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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 Contracts are Ending, Decisions are Pending

Posted on May 12, 2011 in Business Advice, Government, Sports Please leave a comment

In the recent article Landlords must focus on customer service, landlords in Nottingham, England note how they are focused more and more on customer service. With the down economy, they’ve been forced to shorten the length of leases, which means the customer’s decision to stay or go is made much more quickly and frequently. According to Anna Kirk of King Sturge, “tenants, in the main, hold the balance of power.”

So the customer holds the power. The customer makes the decision. The customer – your revenue stream – has leverage. For a landlord, the tenant’s leverage increases as the length of the lease decreases.

Likewise, for economic development agencies who have a business retention and expansion program, when local businesses’ leases are up, that’s an opportunity for them to move.

Similarly, when a season ticket holder for a sports organization comes to the end of the season, they have to decide whether or not to renew.

The point is that – whether with the landlord, for a local municipality, or for a pro sports team – when contracts are ending, decisions are pending. Revenue streams are not permanent; you have to work to make them continue. You have to work to build relationships and value during the contract term so that you’re not having to sell so hard at the end.

Having a 3-month, 6-month, or 12-month contract with a client should be looked at as a 3-month, 6-month, or 12-month opportunity to build rapport, relationship, trust, and credibility. You should be executing a plan during that timeframe to result in a renewal at the end.

So what’s your plan?

Read our New Book – “Ask Yourself…Am I GREAT at Customer Service?” http://www.amigreatat.com/

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


The Gorilla Settled for Birdie

Posted on May 11, 2011 in Business Advice Please leave a comment

A take-off on a story from The Prairie Home Companion…

Vic takes his pet gorilla out golfing. They come up to the first tee, and the gorilla asks, “what do I do?” Vic says, “you see that opening between the trees? Hit the ball as hard as you can in that direction.”

So the gorilla hits the ball and it goes screaming down the fairway and lands on the green. Vic stands shocked in amazement. When he finally gathers himself, Vic hits a drive that trickles about 100 yards down the fairway. On his next shot, he hits a beautiful 3-wood about 200 yards toward the green. Left with about 50 yards to go, Vic hits a high wedge about 20 feet from the hole. When the gorilla and Vic walk up to the green, the gorilla looks at his ball and says “what do I do now?”

Vic says, “you’re supposed to putt the ball into the hole.”

The gorilla replies, “why didn’t you tell me that on the tee?”

In so many companies, the management of the organization knows the plan, they know the goals, and they know how success is defined. But when you ask the employees the plan, the goals, the mission, and the definition of success, you’re often greeted with blank stares or attempts that miss the mark.

It’s typically not the fault of the employee, it’s the responsibility of the management. If management wants to transform a culture to have a focus on what’s best for the customer, if they want to get different departments working together, and if they want long-term success, then they have to simply and clearly paint that picture over and over and over again.

Employees can “drive the green” in business if they know that’s the goal. They can hit holes-in-one in business if they know that’s the goal.

Work as a customer service leader and with managers to make sure that employees have a vivid picture of what you’re trying to accomplish and what their role is in achieving success. Help others to hit their own holes-in-one.

Read our New Book – “Ask Yourself…Am I GREAT at Customer Service?” http://www.amigreatat.com/

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


Never Chase a Profit

Posted on May 5, 2011 in Business Advice Please leave a comment

Increase your company’s profit by 10%. Improve your department’s profit by 20%. Increase your contribution margin by 30%.

There is nothing you can do to make that happen. It’s impossible. There is no way that you or anyone else can move a profit line. Period.

If your goal in your business life is to drive profits, you will never succeed by trying to move profits up. It cannot be done. You cannot physically move a number. You cannot physically add dollars to a profit figure. That’s not how it works.

Instead, on the top line, you have to know which actions that you take which cause your customers to spend more. On the bottom line, you have to know what actions to take that can reduce your expenditures. It’s a focus on the actions that drives profit, not a focus on the dollars.

The top line focus is the customer. Why do they buy? Why do they spend more? Why do they tell others good things about you? Why do they stay? The answers to these questions lead you to actions that help you grow the top line. You need to ask customers these questions. You need to act on the answers.

The bottom line focus? You may think it’s internal operations, but I disagree. The bottom line focus is the cost of acquiring that dollar from the customer. What does it take to get a dollar from a customer? How can you spend less to get the dollar? What are you doing that in no way attracts a dollar from that customer? The answers to these questions will help you determine how to reduce expenditures.

To increase your margins, focus on the customer. Never chase a profit.

Read our New Book – “Ask Yourself…Am I GREAT at Customer Service?” http://www.amigreatat.com/

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


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