew Mason, the CEO of Groupon took responsibility as well. He acknowledged that he sold to an organization that was not prepared to deal with the success of the Groupon promotion. While the restaurant failed the service to their customers, Groupon refunded money back to the consumers who bought the coupons and gave away vouchers for future business.
To avoid customer service issues like this in the future, Groupon has started educating its customers on ‘capacity planning.’ It appears that Groupon is going to make sure their customers are able to deliver to their customers (the consumer). This is good for everyone involved.
Mason took this further and created a video that featured a public apology about the incident. It was sincere and informative. It explained exactly what happened and held nothing back. It is a wonderful example of how an individual or company should respond in customer service situations like this. Here is a link to the original article and video. http://www.youtube.com/user/gruponpon2010
Thank you to Andrew Mason and Groupon for teaching us a great customer service lesson.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314)692-2200. Email: shep@hyken.com – Web:http://www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Wednesday, January 19, 2011
Treat Employees Like They Are the Customer
“Treat your employees the way you want your customers treated – maybe even better!” Shep Hyken
The above quote is simply a line taken from one of my speeches. It is my customer service slant to the familiar Golden Rule – “Do unto others as you would do unto yourself.” Telling people how to treat customers is one thing. Showing how you want them treated is completely different – especially if you are modeling the behavior.
I received a case study written by Andrew Thomas, a freelance writer from Ohio. He wrote about global leadership and the Ritz-Carlton Hotel chain. There was something in the case study that jumped out at me, and it applies to the concept in the above quotation.
The Ritz-Carlton was hired to manage an existing hotel in Shanghai. They brought in many of their experts and determined that major renovations were needed. Their first phase of the renovation was the Employee Entrance. This may seem strange to most, but is the norm for the Ritz-Carlton. While the renovation was relatively inexpensive, it sent an important message to the employees (who were employed by the previous management company). It demonstrated that a new standard (higher) of quality and service was expected and that the employees were incredibly important to the process.
The Ritz-Carlton is recognized worldwide for being a quality organization. They understand the importance of outstanding customer service. Just as important, if not more so, is that they also understand the value of their employees, the internal customers.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: http://www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
“Treat your employees the way you want your customers treated – maybe even better!” Shep Hyken
The above quote is simply a line taken from one of my speeches. It is my customer service slant to the familiar Golden Rule – “Do unto others as you would do unto yourself.” Telling people how to treat customers is one thing. Showing how you want them treated is completely different – especially if you are modeling the behavior.
I received a case study written by Andrew Thomas, a freelance writer from Ohio. He wrote about global leadership and the Ritz-Carlton Hotel chain. There was something in the case study that jumped out at me, and it applies to the concept in the above quotation.
The Ritz-Carlton was hired to manage an existing hotel in Shanghai. They brought in many of their experts and determined that major renovations were needed. Their first phase of the renovation was the Employee Entrance. This may seem strange to most, but is the norm for the Ritz-Carlton. While the renovation was relatively inexpensive, it sent an important message to the employees (who were employed by the previous management company). It demonstrated that a new standard (higher) of quality and service was expected and that the employees were incredibly important to the process.
The Ritz-Carlton is recognized worldwide for being a quality organization. They understand the importance of outstanding customer service. Just as important, if not more so, is that they also understand the value of their employees, the internal customers.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: http://www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Wednesday, January 12, 2011
Four Valuable Customer Service Lessons We Can Learn From the Airlines
When discussing customer service, I don’t like to pick on the airlines. Their shortcomings are obvious. Yet while I may encounter that curmudgeon at the ticket counter or that crusty flight attendant, when it comes to the people side, the airlines usually deliver acceptable levels of service. It is usually the operational side that has created problems for the airlines; flight delays, cancellations, lost luggage, etc.
To support the airlines, many times these delays or cancellations are necessary due to weather or mechanical issues. Still, they are not always handled very well. Sometimes the bad service comes down to what appears to be complete ineptness. The service in the airline industry has become so inconsistent that many of their customers have adapted to the model that says, “Treat me like crap. I don’t care. Just get me there on time and I’ll fly with you again.”
That said, we can learn a lot from the airlines. Here are four simple lessons that the airlines teach us.
Manage my expectations. I hate delayed flights – or delayed anything! If we have to wait for our reservation at a restaurant or in the waiting room at the doctor’s office, let us know how long it will be. And don’t tell us 20 minutes, when it is really 45 minutes. In other words, don’t let me down – again.
Give me information. Is there bad weather? Is it a mechanical problem? Tell me and maybe I’ll understand. In any business, if something goes wrong, be honest about it. Let us know quickly and what you plan to do about it. The more we know, the better we feel.
Have a backup plan. So the flight is canceled, what are you going to do about it? I’ve gone to stores that advertise sale items that are out of stock. Do I walk away disappointed? No. The good stores give me options that will make me happy.
Create confidence. As mentioned above, just get me there on time and I’ll fly with you again. In any business, customers expect what they buy (products or services) to do what they are supposed to do. Throw in consistently great service and you have a winning combination.
Shep Hyken, CSP CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
When discussing customer service, I don’t like to pick on the airlines. Their shortcomings are obvious. Yet while I may encounter that curmudgeon at the ticket counter or that crusty flight attendant, when it comes to the people side, the airlines usually deliver acceptable levels of service. It is usually the operational side that has created problems for the airlines; flight delays, cancellations, lost luggage, etc.
To support the airlines, many times these delays or cancellations are necessary due to weather or mechanical issues. Still, they are not always handled very well. Sometimes the bad service comes down to what appears to be complete ineptness. The service in the airline industry has become so inconsistent that many of their customers have adapted to the model that says, “Treat me like crap. I don’t care. Just get me there on time and I’ll fly with you again.”
That said, we can learn a lot from the airlines. Here are four simple lessons that the airlines teach us.
Manage my expectations. I hate delayed flights – or delayed anything! If we have to wait for our reservation at a restaurant or in the waiting room at the doctor’s office, let us know how long it will be. And don’t tell us 20 minutes, when it is really 45 minutes. In other words, don’t let me down – again.
Give me information. Is there bad weather? Is it a mechanical problem? Tell me and maybe I’ll understand. In any business, if something goes wrong, be honest about it. Let us know quickly and what you plan to do about it. The more we know, the better we feel.
Have a backup plan. So the flight is canceled, what are you going to do about it? I’ve gone to stores that advertise sale items that are out of stock. Do I walk away disappointed? No. The good stores give me options that will make me happy.
Create confidence. As mentioned above, just get me there on time and I’ll fly with you again. In any business, customers expect what they buy (products or services) to do what they are supposed to do. Throw in consistently great service and you have a winning combination.
Shep Hyken, CSP CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Wednesday, November 24, 2010
Internal Customer Service
Shep Hyken – customer service motivational speaker, author, trainer, and expert – points out another customer you have- the internal customer! In one of his Shepard Letters, his monthly newsletter, Shep explains how internal (and external, of course) customer service comes from the very top and filters through everyone in the company.
It has been my good fortune to have been hired to speak to hundreds of clients with many, many different types of audiences. Most of these clients understand that customer service is not a department you call when you have a complaint. It is a philosophy. Customer service throughout an entire organization is the way of the future.
Still, many people believe that customer service training is only for front line personnel. And these people seem to only want to train the sales people, and of course, that “customer service department.”
Service must be a total commitment not just for the front line, but for every employee of any business, from the mail room attendant to the janitor to the president to the CEO. Everyone has a customer. If it is not the outside customer, then it is the internal customer.
Internal Customers
So who is an internal customer? A simple definition of an internal customer is anyone within an organization who at any time is dependent on anyone else within the organization.
The internal customer may be a situational customer. This person may not always be the internal customer. They might be depending on someone inside the company at a specific time for a specific reason, maybe once a week or even once a year.
An example of an internal customer may be someone in the payroll department. Let’s say this payroll person is dependent on managers from various departments to call in the employee payroll on time. If a manager is late or doesn’t report payroll properly, then the payroll person can’t do his or her job, which is getting payroll checks out on time. The manager failed his or her internal customer.
This internal customer can be someone you work for as well as someone who works for you. At first you might think that because she works for me that I would always be her internal customer. After all, I’m the boss! WRONG! Of course I am dependent on her to help me with my responsibilities, but she is just as dependent on me to get her the right information and training so that she can do the best job possible. It goes both ways.
From The Top Down
The concept is sound and strong. Customer service has to be a total company effort. It just can’t be the front line who deals with the outside customers, the ones that buy our products and services. The front line needs the support of everyone within the organization.
The traditional structure of a company has the CEO or President at the top with layers of management underneath, ending with the front line employee who deals directly with the outside customer.
Imagine a triangle or pyramid. The CEO is at the top - at the point. At the bottom, at the base of the pyramid, are the front line employees. The chain of command flows down. The responsibility to each level of management and every employee flows down. This is very traditional.
In the 1980’s along came Jan Carlzon, the former president of Scandinavian Airlines with his best selling business book, Moments of Truth. In his book, he turned the pyramid upside down. He emphasized the importance in dealing with the outside customer. He said that rather than the lower level employees serving the higher levels, it should be at least a two way street, if not opposite. He flip/flopped the pyramid and put the customers at the top and the upper management, including the CEO and president, at the bottom.
This is the root of internal service. It is the understanding that everybody supports everybody else in the organization.
A company who has an excellent service reputation didn’t get it without everyone in the company being a part of the service strategy. Someone once said that if you are not working directly with the outside customer, you are probably working with someone who is. Everyone within your organization has an affect on the outside customer.
Starting an internal service program is simple. Virtually every technique you have read or learned about general customer service applies to the internal customer as well. Small changes in basic terminology will need to be made. Companies that practice outstanding customer service find it is easier to attract and keep customers. Companies that practice outstanding internal service find it easier to attract and keep good employees. Employees who practice outstanding internal service find it easier to keep and enhance their careers.
So, take care of your internal customers and create MOMENTS OF MAGIC!
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Shep Hyken – customer service motivational speaker, author, trainer, and expert – points out another customer you have- the internal customer! In one of his Shepard Letters, his monthly newsletter, Shep explains how internal (and external, of course) customer service comes from the very top and filters through everyone in the company.
It has been my good fortune to have been hired to speak to hundreds of clients with many, many different types of audiences. Most of these clients understand that customer service is not a department you call when you have a complaint. It is a philosophy. Customer service throughout an entire organization is the way of the future.
Still, many people believe that customer service training is only for front line personnel. And these people seem to only want to train the sales people, and of course, that “customer service department.”
Service must be a total commitment not just for the front line, but for every employee of any business, from the mail room attendant to the janitor to the president to the CEO. Everyone has a customer. If it is not the outside customer, then it is the internal customer.
Internal Customers
So who is an internal customer? A simple definition of an internal customer is anyone within an organization who at any time is dependent on anyone else within the organization.
The internal customer may be a situational customer. This person may not always be the internal customer. They might be depending on someone inside the company at a specific time for a specific reason, maybe once a week or even once a year.
An example of an internal customer may be someone in the payroll department. Let’s say this payroll person is dependent on managers from various departments to call in the employee payroll on time. If a manager is late or doesn’t report payroll properly, then the payroll person can’t do his or her job, which is getting payroll checks out on time. The manager failed his or her internal customer.
This internal customer can be someone you work for as well as someone who works for you. At first you might think that because she works for me that I would always be her internal customer. After all, I’m the boss! WRONG! Of course I am dependent on her to help me with my responsibilities, but she is just as dependent on me to get her the right information and training so that she can do the best job possible. It goes both ways.
From The Top Down
The concept is sound and strong. Customer service has to be a total company effort. It just can’t be the front line who deals with the outside customers, the ones that buy our products and services. The front line needs the support of everyone within the organization.
The traditional structure of a company has the CEO or President at the top with layers of management underneath, ending with the front line employee who deals directly with the outside customer.
Imagine a triangle or pyramid. The CEO is at the top - at the point. At the bottom, at the base of the pyramid, are the front line employees. The chain of command flows down. The responsibility to each level of management and every employee flows down. This is very traditional.
In the 1980’s along came Jan Carlzon, the former president of Scandinavian Airlines with his best selling business book, Moments of Truth. In his book, he turned the pyramid upside down. He emphasized the importance in dealing with the outside customer. He said that rather than the lower level employees serving the higher levels, it should be at least a two way street, if not opposite. He flip/flopped the pyramid and put the customers at the top and the upper management, including the CEO and president, at the bottom.
This is the root of internal service. It is the understanding that everybody supports everybody else in the organization.
A company who has an excellent service reputation didn’t get it without everyone in the company being a part of the service strategy. Someone once said that if you are not working directly with the outside customer, you are probably working with someone who is. Everyone within your organization has an affect on the outside customer.
Starting an internal service program is simple. Virtually every technique you have read or learned about general customer service applies to the internal customer as well. Small changes in basic terminology will need to be made. Companies that practice outstanding customer service find it is easier to attract and keep customers. Companies that practice outstanding internal service find it easier to attract and keep good employees. Employees who practice outstanding internal service find it easier to keep and enhance their careers.
So, take care of your internal customers and create MOMENTS OF MAGIC!
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Wednesday, November 17, 2010
What To Do When You Can’t Say Yes
Shep Hyken – customer service motivational speaker, author, trainer, and expert – knows that saying “no” is usually bad for customer service. In one of his Shepard Letters, his monthly newsletter, Shep explains six situations with customers that could be turned around and help you avoid saying “NO!”
One of the most negative situations one can create with a customer is to say “no.” In general, people hate to be told “no.” It starts when we are little kids and our parents constantly scream “NO!” at us. But sometimes saying “no” is unavoidable. In Karen Leland & Keith Bailey’s excellent book, Customer Service for Dummies, they cover a number of reasons you would have to say “no.” Let’s cover some major reasons why we would have to say “no,” and what we can or cannot do about them.
It is the law
Sometimes you are asked to do something and agreeing to do it would break a law. This one is simple. Most customers should be comfortable with the reason.
It is company policy
I hate being told someone can’t do something because of “company policy.” One Saturday evening my wife and I ventured to a restaurant known for great food at reasonable prices. I decided to try the pork special, which included potatoes and vegetables. I asked what the vegetables were. The waitress told me string beans and corn. Well, I love corn, but hate string beans, and I asked if I could have extra corn instead of the string beans. The waitress said they do not substitute. So, I asked her just to leave the string beans off. She told me she couldn’t do that either. I asked why. She said it was their policy. I told her that at McDonalds if I don’t want a pickle, they leave off the pickle. She looked at me like I was nuts! The dinner came with the string beans and we never went back.
We are out of it
A company can be out of a part. The book store can be out of a best selling book. A movie theater can be sold out of seats. It is all the same. You have to tell the customer you don’t have any more. So, what do we do? Let’s take a lesson from Nordstrom’s. Legend has it that a customer wanted something that Nordstrom’s was out of. The employee asked the customer to come back in fifteen minutes. Meanwhile the employee ran to another store in the mall, paid retail for the item and brought it back to Nordstrom’s where it was sold to the customer as if Nordstrom’s had the item all along. Great solution when you can do it, but sometimes it is not that easy. One of my retail clients will actually send the customer to the competition, but not before they call the store and have it held in their customers name. Most of the time the customers are appreciative, seeing that the store is more interested in taking care of the customer than making sale. In the long term, the store gains the customer’s loyalty and trust. Sometimes you just have to resort to telling the customer when the item will be back in stock. Just make sure you honor your promise. If you say it will be in next Tuesday, it had better be in.
It just can’t be done
Sometimes a customer wants something that just can’t be done or is impossible to get. It is that simple. Your goal should be to educate the customer why you can’t get them what they want. However, if you are really good, you could try to help find it somewhere else, or maybe find a replacement.
Yes isn’t good enough
Sometimes giving the customer what he/she wants doesn’t ensure the customer will be happy with you. I remember pulling into a parking lot which had some open spaces I could see from the street only to be told they were full. I argued that I saw open spots. The attendant argued that there weren’t any. He refused to look, even though I told them exactly where they were. After five minutes of arguing, he finally agreed to look. Sure enough he saw the spaces I had seen from the street. He angrily waved me in. Even though I got my parking space, I was mad. He “gave in,” but he did it too late.
Saying “no” isn’t so bad
No, might not be so bad. One day I went into one of my favorite places, Baskin Robbins, the well known ice cream parlor. I was excited to order my favorite flavor, Quarterback Crunch. To my disappointment, they were out of that flavor. The girl dishing out the ice cream told me what her favorite flavor was and asked if I wanted to try it. I did and guess what? I now have a new favorite flavor! Substitution is a viable alternative to many situations. Sometimes it may be obvious, while other times you may have to take a creative approach. With the right attitude, you may find that saying “no” is an opportunity to show how good you are.
So the next time you are forced to say “no” to a customer or client, think of the above. Delivering great service and creating Moments of Magic have always included common sense thinking and flexibility.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Shep Hyken – customer service motivational speaker, author, trainer, and expert – knows that saying “no” is usually bad for customer service. In one of his Shepard Letters, his monthly newsletter, Shep explains six situations with customers that could be turned around and help you avoid saying “NO!”
One of the most negative situations one can create with a customer is to say “no.” In general, people hate to be told “no.” It starts when we are little kids and our parents constantly scream “NO!” at us. But sometimes saying “no” is unavoidable. In Karen Leland & Keith Bailey’s excellent book, Customer Service for Dummies, they cover a number of reasons you would have to say “no.” Let’s cover some major reasons why we would have to say “no,” and what we can or cannot do about them.
It is the law
Sometimes you are asked to do something and agreeing to do it would break a law. This one is simple. Most customers should be comfortable with the reason.
It is company policy
I hate being told someone can’t do something because of “company policy.” One Saturday evening my wife and I ventured to a restaurant known for great food at reasonable prices. I decided to try the pork special, which included potatoes and vegetables. I asked what the vegetables were. The waitress told me string beans and corn. Well, I love corn, but hate string beans, and I asked if I could have extra corn instead of the string beans. The waitress said they do not substitute. So, I asked her just to leave the string beans off. She told me she couldn’t do that either. I asked why. She said it was their policy. I told her that at McDonalds if I don’t want a pickle, they leave off the pickle. She looked at me like I was nuts! The dinner came with the string beans and we never went back.
We are out of it
A company can be out of a part. The book store can be out of a best selling book. A movie theater can be sold out of seats. It is all the same. You have to tell the customer you don’t have any more. So, what do we do? Let’s take a lesson from Nordstrom’s. Legend has it that a customer wanted something that Nordstrom’s was out of. The employee asked the customer to come back in fifteen minutes. Meanwhile the employee ran to another store in the mall, paid retail for the item and brought it back to Nordstrom’s where it was sold to the customer as if Nordstrom’s had the item all along. Great solution when you can do it, but sometimes it is not that easy. One of my retail clients will actually send the customer to the competition, but not before they call the store and have it held in their customers name. Most of the time the customers are appreciative, seeing that the store is more interested in taking care of the customer than making sale. In the long term, the store gains the customer’s loyalty and trust. Sometimes you just have to resort to telling the customer when the item will be back in stock. Just make sure you honor your promise. If you say it will be in next Tuesday, it had better be in.
It just can’t be done
Sometimes a customer wants something that just can’t be done or is impossible to get. It is that simple. Your goal should be to educate the customer why you can’t get them what they want. However, if you are really good, you could try to help find it somewhere else, or maybe find a replacement.
Yes isn’t good enough
Sometimes giving the customer what he/she wants doesn’t ensure the customer will be happy with you. I remember pulling into a parking lot which had some open spaces I could see from the street only to be told they were full. I argued that I saw open spots. The attendant argued that there weren’t any. He refused to look, even though I told them exactly where they were. After five minutes of arguing, he finally agreed to look. Sure enough he saw the spaces I had seen from the street. He angrily waved me in. Even though I got my parking space, I was mad. He “gave in,” but he did it too late.
Saying “no” isn’t so bad
No, might not be so bad. One day I went into one of my favorite places, Baskin Robbins, the well known ice cream parlor. I was excited to order my favorite flavor, Quarterback Crunch. To my disappointment, they were out of that flavor. The girl dishing out the ice cream told me what her favorite flavor was and asked if I wanted to try it. I did and guess what? I now have a new favorite flavor! Substitution is a viable alternative to many situations. Sometimes it may be obvious, while other times you may have to take a creative approach. With the right attitude, you may find that saying “no” is an opportunity to show how good you are.
So the next time you are forced to say “no” to a customer or client, think of the above. Delivering great service and creating Moments of Magic have always included common sense thinking and flexibility.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Wednesday, November 10, 2010
Enthusiasm- It’s Contagious!
Shep Hyken – customer service motivational speaker, author, trainer, and expert – knows how to be enthusiastic. In one of his Shepard Letters, his monthly newsletter, Shep sheds light on a little secret-- enthusiasm is contagious.
Who would you rather be with at work? Someone who hates what they are doing, or someone who loves what they are doing?
The answer is obvious. People who love what they do seem to have a charisma or enthusiasm about them. Their attitudes are contagious, and for obvious reasons, they are simply more enjoyable to be around.
Remember different teachers you might have had in high school or college? I remember teachers that lectured - or should I say read from notes or a manuscript - to their classes. They never even looked up at their students. I also remember teachers who spoke from their hearts. They encouraged questions and classroom participation. They weren’t necessarily funny, but somehow their classes were fun and exciting to be in.
What’s the difference between the two? Well, part of the answer is enthusiasm. One teacher is simply doing the job, just going through the motions. The other teacher is immersed in his or her job, involved with the students and creating a learning experience. The first teachers educate the students by lecturing. All information is going one way, from teacher to student. Either the student gets it or doesn’t. They try to take notes and listen, with every attempt not to fall asleep. The other teachers are encouraging two way learning. They interact and communicate with students.
Isn’t it almost the same in the working environment? Some people just work for their paycheck. Others work for their company and personal fulfillment.
Who Are You Working For?
This reminds me of a story that I first heard Zig Ziglar tell at one of his seminars. There were some employees of a major railroad company standing around the tracks. A large limousine pulls up to the workers and out steps a well dressed man, the president of the railroad company. The president walks up to one of the workers and says, “Hello Bob, how are you?” Bob says, “I’m doing great, Gene. Thanks for asking.”
When the president of the company walked away, the workers were impressed with Bob and asked him how he knew the president of the company on a first name basis. Bob told them that twenty years ago they started working together.
The workers asked Bob, “How come he’s president and you still work out here in the yard?”
Bob replied, “Twenty years ago when we started together, I went to work for the paycheck. Gene went to work for the railroad company.”
Gene obviously loved what he did and managed to work his way up to becoming president of the company. He didn’t get there by not caring or not having a passion for what he did. To get to the top where Gene started took a lot of hard work and enthusiasm in his job and his life.
Enthusiastic people tend to be more successful. And people like to be around enthusiastic people. If you can’t get excited about what you do and what you and your company sell, then you won’t get anyone around you excited either.
Where Is Your Passion?
It is also important to understand that enthusiasm doesn’t mean you have to be physically excited about what you do. A friend of mine is a speaker. Technically speaking, he is a terrible speaker. He stands behind the lectern and speaks to the audience in a dull and monotone voice. When he starts a program his audience members immediately look at their watches to see when the next break will be.
What makes him different from the teachers we talked about above is that he really does have enthusiasm; he is just not capable of physically showing it. After just a few minutes the audience starts to pick up on it, and within fifteen to twenty minutes they are sitting on the edge of their seats, soaking up his information.
Every once in a while there is a twinkle in his eye. You can tell he loves what he is talking about. He is just not a good speaker. And, that is okay. The audience accepts that, and picks up on his passion for the subject on which he is presenting. While not physically evident, he does have the enthusiasm that it takes to get others excited.
Enthusiasm is contagious. And, a fellow professional speaker, Danny Cox, says that if enthusiasm is contagious, and what you have is not enthusiasm, that is also contagious!
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Shep Hyken – customer service motivational speaker, author, trainer, and expert – knows how to be enthusiastic. In one of his Shepard Letters, his monthly newsletter, Shep sheds light on a little secret-- enthusiasm is contagious.
Who would you rather be with at work? Someone who hates what they are doing, or someone who loves what they are doing?
The answer is obvious. People who love what they do seem to have a charisma or enthusiasm about them. Their attitudes are contagious, and for obvious reasons, they are simply more enjoyable to be around.
Remember different teachers you might have had in high school or college? I remember teachers that lectured - or should I say read from notes or a manuscript - to their classes. They never even looked up at their students. I also remember teachers who spoke from their hearts. They encouraged questions and classroom participation. They weren’t necessarily funny, but somehow their classes were fun and exciting to be in.
What’s the difference between the two? Well, part of the answer is enthusiasm. One teacher is simply doing the job, just going through the motions. The other teacher is immersed in his or her job, involved with the students and creating a learning experience. The first teachers educate the students by lecturing. All information is going one way, from teacher to student. Either the student gets it or doesn’t. They try to take notes and listen, with every attempt not to fall asleep. The other teachers are encouraging two way learning. They interact and communicate with students.
Isn’t it almost the same in the working environment? Some people just work for their paycheck. Others work for their company and personal fulfillment.
Who Are You Working For?
This reminds me of a story that I first heard Zig Ziglar tell at one of his seminars. There were some employees of a major railroad company standing around the tracks. A large limousine pulls up to the workers and out steps a well dressed man, the president of the railroad company. The president walks up to one of the workers and says, “Hello Bob, how are you?” Bob says, “I’m doing great, Gene. Thanks for asking.”
When the president of the company walked away, the workers were impressed with Bob and asked him how he knew the president of the company on a first name basis. Bob told them that twenty years ago they started working together.
The workers asked Bob, “How come he’s president and you still work out here in the yard?”
Bob replied, “Twenty years ago when we started together, I went to work for the paycheck. Gene went to work for the railroad company.”
Gene obviously loved what he did and managed to work his way up to becoming president of the company. He didn’t get there by not caring or not having a passion for what he did. To get to the top where Gene started took a lot of hard work and enthusiasm in his job and his life.
Enthusiastic people tend to be more successful. And people like to be around enthusiastic people. If you can’t get excited about what you do and what you and your company sell, then you won’t get anyone around you excited either.
Where Is Your Passion?
It is also important to understand that enthusiasm doesn’t mean you have to be physically excited about what you do. A friend of mine is a speaker. Technically speaking, he is a terrible speaker. He stands behind the lectern and speaks to the audience in a dull and monotone voice. When he starts a program his audience members immediately look at their watches to see when the next break will be.
What makes him different from the teachers we talked about above is that he really does have enthusiasm; he is just not capable of physically showing it. After just a few minutes the audience starts to pick up on it, and within fifteen to twenty minutes they are sitting on the edge of their seats, soaking up his information.
Every once in a while there is a twinkle in his eye. You can tell he loves what he is talking about. He is just not a good speaker. And, that is okay. The audience accepts that, and picks up on his passion for the subject on which he is presenting. While not physically evident, he does have the enthusiasm that it takes to get others excited.
Enthusiasm is contagious. And, a fellow professional speaker, Danny Cox, says that if enthusiasm is contagious, and what you have is not enthusiasm, that is also contagious!
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Wednesday, November 03, 2010
Five Levels of Service: How Do You Get to the Top?
Shep Hyken – customer service motivational speaker, author, trainer, and expert – lists the five levels of service in one of his Shepard Letters, his monthly newsletter, and proposes questions to ask yourself to improve your current service level.
Recently I was asked to rate and compare a number of companies on their level of service. As I started the comparison, I thought a scale of 1-5 would be a good way of doing it. (One is bad and five is excellent.) Then creativity kicked in. Why rate them by numbers when you can assign a descriptive name. So, I came up with the “Five Levels of Service.”
1. Unacceptable – This is bad service at any level. Call it poor, terrible, less than stellar –bottom line is it is unacceptable for any reason.
2. Basic – commodity and minimum standards.
3. Good – your customers identify your service as “satisfactory.”
4. World Class – This is a big jump from good. It is beyond satisfactory. Customers think of your company as great. You create value. Customers compare you with others in your industry.
5. Trademark – Others are compared to you. You are the industry benchmark for great service.
So take a self-assessment. Each of the following questions is a two-part question. One answer is on a company level and the other is on a personal level. If you do not personally deal with outside customers, take a look at how you service your internal customer. The questions are:
1. What level of service does your company and you, as an individual, provide for your customers and clients?
2. How would you describe yourself based on the above descriptive levels of service?
3. What companies inside of your industry could be assigned to each of these levels of service?
4. What companies outside of your industry could you assign to each of these levels of service?
5. What do the companies who have “World Class” and “Trademark” (both inside and outside of your industry) do that you could emulate?
6. If you are not already at the “Trademark” level – and very few companies are – what would it take to get you a step closer, or even all of the way there?
The above questions could make for some great discussions. To close this article, here a few summarizing points:
Recognize that service is a process. It is ongoing. You and your company should always be striving to improve, even if you are already at the “Trademark” level.
While some people have taken service to a scientific level with measurements, testing, etc., the basics are common sense. It is about people thinking about taking care of people.
No matter how good you and your company rate in the “Five Levels of Service,” everyone needs to be continuously trained, reminded and coached. Remember, the quest for “Trademark” service is a process – a never-ending journey!
Ending with an appropriate quote…
"Great service is not the end – the final answer. It is a process that is on-going, ever changing and is always being adapted to meet the needs of the current situation.”
-- Shep Hyken, CSP, CPAE
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Shep Hyken – customer service motivational speaker, author, trainer, and expert – lists the five levels of service in one of his Shepard Letters, his monthly newsletter, and proposes questions to ask yourself to improve your current service level.
Recently I was asked to rate and compare a number of companies on their level of service. As I started the comparison, I thought a scale of 1-5 would be a good way of doing it. (One is bad and five is excellent.) Then creativity kicked in. Why rate them by numbers when you can assign a descriptive name. So, I came up with the “Five Levels of Service.”
1. Unacceptable – This is bad service at any level. Call it poor, terrible, less than stellar –bottom line is it is unacceptable for any reason.
2. Basic – commodity and minimum standards.
3. Good – your customers identify your service as “satisfactory.”
4. World Class – This is a big jump from good. It is beyond satisfactory. Customers think of your company as great. You create value. Customers compare you with others in your industry.
5. Trademark – Others are compared to you. You are the industry benchmark for great service.
So take a self-assessment. Each of the following questions is a two-part question. One answer is on a company level and the other is on a personal level. If you do not personally deal with outside customers, take a look at how you service your internal customer. The questions are:
1. What level of service does your company and you, as an individual, provide for your customers and clients?
2. How would you describe yourself based on the above descriptive levels of service?
3. What companies inside of your industry could be assigned to each of these levels of service?
4. What companies outside of your industry could you assign to each of these levels of service?
5. What do the companies who have “World Class” and “Trademark” (both inside and outside of your industry) do that you could emulate?
6. If you are not already at the “Trademark” level – and very few companies are – what would it take to get you a step closer, or even all of the way there?
The above questions could make for some great discussions. To close this article, here a few summarizing points:
Recognize that service is a process. It is ongoing. You and your company should always be striving to improve, even if you are already at the “Trademark” level.
While some people have taken service to a scientific level with measurements, testing, etc., the basics are common sense. It is about people thinking about taking care of people.
No matter how good you and your company rate in the “Five Levels of Service,” everyone needs to be continuously trained, reminded and coached. Remember, the quest for “Trademark” service is a process – a never-ending journey!
Ending with an appropriate quote…
"Great service is not the end – the final answer. It is a process that is on-going, ever changing and is always being adapted to meet the needs of the current situation.”
-- Shep Hyken, CSP, CPAE
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Wednesday, October 27, 2010
The Honeymoon Should Never Be Over
Shep Hyken – customer service motivational speaker, author, trainer, and expert – explains how interacting with a customer forms a relationship in one of his Shepard Letters, his monthly newsletter, and how to maintain that relationship as time goes on. (Hint: the end of the transaction is not the end of the relationship!)
We have been doing business with a printer on a somewhat regular basis for several years. I remember the first day their sales rep called on us. They brought us samples, followed up throughout the process and personally delivered our order. This type of service continued for the next several times we placed orders.
Then one day the sales rep couldn't come out and asked us to come to them. We thought nothing of it, went and visited their facility and placed our order. Then, the order was delivered and there was an extra charge for courier service. This was the first time we had been charged for delivery. Usually our sales rep personally delivered the finished product.
We were frustrated. I've told them not to expect us to come in and not to charge us for the delivery – at least as a line item on the final invoice. I've ask them to quote a price that includes everything related to the project. If we wanted a price breakdown, we would ask for it.
We had come to expect a certain level of service, and they set the expectation based on the first several times we worked together. Then something changed. So, what happened?
A simple answer might be in an old cliché. The honeymoon is over.
They did what they could to get our business. The expectation they created was not anything unusual. As a matter of fact, we thought this was the norm. Another printer we do business with for other types of projects has a sales rep that brings samples, delivers, just stops by to say hello – and more.
Our relationship is now in jeopardy. It is a shame. They are nice people. Their price, while not always the lowest has been competitive. They have been able to do some of the special projects that our other printer couldn't or didn't want to do. They originally provided us a level of service that we had been used to, and therefore expected – but asking for what they used to do for us now seems like an inconvenience for them.
Lesson: Business is kind of like dating. The first time you do business with someone is like a date. You hope they want to go out – or do business with you - again. You finally, as some say, close the deal. To me, that is like getting married and going on the honeymoon. This is really the start of the long-term relationship. Get that? This is important! The close is really the start. So, don't fall down after the honeymoon. In business the honeymoon should never be over!
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Shep Hyken – customer service motivational speaker, author, trainer, and expert – explains how interacting with a customer forms a relationship in one of his Shepard Letters, his monthly newsletter, and how to maintain that relationship as time goes on. (Hint: the end of the transaction is not the end of the relationship!)
We have been doing business with a printer on a somewhat regular basis for several years. I remember the first day their sales rep called on us. They brought us samples, followed up throughout the process and personally delivered our order. This type of service continued for the next several times we placed orders.
Then one day the sales rep couldn't come out and asked us to come to them. We thought nothing of it, went and visited their facility and placed our order. Then, the order was delivered and there was an extra charge for courier service. This was the first time we had been charged for delivery. Usually our sales rep personally delivered the finished product.
We were frustrated. I've told them not to expect us to come in and not to charge us for the delivery – at least as a line item on the final invoice. I've ask them to quote a price that includes everything related to the project. If we wanted a price breakdown, we would ask for it.
We had come to expect a certain level of service, and they set the expectation based on the first several times we worked together. Then something changed. So, what happened?
A simple answer might be in an old cliché. The honeymoon is over.
They did what they could to get our business. The expectation they created was not anything unusual. As a matter of fact, we thought this was the norm. Another printer we do business with for other types of projects has a sales rep that brings samples, delivers, just stops by to say hello – and more.
Our relationship is now in jeopardy. It is a shame. They are nice people. Their price, while not always the lowest has been competitive. They have been able to do some of the special projects that our other printer couldn't or didn't want to do. They originally provided us a level of service that we had been used to, and therefore expected – but asking for what they used to do for us now seems like an inconvenience for them.
Lesson: Business is kind of like dating. The first time you do business with someone is like a date. You hope they want to go out – or do business with you - again. You finally, as some say, close the deal. To me, that is like getting married and going on the honeymoon. This is really the start of the long-term relationship. Get that? This is important! The close is really the start. So, don't fall down after the honeymoon. In business the honeymoon should never be over!
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Wednesday, October 20, 2010
Moments of Truth, Misery, & Magic
Shep Hyken – customer service motivational speaker, author, trainer, and expert – knows just how important every moment with the customer is. In one of his Shepard Letters, his monthly newsletter, Shep talks about each moment as a moment of truth, and how those moments can turn into moments of magic, or moments of misery.
It's all about creating Moments of Magic! What is a Moment of Magic and where did it come from?
Moments of Truth
In 1986 Jan Carlzon, the former president of Scandinavian Airlines wrote a book, Moments of Truth. In his book, Carlzon defines the moment of truth in business as this:
“Anytime a customer comes into contact with any aspect of a business, however remote, is an opportunity to form an impression.”
From this simple concept, Jan Carlzon took an airline that was failing and turned it around to be one of the most respected airlines in the industry.
Some examples of moments of truth in Jan Carlzon’s airline business are:
--when you call to make a reservation to take a flight,
--when you arrive at the airport and check your bags curbside,
--when you go inside and pick up your ticket at the ticket counter,
--when you are greeted at the gate,
--when you are taken care of by the flight attendants onboard the aircraft,
--and when you are greeted at your destination.
All of these are main moments of truth, and notice that they are all controlled by people. There are many moments of truth that are not controlled by people, such as advertisements (radio, television, billboards, newspapers, etc.). The emphasis of this article is on the moments of truth that we, as people, have control over. These are the points of contact that our customers and clients have directly with us and our organization.
Mentioned above are a number of the main moments of truth, not just at Jan Carlzon’s airline, but in virtually all commercial airlines. These are the main ones. And while these may be the most important, there are lots of small ones as well. For example, you might be walking toward your gate at the airport and walk by a couple Scandinavian employees. They look up and smile at you. Now that may be a small moment of truth, but it is an important one. It adds to the total experience of the customer.
Disney has taken the small moments of truth to an even higher level. They understand the importance that these small moments of truth have on their customers. They train their cast members (Disney’s term for employees) to acknowledge the guest (Disney’s term for a customer) with a smile or facial expression if within ten feet. If the cast member gets within five feet of the guest, they are to acknowledge them verbally. All of the little moments of truth, combined with the major ones, with the addition of the product or service your organization is selling, add up to the overall level of a customer’s satisfaction.
Moments of Magic!...and Misery
Jan Carlzon said there are good moments of truth and bad moments of truth. I believe there is a third type - average moments of truth. Average is middle-of-the-road - simply acceptable, but not great. I have a term for the good and bad ones. The bad ones are referred to as moments of misery, and the good ones are referred to as moments of magic.
Our goal should be to create all great moments of magic, even if they start out to be moments of misery. Sometimes a customer may have a legitimate complaint. We not only need to fix problems and complaints, we also need to give customers a reason to want to come back and continue to do business with us again and again. Even if we fix a problem, it doesn’t mean the customer is coming back. For example, if you own a restaurant and one of your guest’s meals is over cooked, don’t simply fix it or take it off of the bill. Consider giving the guest a business card with a note that gives him or her a round of drinks or a free appetizer the next time they come back.
At times these moments of misery may not even be our fault. The customer may just be having a terrible day. For example, a customer may be checking into a hotel. This person may have had three flights delayed and he or she is in a very bad mood. It is not the hotel’s fault the customer is unhappy due to the airline’s delayed flights. But, it is the person who is checking in this irate customer who has the opportunity to start to turn the customer’s mood around. It is an opportunity to take someone else’s moment of misery and turn it into the hotel’s moment of magic.
So, manage your moments of truth. Seize every one of them, even if they are moments of misery, as opportunities to show how good you and your organization are. This will go a long way in building long-term customer loyalty and total customer satisfaction.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Shep Hyken – customer service motivational speaker, author, trainer, and expert – knows just how important every moment with the customer is. In one of his Shepard Letters, his monthly newsletter, Shep talks about each moment as a moment of truth, and how those moments can turn into moments of magic, or moments of misery.
It's all about creating Moments of Magic! What is a Moment of Magic and where did it come from?
Moments of Truth
In 1986 Jan Carlzon, the former president of Scandinavian Airlines wrote a book, Moments of Truth. In his book, Carlzon defines the moment of truth in business as this:
“Anytime a customer comes into contact with any aspect of a business, however remote, is an opportunity to form an impression.”
From this simple concept, Jan Carlzon took an airline that was failing and turned it around to be one of the most respected airlines in the industry.
Some examples of moments of truth in Jan Carlzon’s airline business are:
--when you call to make a reservation to take a flight,
--when you arrive at the airport and check your bags curbside,
--when you go inside and pick up your ticket at the ticket counter,
--when you are greeted at the gate,
--when you are taken care of by the flight attendants onboard the aircraft,
--and when you are greeted at your destination.
All of these are main moments of truth, and notice that they are all controlled by people. There are many moments of truth that are not controlled by people, such as advertisements (radio, television, billboards, newspapers, etc.). The emphasis of this article is on the moments of truth that we, as people, have control over. These are the points of contact that our customers and clients have directly with us and our organization.
Mentioned above are a number of the main moments of truth, not just at Jan Carlzon’s airline, but in virtually all commercial airlines. These are the main ones. And while these may be the most important, there are lots of small ones as well. For example, you might be walking toward your gate at the airport and walk by a couple Scandinavian employees. They look up and smile at you. Now that may be a small moment of truth, but it is an important one. It adds to the total experience of the customer.
Disney has taken the small moments of truth to an even higher level. They understand the importance that these small moments of truth have on their customers. They train their cast members (Disney’s term for employees) to acknowledge the guest (Disney’s term for a customer) with a smile or facial expression if within ten feet. If the cast member gets within five feet of the guest, they are to acknowledge them verbally. All of the little moments of truth, combined with the major ones, with the addition of the product or service your organization is selling, add up to the overall level of a customer’s satisfaction.
Moments of Magic!...and Misery
Jan Carlzon said there are good moments of truth and bad moments of truth. I believe there is a third type - average moments of truth. Average is middle-of-the-road - simply acceptable, but not great. I have a term for the good and bad ones. The bad ones are referred to as moments of misery, and the good ones are referred to as moments of magic.
Our goal should be to create all great moments of magic, even if they start out to be moments of misery. Sometimes a customer may have a legitimate complaint. We not only need to fix problems and complaints, we also need to give customers a reason to want to come back and continue to do business with us again and again. Even if we fix a problem, it doesn’t mean the customer is coming back. For example, if you own a restaurant and one of your guest’s meals is over cooked, don’t simply fix it or take it off of the bill. Consider giving the guest a business card with a note that gives him or her a round of drinks or a free appetizer the next time they come back.
At times these moments of misery may not even be our fault. The customer may just be having a terrible day. For example, a customer may be checking into a hotel. This person may have had three flights delayed and he or she is in a very bad mood. It is not the hotel’s fault the customer is unhappy due to the airline’s delayed flights. But, it is the person who is checking in this irate customer who has the opportunity to start to turn the customer’s mood around. It is an opportunity to take someone else’s moment of misery and turn it into the hotel’s moment of magic.
So, manage your moments of truth. Seize every one of them, even if they are moments of misery, as opportunities to show how good you and your organization are. This will go a long way in building long-term customer loyalty and total customer satisfaction.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Wednesday, October 13, 2010
Top 10 Telephone Basics
Shep Hyken – customer service motivational speaker, author, trainer, and expert – has come up with ten guidelines to follow while talking on the phone, as featured in one of his Shepard Letters, his monthly newsletter.
This article is not just for the front line people who deal directly with customers. All of this information is applicable to everyone, from a receptionist to a warehouse manager to a CEO. Having good telephone skills helps build stronger relationships with everyone! Whether the call is incoming or outbound, the following can be applied to virtually every call.
So, let’s get back to basics. Phone skills are an important part of the job. The way you handle your phone is as important as a face-to-face meeting. So take the time to go over some of these basics. Here is my “top ten” phone skills list.
1. Let’s start with enthusiasm.
Try to convey some type of enthusiasm. From beginning to end, show that you care about the person you are talking to. You don’t need to act overly excited about your phone conversation. Just have a positive attitude. It is contagious.
2. Be sure to smile.
Even though you are on the phone, the other person can sense a smile from you. Some telephone experts recommend putting a mirror on your desk to remind you when you are not smiling at the customer. For people who are on the phone all day, a mirror may not be a bad idea.
3. How do you sound on the phone?
Using the right tone of voice creates atmosphere on the phone. This ties into the first two on this list. Is your enthusiasm coming through? Do you have a positive attitude? Is your phone conversation strictly business? Is it lighter or personal? Your tone and voice inflections will create an impression and help the person on the other end understand what you are telling them.
4. Say “Hello!” (or good morning, good afternoon, etc.)
Have a warm greeting or opening. Welcome people into the conversation. Don’t make them feel as if they are an interruption. If you are too busy, then let someone else or your voice mail pick up the phone. That is lot better than a greeting that sounds like, “Yah, what do you want!”
5. Say “Goodbye.”
Have a strong closing. At the minimum, be sure to say goodbye before hanging up the phone. How many times have you expected someone to say goodbye, have a nice day, etc. only to hear a click? Don’t do that to your customer!
6. When talking to a customer, avoid company or technical terminology that they may not understand.
Everybody has had this happen at one time or another. Someone tries to tell you something and you have absolutely no idea what he is talking about. It sounds like it could be English, and it is. But, you still don’t understand it because it is technical jargon. Technical terms or industry buzz-words can put a customer in an uncomfortable position. They might feel dumb because they don’t understand you. Or, they may feel frustrated and become impatient.
7. Don’t get angry, even if the customer is.
It is not always easy to keep calm, especially if the customer is angry about something you have no control over. (Chances are they are mad at something that has already happened.) If a customer is complaining and angry, let them vent. Most likely they aren’t mad at you personally. Ask them questions to show that you care. Don’t add to their aggravation. You might ask them to repeat the problem just to make sure you understand. Be a good listener.
8. When transferring - ONLY ONCE!
If you are transferring to someone else, make sure that person is available. Don’t put the customer on the hold, transfer, hold, transfer, hold, transfer, routine. (I hate when that happens!)
9. Control the “hold” button on your phone.
A survey in USA Today conducted by Nancy Friedman (a.k.a. The Telephone Doctor) showed that customers hate, more than anything else relating to the phone, to be put on HOLD! There are really only two reasons to put someone on hold: to transfer to someone else or to get information.
10. More on controlling that “hold” button.
If you are going to make a customer wait on hold, for any reason, let them know how long they will have to wait. When you say a minute and it really is just a minute, it will probably seem a lot longer to them. So, if you are asking them to hold for an extended period of time, it is probably best to call them back. Promise to call at a specific time. Then, keep your promise!
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Shep Hyken – customer service motivational speaker, author, trainer, and expert – has come up with ten guidelines to follow while talking on the phone, as featured in one of his Shepard Letters, his monthly newsletter.
This article is not just for the front line people who deal directly with customers. All of this information is applicable to everyone, from a receptionist to a warehouse manager to a CEO. Having good telephone skills helps build stronger relationships with everyone! Whether the call is incoming or outbound, the following can be applied to virtually every call.
So, let’s get back to basics. Phone skills are an important part of the job. The way you handle your phone is as important as a face-to-face meeting. So take the time to go over some of these basics. Here is my “top ten” phone skills list.
1. Let’s start with enthusiasm.
Try to convey some type of enthusiasm. From beginning to end, show that you care about the person you are talking to. You don’t need to act overly excited about your phone conversation. Just have a positive attitude. It is contagious.
2. Be sure to smile.
Even though you are on the phone, the other person can sense a smile from you. Some telephone experts recommend putting a mirror on your desk to remind you when you are not smiling at the customer. For people who are on the phone all day, a mirror may not be a bad idea.
3. How do you sound on the phone?
Using the right tone of voice creates atmosphere on the phone. This ties into the first two on this list. Is your enthusiasm coming through? Do you have a positive attitude? Is your phone conversation strictly business? Is it lighter or personal? Your tone and voice inflections will create an impression and help the person on the other end understand what you are telling them.
4. Say “Hello!” (or good morning, good afternoon, etc.)
Have a warm greeting or opening. Welcome people into the conversation. Don’t make them feel as if they are an interruption. If you are too busy, then let someone else or your voice mail pick up the phone. That is lot better than a greeting that sounds like, “Yah, what do you want!”
5. Say “Goodbye.”
Have a strong closing. At the minimum, be sure to say goodbye before hanging up the phone. How many times have you expected someone to say goodbye, have a nice day, etc. only to hear a click? Don’t do that to your customer!
6. When talking to a customer, avoid company or technical terminology that they may not understand.
Everybody has had this happen at one time or another. Someone tries to tell you something and you have absolutely no idea what he is talking about. It sounds like it could be English, and it is. But, you still don’t understand it because it is technical jargon. Technical terms or industry buzz-words can put a customer in an uncomfortable position. They might feel dumb because they don’t understand you. Or, they may feel frustrated and become impatient.
7. Don’t get angry, even if the customer is.
It is not always easy to keep calm, especially if the customer is angry about something you have no control over. (Chances are they are mad at something that has already happened.) If a customer is complaining and angry, let them vent. Most likely they aren’t mad at you personally. Ask them questions to show that you care. Don’t add to their aggravation. You might ask them to repeat the problem just to make sure you understand. Be a good listener.
8. When transferring - ONLY ONCE!
If you are transferring to someone else, make sure that person is available. Don’t put the customer on the hold, transfer, hold, transfer, hold, transfer, routine. (I hate when that happens!)
9. Control the “hold” button on your phone.
A survey in USA Today conducted by Nancy Friedman (a.k.a. The Telephone Doctor) showed that customers hate, more than anything else relating to the phone, to be put on HOLD! There are really only two reasons to put someone on hold: to transfer to someone else or to get information.
10. More on controlling that “hold” button.
If you are going to make a customer wait on hold, for any reason, let them know how long they will have to wait. When you say a minute and it really is just a minute, it will probably seem a lot longer to them. So, if you are asking them to hold for an extended period of time, it is probably best to call them back. Promise to call at a specific time. Then, keep your promise!
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Wednesday, October 06, 2010
On Duty While You Are Off Duty
Shep Hyken – customer service motivational speaker, author, trainer, and expert – shares a few experiences in one of his Shepard Letters, his monthly newsletter, about remembering that even when you are not on the clock, you are still representing your company.
I recently took my family to dinner at a nice restaurant. We had a 6:00 p.m. reservation. We were a few minutes early and were obviously one of the first guests to arrive. The hostess told us to take a seat and she would let us know when our table was ready. As the restaurant was virtually empty, I asked her how long she thought it would be. Her response was this:
“Sir, it is 5:52. Your reservation wasn’t until 6:00. I’ll let you know when the table is ready.”
I was a bit put off by her very direct and less than friendly response. It looked like all of the tables were ready so I asked her why. Then the real reason came out why she didn’t want to seat us. She told me that she was off duty and I would have to wait for the hostess that was supposed to be on duty to arrive. Ah, I see! She could assume the duty of aggravating a customer, but could not, make that would not, assume the duty of taking care of a customer.
Lesson: This story illustrates a very simple, yet important point. At any time that someone can be associated with your company, they are.
That means that even when someone is off duty, as our hostess in the above example described herself to be, they are still on. Think about the truck with the corporate logo on its side that drives recklessly down the highway. The driver of that truck may be off duty, but the truck is still representing the company. Does the driver realize it?
A long time ago I wrote about an incident where I became upset with a ticket agent at the airport. I didn’t realize that audience members from my speech that morning were watching me. I was very embarrassed. At that moment I realized that I was not only representing myself, but my client as well.
At any given time, even when we don’t suspect it, we might be creating an impression about our company, or even ourselves. And whenever it comes to dealing with the customer, we must always be on – even when we are supposed to be off.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Shep Hyken – customer service motivational speaker, author, trainer, and expert – shares a few experiences in one of his Shepard Letters, his monthly newsletter, about remembering that even when you are not on the clock, you are still representing your company.
I recently took my family to dinner at a nice restaurant. We had a 6:00 p.m. reservation. We were a few minutes early and were obviously one of the first guests to arrive. The hostess told us to take a seat and she would let us know when our table was ready. As the restaurant was virtually empty, I asked her how long she thought it would be. Her response was this:
“Sir, it is 5:52. Your reservation wasn’t until 6:00. I’ll let you know when the table is ready.”
I was a bit put off by her very direct and less than friendly response. It looked like all of the tables were ready so I asked her why. Then the real reason came out why she didn’t want to seat us. She told me that she was off duty and I would have to wait for the hostess that was supposed to be on duty to arrive. Ah, I see! She could assume the duty of aggravating a customer, but could not, make that would not, assume the duty of taking care of a customer.
Lesson: This story illustrates a very simple, yet important point. At any time that someone can be associated with your company, they are.
That means that even when someone is off duty, as our hostess in the above example described herself to be, they are still on. Think about the truck with the corporate logo on its side that drives recklessly down the highway. The driver of that truck may be off duty, but the truck is still representing the company. Does the driver realize it?
A long time ago I wrote about an incident where I became upset with a ticket agent at the airport. I didn’t realize that audience members from my speech that morning were watching me. I was very embarrassed. At that moment I realized that I was not only representing myself, but my client as well.
At any given time, even when we don’t suspect it, we might be creating an impression about our company, or even ourselves. And whenever it comes to dealing with the customer, we must always be on – even when we are supposed to be off.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Wednesday, September 29, 2010
Be Good For Your Customer
Shep Hyken – customer service motivational speaker, author, trainer, and expert – explains the difference between being good to your customer and being good for your customer in one of his Shepard Letters, his monthly newsletter.
One of my clients Todd Walker of Network Communications (They publish monthly real estate books that market residential properties.) had a great comment about how he takes care of his customers, the real estate agents and brokers that buy the adds in his books. He asks them, “Do you want me to be good to you, or good for you?”
Think about that question for a moment. Being good “to” the customer means you take care of them, give them great service, etc. But being good “for” the customer is different. It is helping them or enhancing their experience.
Sometimes it is easy to enhance an experience or increase the value of your products or services by just making suggestions or helping the customer. Other times you have to sell more. Up-selling sometimes scares sales people, but it has to be done. It is a disservice not to up-sell the customer when it is appropriate and necessary to the success of the product.
As mentioned above, Todd sells advertising in a book. Being good “for” the customer means the sales person can help design the advertisement for the customer. They may even suggest a larger advertisement, not because it brings more revenue to Network Communications, but because it will truly create better results for the customer. The sales rep is helping the customer receive maximum impact for the advertising dollars.
How about the server at a restaurant that suggests that the guest try the new appetizer? The server could just take the food order, but instead is suggesting something that might add to the enjoyment of the meal. Yes, it adds dollars to the check, but it also enhances the experience.
Recently at a retail golf store I saw the sales person sell some expensive golf clubs. What compelled the customer to buy the clubs on the spot was when the sales person said, “I could sell you these clubs today and I know you would be happy with them. But I won’t sell them to you until I make sure they are the right clubs for your golf swing. So, let’s step over to our practice facility and make sure you are comfortable with these clubs.” Fifteen minutes later the customer felt like they had a golf lesson – with clubs that would help improve the game. Sold!
Let’s take Todd’s question a bit further. The question is really a philosophy. There really isn’t a choice. The customer deserves to have both. We should be good “to” and “for” the customer. That is what Todd intends. Posing it as a question is only for the benefit of the customer.
In conclusion, don’t just take care of the customer. Help the customer. Don’t just be good “to” the customer. Be good “for” the customer. Show value, create an experience and always strive to exceed their expectations.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Shep Hyken – customer service motivational speaker, author, trainer, and expert – explains the difference between being good to your customer and being good for your customer in one of his Shepard Letters, his monthly newsletter.
One of my clients Todd Walker of Network Communications (They publish monthly real estate books that market residential properties.) had a great comment about how he takes care of his customers, the real estate agents and brokers that buy the adds in his books. He asks them, “Do you want me to be good to you, or good for you?”
Think about that question for a moment. Being good “to” the customer means you take care of them, give them great service, etc. But being good “for” the customer is different. It is helping them or enhancing their experience.
Sometimes it is easy to enhance an experience or increase the value of your products or services by just making suggestions or helping the customer. Other times you have to sell more. Up-selling sometimes scares sales people, but it has to be done. It is a disservice not to up-sell the customer when it is appropriate and necessary to the success of the product.
As mentioned above, Todd sells advertising in a book. Being good “for” the customer means the sales person can help design the advertisement for the customer. They may even suggest a larger advertisement, not because it brings more revenue to Network Communications, but because it will truly create better results for the customer. The sales rep is helping the customer receive maximum impact for the advertising dollars.
How about the server at a restaurant that suggests that the guest try the new appetizer? The server could just take the food order, but instead is suggesting something that might add to the enjoyment of the meal. Yes, it adds dollars to the check, but it also enhances the experience.
Recently at a retail golf store I saw the sales person sell some expensive golf clubs. What compelled the customer to buy the clubs on the spot was when the sales person said, “I could sell you these clubs today and I know you would be happy with them. But I won’t sell them to you until I make sure they are the right clubs for your golf swing. So, let’s step over to our practice facility and make sure you are comfortable with these clubs.” Fifteen minutes later the customer felt like they had a golf lesson – with clubs that would help improve the game. Sold!
Let’s take Todd’s question a bit further. The question is really a philosophy. There really isn’t a choice. The customer deserves to have both. We should be good “to” and “for” the customer. That is what Todd intends. Posing it as a question is only for the benefit of the customer.
In conclusion, don’t just take care of the customer. Help the customer. Don’t just be good “to” the customer. Be good “for” the customer. Show value, create an experience and always strive to exceed their expectations.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Wednesday, September 22, 2010
Loyalty Goes Both Ways
Shep Hyken – customer service motivational speaker, author, trainer, and expert – knows how to create loyal customers. In one of his Shepard Letters, his monthly newsletter, he provides another way in which to create those loyal customers- be loyal to them first!
We all want our customers to be loyal. So here is a thought:
In order to get your customers to be loyal to you, you need to be loyal to your customers.
Are you loyal to your customers? Do they know it? Do they feel it? What are you doing to prove it?
Loyalty is about creating value, building a strong relationship, developing trust, having an understanding of their business, knowing their wants and needs, making them feel special, letting them know you appreciate them – and much more.
While there may be lots of things you can do to prove your loyalty, it really isn’t that difficult. All of the above mentioned – and more – is just common sense. These are the things we should be doing for our customers. So, I have a little exercise/assignment for you to do. It shouldn’t take very long. Here it is:
Write down all of the things you think you are doing, or should be doing, to show your loyalty to your customers. You can start with the list above. Then add more. Be specific and write down how you are (or should be) doing it. Ask a few others what they think and add to the list. Pat yourself on the back for the ones you are doing already, and start doing the ones you aren’t.
That is it. A simple assignment on the surface that will hopefully bring you closer to understanding the value you are giving to your customers – as well as the loyalty you are showing them. After all, why should your customers be loyal to you, if you can’t prove your loyalty to them?
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Shep Hyken – customer service motivational speaker, author, trainer, and expert – knows how to create loyal customers. In one of his Shepard Letters, his monthly newsletter, he provides another way in which to create those loyal customers- be loyal to them first!
We all want our customers to be loyal. So here is a thought:
In order to get your customers to be loyal to you, you need to be loyal to your customers.
Are you loyal to your customers? Do they know it? Do they feel it? What are you doing to prove it?
Loyalty is about creating value, building a strong relationship, developing trust, having an understanding of their business, knowing their wants and needs, making them feel special, letting them know you appreciate them – and much more.
While there may be lots of things you can do to prove your loyalty, it really isn’t that difficult. All of the above mentioned – and more – is just common sense. These are the things we should be doing for our customers. So, I have a little exercise/assignment for you to do. It shouldn’t take very long. Here it is:
Write down all of the things you think you are doing, or should be doing, to show your loyalty to your customers. You can start with the list above. Then add more. Be specific and write down how you are (or should be) doing it. Ask a few others what they think and add to the list. Pat yourself on the back for the ones you are doing already, and start doing the ones you aren’t.
That is it. A simple assignment on the surface that will hopefully bring you closer to understanding the value you are giving to your customers – as well as the loyalty you are showing them. After all, why should your customers be loyal to you, if you can’t prove your loyalty to them?
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Wednesday, September 15, 2010
On Being “Real”
Shep Hyken – customer service motivational speaker, author, trainer, and expert – offers some advice to go into your motivational and self-improvement file from one of his Shepard Letters, his monthly newsletter, about being real.
I had just finished a speech. One of the audience members came up to talk to me. He said that his group has been fortunate to get to hear a lot of speakers, but seldom does he get to meet the speaker. He ended our conversation by saying, “Because I met you and shook your hand I’ll always remember your speech. It was real.”
He said it was real. What did that mean? Now, this wasn’t about me being some type of celebrity. I’m just a business speaker. I presented the speech well and had relevant material, but what happened after the speech is what made it “real.” All I did was make myself available after the speech to answer questions and talk to anyone who wanted to. Not a big deal, but it made impact. So, I’ve been thinking about what it is to be “real.”
As I think about my friends and colleagues who are successful, I see some commonalities about them. They are approachable and available. They have a bond with their customers as well as the people they work with. They create positive impact on others. They are “real.”
The secrets to being “real” are common sense. It takes some effort. Care about what you do. Be respectful to others. Make yourself approachable and available. Always be on time, even early. Be enthusiastic about who you are and what you do. Create positive impressions that are memorable and that garner respect, admiration and build confidence.
Most of all, recognize that every interaction you have is an opportunity to make positive impact on others – an opportunity to be and make an experience “real.”
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Shep Hyken – customer service motivational speaker, author, trainer, and expert – offers some advice to go into your motivational and self-improvement file from one of his Shepard Letters, his monthly newsletter, about being real.
I had just finished a speech. One of the audience members came up to talk to me. He said that his group has been fortunate to get to hear a lot of speakers, but seldom does he get to meet the speaker. He ended our conversation by saying, “Because I met you and shook your hand I’ll always remember your speech. It was real.”
He said it was real. What did that mean? Now, this wasn’t about me being some type of celebrity. I’m just a business speaker. I presented the speech well and had relevant material, but what happened after the speech is what made it “real.” All I did was make myself available after the speech to answer questions and talk to anyone who wanted to. Not a big deal, but it made impact. So, I’ve been thinking about what it is to be “real.”
As I think about my friends and colleagues who are successful, I see some commonalities about them. They are approachable and available. They have a bond with their customers as well as the people they work with. They create positive impact on others. They are “real.”
The secrets to being “real” are common sense. It takes some effort. Care about what you do. Be respectful to others. Make yourself approachable and available. Always be on time, even early. Be enthusiastic about who you are and what you do. Create positive impressions that are memorable and that garner respect, admiration and build confidence.
Most of all, recognize that every interaction you have is an opportunity to make positive impact on others – an opportunity to be and make an experience “real.”
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Wednesday, September 08, 2010
The Name Game
Shep Hyken – customer service motivational speaker, author, trainer, and expert – suggests a simple customer service tactic in one of his Shepard Letters, his monthly newsletter, that can change a customer’s whole experience with you. Just use their name!
Several months ago I was invited to a beautiful resort on an exotic island (Nevis) to present my program at a business meeting. As I walked off of the plane there was a representative from the travel company greeting me, holding a sign with my name. As soon as she identified me, she started using my name. She helped me get a cab and told the driver where to take me.
While we were driving to the airport the driver asked, "Where are you from, Mr. Hyken?" It wasn't the question that surprised me. It was that he used my name. We had a nice conversation on the way to the hotel.
Once at the hotel, the doorman greeted me by name. "Welcome to our hotel, Mr. Hyken." It was obvious that the woman at the airport informed someone I was on my way.
When I checked in the person didn't ask my name. She already had it.
The manager came out and introduced himself to me. He didn't have to ask my name. He already knew it.
On the way to my room, the bellman used my name.
I met the housekeeper later in the day. When she greeted me she asked if she was pronouncing my name properly.
Every time I walked through the lobby someone from the hotel staff acknowledged me by name. And, all of this started with the person who met me when I arrived at the airport. She had put the system to work by simply letting someone at the hotel know that I was on my way.
This was a great experience. I was truly impressed. I can't exactly describe how this constant use of my name made me feel, other than to say it was great. I felt more at home, more at ease, more comfortable – more of a guest than a customer.
It is obvious that the Four Seasons on Nevis has customer service down to an art. They are recognized as one of the top resort hotels in the world. It takes a lot of things, some big and some small, to be great. I would put using a customer's name down as small thing. It is almost just a detail. But, sometimes it is the smallest things that make the great ones great.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
Shep Hyken – customer service motivational speaker, author, trainer, and expert – suggests a simple customer service tactic in one of his Shepard Letters, his monthly newsletter, that can change a customer’s whole experience with you. Just use their name!
Several months ago I was invited to a beautiful resort on an exotic island (Nevis) to present my program at a business meeting. As I walked off of the plane there was a representative from the travel company greeting me, holding a sign with my name. As soon as she identified me, she started using my name. She helped me get a cab and told the driver where to take me.
While we were driving to the airport the driver asked, "Where are you from, Mr. Hyken?" It wasn't the question that surprised me. It was that he used my name. We had a nice conversation on the way to the hotel.
Once at the hotel, the doorman greeted me by name. "Welcome to our hotel, Mr. Hyken." It was obvious that the woman at the airport informed someone I was on my way.
When I checked in the person didn't ask my name. She already had it.
The manager came out and introduced himself to me. He didn't have to ask my name. He already knew it.
On the way to my room, the bellman used my name.
I met the housekeeper later in the day. When she greeted me she asked if she was pronouncing my name properly.
Every time I walked through the lobby someone from the hotel staff acknowledged me by name. And, all of this started with the person who met me when I arrived at the airport. She had put the system to work by simply letting someone at the hotel know that I was on my way.
This was a great experience. I was truly impressed. I can't exactly describe how this constant use of my name made me feel, other than to say it was great. I felt more at home, more at ease, more comfortable – more of a guest than a customer.
It is obvious that the Four Seasons on Nevis has customer service down to an art. They are recognized as one of the top resort hotels in the world. It takes a lot of things, some big and some small, to be great. I would put using a customer's name down as small thing. It is almost just a detail. But, sometimes it is the smallest things that make the great ones great.
Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200
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