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.

Book Review: RoadMap to Revenue

Click to visit Kristin’s website

I just finished reading Kristin Zhivago’s book, “Roadmap to Revenue: How to Sell The Way Your Customers Want to Buy.”  Kristin is a well-known “Revenue Coach.” The premise of her book is that we need to be Customer-Centric instead of Company-Centered.

How shocking!  Sell to Customers the way they want, instead of forcing company-focused marketing, sales, processes and services on them whether they like them or not?

And the best part is that Kristin doesn’t talk pie-in-the-sky theory about this.  She shares a system that she says, “uses proven methods that have worked” regardless of the product or service sold or who the buyer is.

In the beginning pages of the book, she lists 21 “Barriers to the Sale” that companies create which make it difficult for customers to buy. She adds that these are just a FEW examples.  Scary reading indeed!  As I read her list I found myself nodding in affirmation.  I’ve experienced most of these either as a customer or as a consultant observing how some companies operate.

Here are just two of the sales barriers:

• Failing to include needed and helpful information on product packaging and in product documentation (I had to call, wait in queue and then finally get the information)

• Using the latest technology without regard to how it impacts customers (loved the one that disconnected me 2 times and the Agent when reached said, “Yes, it’s been doing that all week”)

She also discusses a common mistake the C-Suite team often makes: imitating the competition (What is Joe doing? What kind of system did XYZ competitor buy, and so on), instead of creating their own marketing and service culture based on what their own Customers love and how they want to buy from them.

Once she’s laid out what is happening or what could be happening that’s failing, Kristin gives us three key steps to get on the right track:

1. Discover: Start to approach things from your Customer’s point of view.  Get feedback on everything they experience, perceive and even their thoughts on your competition. Kristin provides specific instructions on how to get this information quickly – as in, weeks – using a simple but proven method.

2. Debate: Brainstorming rules here.  What do your customers want, how do they want it, decide what you will promise to your customers and how will people, processes, policies, products etc. keep these promises.  She says the latter is your “brand” (not to be confused with “branding”).

3. Deploy: Take Action.

Many companies are great at Debate.  In fact, they will debate and then debate the debate (note: please see my Blog post on “Meetings”). Where they fail in my experience, in addition to effective Discovery, is the Action part. Lots of data collected.  Lots of talking. Not so much walking.  And so the same things they discuss implementing in January are still being discussed in November or even the next year.

Kristin goes into great detail on all of these stages, giving you examples that you can follow in theory, but more important, in practicality.  She was spot on with this observation:

“The (Marketing and Selling) Channels you decide to use should be guided by two reliable sources:  your Customers’ buying process and testing.”

 YAY!  Someone not afraid to say, maybe you don’t need the latest and greatest Marketing or Sales invention, media, etc. unless your Customers (or Prospects) want to find you, buy from you, learn about you using them.  Don’t set some marketing or sales plan in motion because YOU like it or you think you have to have it to keep up with everyone else.

Last but not least, Kristin discusses how to keep all this going including dealing with internal roadblocks that may continue to pop up.

I loved Kristin’s no-nonsense tough talk about what needs to be done to be successful. She pulls no punches and is clear about the roles (or whining of various departments) that you may encounter as you make the Customer-Centric changes needed, and how to deal with them.

Do you have “Welcomers”?

I was delighted to read Richard Shapiro’s new book entitled, The Welcomers Edge.  I’ve corresponded with Richard on Twitter and LinkedIn and knew of his devotion to our Customer Experience industry.

One of the simplest but most important points Richard makes (and yet many businesses miss) is that Customers are people too.  They crave personal touches and recognition.  They want to feel important and valued.  Too often, this is sacrificed in the need to push employees to strive for a “get it and go” service approach.

Richard outlines the ways to success in building loyalty and begins by describing the types of employees businesses have.  Who hasn’t met these people as Richard describes them?  I sure have!

• The Welcomer – “Makes you feel important, appreciated and valued as a customer and as a person.”
• The Robot - “They primarily see each interaction as a task to complete…meeting the basic needs of the customer.”
• The Indifferent – “They simply ignore the customer…they see the customer as an obstacle to their own agenda.”
• The Hostile – This quote says it all: “Why is this person employed in this job?”  He adds, “..rude, nasty person..” —- Been there and experienced that unfortunately!

Richard goes on to describe scenarios of missed opportunities and asks the big question, “Why do business owners fail to see the connection …(between) having ‘non-welcomers’ in their business and not generating enough repeat business to stay in business over the long haul?”

As you read Richard’s book, you’ll think as I did I’m sure….it’s the things that businesses think are “simple” that are often missed or considered wasting time on the job, much like the”Welcomer’s” time spent connecting with the customers.

The best technology or latest marketing fad isn’t going to make up for the way your employees, and you as a business owner, make your customers feel during each and every interaction.

Well done, Richard!

When Sales and Service Meet

Interior Grocery Design | Frozen Foods Design | Interior Decor Design | Freezer Section Design (Photo credit: I-5 Design & Manufacture)

Recently, I went to my favorite Publix to shop.  I love shopping there because of the positive, friendly attitudes of the staff and the great selection of food items.  I enjoy cooking when time permits but also like some quick frozen options when we are busy. I’m also a bargain shopper.  I enjoy looking for specials on some of our favorite brands.

As I approached the frozen food area, I saw one of the department managers busily stocking items next to where I was headed. He greeted me with a big smile and “Good Morning”.

I turned to the glass doors to see the selections and studied them for a few seconds when the manager walked over to me and asked, “Have you ever tried those?”  He pointed to stuffed chicken breasts which had a variety of stuffing choices:  bread stuffing, cheese, cordon bleu, etc.

I replied that I hadn’t tried them.  He said, “They are really good.”  He opened the door for better viewing and then pointed to each variety and briefly told me which his wife liked, which he liked, which his kids enjoyed.  He was enthusiastic about the quality, how easy they were to cook and the time needed to prepare was short. I commented that I liked the quick dinner idea. Then, the manager smiled and simply said, “They’re on sale…Buy 1, Get 1 Free so they’re a great bargain too. Would you like to try them?”

When I entered that aisle, I had no intention of buying the item and had not even given it a thought until he spoke.  No high pressure push, just an honest discussion of the taste and quality and a personal reference to what his family enjoyed.   I said, “Sure” and made my choice out of the varieties available.  He went a step further and pulled those 2 boxes out.  He handed them to me with a smile saying, “Let me know what you think about them after you try them”.  I thanked him and walked away looking forward to trying them soon.

What did the manager do right?

• Probed for interest and experience with the product
• Related the product experience to his own enjoyment of it and enjoyment of others
• He believed in the value of the product: his choice of words and enthusiasm were genuine
• Mentioned some key benefits: save money, easy to use, great quality
• Asked if I was ready to commit
• Ended the sale by personalizing: handing me the product with a smile and request for feedback after trying

With his soft, customer service focused sales approach, he not only increased revenue for his department, but confirmed to me the reason I continue to be a loyal customer of Publix.

Sometimes we over-complicate upselling and cross-selling when our Customer Service teams are asked to take on this role in addition to service. Is our training creating selling “robots” who read an Upsell phrase or question without any genuine interest in the product/service?  That robotic approach will fail because the customer can tell that the Agent/CSR doesn’t believe what they are selling is a really a good thing.