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  • October 2012
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Are You Creating Customer Experience or Just Waiting for It To Happen?


We’ve all had this experience. The service employee is pleasant, smiling, not rude…just not offering anything extra beyond what you request.

You ask a question…they answer it.  You make a comment…sometimes they acknowledge with a head nod or a smile.

You haven’t received bad service.  You’ve received “blah” service.  Nothing memorable to make the experience stand out in your mind when you think about doing business there.

I used to make purchases at a large pet supply chain retail store. They carried the brand I needed for my cat with allergies, and so I returned there often.  It wasn’t the service that brought me back, but rather the brand of food seemed difficult to find anywhere else.  The store always had lots of cans available too.

During one of my visits, I was disappointed to find that only 8 cans of the special food were on display….much less than I usually purchased. I stopped one of the store associates walking by and asked if there was any more in the back. She said she’d check and in a few minutes she returned and said there were no more in the back storage area. She added that more were due to be delivered in a couple of days and suggested I call them to check on the delivery.  I took the cans they had and left.

As I was driving home, I thought how nice it would’ve been if she’d offered to take my name and number and call ME when they came in.  Instead, she had passively suggesting that I check back.  As the cans rolled around in a bag on the floor of a car, I wished that she had offered a small box for those loose cans.

Two days later, I called the store before making the 20 minute drive there.  I wanted to make sure that the food had been delivered to them.  I reached the same clerk who had told me to call back while at the store.  She told me that the shipment had come in yesterday (a day earlier than she had told me at the store), and all they had left were a few cans instead of the full case I wanted.

As I expressed my disappointment, she made no response other than a few “uhuh” and “sure”.  She offered no empathy or apology.

I finally asked, “Is it possible to order a case or two in advance with my name on it…prepaid if needed?”   She offered to check with the Manager and placed me on hold. When she came back on the phone, she told me that the Manager could order for me but it would be 10-14 days until the case of food would come in.  I reluctantly agreed.

On the way home, I passed a small locally owned pet supply store (All Is Well).   I hadn’t checked for the food there so I stopped and spoke with a personable young woman named Christie, and explained what I was looking for.  She said that they didn’t stock it but she would be happy to order a case for me.

I asked her how long it would take and the price, assuming the worst since it was a small business and not able to order huge discounted amounts from a supplier.  She replied that she could definitely order tomorrow and I could have the following day but she would have to check the price and call me back. I agreed and provided her with my information wondering if that call would actually happen.

Thirty minutes later, she called and said that the case would be $___ (only $2 more than the big chain store) and she could definitely have for me in 48 hours as promised.  She told me that she would call me when the product arrived.

I was thrilled with the prompt delivery and even more so with her proactive approach to meeting my needs.

I’m still doing business with them and when I call, I just say my name and they respond, “Hi!  How are you?…Do you need 2 or 3 cases this time?” and thank me for my business when I’m done.

I’m treated as a valued customer who is recognized.  Personal treatment rather than transaction number 2038.

So how can we be proactive about creating a great customer experience?

1. Offer simple inexpensive extras when you can (like a box for all the loose cans).  It’s called a “lagniappe”….an extra for a customer like 13 donuts for the price of 12.

2 Don’t wait for the Customer to request a service.  Anticipate and offer with a smile.

3.Callback when you say you will even if you are still checking on something for the customer

4. Ask the right questions so you can offer a good solution that works for them personally. Don’t offer them the “policy carved in stone” response.

5.When the customer says, “Thank You”, respond with “You’re welcome (customer name), and thank you for allowing us to help you today” or some other words of appreciation for their business.

Start making great customer experiences happen by proactively making every customer feel important and valued.

22 Responses

  1. Excellent blog with some real good practical advice. Thank you.

  2. Why is it that all too often we forget (or ignore?) that every personal interaction is valuable – to both the company AND the client. How the day to day operations are conducted, promoted and facilitated is what separates the stores with dedicated followers and those which simply follow. The folks at WaWa stores have known this for years – why don’t we?

    http://www.nytimes.com/2006/07/30/magazine/30wwln_consumed.html

  3. This is a great real-world comparison of chain store versus independent business customer experience, Melissa. I wonder if the gal at the small business is the owner. If not, my bet is that she’s only a heartbeat or two away from the owner. When the owner isn’t far from your service, the service is generally much better. The biggest challenge I see with medium to mega-size businesses is that they don’t train employees to mentally put themselves in the customer’s shoes. This quality is not something you can mass-hire; it has to be taught, recognized and reinforced in order to become part of the culture. Processes, policies and “scripting” do not proactively make every customer feel important and valued.

    The irony is, the relatively small, inexpensive, repeated extra gestures delivered to customers up front can have a huge, life-changing impact on customer experience and loyalty. However, the deliberate investment in training (thousands of) employees on the How AND the Why they should deliver those gestures – the commitment to shift the company culture, well, that ain’t cheap.

    • Bill, You are so right about being “close” to the owner. Very small company but they have a passion for pets and great service. I liken it to the Chef-owned restaurants…most are very successful due to the passion and commitment from the top. It’s funny how many people jump on the “Buy local” bandwagon but do business with huge companies hundreds of mile away. I love e-commerce too but the advantages of local high quality service is often tough to beat. Greatly appreciate your comments!

      • I totally wrote what I wrote without reading Bill’s comments. This hits the nail on the head. The closer you are to the owner the more likely you are to take ownership. So the challenge is to foster a culture of ownership where employees currently don’t have an ownership stake in the company. There are a lot of pieces to that puzzle.

      • Jeremy, I love your insights about ownership! I’ve trained my past teams that “your work has your signature on it.” It’s an mental infographic way to help team members see the importance of and quality of ownership in their work.

        The gal at the small pet store understood that she owned the interaction AND the experience with Melissa. The associate at the big box didn’t. The shame of it is that I believe the big box associate would enjoy owning the experience if she had been coached on why it’s important and how it makes a difference. Who doesn’t want to make a difference in the world?

        The store owner is also closer to the monetary rewards of great customer experience – hence, it’s top of mind. Many larger companies reward the wrong behaviors – those that don’t necessarily result in a ‘wow’ experience.

        Finally, I never hear anyone talking about how creating a great customer experience ALSO creates a great employee experience and the inherent value there. When I worked in retail years ago, the best days I had were when I could knock a customer’s socks off with service.

      • Fabulous, Bill! As you and Jeremy have stated, ownership is key. The problem is that some, despite training and coaching just see their service job as “how much longer until I leave”.

        A good manager knows when to stop coaching after continued attempts to get the employee on board have failed, and instead move to disciplinary action.

        Keeping blah or negative employees doesn’t help the rest of the team to be motivated to be successful at service.

        Thanks again, Bill and Jeremy for the great dialog!

        > From: “Customer Service Power . . . Turn it On!” > > Reply-To:

      • Wow so much great stuff here! Thanks to both of you for your discussion.

  4. Hey Melissa,
    This is a terrific post. Thanks for sharing it with us. It’s funny, I was thinking this just the other day and about to write about this on our blog. I recently took my son to the doctor’s office and found he had an ear infection. The doctor said they would send the prescription to the pharmacy electronically and I could go over and pick it up.

    Naturally, I went straight there and the pharmacist said “Nope, no order yet. Sometimes these emails take 30 minutes or so to come through. Come back in 30 minutes.” To which I responded, “Thanks, I’ll deal with this after work.” Why couldn’t she have offered to call me back or better yet, offered to call my doctor and find out where the order was.

    I’m really trying to get to the core of “Ownership” and what is involved. Just like this pharmacist, your pet store employee took zero ownership in My problem. Great customer service professionals take My problem and make it theirs until the problem is gone. Anyway, there’s my $0.02. I hope you have a terrific weekend.

    Jeremy

    • Hey Jeremy! thanks for stopping by here. Always enjoy seeing your tweets and posts.

      I know my article has struck a cord with so many who are receiving the “blah” service treatment. I’ve read some interesting statistics in the past that said how many in sales (hey, pharmacies are on every corner so they have to sell too!) don’t practice good followup. I believe the percentage that make only one contact and don’t call back is over 40%.

      Retail selling brings it’s own issues needless to say but follow-up here is an excellent way to build the loyalty and following. Reminds me also how many businesses are opening social media, especially Facebook accounts, and then don’t respond or engage to build the following.

      Have a great weekend and again thanks for your comments and pharmacy story!

  5. A great post that proves that the small business approach needs to be applied to the big chains! loyalty goes a long way, and giving customers what they need, before they tell you they what they need, can make or break a relationship!

  6. This is a great example of great customer service versus average customer service. Every interaction with a customer does matter, so it is important to keep this in mind and always deliver the best possible experience you can.

  7. I really enjoyed the reading! It is so true. I believe not just ownership is the key to great customer service but also “engagement”. I had a meeting with some of my managers and I asked them to share with the group the best customer experience they ever had in any private or business situation. All the examples where about the people they served them. They had listened to their problem, question, request and helped them and cared about them. We called it like the Fish! Philosophy: they made their day! Great attitude and the engagement and commitment to make their (customers) day is very important.

  8. So true, but haven’t heard it from a single Sales Manager so far…

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