A Real Customer Bonus

Yesterday I attended one of the Spring Shred Days event hosted by Royal Credit Union, the financial institution with which I do business.  During the hour and a half time frame of a Shred Day at a designated branch, each Royal Credit Union member and member of the general public has the opportunity to bring up to two file-size boxes of papers to shred.  The papers are taken from the person and immediately placed in one of the trucks of a local shredding company to be professionally shredded.

Royal Credit Union does an excellent job promoting, preparing, and executing the event.  Arriving forty-five minutes into yesterday’s event, I found a long line that kept increasing.  Despite that, I moved through the process in ten minutes.  The event was well-staffed, and those working were quick and knew precisely what to do.  As the guy who helped me closed my car door I complimented, “You guys are doing an excellent job!”

“Thanks,” he replied.  “We’re trying.”

As I drove away, I thought about how businesses are constantly searching for “extras” to give customers.  In doing so, the business’s goals are to differentiate itself to the customer and strengthen its relationship with the customer by giving something customers do not receive at other businesses.  Whether management knows it or not, many businesses offer expertise that their customers value.  Some businesses give away items or food to achieve these goals.  Most businesses end up giving a reduced price, thinking that means the most to their customers. 

While customers want to save money, that’s not what strengthens a relationship with a business or differentiates a business in their minds.  After all, price is something that any business can affect.  However, not all businesses can give expert advice.  Not all businesses take the time to be certain their customers are satisfied and had their problems solved.  Not all businesses offer Shred Days.

Shred Days is a unique event because identity theft is a major concern these days.  Shredding papers that contain identity information is a step in avoiding identity theft.  For most people, taking the time to shred these papers or contact a professional shredding service is likely not going to happen.  Just having to show up with your papers to be shredded is much easier.  Royal Credit Union adds to that ease by offering Shred Days five different days at five different branch locations.  In order not to interfere with normal business, the times are either before or after the day’s business hours.    

The event strengthens Royal Credit Union’s relationship with its customers because its shows concern for customers’ identity through Shred Days.  The organization makes it easy for customers to shred sensitive papers.  Its staff handles the documents and hires the professional company to do the shredding.  The business does something that no other business is offering, shredding, and it gives all of this for free. 

That’s a real customer bonus.

This week's marketing trivia challenge is What real customer bonus have you encountered?  E-mail me your answer.

Are You Listening?

A week ago Tuesday my roommate was rushed to the hospital in an ambulance.  After hours in emergency, she spent three days in critical care and three days in intermediate care.  She is currently in rehab.  During some very tense hours, I had several conversations with medical personnel, some of which were helpful and some frustrating.  Reflecting upon these interactions, I was reminded of the importance of listening.  I wanted to share my thoughts with you on the parts of the conversations that were not helpful and those that were positive.

The most frustrating and least helpful part of these conversations was too much talking at me.  Instead of taking time to listen, these people just kept pushing and reiterating what they wanted to say.  They were consumed with stating their points of view.  They did not seem interested in hearing what I had to say. If I had the audacity to question what they said, they dismissed me.  Their message that they were right and anything I had to say was wrong came through loud and clear.  Talking to them was not a two-way communication; it was like talking to a wall. 

They made me remember a quote from Zig Ziglar.  “We have two ears and one mouth.  We ought to use them in that ratio.  We should listen twice as much as we talk.”

Those who did listen asked questions.  They used the questions to clarify what I had asked, reflect back what I had said, and gather additional information.  All of these moved our communications forward and truly created an exchange.  I felt engaged, not isolated.  They gained information that could help my roommate.

As a result of these exchanges, they showed genuine interest in helping her and in speaking with me to do so. 

In the hurried pace of our lives, sometimes we don’t intend not to show interest.  We just neglect to take time to listen and ask questions.  We may not intend to frustrate our customers. 

But we do.

Being the recipient of not being heard prompted me to think about listening.  I was reminded how much we like and respect those who take the time to listen.  I realized how differently the customer feels when he or she thinks that a complaint is heard.  While you as a businessperson may not be able to change a situation for various reasons, the customer will likely accept the result more easily when you have a two-way communication.        

Take time to listen to your customers.  Don’t pretend to listen.  Actually engage your customers by asking questions and showing genuine interest.  If you have truly listened, after every interaction you will be able to state what you learned. 

End your conversations by asking yourself, “What do I know now that I didn’t know before that conversation?”

This week's marketing trivia challenge is What example do you have of how listening built a customer relationship? E-mail me your answer.

The Dangers of Change

I had an experience recently that reminded me of the dangers of change.  Months ago, I booked a cruise and meal for a tour group.  I wanted to reserve the date and solidify the cost so that I could include it in a booklet which was sent to prospects for the event.  In discussing the event with the representative from the cruise, we estimated the number of participants with the stipulation that I could adjust the number closer to the date.  After the representative from the cruise company gave me the quote, I added a couple dollars more to the price just in case it went up when we got closer. 

Three weeks before the event, I was contacted by a different representative than the one with whom I had been working.  She sent an e-mail stating the balance due and wondering when it would be sent.  We had not yet finalized the count.  Thus, the bill was not final.  I called the second representative and asked what happened to the first one.  “She left,” the representative replied.

I started to tell her that we needed to finalize the count and that once I had that count we could determine the final amount, but she cut me off.  “I’m new and don’t know what to do so I’m turning you over to one of the owners,” she declared. 

I reviewed the situation with him, and he said that he would send me a new invoice based on my current count.  The invoice he sent me was seven dollars more per person than the original agreement, four dollars more than I had charged.  The additional amount he had added was a service charge that had not been on the original quote.     

I called him back and said that I did not want to short him, but I had only the money I had collected to pay him.  I offered him a couple of options of what I could do to make up as much of the difference as possible.  One option was that I could ask every participant to give a tip of at least four dollars.  The other was that, once I reached the number of participants to pay for the bus, I could give the bus fee for each of the additional participants to the cruise along with their cruise fee.  He did not tell me which option to exercise but that he would work with me. 

I was partially relieved but determined to get as many additional participants as possible.  I added twelve.  I sent the co-owner a couple of e-mails asking which option he wanted and never received a reply.  The new representative sent me a couple more e-mails asking for the balance due.  My responses to her were to talk to the co-owner. 

Our bus was delayed about five minutes in arriving at the dock to board the boat.  When we were about a block away, my cell rang.  In a interrogating tone, the new representative stated, “You booked a cruise today, and you are not at the boat.”

“We are a block away,” I said.

Once we were aboard, the boat had to wait about fifteen minutes to depart because the two vegetarian meals the co-owner had assured me we would have had not been sent.  While this didn’t bother my group, I found it interesting.

When our cruise was almost finished, I offered the person in charge a check for the amount that I had available from the second option.  “Does that take care of your bill?” she wondered. 

“I have no idea,” I replied and told her the story. 

The next day I received an invoice with a zero balance.

I’m sharing this lengthy example with you because as I mulled it over I realized the lessons in it.  Every time a person who has been dealing with customers leaves, the company is in danger from the change.  The danger involves misunderstanding and miscommunication between the new and/or other staff and the customer.  This risks business with that customer and may affect business with other customers, too, either because of the change or bad word-of-mouth.  I have read that a company losses thousands of dollars with each turnover of a salesperson.

How do you ensure a smooth transition with minimal loss of customer relationships and revenue?

I have experienced being assigned a customer as a new salesperson and not knowing the situation, and I have suggestions on how to continue a relationship instead of causing problems.    

First, talk to the customer to find out about current or recent transactions.  Talk, don’t text or e-mail.  Your initial contact needs to be a two-way conversation so that you can understand the situation.

Second, during that conversation, ask questions to understand.  Before the conversation, make a list of questions.  That helps you to stay on track and cover what you want to know. 

Third, during the conversation, listen actively.  As you hear the customer tell you what he/she wants, clarify by asking the questions that come to mind.  Get a thorough picture of what needs to be done.

Fourth, once you find out what needs to be done, do it and do it promptly.  Wow the customer with your quick response.  If nothing needs to be done immediately, send a handwritten thank you.  Follow this step, and you will make a lasting positive impression.  Take every action you can to set up a positive relationship from the start.  Don’t be “Just the facts, ma’m.”  Do not send an invoice out of the blue and ask when payment will be sent. 

Fifth, as an owner or manager, don’t put handling the situation on your back.  Train your new person to do it.  You have your own duties and responsibilities.  Taking on others’ jobs will likely lead to problems.  You may not respond to e-mails as you intended.  You may not communicate that vegetarian dishes were promised.  You may leave the customer quite unhappy, and that may not have been your intent.

Sixth, send e-mails that clearly come from you at your company.  Do not send an e-mail from “Events” or an unknown person.  The customer may not open the e-mail because he/she does not recognize the sender.

Follow these steps and your customer relationships and revenue will not suffer from the dangers of change.

This week's marketing trivia challenge is How have you handled the dangers of change successfully?  E-mail me your answer

Little Things

Last Thursday at noon my roommate had cataract surgery.  In Saturday morning’s mail, she received a card from the hospital.  The envelope was hand-addressed.  The outside of the card read, “Well Wishes.”  On the inside, the message read, “from our (hospital) family.  Thank you for choosing (hospital).  Serving you has been our pleasure.”

All of that was a very nice gesture, but the last part about the card was what set it apart and delivered its impact.  Each staff member who had had contact with her for her surgery had personally signed the card.  They did more than write their signatures.  They also included a couple of words of encouragement such as “Heal Well” and “Best Wishes.”  All also signed their positions so that my roommate knew where she had met that person.  From the person who checked her in to pre-op nurses to the OR staff to the recovery RN, all of them personally signed the card.

“This is really nice,” she responded after looking at the card.  “I feel they all really care.  They made me feel that way the day of my surgery, and this card brings back that feeling.”

I was impressed.

A while back many business got into the send-a-birthday-card mode.  Unlike a hospital, the businesses did not have a good reason to send a card.  It was being sent as a marketing ploy, and customers knew it.  Instead of being personally signed with a note, these cards had the name of the business stamped inside, and that made the card less authentic to the customer. 

However, sending a card that was personally signed by the staff members who interacted with a particular patient made the desired impression.  It set the hospital apart.  Sending the card so that it arrived within forty-eight hours of the surgery increased the card’s impact.  It projected a caring attitude and a concern for the patient.  That’s a little thing that makes a big difference. 

Little things build relationship with your customers.  They prompt repeat business and referrals.  They cultivate profitable transactions. 

How are you using little things to build customer relationships?

This week's marketing trivia challenge is What little things have you received from businesses?  E-mail me your answer.