Dear Reader,

Thank you for visiting, but please visit my new customer service blog and article website at http://www.Hyken.com/blog This Blogspot blog was incorporated into my new website in March 2011. The new website has all of the resources you see here, plus a whole lot more. As you visit the new location for this blog, I hope you will update your bookmarks and share the new location (http://www.Hyken.com/blog) with your friends.

New Customer Service Blog and Articles Website: http://www.Hyken.com/blog

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).

The Real Customer Experience through the Eyes of Your Customers

You may have watched the CBS hit TV show “Undercover Boss.” If you aren’t familiar with the show, each week the cameras follow around a corporate executive who goes “undercover” to participate in various jobs. They get a first hand look at how their decisions impact the employees and their morale – and much more.

Yes, it a bit of “Hollywood,” but don’t miss the incredible lesson it can teach us. I read an article in the Detroit Free Press (www.Freep.com) that featured David Dillon, the chairman and CEO of Kroger, one of the largest grocery store chains in the world. Dillon gets out from behind his desk and spends time in the stores, standing in lines with customers and listening to their comments. He gets a view from his customers’ perspectives with the intention of learning how to make their experience even better.

According to the article in Freep.com, Dillon tells Wall Street analysts that Kroger gets sophisticated data from Dunnhumby, a marketing company based in London. However, the data can only tell part of the story, which is why Dillon chooses to “go undercover” to mingle with his customers and get first hand consumer experience.

Do you need to go undercover? Of course not! This is just one way of gathering important customer information. Twenty plus years ago I wrote about how Anheuser-Busch executives took time to ride in the delivery trucks to see what was happening in the field. They would talk to the owners of grocery stores, restaurants, convenience stores – anywhere that sold Anheuser-Busch products. They didn’t go undercover, but they had the right idea. They wanted to get first hand information from their customers. Perhaps that is why they are at the top of their industry.

This type of program shouldn’t be reserved for high-level executives. What if you developed a program where key employees spent time mingling with their customers? I bet they would bring back some very insightful comments that could help all employees understand the importance of what they do.

The goal is simple: Learn through the eyes of your 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, 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).

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).

Customer Service Lesson: Manage Initial Impressions

Recently I went to the movie theatre with my kids. We were there for the early afternoon show – so were a few other customers. While waiting to buy our tickets we watched the two employees behind the counter completely ignore us. One of them even picked up her cell phone to make a personal call. We were just standing there looking at them. They were completely ignoring us. When I asked to buy a ticket, one of them said they weren’t open for another four minutes, and they went back to ignoring us. I asked her if they weren’t open, how come the doors were unlocked. She said she didn’t know and continued to ignore us. The other customers became annoyed with her and left.

The employees were in uniform and in front of their paying customers. They may not have been officially “on the clock,” but were still representing the theatre. The least they could have done was tell us they would be with us in just a few minutes. What kind of an impression do you think they were making for the theatre?

This is like being cut off by a truck and recognizing the company name that they painted on its side. You are not only mad at the driver, but now you are mad at the company!

The lesson here goes to the fundamentals of service. The employees of the movie theatre mentioned above blew a basic concept. (By the way, I don’t just blame them. I also blame the management. This is a function of basic training and common sense.)

Any contact that a customer has in any way, or with any member, of a company is an opportunity to create an impression. Everyone working with any company organization must recognize this!

Here is another way of putting it: Whenever you are in front of your customer for any reason, you are “on stage.” Make it a great performance!

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).

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).

Customer Service and Customer Care - What's the difference?

Recently one of our readers wrote in with a question about the difference between customer service and customer care. I sent back an answer and felt that it was worth sharing with everyone.

This type of question has been asked before. The reason there is confusion is because different people and companies give different names to their process. Comments like, "We give great customer service." Or, "We go beyond customer service and believe in customer care." Or, "We don't just service our customers, we delight our customers."

These statements are great. So what's the best? Is it customer service, customer care, customer relations, customer delight, etc.? What should we call it, or is there a difference?

The answer is: There is no difference.

I don't care what you call it. The terms are interchangeable. Brand it whatever you want. The bottom line is that you want to do one thing:

Make them come back the next time.

How you go about it is what is really important. That's the process, not what you call it.

That's it. It's that simple. Call it customer service, customer care, customer loyalty, customer relations, etc. These are all labels that are meant to really do one thing. That is to get the customer/client to want to come back to you, and only you, the next time they need what it is that you do or sell.

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).

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!

Managing the Customer Experience

If you’ve read some of my past articles or seen me speak, you may remember some comments regarding the operations-focused company versus the customer-focused company. The following story is an excellent example of a customer-focused company.

The other day I was in Atlanta and had the craving for a big juicy hamburger and fries. I found this restaurant not too far from my hotel. When it came time to pay, the bill came to $6.07. The teenager taking my money, who’s name was Matt, asked me if I had the seven cents. I told him, “No.” Matt said not to worry and he reached into his pocket, counted out seven cents, and said he would take care of it. I said, “Thanks.”

Matt said, “Now you won’t have to jingle all day.” He chuckled, smiled and thanked me for my business.

I couldn’t help but be impressed with this young worker. He somehow knew that his job wasn’t about taking money, but it was about taking care of the customer.

The manager was standing at the door when I walked out, so I stopped to compliment him about Matt. I told the manager what happened and he smiled. The manager told me that he taught his employees to do that. At the start of every shift, he gave each employee a bunch of pennies and nickels and told them to use them anytime a customer was just a few cents over an even dollar amount. He thought it would be a nice thing to do for the customers. He was right.

He told me how he taught the employees to ask questions. For example, when someone has a To-Go order, they ask if they need extra napkins. There were several other examples he shared as well.

It boils down to this. The manager wasn’t just managing the operation. He was managing the customer experience. He was training his employees on more than operations training. He was teaching people skills. All of the employees knew how to do their jobs; cook food, run the cash register, take orders, etc. But they also learned what makes customers happy. Part of this was achieved by teaching the employees to ask the right questions in various situations. Essentially he was teaching good communication skills.

It is all about focusing on the customer, not just the operation. Too many times we get hung up on teaching people the specific things necessary to do their jobs. However, we miss teaching the people skills. For some reason we think people just know what to do. Some do, some don’t. And even the ones that do need to learn how to use them in their present job.

Think about ways you can make your business more customer friendly. Look for
opportunities to show how easy you are to do business with. I call this customer
management. Yes, we need to manage the operations of our business. But without being customer focused, we may not have a business at all.

While I haven’t used this quote in an article before, it is in my book, “Moments of Magic.” But I couldn’t think of a more appropriate quote to go with this article.

“There is only one boss – the customer. Customers can fire everybody in the company, from the chairman on down, simply by spending their money somewhere else.”
-- Sam Walton

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).

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).

The Best Leaders Leave a Legacy

The headlines yesterday were about Steve Jobs, Apple’s leader and visionary, stepping down to take a medical leave. People are worried about what will happen to the company.

The same thing happened with Southwest Airlines CEO Herb Kelleher. Everyone worried what would happen to the company when the co-founder and chairman stepped down. Looking back we can see that the answer was simple: nothing. Proof of that came recently when the US experienced the worst economy in years, which negatively affected the airline industry. Yet, Southwest fared well – and Kelleher wasn’t there. The reason was also simple: The new people in charge kept doing what they have always been doing – what Kelleher started and what everyone continued to do after he left.

Basically, Kelleher promised two things. First, he promised a simple value proposition to his customers in the form of inexpensive flights and a bag of peanuts. What the customers (passengers) received was that plus great service. It was fun to fly on Southwest. Second, he took pride in taking great care of his employees, believing that if you take care of the employees, they will take care of the customers. This worked and continues to do so.

There is no doubt that Steve Jobs is an amazing man who has led Apple to develop products that have changed the world. His departure will hopefully be temporary. Yet, if it is permanent, he has a great team supporting him and the company. They know what to do. His legacy will live on.

On a personal note, Mr. Jobs, I wish you health and a speedy recovery. Take care of yourself and your family. The company will take of itself. You made sure of that.

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 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

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

Highly Recommended Book By Dan Burrus:
“Flash Foresight: How to See the Invisible and Do the Impossible.”

My friend Dan Burrus can predict the future. No, he’s not psychic. He observes and learns. Based on his research and observations, he can predict trends, new technologies and more.

I first met Dan 20 years ago when I saw him deliver an amazing presentation on what the future was going to look like. Then he wrote a best-selling book titled “Techno Trends.” I recommended to book to everyone. And, I'm going to do the same with his new book. No, it's not about customer service or experience. It is about success - your success.

What if you could predict —and be RIGHT? How valuable would it be to see invisible opportunities BEFORE anyone else including your competition? Are you ready for your business to thrive regardless of the changing economy?

Then you are ready for Dan’s new book, “Flash Foresight: How to See the Invisible and Do the Impossible.” Its publisher HarperCollins has positioned “Flash Foresight” to be the lead business book in 2011. With change accelerating as never before, anticipating the future has become essential for beating your competitors...and even for survival. All it takes is looking in the right places by developing your sense of "flash foresight."

Daniel Burrus has an exclusive never done before limited time opportunity for anyone who purchases a book between now and January 13, 2011.. With each book purchased, you will have access to a premium package of bonus gift offerings from top business, sales and marketing gurus which are valued at over $20,000.00 These offerings have been developed exclusively for the Flash Foresight book launch.

The above number is not a typo! Dan asked many of his friends – other best-selling authors and thought leaders – to contribute some of their products to help promote the book.

More information about the book can be found at www.FlashForesight.com.

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

Ten Compelling Reasons to Deliver an
Amazing Customer Service Experience

I love lists, especially when it comes to learning. The list below was the result of a quick brainstorming session about the advantages of delivering a great customer service experience. I came up with many more, but wanted to create the “Top Ten List” for you.

As you look at the list below, what other ideas and strategies do you think about? I would love for you to send me what you would add to the list. And now, here are ten compelling reasons to deliver an amazing customer service experience:

1. Amazing customer service builds credibility, trust and confidence, which can lead to customer loyalty.
2. It can help the marketing and sales budget. It costs less to keep existing customers than it does to create new ones.
3. Delivering amazing service creates a buzz, word-of-mouth marketing and referrals, again helping the marketing budget.
4. Delivering amazing customer service can lead to existing customers buying more.
5. Customer service saves money. When you do it right the first time, you don’t have to fix it the next time.
6. Customer service can give your company an advantage over competitors.
7. Amazing customer service can make price less relevant.
8. Customer service focused companies are usually employee focused companies, thereby creating a better place to work. That means lower turnover, which could mean savings in hiring, training and more.
9. Customer service superstar companies are usually more profitable than the ones that aren’t.
10. Customer service helps get and keep customers… because without customers, you don’t have a business.

Thanks for reading and I can’t wait to get your feedback and ideas!


Shep Hyken, CSP, CPAE is a professional speaker and 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).

Shep Hyken – customer service motivational speaker, author, trainer, and expert says that customer service continues to be more important than ever in getting and keeping customers. In one of his Shepard Letters, his monthly newsletter, Shep shares some interesting customer service statistics and facts.

Customer Service Stats and Facts and What They Mean to Us

Here are several customer service stats and facts, and what they might mean to you. The bottom line is that customer service continues to be more important than ever in customer loyalty. (Tip: Don’t just read this. Print it out and share and discuss it with the people you work with.)

-- Customer Service Fact: 90% of companies agree that the customer experience is important and critical to their 2010 plans. 80% of those companies want to use customer service/experience as a way to differentiate themselves from their competition. (Source: Forrester’s The State of Customer Experience, 2010)

What It Means to You: If you read this carefully it doesn’t say that 90% of companies are committed to delivering great service. They just agree that it is important. And, 80% “want” to use customer service as a differentiator. So, why don’t they just do it? There are plenty of companies out there with a brand promise that includes customer service, however the employees aren’t consistently delivering on that promise. The bottom line, it takes more than a promise.

-- Customer Service Fact: 82% of consumers stopped doing business with a company because of bad customer service. This is up from 59% just four years ago. (Harris Interactive, Customer Experience Impact Report - 2010)

What It Means to You: This is almost a 50% increase! Customers are smarter than ever and looking for more value. More than just customer service, they want a great customer experience. If you can’t deliver, then say goodbye to the customer – and maybe your business.

-- Customer Service Fact: Even in a down economy, 85% of consumers will pay more to the company that provides them better customer service. (Source: Harris Interactive, Customer Experience Impact Report, 2010)

What It Means to You: This is good news! Customer service makes price less relevant. You still need to be competitive, but you don’t necessarily have to be the lowest price – as long as you deliver customer service that adds value to the overall experience.

Above is what I call the “why.” You still need the “how to.” My suggestion is to go to my customer service article website and print out and read through over 150 articles that will give you many “how to’s.” Go to http://www.customer-service-articles.com

Shep Hyken, CSP, CPAE is a professional speaker and 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).

No Mistakes – It Is Just A Goal

Shep Hyken – customer service motivational speaker, author, trainer, and expert says “no mistakes” isn’t reality, but it is a very good goal. In one of his Shepard Letters, his monthly newsletter, Shep explains how we must take responsibility for our mistakes and how to repair them.

Mark Twain once said, “I feel bad for the man that can’t spell a word more than one way.”

I guess this was in response to someone finding a mistake in his writings.

The other day I was working with a client. He had hired me to be the opening speaker at a sales conference. He showed me a letter that we had written him. It was only four sentences long, but it had three mistakes. Wow, was I embarrassed!

Here is the bottom line. Because of the mistakes, he was uncomfortable about working with me. I am a professional speaker and author which means that I am in the communications business. My words are my credibility. And we blew it. No excuse, we let a letter go out without being properly proofed. As a result, my client had concerns about how well I would perform in front of his group – and rightfully so.

Mistakes blow credibility. Some mistakes are tolerated more than others. Some mistakes are inexcusable. But, everyone makes mistakes!

The key in overcoming the mistakes, whatever they may be, is regaining our customer’s confidence in us. Sometimes it just means accepting responsibility, saying you’re sorry and not making an excuse for the mistake. Sometimes it is fixing the mistake fast – with an attitude that shows you care and will do what it takes to make things right. Most of the time, this helps to restore credibility, especially if the problem or mistake doesn’t happen again.

One of the expectations that our customers (both internal and external) have of us is that we don’t make mistakes. “No mistakes” isn’t reality, but it is a very good goal. And if there are mistakes, make sure you fix them and give the customer a renewed confidence to continue working with you.

P.S. There may be mistakes throughout this publication. We agree with what Mark Twain said. We also know that we usually catch the mistakes about an hour after we send it out!

Shep Hyken, CSP, CPAE is a professional speaker and 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

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

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