Transforming the Customer Experience

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United Airlines Needs a Lesson in Apologizing

It’s all over the news… a United Airlines flight attendant insisted that a passenger put her dog carrier containing her 10-month-old French bulldog, Kokito, in the overhead compartment. Fellow passengers state the family told her there was a dog inside the carrier, but the attendant insisted the carrier be placed in the overhead compartment. The passenger begrudgingly complied and the dog did not survive the three-hour trip. The passenger and her 11-year-old daughter were devastated, as were many of the fellow observing passengers.

To make the situation even worse, and the purpose of this post is that United Airlines issued an apology that could have been delivered by a robot…

“This was a tragic accident that should never have occurred, as pets should never be placed in the overhead bin. We assume full responsibility for this tragedy and express our deepest condolences to the family and are committed to supporting them. We are thoroughly investigating what occurred to prevent this from ever happening again.”

Now, a few folks are faulting the passenger for complying. The plane had already pulled away from the gate and was en route to the runway for takeoff. The passenger had her 11-year-old daughter and an infant traveling with her. While I do agree that since she had already paid the $125 ticket for the dog and had him in an approved dog carrier which was designed to comply with the airline’s requirement of fitting underneath the seat in front of them and remaining there for the duration of the flight… I really can understand why the passenger complied.

Traveling with children is a challenge. Traveling with children AND a dog is even more of a challenge. She most likely ran through a variety of scenarios… They could be asked to deboard the plane before takeoff, thus causing a scene, missing a connecting flight, having to hassle with the kids and the dog, etc. All of these play secondary to what I suspect was the deciding factor for her… the flight attendant was the authority in the situation. She worked for the airline. She was trained. She knew the rules. She would never insist something be done contrary to airline rules and policies. She would not insist that the animal would be safe in a situation unless that would certainly be the case. So while I personally would likely have not agreed to comply, I can understand and see what lead to her decision. I don’t necessarily agree, but I can empathize with the situation.

And that right there is the key to how this tragic outcome should have been handled. EMPATHY. Empathy is crucial to customer experience and United Airlines demonstrated it’s clear lack of empathy in their corporate response. Assuming responsibility… express deepest regret… committed to supporting… thoroughly investigating… those words and phrases all sound close, but nowhere near good enough. It feels like they are doing their best to sound apologetic, but they are keeping themselves at arms distance from truly owning up to this and doing the right thing. I think it lacks compassion and sounds like they are just annoyed that they have to deal with the bad press surrounding the incident.

My thoughts – If I were to advise United Airlines, I would quickly have them put themselves in the passenger’s place. They have a pet they loved so much they brought it with them on their travels rather than board it in a kennel. Most pet owners love their pets almost as much as they love their children and truly regard them as a member of the family. Not that the mother wasn’t upset enough, but I imagine it would be even more difficult for the 11-year-old daughter to handle the death of a pet, as this would likely be a “life moment” of teaching. United would also need to understand that it was one of their own employees who instructed them to perform the act leading to the death of the pet. Here is how I would issue the apology…

“We cannot express how very sorry we are that this family’s pet died on one of our planes while following instructions given by one of our staff. Losing a pet is hard enough, but to lose it at the direction of a representative you believe is trained and looking out for the safety of all passengers and acting with authority – and having them be wrong – in the situation is unimaginable. 

We know nothing can be done to bring this pet back or make up for this tragedy in any way. We do want to do anything possible to help this family heal. When and if the family decides it is time for a new dog, we would like to facilitate that and cover all expenses for the cost and care of the new dog for the first three years. We would also like to make a donation in Kokito’s name to the SPCA in the amount of $5,000.

As for our United Airline staff, we will be immediately retraining all personnel involved with passengers and pets during any of our flights on the appropriate and proper guidelines and methods to ensure the safety of all passengers and pets. What happened on this flight was not in accordance with our guidelines and the dog should never have been put in the overhead compartment. We will do everything possible to ensure that this never happens again. 

Our hearts go out to this family and we hope they can believe and accept our sincerest apologies.”

So, while I am no public relations specialist, this is the type of response I would like to hear had this happened to me and my pet. It comes right out and says “We are so very sorry.” Nowhere in the United response do they use the word “sorry.”  We are human. “I’m sorry” conveys at a heart level the compassion and empathy necessary to connect at a human level when delivered genuinely. My suggested response also quickly acknowledges the passenger followed the direction of the authority in the situation. It also acknowledges the directions given were wrong and states the immediate action of training everyone to prevent this situation from happening again.

Offering to cover the cost of a new dog and it’s care for three years and a donation is a gesture of sincere intent to do right and goodwill. They can’t bring the dog back, but they can show that they are humans behind the brand. The backlash that United has dealt with in the last 24 hours over this I think would be lessened quite a bit had United done something similar to show compassion and understanding for the important role pets play in so many families’ lives. United’s response says they are committed to supporting the family, yet didn’t take the time or effort to figure that out or come up with an idea.

With all of the bad press that United has received lately, I really am surprised to see them handling this situation so poorly. The customer experience is based on human emotions. It’s based on how people feel when they work with a company. It’s based on connection and being proactive. In the cases where there needs to be a reaction, the customer experience is successful when the customer feels that the company understands their perspective and has done everything they could to make it as right as possible. It’s about feeling cared about and valued.

Again, while the passenger could have refused, and believe me I’m sure she is replaying that missed moment over and over in her mind, I consider United at fault since their representative gave the directive causing the animal’s death that was not in accordance with their policy.

I truly hope United will take a step back, look at the backlash, really listen to the undercurrent of stated lack of empathy, care and concern and remember that behind the company and the brand, they are people working to serve other people.

 

 

 

 

Bridge the Gap of Customer Experience Perception

Long lumped in with Customer Service, the entire Customer Experience concept is finally being acknowledged as a weighty differential in the quest to build customer loyalty and increase sales.

Business Leaders everywhere must first understand there is likely a huge gap between the Customer Experience they believe their company delivers and the perception of that same experience their customers have as they work with them.

A recent paper by SuperOffice stated research shows that 80% of businesses believe they are providing excellent customer service. That sounds good, right? BUT – the customers of those same companies feel that only 8% of them deliver excellent customer service. Now THAT should keep you up at night.

While this research states customer service only, I firmly believe the responding customers lumped it in with the entire experience, as that is what motivates customers to return or leave.

Leaders typically look at their business goals, they put some programs and training in place to enhance both the experience and skills, they closely monitor what they think is important to the customers and in doing so… they believe their customers are benefitting from a better experience.

Let me be clear, the fact that they’ve even thought about how their customers perceive them is a great first step. Being aware that customers even have a perception or thought about the subject and wanting to improve on it is key.

But the real issue is they often lack the insight as to what their customers are really thinking… as well as what their employees are thinking.

The ultimate goal is to have as little gap as possible between all three components – Leadership, Staff, and Customer Perception. Currently, as the research indicates, the best of intentions among companies have fallen short.

So, what to do? Pick yourself back up, dust yourself off and start again… with a PLAN.

I often find that leaders think they are on track because they WANT to be on track. No one deliberately decides to go off the rails. But to be sure, a focused analysis needs to be done.

This analysis can be as informal or formal as you’d like…

Meet as a leadership team and discuss the CEX your company delivers at a high level. Ask yourselves these questions…

  1. What do you feel you do well?
  2. What do you feel could be improved?
  3. What does your competition do differently? Are those differences perceived as good or bad?
  4. What do you feel needs to continue to be done or started to improve the CEX? Be as honest and candid as you can during these discussions. There is no blame to be placed, only a plan to improve for the future.

Now, these same questions need to be asked of your staff and your customers. The logistics may take some figuring, but this can be done in a variety of ways conducive to your setting.

My suggestion – Gather your staff and have them break into groups of 6-8 and document their answers to the four questions on one sheet. Analyze the answers from those groups and note the answers for trends and ideas.

Then do the same with customers. Focus groups, a cross section, industry-specific, etc… simply starting is key. Each specific situation may dictate a completely different model than another, but the key is to get the feedback from as many customers as possible to get a true feeling of how they feel your company works with them. Think TripAdvisor.

Next, examine the responses between the three groups – Leadership, Staff, and Customers – and note the disparity and similarities between answers.

All four areas are important…

1)  What you do well indicates what draws your customers back and where staff feels training, empowerment, and capabilities are strong.

2)  What needs to be improved are key indicators of what could cause your customers to leave and staff to become disengaged.

3)  Just because your competition does something differently does not mean your company should adopt their practice, but be aware enough to know if your customers feel those differences add value.

4)  Pay particular attention to what they feel needs to continue to be done. The buy-in here is easily granted because it is already being done and not viewed as “extra work.” Things to start can be prioritized based on a variety of considerations, but be sure to consider each one.

Going through this exercise takes some planning and time, but the insight gained will be worth every bit of effort. Getting into the minds of your staff and customers is the single best way to identifying and bridging the gap between leadership’s and customer’s perceptions of the Customer Experience being delivered.

Listening to Customers Tells You Everything You Need to Know…

Listening. We all know how to do it… but few know how to do it well… and it could be driving your customers away if you don’t do it well. Listen well and you’ll increase sales and customer loyalty.

Even though communication involves two parts – speaking and listening – I believe that listening is actually 2/3 of successful communication.

Someone can speak all they want. But if the other party doesn’t listen – REALLY listen – nothing that was said matters… at all. And yes, there is a huge difference between hearing and listening. Hearing means you heard words and sounds. Listening means you understand the purpose, content, and context of the message.

About 70 % of all lost customers left because they didn’t feel valued or felt the service experience was lacking. And they should. If you don’t feel valued or that the experience was at a minimum “good,” why on earth would you continue to do business there?

Much of what goes into creating a memorable and desirable experience is derived from LISTENING to what customers tell you they want… what they like… what they don’t like… what they need… what is becoming a challenge for them… what they are confused about… what their last option didn’t do for them that caused them to leave and find you… etc.

LISTEN to the customer. Listen when they call to complain. This is an opportunity for you to be the hero and solve their problem. You can teach them how to get the most benefit from their purchase/contract/etc.

LISTEN to what is confusing for them. Make changes based on things that are becoming a trend or an issue over a certain threshold. Focus on making that form, procedure, instruction, etc simpler. The customers that voiced their issues will know you listened to them. They’ll feel valued for you taking their concern seriously and making changes as a result. They’ll feel you really want to do right by them to earn their loyalty… and they’ll stay.

LISTEN to what they like about your company and your product. Use that feedback as a springboard to determine how you can integrate those high points into other areas of your company. You know you are doing or providing that well – identify what makes it so and carry it through as far as possible. And in most cases – don’t change much unless absolutely necessary. They’ve told you they like it. Mess with it and they may not.

LISTEN to what they don’t like about your company and product. Seriously listen to that feedback. Hopefully it came about during a conversation which will provide the opportunity for you to ask probing questions to truly understand their perspective, the issue and to identify the cause.

LISTEN to suggestions customers make on something they feel would make a positive impact to them. You won’t necessarily be able to do or provide exactly what they are asking, but you may be able to generate ideas that are on the right track or come close.

Bottom line… LISTENING to your customers is really a crash course on how to stay in business long term and build a loyal customer base. Your customers are telling you exactly how to keep them coming back to you – because they want to.

 

 

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Branding and Quantity Imply Consistency

Consistency is key in many things… but I’m hard pressed to find an area as impactful as the Customer Experience.

Consider the successful consistency in the branding experience of McDonald’s.  Anywhere in the world that you want into a McDonald’s, you’ll quickly notice the same theme, colors, food, overall service, etc.

I believe it is also fairly safe to assume that when they open a new McDonald’s franchise, they hit the ground running with knowing how many staff to schedule for different times of day and days of week, knowing what are the favorite menu items overall and perhaps even by region, knowing how to interact with customers and make them feel welcome, etc. Basically, this isn’t their first rodeo anymore and each new franchise opens with only a minimum of hiccups… again, even those are most likely known to happen over the course of opening so many locations.

Last Spring Break, my family and I headed to Cancun to a new resort that had just opened. We were very excited because it was billed as a 5 star resort… something we hadn’t had the opportunity to do too often because our kids were small and, let’s face it, wouldn’t appreciate the “extras” that such a vacation delivers… and costs.

So, things started off well. We were greeted by the very personable staff and they reviewed the amenities of the resort and asked questions about the things our family enjoys while on vacation.

Our room was quite nice and the first two days of restaurant food met our hopes and expectations.

However… we soon began to notice things that left us confused.

While the resort itself was beautiful in design… we were shocked when we entered the entertainment venue. The seats were nice, but there was something about the stage that bewildered us. It was completely blank…. as in a stage against a completely plain, white, blank wall.  Nothing to match the ornateness of the other buildings less than 50 feet away. But to make it worse… when the performers were on stage, the spotlight would occasionally hit a spot on the wall behind them that had clearly been a door that had been speckled over and painted white. Not trying to sound negative, but it appeared that someone has non-handy as myself had done the job and that no one in the entertainment venue was concerned about the professionalism of the job. It just didn’t match the resort experience we’d had so far.

As I mentioned, the food was very nice overall. The servers were very pleasant, but we did find very quickly that very few of them, perhaps 30%, spoke English. Granted, we were in the Mexican Rivera. English is not the native tongue. But when almost 90% of your customer base speaks English, everyone would be better served when the staff speaks the same language as the customers they serve. While we were frustrated by the language barrier… we also noticed that the staff was as well. I could tell they were trying and making every attempt to understand my 2 years of high school and college broken Spanish.

The Room Service food was quite nice. They would bring it fairly quickly and followed the same protocol as most hotels and resorts we’ve stayed in over the years… enjoy your food and leave the plates outside your door to be picked up. Here’s the thing… those used plates stayed outside SEVERAL doors for over three days. Yes, the rooms were made up daily, yet somehow the staff didn’t know to pick up the plates or it didn’t fall under their responsibility.

We also found that there were staffing shortages during the times that the use of the pool or venues seemed to be high. There were far more guests than the staff could promptly serve during peak times. Yet during non peak times, there were more than enough staff to handle the guests.

In the main buffet… it was beautifully decorated and well laid out. The food was delicious overall. The great part about the buffet is that everyone can pretty much find something they enjoy. However, the experience was dampened when the line for the Benihana style food was over 10 people long… and there was only one chef during the main dinner time. This caused me to be waiting in line while the rest of my family enjoyed the food they found right away.

I was quick to write off these dips in service levels as just part of rolling out a new resort. The gentleman in front of me at the Benihana food line was clearly dismayed at the wait time. Because we had plenty of time and I’m just that type of person, I engaged him in conversation asking him where he was from, if he and his family vacationed in the region often, etc. He was pleasant but was quick to point out his frustration at having to wait for food and at the lack of English speaking staff. I suggested that they would likely have all of the kinks worked out soon as they had only been open 3 months at that time.

Here’s the kicker… he turned at looked at me and said “That would be understandable if this were their first and only resort. This company operates about 6 other of the most popular resorts in the area. This shouldn’t be happening. They should note everything that works and doesn’t work in their other resorts and work that into their new openings. I’m a small business owner. I do the same thing each and every day in my business and with my customers. I take every interaction and experience and learn from it to continuously improve the way I work with customers and my services.”

I hadn’t realized they owned and operated other resorts. I thought this was their first run at it. To me, that explained everything. I checked into the gentleman’s claim and found that this resort was owned and operated by a company that ran over 6 local resorts in the area… all of which were known to be highly regarded. And then dichotomy became very apparent, not only from the company operating the resort, but within the resort property itself.

Here’s where the consistency comes in…

Apparently, I was one of the few at the resort that didn’t know it was one of a chain. Each in the chain did promote the same company logo, so with the others being so highly regarded and not having complaints about language barriers, long lines, staff shortages, etc. why did ours?

Why was there such inconsistency within the resort itself? Why was there such a grand entrance and nice rooms… yet the entertainment venue had a stage that was so beneath their billing and reputation?

Why was the cleanliness of the rooms and overall resort so emphasized, yet the room service trays were left outside for days with staff walking right past them?

Why was the staffing so incongruent with peak times and usage?

Why the language barrier knowing that over 90% of the guests spoke English, yet it was hard to find staff that did?

Again, had this been their first or second resort, these could be overlooked. But because they had rolled out this exact same formula several times before, why did they not take their learnings from the other resorts and integrate them into this one?

This is where branding is also impacted. Remember McDonald’s? They’ve got it nailed. They know how to open new franchises. It doesn’t happen by chance. They are methodical about it because they know their brand name is front and center for all to see.

This resort company hasn’t realized that yet. I won’t mention the name because I’m truly hoping the they’ve gotten these kinks worked out and I’d like to give them the benefit of the doubt. But when folks travel from all over the country – or world – and you are affiliated with a high end name and reputation, be sure the consistency of the experience is strong.

Otherwise, your guests will set your reputation for you and it’s out of your control.

It doesn’t matter if you run a store, a service company, or a resort… consistency of experience is what customers crave and depend on. Those who actively seek out this parent company based on the other resorts may be in for a surprise when then stay at this new one.

Customer Experience Lessons from a Crew Regatta

Customer Experience Requires Teamwork

Teamwork was the focus of my weekend recently. Two of my kids just finished their last crew regatta of the fall season. We were up in the Leelanau Peninsula in Michigan and the scenery couldn’t have been better. We caught the last part of the colors and the temperatures were crisp and best of all… NO RAIN.

But, the reason I bring up the regatta is how essential teamwork is in the sport of crew. I know, I know, teamwork is in all team sports. But, I have found that in football, soccer, basketball, lacrosse, volleyball, etc there always seems to be one or two players that really stand out. Some players are known as “ball hogs.” There are also many opportunities for some players to receive all of the glory while the rest of their teammates, simply by lack of mention, seem to be almost insignificant or regarded as less important. Often, some players never even get the ball during a play or even entire quarter or half of a game.

Not in crew. In crew, everyone rows… all the time. There are no timeouts, no water breaks, rotations, etc. Everyone in that boat has a role to play for the duration of the race. The coxswain guides the rowers in their pace and direction and the rowers follow that lead. Each rower has a role and purpose, regardless of their position in the boat. If one rower loses their focus for just a second, the entire boat feels it. Worse yet, if one rower “catches a crab,” it’s a public embarrassment for that rower and the entire boat suffers. And… the crew team is responsible for loading and unloading the boats from the trailer, rigging up the arms, attaching their oars, carrying the boats down to the water, taking them out of the water, and carrying the oars for the boat next scheduled to race.

A successful race comes together when all members of the boat are in such sync that they hardly even notice the effort their bodies are expending. While their bodies are screaming with the pain of lactic acid in their muscles, their shoulders and legs throbbing, and their hands literally blistered… the observer only sees a boat cruising through the water with powerful grace.

My point is this… business is very much the same as a crew boat. There are owners and CEOs, middle management and front line staff. There are so many different ways that each of these positions work into the overall Customer Experience. When all of these positions are in sync, communicate, know their roles and how they impact the roles of others, and all understand and work toward the same common goal… the experience for the customer is the same as the observer of the crew regatta… powerful grace in motion. They don’t know everything that goes on behind the scenes to “make the magic happen,” only that they enjoy working with you because you make it seem effortless and natural.

So, consider how well your teams, silos, and departments work together. Keep in mind that the customer never experiences your company silo by silo, but across silos. How well the team functions together across the customers journey is notice by the customer.

Make the time and effort to build teamwork in your company. Have functions, speakers, workshops, etc to keep your teams in sync with the overall goal of creating experiences your customers want again and again… with you.

The Most Important Thing in Customer Experience? The Customer Perspective

Screen Shot 2017-05-18 at 12.03.39 PMWe make decisions every day, every hour, about how to run our business – how to make it better, how to make it more efficient, how to motivate our staff, how to increase revenue, how to cut costs, etc. The daily decisions are endless.

But – there is ONE thing that is seldom considered in these decisions. And, unfortunately, it’s the most important thing.

The Customer Perspective

Have to reduce staffing hours to cut costs? Okay, maybe that’s a possibility. But first – consider how will that impact customer accessibility to your phones, your storefront, having their questions answered?

If you limit phone hours, yet your data shows that after a phone call to your company, 75% of callers make a purchase within 2 hours at your designated “break-even” purchase price, that cost savings will likely COST you more than you believe you are saving.

When implementing a new process for billing – consider how this will be rolled out and explained to your customers. Will you spring it on them? Or will you give them 2 months of pre-notice and step by step instructions designed to help them through every step – and offer chat or phone help when needed? And… did you make sure your new process is as streamlined and EASY as possible? If it’s too much of a hassle, customers will look for your product or service with a company that makes life easier for them.

And when you just can’t deliver what they are asking. Let’s use the example of a late fee being assessed for late payment. If it’s the FIRST time this has happened with this customer – Do you stick to your “policy” and say “It’s after the 15th of the month, the fee stands as stated in our policy.” Or… can you work with your customer to improve the experience and say ” Because this is the first time we’ve run into this on your account, we can waive the late fee. There may be some ways to reduce the chances of this situation from happening again. We could set you up on automatic payment…”

Consider the news or information you need to convey from the customer perspective. Keep in mind they are likely not in your world or lingo nearly as often as you are. Are you going to confuse them, irritate them, or help them.

Just ask yourself – “If I didn’t know anything about this, how could it best be explained or implemented to keep this customer’s loyalty?”

Your thoughts?

 

Make Customer Service a Habit

Daily actions of Customer Service are what makes a difference in the minds of the people we work with. Both internally and externally, we serve to fulfill a need or obligation. Now, be honest… how often is the way we work with people simply a combination of “habit activities” we’ve designed in order to get us through the workday?

As the graphic points out… many of the functions and actions we perform every day are “thoughtless” processes or habits that we’ve developed to get us from Point A to Point B. This is neither good nor bad, it just is. But I’d like to make this into an opportunity to be systematically good.

My challenge to you is this… BE INTENTIONAL!

Develop habits and processes into your daily conversations and routines with customers that show them you are focused on them, focused on serving them, focused on acting in their best interest, and focused on partnering with them.

You can make this work for you in a few different ways…

  1.  Identify a set routine that focuses on getting your mindset right in working with others. Better yet, develop a Servant Leader attitude
  2. Develop a set routine of questions that are customer focused to help you understand the challenges your customer faces on a daily basis to discover how you or your company can better help them
  3. Deliberately decide on a few actions you’d like to turn into “mindless habits” that show your desire to be intentional and focused on others. Example… If you drive through a coffee shop daily on your way to work, make Tuesday’s your “Pay It Forward” day and buy a coffee for the person behind you.  When you make copies on the copier at work, always fill the paper tray to the top when you are done. etc.

The more intentional your actions are, the more impactful they’ll be. By intentionally doing the right thing, making a positive change, putting a smile on someone’s face and becoming so routine in these that they become habits, the better it is for everyone.

I know it sounds a little “Rosy Colored Glasses,” but really, who wants to look at the world through muddy glasses?

Personalize to Improve Your Customer Satisfaction & Make Your Customers Happy!

Improving customer service and profits… many companies make this so very complicated. Once you realize that you can design service into your processes, it makes much more sense. The magic happens when you’ve committed to the mindset and process required.

Here are a few strategies to get you started…

  • Make sure that you learn and USE your customer’s names at least once during your conversations. Even if it’s when you say goodbye… it makes an impact and sends the feeling of a relationship. Example: “It was nice catching up with you today, Kristina. I’m looking forward to seeing you again soon.”  “Thanks for calling with your question, Kristina. I’m always happy to help.”
  • Take an objective look in the mirror and ask yourself WHY people should like to do business or work with you. If you can’t think of many, you may want to think of what you need to focus on to make working with you desirable. Remember the saying… If you want friends, BE a friend. This same concept holds true in business as well. Want more clients/customers? BE friendly and NICE. The #1 reason people stop doing business with companies is because they are treated rudely and indifferently.
  • Go a little out of your way to show your customers/clients they are important to you and you value them. Ask them questions that show you care and are interested in what they are saying or about their industry/business.
  • “The difference between ordinary and extraordinary is that little extra.” – Jimmy Johnson
  • Let them know in your conversation or email that you truly enjoy working with them and value their business. Most companies don’t do this and people notice on the rare occasion that it happens. This is your chance to stand out.

Remember to use these quotes and tips during…

  • The beginning or ending of any and all meetings – leadership, management, and staff
  • Huddles
  • Company or team bulletin board
  • Newsletter – either external or internal
  • Daily and / or weekly emails
  • Training sessions

I’d love to hear your thoughts and comments below!

The Best Way to Prepare Your Teams to Improve the Customer Service and Experience

Business leaders are really starting to jump on board the Customer Experience Bandwagon. And for good reason.  The Customer Experience is no longer just a great idea, it’s now becoming a strategic initiative for more and more companies across the board.

I am often asked how to go about proposing the new focus on the customer experience to the staff and employees within the organization. Managers and owners are often fearful of resistance or lack of buy in. This is to be expected. Most people resist the process of change, regardless of the promised outcome.

The Wrong Way to Prepare Your Teams:  

Start by telling them that customers have been complaining about shoddy service for quite some time. Show them how many customers your team has cost them due to the bad customer service they’ve received.

Tell them that they should feel lucky that they even have jobs in the first place and that they need to step up and do their part and be nice to customers. When they ask what you mean by “be nice to customers” means, tell them just to smile and be friendly.

Tell them that they are going to have to sit through boring trainings where someone is going to tell them what to do. They’d better pay attention to the trainer and do what they say or they are going to be looking for another job soon.

You may laugh at the above examples, but sadly, they are far more common than you’d like to believe.

The Right Way to Prepare Your Teams:

Explain to your teams that…

  • Most companies fail when they start to forget the customer is there SOLE reason for existence.
  • They forget that the customer is the single most important person in their company and take them for granted.
  • The smart and successful companies are now understanding the importance of the experience in the customer’s minds.
  • Customers today are looking to do business with companies that make it simple, pleasant, and memorable.
  • Customers are perfectly willing to spend up to 24% more with companies that deliver a better customer experience than the competitor down the road offering the EXACT same product or service.
  • Our company understands and values the customer and the fact that they have kept us in business since _____.
  • The company wants to invest in the teams to help develop the very best customer experience. We want to set ourselves apart by the service experience we deliver. We know that our customers have a choice of where to buy our product or service and we want them to select us simply because of the fact that we will work with them like no one else will.

Let them know what is coming up for them…

Over the next few months, we are going to be working together through some workshops and trainings to develop our skills in customer relationships.

  • We’ll learn what is important to our customers, what they want, what they expect, and what makes them buy.
  • We’ll discover how to manage their expectations and teach them how to get the most out of working with us.
  • We’ll fine tune our communications strategies to be sure they understand what we are intending to convey both verbally and written.
  • We’ll gain tools to help us work with customers when they are unhappy and turn the situation into one that they are impressed with the way we handled ourselves.
  • We’ll learn a little bit of customer psychology and get into the minds of our customers to help strengthen our relationships with them that we’ve worked so hard to build.
  • We’ll review the basics, become fabulous at the fundamentals, then build on those to become extraordinary.
  • We are so proud of the time and energy you’ve put into this business unit so far and we know that this will also help you feel so much more empowered in your day to day lives here.

Explain what you expect from them…

What is required of you?

  • An open mind.
  • The willingness to learn.
  • The ability to look at things from different perspectives.
  • The dedication to implement what you’ve learned.
  • The awareness that striving to improve does not mean you’ve been doing anything wrong, but that improving is always looking to make it even better.
  • The desire to do everything you can to serve our customers and our company to the very best of your abilities.
  • The courage to challenge the status quo.

Following these guidelines will dramatically improve the way that your team participates and works with you in your efforts to develop and improve your service and your culture.

Please click here for the podcast that further explains the above steps to gain more buy in from your teams.

You can listen to more episodes of the Transforming the Customer Experience Podcast series by clicking here.

Please share your thoughts below!

Transforming the Customer Experience Podcast

 

Costco Provides a Fabulous Customer Experience Example to Follow

It was an ordinary work day filled with phone conferences and content creation. Hours spent on the phone and on my computer all focused on teaching companies how to make more money by building better relationships with their customers.

Imagine my surprise, no delight, when I opened up an ordinary envelope from Costco in the mail. I could feel that there is a card in the envelope so I figured there was a new membership card enclosed.

Instead, there was a letter with a cash card.

Apparently, a shirt that I purchased for my husband for father’s day was in fact not 100% silk as it had been labeled. Costco took the initiative to notify everyone who had purchased this specific shirt and give a $20 cash card for each shirt purchased. They ALSO provided the option to return the shirt as well if we were not satisfied with it. They made sure to include a statement to specify that we were free to keep the cash card even if we decided to return the shirt.

They apologized and expressed appreciation for our continued loyalty.

The first words out of my mouth were “I will continue to do business with Costco FOREVER.” This was amazing.

In a world where companies are quick to hide behind policies, or hide the issue completely, Costco decided to bring it to MY attention and make it BETTER THAN RIGHT before I even knew there was an issue to be concerned about.

This is an example that we should all try to live up to both professionally and personally. It’s a simple premise really. Just be forthcoming and honest with your customers and they’ll appreciate it. Do it well, and they’ll be loyal to you.

Now, I fully understand that there is likely a backstory that I’m sure involved a lot of rigmarole (yes, that’s how you spell it, I looked it up) and hard decisions. This is an especially notable response to the issue since I don’t remember this shirt costing a full $ 20. But the company made the decision to stand behind their products, found that this one didn’t measure up to what had been advertised, and took more than full responsibility for it. As a consumer, I really do appreciate that.

As a Customer Experience Expert, I’m so delighted to see large companies setting the example. It truly comes down to the premise I try to live by.

Do the right thing. Always.

Have you experienced anything similar? OR – Have you found that companies HIDE issues and create distrust? Sound off below…

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