Earlier this month, the dog Sugar, a boxer, and her owner went to a training session that they had been regularly attending. During the session, Sugar suddenly collapsed and stopped breathing. Sugar’s owner was totally distraught and began crying and screaming for Sugar to revive.
Ron Pace, the trainer and owner of Canyon Crest K9, hurried over to Sugar and started CPR. Since Sugar was lying on her side, this was easy to do. After several pumps on Sugar’s side, Ron thought that he saw a faint movement of Sugar’s chest and decided to try mouth-to-mouth resuscitation. As he was blowing into Sugar’s mouth for the first time, Sugar stirred.
“Talk to her,” Ron encouraged Sugar’s owner. “Encourage her to wake up.”
The owner did and, within minutes, Sugar regained consciousness.
Sugar’s owner was ecstatic. Minutes earlier, she had thought that Sugar was dead and now Sugar was alive.
If Sugar had been at another training center, would she be alive? Maybe. Maybe not.
At Canyon Crest K9 Training Center, Ron Pace knew doggie CPR. I suspect that not all trainers do. In addition, Ron took action and used his training to save Sugar’s life. Sometimes people know how to do CPR but do not take action in a critical situation. Ron did. He went beyond the service that he had promised Sugar’s owner, which was to help her train Sugar. He applied a skill that he had taken the time to learn and brought Sugar back to life.
For service businesses, maintaining a consistency of the services offered is a constant challenge. Different employees deliver services differently. They have different styles, different personalities, and different levels of expertise. They interact differently with customers. They have different motivations. With all these differences, how do you ensure that they deliver a service in the same fashion?
In addition, how do you teach them to handle a situation such as Ron encountered and go beyond the expectations of your customer? While most employees will not be faced with a life-and-death situation, every day employees have unique situations which offer the opportunity for service that exceeds a customer’s expectations. How these opportunities are handled may determine whether a business retains a loyal customer or not.
Ron is the owner of his training center, and, as the owner, was probably more inclined to take immediate action. Would one of his employees have done the same? I don’t know. How do you train employees to take action, use the right action, and know when to contact the owner first?
How do you train employees to give consistent service and to know when to exceed customers’ expectations?
Inspired by this question, I have a new seminar, Internal Marketing, which I will be offering after April 26. Watch for more information on it next week.
Friday, March 25, 2011
Saturday, March 19, 2011
Six Steps in Handling Complaints
A week before my birthday, several of the businesses from which I regularly receive e-mails usually send me a “Happy Birthday” message along with a special offer. Some of these offers I do not use, but one for which I always watch is the free sundae from Culver’s eClub. This year a couple of days after my birthday I realized that I had not heard from Culver’s. Wanting that sundae and curious as to why I did not receive a coupon, I e-mailed the Culver’s eClub. “Why did I not receive my birthday e-mail?” I wrote.
Within twenty-four hours I received a reply from Anna Udelhofen in the Culver‘s Franchising System. “I apologize you did not receive your birthday email. When was your birthday? I ask because we recently underwent a system ‘makeover’ for eClub and the eCoupon function is not back up and running yet. Therefore we are keeping track of any backlogged messages for birthdays that were missed during this period and will send them out to guests shortly. In the meantime, I would be more than happy to mail your coupon if you wouldn't mind providing me with your home address.”
She concluded, “Thank you and I am sorry for the inconvenience.”
I was impressed. She replied promptly, and, more importantly, she did more than apologize. She gave me the reason for the oversight. She told me the truth, which is something many business people shy away from doing. Those who do so fail to realize that customers are human, too. Things go wrong in their lives. They make mistakes. They understand mistakes. Making a mistake with a customer is not the problem. The problem is the way that you handle the mistake after it occurs.
How you communicate with a customer after a mistake is critical to keeping that person as a customer. Six steps are important.
*First is being prompt in your response, at least within twenty-four hours.
*Second is offering a courteous apology.
*Third is telling the truth as to why the mistake happened.
*Fourth is offering to rectify the mistake, at least by giving the customer what
was missed. Going a step further is even better.
*Fifth is getting the offer to the customer.
*Sixth is following up that the customer received the offer and discovering if
the customer is satisfied.
Looking at Anna’s response, so far she had completed four of the six steps. Yesterday in the mail I received a coupon for a free sundae, completing step five. Usually, the birthday eCoupon has an expiration date after two weeks. The coupon that she sent did not have an expiration date. By not applying an end date to the coupon, she took step four even further. Since the next couple weeks look quite busy, I appreciate the extra time to use the coupon. Anna completed the first five steps with flying colors!
Will she solidify me as a customer by following up?
Within twenty-four hours I received a reply from Anna Udelhofen in the Culver‘s Franchising System. “I apologize you did not receive your birthday email. When was your birthday? I ask because we recently underwent a system ‘makeover’ for eClub and the eCoupon function is not back up and running yet. Therefore we are keeping track of any backlogged messages for birthdays that were missed during this period and will send them out to guests shortly. In the meantime, I would be more than happy to mail your coupon if you wouldn't mind providing me with your home address.”
She concluded, “Thank you and I am sorry for the inconvenience.”
I was impressed. She replied promptly, and, more importantly, she did more than apologize. She gave me the reason for the oversight. She told me the truth, which is something many business people shy away from doing. Those who do so fail to realize that customers are human, too. Things go wrong in their lives. They make mistakes. They understand mistakes. Making a mistake with a customer is not the problem. The problem is the way that you handle the mistake after it occurs.
How you communicate with a customer after a mistake is critical to keeping that person as a customer. Six steps are important.
*First is being prompt in your response, at least within twenty-four hours.
*Second is offering a courteous apology.
*Third is telling the truth as to why the mistake happened.
*Fourth is offering to rectify the mistake, at least by giving the customer what
was missed. Going a step further is even better.
*Fifth is getting the offer to the customer.
*Sixth is following up that the customer received the offer and discovering if
the customer is satisfied.
Looking at Anna’s response, so far she had completed four of the six steps. Yesterday in the mail I received a coupon for a free sundae, completing step five. Usually, the birthday eCoupon has an expiration date after two weeks. The coupon that she sent did not have an expiration date. By not applying an end date to the coupon, she took step four even further. Since the next couple weeks look quite busy, I appreciate the extra time to use the coupon. Anna completed the first five steps with flying colors!
Will she solidify me as a customer by following up?
Friday, March 11, 2011
The Immediacy of Web 2.0
As I was working at my computer on Monday, the 11:00 a.m. news was on KSTP TV. I heard the two anchors, Brad Sattin and Rebekah Wood, discuss Governor Dayton’s new puppy. “What breed of dog is it?” Brad wondered. “I heard that it‘s a German Shepherd.”
“No, it’s not a German Shepherd,” Rebekah replied. “Look at its black color. Maybe it’s a Lab.”
Having heard other news reports about the puppy and having had four German Shepherds, one of which was black, I knew that, yes, indeed, the puppy was a German Shepherd. Thinking that I would let Brad and Rebekah know that information, I found their e-mails at the KSTP Web site and hurriedly typed the following e-mail. “That is a German Shepherd. Shepherds come in more colors than the traditional: black, white, and tawny. Mingo is a black German Shepherd. Dayton loves Shepherds; that is why he got another one. Just because a dog is black does not mean it is a Lab! Shepherds' ears are always floppy when they are puppies; it takes a while for them to stand up, often until they are six months or older.”
I immediately sent the e-mail to both Brad and Rebekah.
A couple minutes later, I heard Brad say, “We want to give a shout out to Elizabeth Fischer,” and I thought, “Oh, I wonder what another Elizabeth Fischer did?”
Then I caught the rest of his statement. “For her e-mail letting us know that the puppy is a German Shepherd. She says that just because a dog is black does not mean it is a Lab!”
I was shocked.
“Wow!” I screamed to my roommate who was out of the room. “They just gave me a shout out on TV! Not only did they receive my e-mail, but they read it immediately, maybe on a break. I wasn’t paying close attention. Most amazingly, though, they used it right away and cited me as the source.”
Yep, I was jazzed. My roommate and I played the segment back several times.
When I returned to my computer, I had an e-mail from Brad that said, “Thank you!” and one from Rebekah that said, “Thank you, Thank you, Thank you. The ears are actually what threw me off. I knew there were different colors of German Shepherds, but didn't
not know about the ears! You're wonderful Elizabeth. Thanks for the lesson! Take Care,
Rebekah”
She said that I was wonderful! Okay, they now have a friend and a viewer for life.
While I have chuckled all week at my reaction, this episode has a great marketing lesson concerning Web 2.0. First of all, I am very typical of most of us who love to be recognized. Giving a viewer a shout out live on TV and calling that person “wonderful” in an e-mail both qualify as recognition. Second, responding quickly adds the power of immediacy. I had just written the e-mail, and it was fresh in my mind, both of which added impact and excitement. Third, tying a viewer’s response into the broadcast gave an additional dimension and freshness to it. Finally, Brad and Rebekah’s humanness in that they didn’t know the answer, were willing to hear the answer, acknowledged the answer’s source, and thanked me both on air and via e-mail for the answer made them real to me. They became more than news anchors. They became people to whom I could relate.
They used the immediacy and the interactivity of Web 2.0 to make their news cast relevant to their viewers and, in the bargain, solidified a viewer for life.
How are you using Web 2.0 with your customers?
“No, it’s not a German Shepherd,” Rebekah replied. “Look at its black color. Maybe it’s a Lab.”
Having heard other news reports about the puppy and having had four German Shepherds, one of which was black, I knew that, yes, indeed, the puppy was a German Shepherd. Thinking that I would let Brad and Rebekah know that information, I found their e-mails at the KSTP Web site and hurriedly typed the following e-mail. “That is a German Shepherd. Shepherds come in more colors than the traditional: black, white, and tawny. Mingo is a black German Shepherd. Dayton loves Shepherds; that is why he got another one. Just because a dog is black does not mean it is a Lab! Shepherds' ears are always floppy when they are puppies; it takes a while for them to stand up, often until they are six months or older.”
I immediately sent the e-mail to both Brad and Rebekah.
A couple minutes later, I heard Brad say, “We want to give a shout out to Elizabeth Fischer,” and I thought, “Oh, I wonder what another Elizabeth Fischer did?”
Then I caught the rest of his statement. “For her e-mail letting us know that the puppy is a German Shepherd. She says that just because a dog is black does not mean it is a Lab!”
I was shocked.
“Wow!” I screamed to my roommate who was out of the room. “They just gave me a shout out on TV! Not only did they receive my e-mail, but they read it immediately, maybe on a break. I wasn’t paying close attention. Most amazingly, though, they used it right away and cited me as the source.”
Yep, I was jazzed. My roommate and I played the segment back several times.
When I returned to my computer, I had an e-mail from Brad that said, “Thank you!” and one from Rebekah that said, “Thank you, Thank you, Thank you. The ears are actually what threw me off. I knew there were different colors of German Shepherds, but didn't
not know about the ears! You're wonderful Elizabeth. Thanks for the lesson! Take Care,
Rebekah”
She said that I was wonderful! Okay, they now have a friend and a viewer for life.
While I have chuckled all week at my reaction, this episode has a great marketing lesson concerning Web 2.0. First of all, I am very typical of most of us who love to be recognized. Giving a viewer a shout out live on TV and calling that person “wonderful” in an e-mail both qualify as recognition. Second, responding quickly adds the power of immediacy. I had just written the e-mail, and it was fresh in my mind, both of which added impact and excitement. Third, tying a viewer’s response into the broadcast gave an additional dimension and freshness to it. Finally, Brad and Rebekah’s humanness in that they didn’t know the answer, were willing to hear the answer, acknowledged the answer’s source, and thanked me both on air and via e-mail for the answer made them real to me. They became more than news anchors. They became people to whom I could relate.
They used the immediacy and the interactivity of Web 2.0 to make their news cast relevant to their viewers and, in the bargain, solidified a viewer for life.
How are you using Web 2.0 with your customers?
Saturday, March 5, 2011
Defense Does Not Develop Customers
My dogs are addicted to a treat from Merrick Pet Food, which I had been ordering directly from Merrick. Last fall, Merrick decided not to handle direct retail sales any longer, and, when I went to Merrick’s site to order, I was directed to Pet Food Direct instead. I placed my first order with Pet Food Direct, and, since I am always perilously close to running out of these treats, I immediately set up automatic ship. Ten days after the automatic shipment was scheduled, I contacted Pet Food Direct and asked the shipment’s status. I was informed that the treats were not in stock, and the person suggested that I order a replacement.
I was not surprised that the company was out of stock because I had not yet received the shipment. I was surprised that I had not received an e-mail that the automatic shipment was not being sent. I was shocked that the person suggested ordering a replacement. Obviously, this person did not have a dog or, at least, not a picky dog. She would have given much better customer service had she asked first how important that treat was to my dog. Had she discovered that the treat was not that important, she could have suggested a replacement. However, to suggest a replacement without first knowing the situation was very unwise.
Added on top of the lack of communication regarding the delay in the automatic shipment, her response irritated me.
I responded straightforwardly, telling of my disappointment in her lack of communication and her ignorant suggestion. I also stated that Pet Food Direct was losing a customer. Before I wrote my e-mail to her, I had contacted Merrick and discovered that Merrick had the treats in stock, and, according to Merrick’s records, so did Pet Food Direct. I mentioned this in my e-mail, too, and suggested that she check her inventory levels.
Her response was very defensive. “I do check the inventory levels everyday and process the orders as soon as possible. You do have to remember when an item is out of stock, sometimes we have issues getting the item from our supplier, or sometimes they can short our order.”
Although she ended her reply with “I’m sorry that we are losing you as a customer,” she expressed no other regrets. She had no regrets for the automatic shipment not be shipped. She had no regrets for the inventory levels. She had no regrets for the inconvenience to me. Expressing regret for a customer’s inconvenience is critical to retaining that customer. It demonstrates a focus on the customer, which Pet Food Direct does not embrace.
That was also apparent in the lack of communication regarding the automatic shipment. If a customer has set up an automatic shipment, that customer is relying on the shipment to occur. The customer wants to receive the merchandise within a already-assigned time frame. To have that time lapse with no communication is rude, unprofessional, and poor customer service.
Perhaps the lack of communication is not surprising, however, in light of the tone of her response to my inquiry. Rather than looking at the situation from the customer’s point of view, she became defensive. She instructively wrote me what she does and how their system runs. Why do I care? I wanted the treats; that’s all. I didn’t care about her problems. I just wanted mine solved.
That is the basis of good customer service.
When a problem arises with a customer, focus on the solving the customer’s problem not defending your position. Defense does not develop customers, focusing on the customer does.
I was not surprised that the company was out of stock because I had not yet received the shipment. I was surprised that I had not received an e-mail that the automatic shipment was not being sent. I was shocked that the person suggested ordering a replacement. Obviously, this person did not have a dog or, at least, not a picky dog. She would have given much better customer service had she asked first how important that treat was to my dog. Had she discovered that the treat was not that important, she could have suggested a replacement. However, to suggest a replacement without first knowing the situation was very unwise.
Added on top of the lack of communication regarding the delay in the automatic shipment, her response irritated me.
I responded straightforwardly, telling of my disappointment in her lack of communication and her ignorant suggestion. I also stated that Pet Food Direct was losing a customer. Before I wrote my e-mail to her, I had contacted Merrick and discovered that Merrick had the treats in stock, and, according to Merrick’s records, so did Pet Food Direct. I mentioned this in my e-mail, too, and suggested that she check her inventory levels.
Her response was very defensive. “I do check the inventory levels everyday and process the orders as soon as possible. You do have to remember when an item is out of stock, sometimes we have issues getting the item from our supplier, or sometimes they can short our order.”
Although she ended her reply with “I’m sorry that we are losing you as a customer,” she expressed no other regrets. She had no regrets for the automatic shipment not be shipped. She had no regrets for the inventory levels. She had no regrets for the inconvenience to me. Expressing regret for a customer’s inconvenience is critical to retaining that customer. It demonstrates a focus on the customer, which Pet Food Direct does not embrace.
That was also apparent in the lack of communication regarding the automatic shipment. If a customer has set up an automatic shipment, that customer is relying on the shipment to occur. The customer wants to receive the merchandise within a already-assigned time frame. To have that time lapse with no communication is rude, unprofessional, and poor customer service.
Perhaps the lack of communication is not surprising, however, in light of the tone of her response to my inquiry. Rather than looking at the situation from the customer’s point of view, she became defensive. She instructively wrote me what she does and how their system runs. Why do I care? I wanted the treats; that’s all. I didn’t care about her problems. I just wanted mine solved.
That is the basis of good customer service.
When a problem arises with a customer, focus on the solving the customer’s problem not defending your position. Defense does not develop customers, focusing on the customer does.
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