Who Comes First?

The other day I was at the service counter to mail a book for my publishing company.  I had handed the person behind the counter my package, and she had placed the package on the scale to weigh it when the phone rang.  She answered the phone and listened to why the person was calling.  She did not tell that person that she was in the process of helping another customer.

She continued her conversation for a time.  Suddenly she hurried over to the computer in front of me, grabbed a post-it-note, and hastily wrote down a credit card number with expiration date.  She input the credit card number she had written into the computer with an amount of $4.29.  She thanked the person on the phone, finished her conversation, and hung up.  Then she turned back to me, apologized, and told me the situation.    

The person on phone had gotten home with an item that didn’t get rung up and, thus, had not paid for it.  She was calling to pay the $4.29 for the item.

I think the lady behind the service counter had become quite flustered when the person on the phone had stated that she had not paid for all her items and wanted to do so.  All the store employee could think of was getting the money as quickly as possible.  She acted as if the customer might hang up and not pay if the transaction was not handled quickly.

I became a secondary concern.

As I am certain you are thinking, the store employee made an error after she answered the phone.  When she realized what she needed to do for the customer on the phone, she ought to have told the customer that she was helping another customer.  She should have asked the customer on the phone to wait and returned to help me.  She also could have asked me if I would mind if she handled the customer on the phone before she finished processing my package.  Either way, she was discourteous to me by leaving me waiting while she handled the phone customer. 

She also erred in writing down the credit card number and expiration date in front of me on a post-it-note.  That number could have been copied by me or someone behind me.  I did not see her rip up post-it-note when she was finished with it, either.  Her exposure of a credit card number with an expiration date left the store liable with the credit card company had someone stolen that information.  A error of that nature could cost the store a great deal.  She would have been smarter to input the credit card number directly into the computer without writing it down. 

Reviewing this situation, I thought that the store’s management needs to check on the training of their personnel at the service counter, partly for liability issues and mostly for customer attention.  The service counter employee definitely made me feel that I was not the most important customer even though she was into processing my package when the phone rang. 

How are your employees handling customers?  Who comes first?  Are they exposing your company to liability unnecessarily?

Check on this.  See what errors are being made.  Correct them through training to keep customers happy and reduce your company’s risk.

This week's marketing trivia challenge is Who comes first with your employees?  E-mail me your answer.

A Little Known Way to Increase Customer Interactivity

Gene stopped me as I walked past him.  “I’ll be a little late getting to the bus,” he began.  “I’m waiting to talk to the manager about my waitress.  She was just superb!”

“That’s wonderful,” I replied.

“Our dessert was so delicious that I asked her if she could bring me another,” he volunteered.   “She didn’t just bring me one.  She brought me two!”

I smiled broadly.  “I’m glad you are taking the time to praise her to her boss.  Don’t worry.  We’ll hold the bus for you.”

As I continued toward the bus, I thought about how little it takes to make a customer happy.  Since a couple of people had not been able to make the trip but had paid for the meal, I knew the restaurant had extra desserts.  The waitress didn’t have to make more to fulfill Gene’s request.  She had extras right at her fingertips.

The dessert was a very rich decadent small piece of brownie in a shooter glass topped by raspberry sauce and brandy whipped cream.  While it may have been small, its impact on me had been filling.  An hour later, I wondered how Gene felt.

This incident has stuck with me.  I have been mulling over an additional lesson from it that I want to share with you.  Giving employees feedback on their work, both positive and negative, is critical to having them understand their jobs and perform their work well.  Since customers’ interactions are varied, teaching employees the parameters, understanding, and responsibility to handle customer requests on the spot is important.  As shown by Gene, this immediate response can make or break the customer’s attitude toward the experience at that restaurant.  What would Gene have thought if the waitress had politely said, “I’m sorry, sir; I cannot do that.” 

At the very least he would have been disappointed.  He certainly would not have been praising the experience.  He may even have complained to the manager.

Some days do you feel that all you hear are complaints?  How do you get the customers who have positive experiences to praise employees to their faces and to yours?  How do you stimulate more customers to have Gene’s reaction?  How do you increase customers’ interactions with your employees that leave a lasting impression on both the employees and the customers? 

Encourage customers to praise employees.  Make it a priority.  Print this encouragement on materials that go on the table, doors, and bathroom stalls.  Create buttons for all personnel that prompt customers to praise employees.  Celebrate the stories of customer praising in your staff meetings, at the entrance of your business, and on your Web site.  Show that interactivity with your customers and that their praise is important to your organization.

This week's marketing trivia challenge is How have you celebrated customer praise?  E-mail me your answer.  

Take the Time

I stopped at Culver’s for lunch Friday.  Employees were handling a long line at the drive up, and, after I placed my order, I was instructed to pull over to the right behind two cars already filling the two wait spaces on the right.  That meant my car was in a “non-wait space” near the route that cars took to exit the parking lot.   Shortly thereafter, an employee delivered an order to the driver of the car in the first space.  After that car pulled out, the driver of the second car moved forward.  Greatly relieved, I followed suit and moved into the second space.  Moments later another car maneuvered into the “non-wait space” behind my car. 

Distracted by my car’s tight parking situation of being trapped between two cars, I was surprised when I heard Michael, the general manager of the restaurant, at my window.  “I have your order.”  He handed it to me, stepped back slightly, and continued, “The car behind yours is about a foot away.  I will stand here and help you get out of this space safely.”

Before I could react to his offer, the person in the car behind me backed her car away to give me lots of room.  “Thank you,” Michael called to her. 

As I pulled out, he walked over to her car and thanked her again.

Driving back to my office, I thought about Michael’s actions.  He took the time to notice that I had a problem.  Then he acted on what he had seen by offering to help me maneuver out of the parking space.  Finally he made a point to thank the customer behind me, doing so twice to be certain she had received the message.

His actions had even more impact because they came from the general manager.  He set an example to all the employees of how to treat customers.  Whether employees noticed this particular situation or not, they are exposed to Michael leading by example in situations such as this all day long everyday.  They mirror his lead, and that is why the employees at that Culver’s are courteous, friendly, and customer-focused. 

I reflected how this situation compared to the disastrous United Airlines episode this week.  The first time I saw the news story, I said out loud, “The lack of customer focus starts at the top.  Management doesn’t have an emphasis on treating customers well and, consequently, doesn’t train employees to do so.”

Thinking about Michael, I’m also certain United Airlines management doesn’t lead by example in customer treatment, either. 

How customers are treated starts at the top.  General managers set the example and decide the training for customer service.  How are you or your general manager doing in this regard?  Are you taking the time to give customers attention?

This week's marketing trivia challenge is What good customer service have you experienced?  E-mail me your answer.

The Best Customer Focus

A couple weeks ago, my computer died.  To replace it I bought a new custom-built one from the local computer shop whom I trust.  My last computer had been from that shop, and the techs there have always done excellent work.  I retained my mouse and keyboard from the computer that died and so only brought home the new tower.  As I was hooking up the connections to the new computer, I discovered it had just one pin connection that could be used by either the keyboard or the mouse.  My old computer had had two pin connections, one for the keyboard and one for the mouse. 

“Why didn’t they tell me I needed a USB mouse?” I said out loud in exasperation.  Then I took a deep breath and muttered, “Too bad for them.  They missed a sale.”

I borrowed the USB mouse from my laptop to use immediately and later stopped at a store to buy another USB mouse. 

A few days later, I had the struts replaced on my car.  I did that based upon the garage owner’s recommendation when I had my car in for an oil change.  In addition to doing that work, the owner had checked the vehicle over and let me know of any potential trouble areas.  “Your car looks great,” he had said, “except you need new struts.  I’ll send you a quote on that.”

He promptly followed through and e-mailed the quote later that day.  When I picked the vehicle up, I commented, “Now my car is all set.  I hope that I won’t see you for a while.”

I appreciate the garage owner’s attention to every vehicle.  He fixes what is immediately wrong and looks the vehicle over for potential problems.  I’d rather he found them, let me know, and fixed them before they lead to a break down, further problems, or a more expensive repair that could include a tow.  His focus is looking at the vehicle from the customer’s point of view.  Using his mechanic’s expertise, he anticipates problems. 

The computer techs have a different focus.  They use their technical expertise to look at the customer’s device, give reliable suggestions, and get the customer back to being able to use the device as quickly as possible.  While all of that is commendable, they miss looking at the situation from the customer’s point of view, and that leads to a customer not having the correct mouse or another accessory needed for the use of the device.  It prompts the customer to spend the dollars that could have been extra revenue for the computer shop at another store. 

Whether a service involves a computer, a vehicle, or something else, most customers are ignorant of what they need.  That is why the best customer focus is anticipating problems by looking at the situation from the customer‘s point of view, recognizing potential problems, and helping the customer have the least disruption in use of the product or service.  That focus develops happier customers and adds to the business’s revenue.  

This week's marketing trivia challenge is What best customer focus have you experienced?  E-mail me your answer.

Do You Make “Extra Mile” Calls?

Two weeks ago on Saturday I received a phone call from the company that provides my Internet access.  My access speed had recently been increased, and I had been having difficulty getting online ever since.  The problem was an intermittent occurrence.  It didn’t happen every day.  Sometimes it would not happen for a week.  The week before I had had a conversation with Tammy at the company’s office and described the problem.  Since all the lights, including the power light, on the router went off when the problem occurred, she had thought I had a power source problem, not a router problem as we had speculated.

When I picked up the phone last Saturday, I heard Tammy’s friendly voice, “How are you today?”

“This is a holiday weekend!” I exclaimed.  “Why are you working?”

“It’s my weekend to work,” she replied.  “I thought that I’d call and check on your access problem.  Are you still having problems?  Did you do what I suggested?”

“No and no,” I answered.  “I completely unplugged all the lines, including the power, from my router.  I even unplugged the power from the source.”

“That’s what we call a hard reboot,” she explained.  Then she repeated, “You even unplugged the power at the source?”

“I did,” I acknowledged.  “I thought that I’d do everything possible to explore if the problem was something other than the router.”

“And it’s been good ever since?” Tammy wondered.

“It has,” I agreed.  “I noticed that the covering near the router plug in on the power cord has separated so I might be smart to get a new cord.”

“Stop by,” Tammy offered.  “I have lots of them. You are right.  You would be wise to replace the cord because moisture can get into the lines when the covering pulls off.  That could be affecting your power to the router.”

“I will do that.  Thanks for calling.”

“Have a great weekend,” Tammy finished.  “I’ll see you soon.”

As I hung up the phone, I thought about the excellent customer service Tammy offered.  I was impressed that she called on a holiday weekend.  What impressed me more was that she called, period.  While her customer service has always been superior, taking the time to follow up with a customer who has been experiencing a problem was going the extra mile.  Her efforts didn’t mean the company would make more revenue.  They were only intended to help a customer and keep that customer happy.  That’s how you develop solid customer relationships.  That’s how you keep satisfied customers.  That’s how you get customers recommending your company.

How many “extra mile” calls did your staff make last week?

This week's marketing trivia challenge is What “extra mile” call have you experienced?
E-mail me your answer. 

Extra Touches

I just got a German Shepherd puppy.  The experience I had with the breeder from the first contact has been one excellent example after another of how to handle a customer.  My initial phone message was answered within ten minutes by a text that included a picture of each of the two puppies that were available.  In the text, Jamie, the breeder, offered to answer any questions.  After a phone conversation, I set an appointment to see the puppies the next day.

As I held the puppies, I asked many questions and saw the mother.  I chose one and paid half the fee.  Jamie had originally said the puppies would be ready at eight weeks, but she changed to an earlier option.  “You can take him at seven weeks, if you like,” she suggested.

“Okay,” I agreed.  “I’ll be back either next Friday or Saturday.”

The next week I texted her as to which day worked better, and, true to form, she immediately replied.  “Saturday works better for me” was her text.

I set a time of noon   Saturday morning she texted me to confirm that I was planning to come as discussed.  I said that I did and, since I had had to deal with something unexpected, moved my time to a half hour later.  When I arrived, she was waiting with the puppy in her arms.  He was clean and fresh from a morning bath.  I had written out several questions about his shots, worming, and his parents. 

Before I could ask them, she handed me a new red folder that matched the red collar on the puppy.  She flipped it open and pointed out the worming information.  She had copied the package of Liquid Wormer she had used and taped it on the inside pocket.  Alongside the package copy, she had listed when the puppy had been wormed and when the next doses were due.  She had also noted when the first shot had been given.  The actual package from the shot was tucked into the left pocket. 

In the right pocket was the registration application for the American Kennel Club.  She had completed the breeder’s section and had it prepared for me to finish and send to the AKC. 

“I’d like to get pictures of his sire and dam,” I requested.

“I’ve got them,” she replied.  “Send me your e-mail, and I’ll send them to you.”

When I got home, I did that, and she promptly sent me the pictures. 

About then, I realized how impressive her extra touches were.  In addition to always replying very quickly to my texts, calls, and questions, she provided thorough information about the puppy.  This is precisely what customers want.  They want information, answers to questions, and fast response.

A few days after I brought the puppy home, she did the ultimate extra touch.  I received a text from her.  “How is the puppy adjusting?” she asked.

I was shocked.  That simple statement demonstrated concern for the puppy and for me.  This was an extra touch of follow up that most people don’t perform.  Since it was unexpected, I was very impressed.

I sent a lengthy reply, telling her how well he was doing, especially in bonding with my six-year-old German Shepherd.  She echoed my relief about the dogs getting along well and asked the puppy’s name.  Beyond just asking one question, she engaged in a conversation that showed genuine concern.

“There is no traffic jam on the extra mile” is an expression that defines excellence in handling customers.  Jamie is definitely there. 

This week's marketing trivia challenge is What extra touches have you experienced? E-mail me your answer. 

How Prepared Are You?

Recently a new automotive repair shop opened close to my home.  The convenient location prompted me to take my car there to fix a “check engine” light.  I called first and the owner suggested I stop by so that he could take a look at the car.  I did that.  He efficiently checked the car.  “I think you have a problem with an oxygen sensor.  Let’s set an appointment for you to bring it back.  We’ll take a closer look, and, if it is the oxygen sensor, we’ll get the part and put it in.”

“How long will that take?” I wondered.

“About an hour,” he replied.

We walked into the shop to set the appointment.  “I noticed your shop, and, since I live nearby, I thought I’d bring my car over,” I commented.

“Yeah,” he responded, “for a while I’ve had a shop at my home.  I finally decided to take the leap into a larger facility at a public location.” 

When I returned a few days later for the appointment, I had more time to look around.  I was impressed.  The walls were painted a clean, bright white.  A spacious wait area offered several comfortable chairs, a futon, a couple of end tables with lamps, and a small decorative table.  Just off the area was an easy-to-access restroom.  I could see that the owner had given thought to his customers’ comfort when the facility was designed. 

As I sat in one of the chairs waiting for my car, I appreciated his consideration.  I reflected on another automotive repair shop to which I have recently taken my car.  The mechanics at that shop do excellent work, but the wait area is one old plastic chair shoved in a corner next to the vending machines.  That business has a space constraint.  The owners have used the limited space to construct extra repair bays, but they have not remodeled a place for the customer to wait.  I assume they only want customers who leave their vehicles so a wait area is unnecessary.

At least, I hope they have described their target market so that they know they are correct in not improving their wait area.  I’m skeptical of that because most of the automotive repair shops that I have seen recently seem to be catering to customers’ comfort in waiting, not to discouraging a customer from waiting.  While I understand the limits of space and the importance of having the number of bays to move customers’ vehicles through promptly, I think that the owners made a mistake not keeping customers’ comfort in mind regarding the wait area.  As much as I was happy with that shop’s service, I am reluctant to return for just that reason. 

I liked that the owner of the new shop near my home offered a comfortable wait area.  He had done enough but not too much.  Both men and women would be happy sitting in it.  He demonstrated an understanding of what his customers want.

That is profitable marketing.

Many businesspeople do not seem to realize that any communication with customers is marketing.  That communication is particularly critical in the experience the customer has when dealing directly with the business.  How the business owners have prepared - or not - for customers to visit a facility is readily apparent to the customer.  Customers likely will not voice how they feel about that they found.  They just may not continue to do business with the company because of it.

This week's marketing trivia challenge is What preparations have you made for customers to visit your business?  E-mail me your answer.

An Amazing Message

From the smallest to the largest, every interaction your business has with customers involves marketing.  This includes what a customer encounters when he or she calls your business.  Although how a phone is answered may seem like a small matter, it is, in fact, an action that helps a customer determine whether to do business with a company or not.  With that in mind, I was amazed at the voice message I heard yesterday when I called a local grocery store.

“Hi, this is the Festival guy.  We’re glad you called Festival Foods in Eau Claire.  Let me  see if I can help you find the person or department you’re looking for.

“If you need a custom order from our scratch bakery, press 1.

“To talk to our incredible meat people, press 2.

“If you’d like information on our fabulous deli and catering, press 3.

“To speak to our produce experts, press 4.

“For the wine and spirits department, dial 5.

“Or, stay on the line and someone from the customer service counter will assist you.

“From everyone here at Festival Foods, make it a great day!”

Several factors of this message amazed me.  First, management was using its corporate spokesperson to voice the phone message.  The “Festival guy” as he calls himself has a commanding voice and speaks in an energetic, enthusiastic tone.  He also voices the grocery’s television and radio commercials.  Customers readily identify him and his voice with the store.  Threading his voice and friendly presence onto the phone message employs consistency and repetition.  He immediately makes customers like me feel welcome.  Recognizing his voice, I felt like someone who cared was leading me through the maze of how to reach the person or department I wanted.

He added to my feeling by speaking in clear and conversational language.  Notice that he began by saying he was glad I called and he would help me “reach the person or department I was looking for.”  He continued to go through each department with an appealing statement about each one.  For the bakery, he mentioned custom order and scratch, three descriptive words regarding baked goods.  He called the meat people incredible, the produce people experts, and the deli and catering people fabulous, all very complimentary terms.

He carried his friendly tone to the end by prompting me to “Make it a great day!”

While I waited for customer service to answer, I uttered aloud, What an excellent message.  Very well done!

Call your company and listen to how your phone is answered.  Does the message make customers feel welcome?  Does it help them easily find the person or department they want to reach?  Does it leave them with a good feeling even at the end?

This week's marketing trivia challenge is What phone message has impressed you?  E-mail me your answer.  

Living Your Plan

A couple days ago I met with a client who runs a very profitable business.  She is an excellent example of how to achieve success and profitability.  Since I often get asked what leads to both of these in business, I am sharing with you what has contributed to her success. 

She has a forward-looking attitude.  She constantly looks at what is going well and wonders what she can improve.  She is not content merely to take the business that walks in the door.  She pursues her target market and invites them to do business with her.  She wants to continue what is being successful for her business today and build on those achievements for tomorrow’s revenue.

That prompts her to take different paths than most businesses in her category.  Rather than following the traditional thinking of her competition, she approaches her business with an open mind.  She puts her customers first.  That is more than lip service to her.  She goes to great lengths to satisfy customers.  Sometimes she cleans up a mess left by a competitor, much to the surprise of the customer.  Customer service is not a phrase to her.  She embodies making the customer happy.

Although this may seem contrary, she has also learned to set parameters with customers.  She saves customers and her staff time by funneling customers’ dropping by into appointments.  She rewards her customers with increased focus by only servicing what her staff sells rather than servicing the sales of her competitors.  She is respectful of her staff’s need for a personal life by closing holidays so that they can spend time with family and friends.

Most notably, her customer focus leads her to be truthful in all her dealings with customers.  She and her staff ask questions and find out how customers will use an item before making a recommendation.  If the customer is looking for an item that she and her staff do not think is in the customer’s best interest, they tell the customer that it is not, give the customer the reasons why, and suggest an alternative.  She and her staff use their expertise to help customers get the items that fit their lifestyles.  She and her staff carry this truthfulness beyond sales.  They tell customers the truth in delivery and service, too.  Truthfulness permeates all the interactions of her and her staff.

A significant difference between her and other businesspeople is that years ago she sat down and wrote out a marketing plan.  She took the time to decide her objectives, target her market, understand her message, identify the uniqueness of what she offered customers, select her marketing tools, and set her budget.  She had the courage to implement this plan, make the changes it required, and exercise the persistence to stick with it.  Each year she reflects on her successes, establishes new goals, and updates her plan.  She stays the course on the plan and has experienced double-digit revenue growth through years of recession and beyond.  She has become so focused on this plan that she has internalized it.  She no longer needs to write it, read it, or consciously think about it.  She lives it everyday.

This week's marketing trivia challenge is What changes did you make in your marketing plan this year?  E-mail me your answer. 

What Prompts Exceptional Customer Service?

I met an exceptional customer service person in Joe Bill, the driver of a bus I recently took on a trip.  After safety, Joe’s priority is to do everything within his power to make the trip pleasant for those on the bus.  To that end, he always puts down the additional step for getting on and off the bus.  He stands by the door and offers assistance entering and departing.  He holds an umbrella to keep passengers dry from the rain.  He places a basket of candies at the front of the bus and encourages passengers to take whatever amount they desire.  He hunts for seasonal décor pieces so that passengers may easily identify the bus.

He trumps all these efforts with his sunshiny attitude.  He always smiles, offers a laugh, and has a kind word.  His caring is felt by all who ride his bus.  He enjoys talking with them and finding out more about each one.  He gets to know them individually.   

Customer service comes from within the individual, but like every action is nurtured and developed by repetition and reinforcement that come from the individual, customers, and management.  Joe receives internal reinforcement from helping people.  He loves interacting with them.  Their smiles and conversation prompt him to repeat what he does because their responses make him feel good, and that motivates Joe to give even more exceptional service.

These customer reactions to Joe are not intended to reinforce his behavior; they are merely human interactions.  However, customers can take purposeful steps to reinforce exceptional customer service.  A friend of mine shared how she did this.  She had stopped at a florist to purchase a jade plant as a housewarming gift.  As she was checking out, the employee asked if the plant was a gift. “Yes, “she replied.  “Jade plants represent good fortune.  That’s why I’m giving it as a housewarming gift.”

“Would you like me to dress it up for you?” the employee inquired.

“If you like,” my friend responded, hesitantly.  She wasn’t certain what the employee was planning to do, if it would cost additional money, and how long it would take. 

The employee expertly wrapped a bow around the plant, placed it in a nice bag, and stuffed colored tissue around it.  “Now it is wrapped,” the employee stated as she handed the bag to my friend. 

“How much do I owe you for that?” my friend wondered.

“Nothing,” the employee returned, smiling. 

“Wow!” my friend exclaimed.  “Thank you.  I appreciate your extra effort and your help in making my gift look good.  This is great!  From now on, I am coming here for all my gifts.  You have gotten a customer for life.”

After telling me this story, my friend reiterated that in the future she was going to that florist for every gift.  In addition to reinforcing the employee’s actions immediately, she also was spreading her enthusiasm about the employee and the business.

While my friend took it upon herself to talk about this experience, customers can be encouraged by managers to reinforce excellent service.  Managers can set up programs that do so.  They can celebrate unsolicited customer compliments to the individual in particular and also the entire staff.  These actions underscore the importance of exceptional customer service and create a culture which thrives on it. 

How do you celebrate exceptional customer service?   

This week's marketing trivia challenge is Give an example of exceptional customer service that you have rewarded, either as an employer or a customer.  E-mail me your answer.

The Best Marketing

A couple years ago, a business built a new building across the road from my place.  Everyday when I walk my dogs, I have several minutes to observe the activity at the business.  Apparently, the business services large trucks.  I’ve seen semis and many types of service trucks waiting in the yard or being handled in the one of the bays.    I assume the mechanics are excellent at their work because the vehicles in the yard turnover frequently.

These mechanics work long hours.  I’ve seen the shop open at 7 a.m. and not yet closed at 7 p.m., Monday through Saturday.  Those of you familiar with these trucks will not be surprised with these hours.  The businesses that own the trucks and the drivers that use them need the trucks to be on the road, not in the shop.  They want down time minimized.

As I’ve watched this business from a distance, I have grown to respect its owner and mechanics.  They obviously care about their customers and work hard to keep their customers’ vehicles running.  Although I’ve never met any of them, I’ve been tempted to stop in, introduce myself, and shake their hands. 

I had this thought in mind when I noticed a change at the business a few weeks ago. 

Excavation equipment was moving dirt.  Large piles of it littered the edge of the business’s waiting area.  A few days later, large steel beams framed two additional repair bays.  “That business is expanding!” I said out loud.  “I’m not surprised.”

Each day the additional bays are getting closer to being open for business.  After starting with three bays, the business will now have five.  From the looks of the property, the owner has the capability to expand even further. 

I am certain this expansion is due to the business’s implementing the best marketing.  If you are thinking, C’mon, all business success is not due to marketing, I disagree.  Actually the best marketing does drive business’s success because the best marketing is satisfying the customer.  When a business gives customers what they want, they return.  They talk about the business positively and increase its revenue through referral.  They become profitable customers, the foundation of a business’s revenue.

A huge misconception exists among businesspeople that marketing is slick words and fancy ads.  In reality, marketing is a process of finding customers, communicating with them about what your business can do, and satisfying what they want.  After doing that once, keeping in touch and satisfying the customer over and over and over again perpetuates the process.

That is the best marketing.    

This week's marketing trivia challenge is What example of the best marketing have you found?  E-mail me your answer.

What Customers Want

“I’m frustrated,” my customer stated emphatically, leaned forward in her chair, and looked at me intently.

“I have a customer with a problem,“ she continued, “and I contacted my vendor to take care of it.  I have gone through seven different individuals at the vendor, and no one wants to solve the problem.”

“Did you get it resolved?” I wondered.

“Maybe,” she replied.  “I finally called the sales rep, and I think we have come to an agreement.  Either way, I will take care of my customer.”

Sadly, her experience with the vendor is all too typical of many customers’ experiences.  They attempt to get someone to solve their problem, but no one wants to take responsibility, and possibly a loss, to solve it.  Instead, the retailer says “contact the manufacturer.”  The manufacturer says “contact the retailer.”  The customer bounces back and forth between the two with increasing frustration. 

What customers want is their problems solved.  They want products or services that solve their problems.  If a problem occurs with the products or services, customers want that problem solved, too.  They want all this done with clear communication and truthfulness from the businesses with whom they are dealing. 

That seems simple, doesn’t it? 

Evidently not.  To customers, businesses seem all too eager to take the customers’ money with the promise of solutions to their problems.  If the problem is not solved, however, the same businesses often do not follow through.  They leave the customers’ original problem unresolved and possibly add another one on top.  Instead of getting a problem solved, the customer now must give more time and attention to two problems.

Some businesspeople forget that the purpose of business is to solve a problem for customers.  That is why the business exists.  That is why customers come to the business.  If customers did not have a problem for that business to solve, the business would not have a reason to be open.  To serve your customer, you must solve the customer’s problem, whatever that takes.

My customer operates that way.  She and her staff always follow through and solve the customer’s problem  They give customers peace of mind.  That is the key to her business’s success.  She knows what customers want and makes certain they receive it.  Her focus sets her business apart and differentiates it from the competition. 

How well is your business solving your customers’ problems?

This week's marketing trivia challenge is  What positive experience have you had in solving a customer’s problem? E-mail me your answer.

Plan B

You may not believe the incident I am about to tell you, but it is true.

Against her better judgment, a friend of mine made reservations for her family to enjoy Easter buffet lunch at a local restaurant.  She was dubious about this from the start because holidays are very busy and this was a group of nineteen people.  However, others in the group wanted to eat out rather than cook so she bowed to pressure and booked the reservation.  She did this six weeks in advance and was assured by the restaurant manager that a table would be designated for her large party.  “That will be your table,” he stated.  “Nothing will change that.”

His statement was a foreshadowing of the events to come.

On Easter, all of the party arrived early.  By the time my friend got there fifteen minutes before the reservation time, the restaurant was in turmoil.  Sadly, a lady who was part of an earlier group had died while consuming her meal.  Several of my friend’s family saw the lady taken out of the restaurant on a gurney by emergency personnel.  When my friend arrived, those family members told her what had happened.  She announced to the manager that her party was there and ready to be seated.  “Haven’t you heard?” the manager replied in shock.  “We have had a tragedy here today.”

“I heard the sad news,” my friend responded, “but that doesn’t affect us.”

“Yes, it does,” the manager returned, “because the lady’s party is seated at the table reserved for your group.”

“While I am sorry for their loss,” my friend said, “we have a reservation and are ready to be seated.  I have children who did not eat breakfast in anticipation of this lunch and a diabetic who needs to eat soon.”

“Have some compassion,” the manager scolded.  “We will give the lady’s party as long as they want with the table and let you know when it is ready.”

After waiting forty-five minutes, my friend approached another manager to voice her complaint.  She was instructed to talk to the first manager.  Her group had to wait an hour and a half for their table.  During that time, no one from the restaurant offered the party a beverage, an appetizer, another table option, or an apology. 

The restaurant did not have a plan B for situations such as this.  While I realize that, fortunately, tragedies of this ilk are few, management ought to be prepared for them.  I also know that management at most small companies is immersed in conducting business on a day-to-day basis.  However, management of these companies has the responsibility to make contingency plans, particularly for the situations that directly affect customers.  Contingency plans must be created outside of the situation.  The middle of a crisis is not the time to decide what to do.  That’s why fire and tornado drills are conducted. Practicing them gives participants an idea of what to do.  If this restaurant had had a plan B, the manager would have known what to do and been able to implement the plan.

Instead, the restaurant has nineteen unhappy customers telling this story and spreading bad publicity about the place. 

What does this have to do with marketing?  Marketing is not simply getting the customer in the door.  Marketing is satisfying customers and wanting them to return.  Marketing is an endless process of keeping customers happy.

This week's marketing trivia challenge is  What plan B in dealing with customers have you encountered?  E-mail me your answer.

Customer Diversion

Yesterday I stopped at a local pizza eatery because I love the food.  I arrived after two in the afternoon so the lunch rush was well past.  When I walked in, I was the only customer in the place.  A short time later, another customer arrived, making two tables of customers.

As I was waiting for my order, I noticed a gentleman who I assume was either the owner or the manager speaking intently with one of the workers.  From the snatches of conversation I overheard, he seemed to be presenting a new operational practice.  He handed the employee a printed piece and reviewed it with her.  He appeared to be soliciting her input and wanting her to “buy into” the new practice.  This was not a short explanation but a give-and-take discussion.

After speaking with that employee for a while, the manager/owner gravitated to the cook and my waitress to repeat the process with them.  By that time, I had my order and was nearly finished eating it.  My waitress had been giving excellent service.  She was friendly, appropriately attentive, and helpful.  All that ceased, however, when the manager/owner diverted her attention from her customers to his presentation.  While she and the cook read the printed material, he hovered over her shoulder, pointing and asking questions.  Although her back was to me, I could tell by her and the cook’s intentness that they were completely absorbed in the discussion.  They had forgotten their customers. 

I looked at the clock.  Hmm, I thought, this looks like it could take a while. 

Part of me was tempted to make a statement to the manager/owner about holding employee meetings in the midst of taking care of customers.  I swallowed that impulse, though, walked up to the waitress, and said, “I’m sorry to bother you, but could I get my check?”

She apologized and instantly brought it to my table.

Having managed a small group of employees, I understand that sometimes the only way to talk to them about an operational change seems to be on the job.  Not knowing the circumstances of this restaurant’s operation or what the manager/owner was presenting, I don’t know if he was using the best approach or not.  I do know that his actions ought never divert attention from the customers.  How you take care of customers from the moment they walk in the door until they leave has a huge impact on revenue from customers that day and in the future.  It also affects how customers talk about your business.

Marketing is more than getting customers into a store or piquing enough interest to buy.  A critical part of marketing is delivering the service or product and creating an experience that is satisfying to customers.  Profitable marketing never diverts attention from customers; it focuses on customers and builds long-term relationships.

How do you and your employees do that?        

This week's marketing trivia challenge is  How have you avoided diverting attention from customers?  E-mail me your answer.

Focused Attention

I was pleasantly surprised at the grocery checkout counter the other day.  As the cashier began processing my purchases, she looked at the flour I was buying and said, “What are you making today?”

Caught off guard, I replied, “Apple crisp.”

“Mmmm, that sounds good,” she returned.  “The apples have been so tasty this year.”

Our conversation about apples and crisp continued as she checked out my items.  As I walked out the door, I thought, I cannot remember a cashier ever opening a conversation based on an item I was buying.

I was not expecting such a focused comment.  Often, cashiers don’t say much beyond “Hello.”  Some have been trained to ask the same question over and over again.  That question usually is “What are you doing today?”  Before she could ask her question, she had to look over my items, choose one that stimulated a question in her mind, and ask me that question.  All this required focused attention on the customer. 

One of the tips I learned as a salesperson was to look at a customer’s attire, office, or vehicle and ask a question based upon something I saw.  An easy one in an office was to look at the pictures on the wall and ask a question in reference to one of them.  This could involve an interest, a family member, or a pet.  If a person was wearing a piece of clothing with a logo, the logo was basis for a question.  As to the vehicle, simply referencing the make and asking how he liked it worked well. 

The trick was to make the question personal without being probing.  The intent was to show focused attention on the customer.  This was an excellent way not just to open a conversation but also to establish rapport.  When you show interest in a person by taking the time to ask him something relative to his life, you set yourself and the business you are representing apart.  We all like to discuss something relative to our lives.  We like to be noticed as individuals.  When someone takes time to do that, we appreciate it.  We trust that person.  We feel good about our interaction with him.     

The cashier’s question prompted an interesting exchange that engaged me.  Do you and your staff engage customers?  Do you look for something to discuss that relates to their lives?  Do you give your customer focused attention? 

This week's marketing trivia challenge is Describe a situation where you received or gave focused attention.  E-mail me your answer.

Unbelievable but True

The Union Street Guest House in Hudson, New York, established this policy to deal with negative online reviews.  "There will be a $500 fine that will be deducted from (a wedding party’s) deposit for every negative review of USGH placed on any Internet site by anyone in the party and/or attending the wedding or event."

The New York Post ran a story on this policy.  As a result, hundreds of people went to Yelp.com, complained about the policy, and wrote fake, nasty reviews of Union Street Guest House.  At one point over seven hundred negative reviews had been posted.  Most of these were removed since they did not originate from first-hand experience. 

On the Guest House Web site, management maintained that guests who stay with them often don’t appreciate a historic building such as theirs.  "Please know that despite the fact that wedding couples love Hudson and our inn, your friends and families may not.  This is due to the fact that your guests may not understand what we offer.  Therefore we expect you to explain that to them. USGH & Hudson are historic. The buildings here are old (but restored).

"Our bathrooms and kitchens are designed to look old in an artistic 'vintage' way. Our furniture is mostly hip, period furniture that you would see in many design magazines. (although comfortable and functional -- obviously all beds are brand new.) If your guests are looking for a Marriott-type hotel they may not like it here."

After the negative backlash, the Guest House posted this explanation on its Facebook page.  “The policy regarding wedding fines was put on our site as a tongue-in-cheek response to a wedding many years ago. It was meant to be taken down long ago and certainly was never enforced.”

However, one Yelp complainer revealed that after his complaint the prior year the inn’s management had twice threatened him.  He offered this excerpt from the inn‘s e-mail “Please note that your recent online review of our inn will cost the wedding party that left us a deposit $500. This money will be charged via the deposit they have left us unless/until it is removed. Any other or future reviews will also be charged to the wedding party (bride & groom) from the guarantee they have provided us."

Another guest posted that the owner was incredibly rude and dismissive when she asked for some ice.  She felt the Hudson area was lovely with great shopping, but she would not stay at the Union Street Guest House again.  The owner responded, “I know you guys wanted to hang out and get drunk for two days, and that is fine.”  He explained that his ice machine has been out of service when she requested the ice, but he invited her back for ice because the machine had been fixed.  He ended his reply with LOL. 

The Post’s story was picked up by several other media and has been widely circulated online, in print, and on TV and radio. 

Not surprisingly, the Union Street Guest House has sunk to a one rating. 

While this sounds unbelievable, it is a true story.  When I first heard it, I could not believe it.  I looked it up and read more about it.  Even as I write this to you, I am torn between chuckling at the absurdity and being shocked by the rudeness of the details.  I don’t know if the owner is burned out with overwork.  Perhaps negative customers have started to irritate him a great deal, and each additional negative comment adds to his irritation.  He may have become very focused on negative comments and subsequently only hear the bad. 

Whatever the cause, the owner is certainly not a good person to deal with customers.  We never solve a complaint with negativity.  Sometimes we cannot fix a situation, but we always can explain it factually in a friendly tone and language.  Allowing negative customers to bother us does not serve our businesses or our mental health.  Worrying about what people say about our businesses online can drive us nuts.

If you encounter this situation, do not respond to these complaints with negativity.  If you do, negativity will bounce back at your business several fold, as happened to Union Street Guest House.  Instead, focus on serving your customers well.  If you are doing that, good word of mouth and good reviews will overshadow the bad all on their own.

This week's marketing trivia challenge is How have you seen negative customer comments handled? E-mail your answer.

Worst Customer Service

A report on the nine stores with the worst customer service caught my attention the other day.  Many on the list surprised me, especially number one.  Here is the list:
1.  Walmart
2.  Netflix
3.  Safeway
4.  CVS Caremark
5.  Sears
6.  Super Valu
7.  The Gap
8.  TJX Companies  (TJ Maxx, Marshalls, HomeGoods)
9.  Walgreens

Are you surprised? 

The report mentioned that Walmart had held the worst spot since 2007.  That amazed me even more.  I know that Walmart doesn’t do everything right, but the worst store for customer service for the last five years was a surprising position.  I wanted to know more about this survey, so I went online and found the original article.  I discovered that Walmart was rated 71 on a scale of 100 when it was graded as a department and discount store.  As a supermarket, the company also received the worst supermarket score at 72.  Walmart’s e-commerce performance was at 78.  That seemed better until compared to Amazon with a score of 88.

In fact all online companies, with the exception of Netflix, had much higher satisfaction ratings than brick-and-mortar stores.  Netflix received a score of 75 in 2012 and 74 in 2011.  Compared with the average for online companies of 82, that was not good. 

Looking back, in 2009 Netflix was the top-rated online company.  Then Netflix suddenly announced in late 2011 that not only was the company raising prices, it was also separating its DVD rental and streaming platforms into individual billings.  Customers had been receiving both under one price.  Customers were furious.  Some left.  Many complained.  Eventually, Netflix reverted back to the original one-price offer. 

Evidently, the damage had been done, and it still exists.  Customers continue to be upset with Netflix.  The company may never regain its stellar customer service rating.  When customers develop an irritation toward a company, they keep the irritation.  Undoing a mistake such as the one Netflix made is close to impossible. 

Much of this customer survey has to do with expectations.  Since customers feel that generally their experience at brick-and-mortar stores is less satisfying, they have decreased their expectations from these stores.  On the other hand, customers are happy with their online experiences as is shown in an average rating of 82 for online companies.  From those experiences, customers are setting their online expectations even higher. 

Right now, brick-and-mortar stores still handle the majority of the retail business in the United States.  However, these retailers are concerned about a trend.  In February, the U. S. Census Bureau reported that online sales increased from 4.8% of sales in 2011 to 5.4% in 2012.  If customers continue their satisfaction with online purchasing, that figure may increase and may happen at a faster rate that brick-and-mortar retailers anticipate.

The bottom line of this survey is that the customer is of utmost importance.  Knowing your customers’ expectations and experiences with your company is paramount.  Assuming that your customers are happy is a dangerous practice.  Talking to your customers is the only way to understand what they think.

That talk cannot be off the cuff.  It must be prepared, honed, and focused.  It must respect your customers’ time and use your time wisely.  It must yield information which will help your business serve your customers well.

Make time to talk to your customers and gather information critical to your business’s profitability.  Do it soon.     

Assessing the Customer’s Point of View

Last Saturday I walked into a restaurant with a friend to celebrate her birthday.  “We’d like a table,” my friend requested.

The host led us to a table in a section with four other tables, two of which were empty and across from this table.  Our assigned table had a wall in back and to one side of it, and the third side was back-to-back with another table.  That table was filled with six adolescent boys who had just finished a hockey game.  Their parents were seated at the table on the other side of them. 

My friend, a retired teacher, noticed that the boys were having a good time, moving their chairs around and generally being typical adolescent boys.  As she pulled out a chair on the side of the table near the wall, she asked, “Are you sure that you want to sit here?”

I had taken note of the boys, too, but had thought that I could handle it.  However, when I tried to pull out a chair on the side of the table which was back-to-back with their table, I bumped into one of their chairs.  Squeezing into the chair, I realized that their jumpy movements were going to disrupt my meal.  “You’re right,” I agreed.  “I’ll ask the waitress to move us.”

Unfortunately for the waitress, her opening line led into my brusque request.  “How are you doing today?” she asked cheerfully.

“Not good,” I gruffly replied.  “Could we have a different table?”

Taken aback, she quickly responded.  “Of course.  Where would you like to go?”

“To one of those tables across from us,” I answered.

After we had moved, I explained to her that I didn’t mind being in the room with the boys, I just didn’t want to deal with their chair movements every few minutes.  “When you have that situation and two other tables available in the room, why seat anyone at a table near a disruption?” I wondered.

“That’s a good point,” she agreed.  “I apologize for your inconvenience.”


I apologized to her for being abrupt.  Later the person who had told the host to seat us at that table stopped by and apologized.  I hope that she learned from the experience. 

In a service business such as a restaurant, employees must keep close tabs on the customer’s experience.  The food is important, of course, but the customer’s comfort is also important.  If a customer is getting bumped and squeezed by someone in the chair behind her throughout the meal, she will not enjoy the food even if it is delicious.  The possibility of this happening can be addressed when the customer is seated.

Those seating customers need to look for more than an open table.  They need to look around the table and be certain that the customer will be comfortable sitting there.  I cited the young boys jumpiness, but many other situations could make the customer uncomfortable.  Employees need to consider the customer and the situation in order to anticipate potential problems.  In this instance, noticing the boys at the next table ought to have triggered a red flag of a potential problem.  Had he noticed this, the host could have directed us to a table across from the boys such as the one at which we ultimately sat. 

To do so, the host needed to focus and think.  He had to focus on the customer and what might make her uncomfortable.  Then he had to take that assessment, look at where he was about to seat the customer, and think through if that location had anything that would lead to the customer’s discomfort.  If it did, the host needed to quickly change the seating location to a place where the customer would be comfortable.  While this process sounds complicated, in reality it takes less time to do than it does me to describe it. 

This focus and thought stems from keeping the customer first and looking at the experience from the customer’s point of view.  Do you and your employees do that with every customer?

This week's marketing trivia challenge is What experience have you had that demonstrated the employee had a customer’s point of view?  E-mail me your answer.

Helping Your Customers Buy

A Lowe’s commercial recently grabbed my attention.  It opened with a sales person asking a customer, “How much garland did you use to decorate your home last Christmas?”

One couple attempted to add it up.  He started, “Around the fireplace…”

The commercial cut to another guy who readily admitted, “I have no idea.”

The scene dissolved back to the husband of the first couple who continued, “Going up the stairs..” 

The wife added, “Spools and spools…”

Then the commercial switched to a third lady who confessed, “We don’t know how much garland.”

To which the sales person replied, “Don’t worry.  MyLowe’s tracks all your past purchases so that you can have that same great look again this year.”

At the end of the commercial these words were written on the screen:  We scan.  MyLowe’s remembers.  Your life gets easier.  Sign up in your Lowe’s store today.

Lowe’s has set up a program which tracks the amount of garland a customer bought last year so that he can buy the same this year.  This makes the customer’s life easier because he does not need to figure it out, either mentally or physically.  By offering to make the customer’s life easier, Lowe’s gives the customer a reason to set up the My Lowe’s account.  I’m sure that somewhere in the fine print of the account, Lowe’s gets the customer’s permission to send e-mails to that customer, too. 

In doing this, Lowe’s has truly served the customer by making his life easier.  Lowe’s has helped the customer without giving a discount.  Today, customers are more interested in being helped than in getting a discount.  Saving information on a customer’s purchases so that you can help him out in the future makes life easy for the customer.  Customers love easy. 

The amount of garland or the color of paint are excellent examples of this.  Another good example is important dates.  If your customer buys from you every year for an important recurring date such as a birthday or an anniversary, collecting that date information is helpful to your customer.  Use the information you collected to contact the customer in advance of the date and make it easy for the customer to take care of sending a gift or reserving a table. 

Every business can do this.

All you need to do is set up a database and create a system whereby you collect this information.  That system can be as simple as entering the information each time a customer buys all the way to the sophisticated electronic system that Lowe’s has established.  Regardless of how you keep up the database, realize that today databases are critical to serving your customers and keeping in touch with them. 

All businesses, no matter what size, should have and maintain a database on their customers.  It spells profitable sales.

Exceeding Expectations

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.