Under promise, over deliver

6 07 2011

It’s a basic business mantra that regularly isn’t followed: follow through on the promises you make to your customers, and don’t commit to doing something that you can’t do. Customers expect businesses – from the smallest one-person outfit to Fortune 500 organizations with vast resources – to do what the business says it will do. What businesses “do” takes the form of a documented promise; customer commitment or bill of rights; mission statement; slogan; or any other popular buzzword.

At its core, though, the commitment is the company’s day-to-day operation, whether that’s cutting and removing trees from one’s yard or moving freight around the world. Along the way of trying to be efficient and effective at this core activity, businesses start promising things to customers that aren’t measurable or controllable and can’t necessarily be replicated all the time. “Superior customer service” is a popular catch-phrase. Once the phrase is spoken or written, customers begin to expect that the people, web portal, social media outlets, product, and any other touch point will be nothing but an incredibly positive experience or at least nothing more than an innocuous event that leaves no particular impression.

Delivering on the promise – superior service – starts with trust. Trust that staffers can make their own decisions; trust that customers won’t abuse the promise; trust that the organization’s philosophy & operation fits with the promise. Trust is probably the most difficult step in delivering on the promise. It’s often witnessed by customers in the form of moving up the chain of command to have a problem resolved; trust in the employee doesn’t exist when a customer has to say, “let me talk to your supervisor.” When trust in employees does exist, the staff becomes empowered to make their own decisions and help customers more effectively.

When trust is established, business leaders must provide resources that support the promise. Resources can take the form of training & teaching or investment in systems that provide accurate, up-to-date information. Staff training is critical, particularly in situations where the staff has not been empowered to make their own decisions but now is expected to do so. Resource-wise, if the promise is “always in stock,” then the business must carry significant inventories or have ready access to be able to ship the product to the customer. When the promise is “fast & fresh,” food must be prepared quickly and to-order.

From trust & resources, flow product or service improvements. It may mean offering assembly services for furniture or lawn equipment, or it may mean training staff to handle multiple duties so any guest demand can be met at any time in a luxury hotel or resort. It is this retooling of the business’s product and service offerings that will likely take time and require a constant examination of resource needs.

When product or service is at a level that meets the marketing promise, when trust is established and the staff is trained, when resources are dedicated to ongoing improvement and refined, customer satisfaction will increase. As satisfaction increases, word of mouth (or virtual word of mouth through online reviews) increases and the business’s reputation for delivering a stellar experience becomes known.

Today, customers have more purchasing options than ever before. They also have more access than ever to information and user reviews. Business leaders know that customers will share their experiences with the community, particularly the bad but often the stellar, too. If you are one of those leaders, you’d better deliver on your promise.





The customer experience

24 05 2011

In the old days, the only place to shop was a physical store (aka “bricks & mortar” stores). Going way back, most folks purchased their goods from a handful of different store types, including the grocery store (or “market”), the pharmacy, the department store, and maybe a “five & dime” store that carried a little bit of everything. Going way, way back, folks made purchases from the local general store and the Sears & Roebuck catalog.

When the business of retailing started getting into full swing, retailers began emphasizing service. There are many storied references to amazing customer service moments, including the clerk at Seattle-based Nordstrom who took a return of tires even though the store never sold them. Or, department store magnate Marshall Field, whose Chicago department store was a bastion of fine service and whose slogan was “give the lady what she wants.” These retailers – and many others – understood that providing exceptional service was part of the shopping experience.

Kuala Lumpur International Airport, Malaysia

Travelers on their way to destinations across the globe

The service economy of the 21st century is one that emphasizes so much more than simply providing exceptional customer service. In fact, “customer service” is often defined as nothing more than the basic operational functions of a clerk taking an order; a bellman handling one’s luggage; or a bank teller handling a deposit. Rather, “service” has evolved into “experience,” where experience includes all aspects of a consumer’s interaction with the business or brand. The two often work hand-in-hand, but it’s ultimately the experience that makes the difference it today’s competitive, consumer-driven environment. From the moment a business is entered, a web site is visited, or a passenger arrives at the airport, it’s time for the business to begin delivering on its marketing promise and reputation.

Air travel is rarely exciting or an adventure any longer; for many people, it’s even a commute to work. Asian air carriers and airport operators understand this, though, and work hard at delivering a unique & memorable experience for travelers. Malaysia Airlines, consistently ranked as one of the world’s top airlines, lets travelers check their luggage at the downtown Kuala Lumpur train station. From there, luggage and their passengers travel in comfort by train to Kuala Lumpur airport, ranked one of the world’s most beautiful airports by Travel & Leisure magazine. At KUL, passengers have an array of international shops & restaurants from which to choose, or they can simply relax in the atrium with its own greenhouse of tropical plants. The airport’s services, architecture, layout, and staff all come together to make a typically unpleasant experience something exceptionally enjoyable.

While customer experience is built on many factors, employee interaction with consumers can make or break the experience. For many, the best price, a great location, or a wonderful design can be ruined by a poor interaction. Department store retailer Kohl’s understands this. Its employees make it easy for shoppers to redeem discounts and are even known to accept an expired coupon when a customer asks.

Even online or over the phone, the human interaction is critical and customers expect quick responses and accurate answers to questions. L.L. Bean knows, and makes the customer experience very positive with its unconditional guarantee and free shipping everyday. In 2010, the retailer was named #1 in terms of customer service by BusinessWeek.

Experience matters. For businesses that depend on customers, the experience can be a matter of success or failure.





Welcome

19 04 2011
Paris, France

A warm welcome awaits visitors to Fauchon

Every business welcomes its customers, some better than others. Walmart has long been famous for its friendly store greeters , some of whom can be famous local celebrities. Southwestern quick-serve food chain Moe’s makes the greeting impossible to ignore; employees yell “Welcome to Moe’s!” all the way down the serving line. At businesses like these, the welcome becomes part of the customer experience, and a positive experience can bring repeat customers.

Other businesses miss the boat, forcing their employees to robotically greet each person with the same stock phrase, even when the customer well knows the business they’ve entered. A glum, “Welcome to (insert business here),” delivered over and over to each person in the queue or walking through the door isn’t exactly the warmest of welcomes. Without offering a unique service, differentiating factor, or entertainment value for the customer, this kind of greeting is uninspired and boring.

More important for the customer experience is acknowledgment, accessibility, and friendliness. When a customer walks into a business, the fact that the person is there and an employee is ready & willing to help are at the beginning of the experience. Who wants to walk in and find an empty counter or hunt for an employee when you’re double-parked outside? A smile and a moment of eye contact, along with “hello” or “may I help you?” might be the perfect opening.

Online, there may not be human interaction, but the objective is the same: make the store or site welcoming, easy to navigate, and leave the customer with a positive experience. Make search buttons easy to find and in obvious locations; don’t use pop-ups or pop-unders, and don’t clutter the page with lots of visual noise. For customers who want to find information quickly, links to categories and pages should be in standard screen locations. For browsers, ensure the site has plenty of visuals and links to interesting and informative articles that support the site’s main content.

Like the greeting at Moe’s, a site with a strong commitment and a powerful message should tell it. Zappo’s has one of the most loyal customer followings on the Internet, and the site tells visitors why on every page. The company is committed to service; it has a 365-day return policy; and shipping is free for purchases and returns. Bricks-and-mortar retailer Nordstrom, also with a reputation for outstanding service, offers a clean and simple interface for its site for an easy shopping experience.

The key to making a customer welcome, then? Be genuine, be simple, keep it easy.








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