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Acting on the Guiding Principles for Great Customer Service - 11/19/24


In last week’s tip, we shared 5 Guiding Principles for Great Customer Service.  This week, let’s address what “taking action” looks like on those key principles.  If last week was about what to do and WHY, this week is about the HOW. Engage with Interest: To engage with interest, proactively Read more

Guiding Principles for Great Customer Service - 11/12/24


It’s hard to know every procedure, every policy, every technique possible to handle every situation correctly.  After all, maybe our procedures are standard, but our customers are not.  Maybe our policies stay pretty consistent, but our customers’ needs and issues, their attitudes and actions can change from customer to Read more

From a Simple Question to an Exceptional Experience - 11/5/24


Phyllis loves her job.  It’s not just because she loves being a customer service representative, not just because she really likes her co-workers, and not just because she enjoys her company.  It’s because she really appreciates her customers, as well. A customer had ordered a register book off the company Read more

Fix One Problem without Creating Another - 10/29/24


If you’ve ever had an issue with your dishwasher, this will sound familiar.  I’ve dealt with so many dishwashers over the years, and they always seem to have some kind of an issue.  Maybe it’s because of the mix of water and technology, but for whatever reason, these never Read more

Delight Your Customers - 10/22/24


Buddy the Bug Man was different.  His company was new, and the only reason why Janet tried him out was that the service she had used for years just wasn’t working.  Whether it was mosquitoes in the yard, ants in the kitchen, or cockroaches flying through on their way Read more

A More Complete Definition of Responsiveness - 10/15/24


I was purchasing something recently that was being custom-developed.  At one point, the company’s employee and I had a good 20 e-mails going back and forth - 10 from each of us.  Unfortunately, I broke my own rule, and I did not pick up the phone after 2 or Read more

Have a Game Plan to Address Their Anxiety - 10/8/24


It seems like we all get deliveries - whether it is UPS, USPS, FedEx, Amazon, the local courier, or all the above.  We order.  They deliver.  Or do they? It’s times like these, when we’re expecting that package, that item that we’re looking forward to or need urgently or are Read more

How Persistence Saved the Day - 10/1/24


Sherrie saw the customer walk into her store holding his cell phone, and Sherrie immediately knew that was William.  She had spoken to William on the phone about an hour ago, he said he would be at Sherrie’s cell phone store in less than an hour, and there he Read more

Notice the Little Changes - 9/24/24


“My, how times have changed.” Yes, times have changed.  As a matter of fact, one of the biggest reasons why an organization’s customer service deteriorates is that times have changed…customers have changed…and the company has not… If we think about customer service delivery today v. decades ago, changes in technology alone Read more

Don’t Hurry…Be Quick - 9/17/24


No, this is not a take off on the Bobby McFerrin song:  Don’t Worry Be Happy. It’s actually a take off on the John Wooden quote:  Be quick, but don’t hurry. When I read Wooden’s book with this title, I liked the concept, and not just because John Wooden was a Read more

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When Mayors Get It Right

Posted on December 4, 2009 in Government Please leave a comment

The new mayor had taken office, and she had appeared on many different local television shows and radio shows. It seemed like every time she spoke, she spoke about the importance of retaining jobs. She spoke about the importance of keeping local businesses.

It was amazing to hear, and yet it was not amazing to hear. It was amazing to hear in the sense that very few politicians ever talk about retaining jobs. Sure, they are more than willing to promote the next new local headquarters or the company that is moving a facility to their jurisdiction. But rarely do politicians talk about the importance of retaining jobs and companies in the future.

The reason why it was not so surprising is that the local economy had lost some major employers recently, and there was an increasing sense of concern permeating the community about the loss of more jobs.

Just like with any private sector business attempting to retain clients, government entities need to have strategies focused on retaining their local businesses and local jobs. These strategies involve having an organizational structure setup that is continuously touching base with local businesses in key industries to ensure they are getting their needs met. This strategy includes ongoing research by directly contacting companies as well as more passive research where the municipalities are gathering information on local businesses about leadership changes, changes in company performance, facility changes, and industry trends. That strategy includes making sure that there are incentives in place to help with economic development for companies willing to expand and stay locally so that those incentives can fend off other jurisdictions offering relocation incentives.

It’s sad that it takes a bad economy to get politicians to talk about business retention, but if it does nothing else, it proves that every local job, every local business, and every industry impacted by local business is important.

Make sure that your jurisdiction has a sound strategy for business retention and expansion.

Interested in improving your company’s customer service?  See more information at: http://www.cssamerica.com/


Don’t Be Afraid to Ask the Tough Questions

Posted on September 8, 2009 in Business Advice, Government Please leave a comment

We have worked with several business retention and expansion organizations (BRE) that support local municipalities and economic development associations over the years.  These BRE groups are charged with trying to retain and grow local jobs.  In order to be successful, these organizations need to have some information in advance of what could happen to local jobs, of what could happen to local facilities, of what could happen to local employers.

So with our BRE clients, we suggest that they conduct surveys, if possible, on an annual basis. These surveys are either online, via the telephone, or via in-person interviews where local business leaders 1-on-1 are providing information. The information they provide to the BRE staff includes their thoughts on the local business climate, trends in their industry, and their current company’s financial performance. But one key set of questions that also needs to be included relates to business retention. In other words, if you are a business retention and expansion organization wanting to be proactive in retaining and growing local jobs, you need to have intelligence that enables you to look into the future.

Every survey, every tool, every instrument that is trying to garner intelligence for BRE organizations needs to make sure it is asking the basic and tough questions that it should:

  • How likely is the business to relocate in the next 12 months?
  • What leadership changes are expected over the next 1 to 2 years?
  • If facilities are leased, will those leases come due in the next 12 months?
  • Are you being recruited right now by other municipalities?
  • What change in the number of jobs are you expecting locally over the next 12 months?

If organizations truly want to live their core mission, they need to be willing to ask the tough questions.

Interested in improving your company’s customer service?  See more information at:  http://www.cssamerica.com/


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