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Don’t Harp on the Customer’s Mistake - 6/24/25


Seth’s daughter, Sarah, had missed some swim classes, and Seth remembered that the aquatics center had several make-up classes available late in the summer.  So Seth pulled up the class schedule on his phone, found one that worked on his and Sarah’s schedules, and planned to attend a session Read more

Create Customers for Life - 6/17/25


Veronica has gone to the same automotive service shop for at least 20 years.  She bought a new car about a year ago, and this is the third car she’s brought to the shop instead of taking her car to the dealer where she bought it.  She’s had three Read more

Don’t Turn the Customer into the QA Department - 6/10/25


Roberta received a form with information filled in by the company after her conversation with the account rep.  Roberta just needed to review the information, fill in some of the blanks, sign it, and resend it in order to set up a new account. She noticed that the effective date Read more

Imitate to Improve - 6/3/25


Oscar Wilde said that “Imitation is the sincerest form of flattery.”  Now this doesn’t mean that plagiarism is the sincerest form of flattery.  Nor does it mean that great impersonators such as Rich Little, Dana Carvey, or Frank Caliendo are always offering flattering portrayals of those that they imitate. Wilde’s Read more

How the Customer Perceives a Truth as a Lie - 5/27/25


You’re the customer, you’re asking about an unused item that you’re returning, and you hear the employee say: “The refund process takes 7-10 days.”  You’re thinking: “Great!  I can get the refund check as early as a week from today!”  The reality is that the company means that they’ll Read more

Tell Customers What’s Next - 5/20/25


In most businesses that have been around for a while, how a process was originally designed is not how it currently operates.  Sometimes this change is referred to as “practical drift,” where the actual process moves further and further away from the documented steps over time.  Maybe the changes Read more

Questions to Guide You to Empathy - 5/13/25


“If I was him, I would do ABC…” If you’ve ever heard somebody say this - whether it’s a friend or acquaintance, whether it’s some TV reporter or podcaster - you may get as frustrated or as annoyed as I do. I get annoyed because we are not that other person. Read more

Negate the Nervousness - 5/6/25


The customer needed a loan, so he walked into the bank, but he was a little nervous.  He knew that launching his business would be easier if he had some working capital, but that’s about all he knew.  He was anxious because he didn’t know what to expect in Read more

Don’t Rush to Resolve Quickly - 4/29/25


The customer is angry, so you use the CSS LEAD technique as designed.  You, listen, empathize, accept responsibility, and deliver on a remedy.  But it doesn’t work.  The customer is still upset, and maybe even a little more frustrated than when you started…why?! If the use of this technique fails, Read more

Energy v. Apathy - 4/22/25


I asked a couple friends who are much more scientifically-oriented the question: What is energy?  I didn’t mean E=MC2.  I meant physiologically, what is energy? They described a lot of things that sounded really good, yet far too advanced for my non-medical mind. Part of the reason why energy is of Read more

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Take the Pulse

Posted on March 16, 2010 in Business Advice, World of Customer Service Please leave a comment

Organizations often have to deal with internal rumors. Maybe it’s the staff that think they’ve heard about the possibility of a leadership change or a facility relocation or a reorganization or layoffs or changes in wages or benefits.

Rumors are typically negative, often foreshadowing something that could happen down the road that people don’t want to happen. The negativity of these rumors can start to eat away at the framework of an organization’s culture, just like thousands of tiny termites eating away at the foundation of a home.

If these rumors are not dealt with, then their negative impact will grow and grow and grow to the point that the culture suffers, the productivity suffers, the service suffers, the internal relationships and the work environment suffer, and – in the end – the customer will suffer, too.

To make sure that rumors are identified quickly and acted on, and to make sure that leadership has a strong ongoing understanding about what’s going on at the staff level, one thing organizations can do is to implement an ongoing system of taking the employee pulse. These are typically very short but very frequent and ongoing surveys that focus on several key questions that are high-level indicators of employee satisfaction and morale.

If leaders want to make sure that they have some good, objective data telling them the direction of their employees’ satisfaction and morale, they need to proactively seek it on an ongoing basis (at least monthly in most organizations).

To make sure that the foundation and core of your organization are not slowly but surely being eaten away by rumors and a negative internal work environment, make sure you’re getting frequent and objective feedback from your employees.

Continually take the pulse of your people.

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


Be Vigilant in Tough Times

Posted on February 23, 2010 in Business Advice, Government Please leave a comment

When the economy is bad, and people are hurting, the stories that seem to bubble to the surface in the news are often those that focus on government. When somebody’s mad, the one large entity that people direct that wrath toward is often the government. We might define government as a local municipality, state government, or the federal government. But in any case, problems that are minor which may have been overlooked in the past are now front page news.

There are some obvious reasons for this. When the economy is bad, people’s purse-strings are tightened, and their scrutiny of every individual dollar is heightened. Oftentimes the dollars that are not in one’s control or which seem to rise during bad economic times are those dollars spent on government services – real estate taxes, utilities, sales taxes, personal income taxes, etc.

So during these times, governments have to be hypersensitive to the feelings of their customers – the residents and businesses. They need to make sure that when issues arise they jump out in front with proactive communication plans that not only target the media but which also target individual customers one-on-one. Since the media is more than happy to jump on a negative story and milk it for all it’s worth during times like these, government entities have to determine ways to influence the perceptions of the public in a more one-on-one manner, more directly. They cannot rely on reactive responses to the media; they need to have proactive communications and plans targeting their customers directly.

There is a need to be vigilant during the tough times in getting your message out, because if government organizations – or any organizations for that matter – are in reactive mode when issues arise, loss of control of the message can be a loss of the positive image of the brand that the organization has worked so long to nurture and develop.

Focus on the one-on-one, and be vigilant in your proactive communications during the tough times.

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


You’re Once, Twice, Three Times a Customer

Posted on January 28, 2010 in Business Advice Please leave a comment

With all due respect to the Commodores’ great song (“You’re Once, Twice, Three Times a Lady”), this blog post focuses on gaining repeat business. Many companies work so hard on making the initial sale and celebrating the transaction. But what if we looked at each sale or at each “moment of truth” with the customer not as a single event? What if we saw it as a link to the next sale? The idea is to string together 1, 2, and 3 sales to the same customer. This is creating a customer from a transaction. Several things would be different:

  • You would be more concerned with whether the customer was satisfied with the shopping experience.
  • You’d be more likely to ask for improvement suggestions.
  • You’d be more likely to follow-up after the sale.
  • You’d be more likely to set-up periodic customer “touch points” to make sure you’re top-of-mind the next time a buying decision is made.
  • You’d be more likely to get contact information on the customer and to use it.
  • You’d be more likely to inquire about other customer needs/wants.
  • You’d be more concerned with getting to know the customer personally.
  • You’d spend more time talking with co-workers about strategies to keep that customer and bring them back.

Think about the customer by thinking about how to get to the next encounter. Turn your transactions into Once, Twice, Three Times a Customer.

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


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