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Get Your Customers to Brag, Not Bolt - 4/8/25


Here are two customer retention concepts that we discuss with some sports clients: BIRG and CORF.  BIRG is Basking In Reflected Glory.  CORF is Cutting Off Reflected Failure. You want BIRG.  You want the customers feeling so good about your organization that they want to be a part of your Read more

Narrow Your Focus to Seek Excellence - 4/1/25


You’ve probably heard companies use phrases such as: “We want to go from being good to great.”  Maybe they’ve said: “We strive for perfection, and although we’ll never reach perfection, maybe we can achieve excellence along the way.” These organizations find some kind of a catch phrase or slogan, but Read more

Avoid the Unfriendly Ghost - 3/25/25


Last week we talked about the qualities of “PERKI Customer Service,” essentially what attitudes and actions are characteristics of those who provide great customer service.  This week, let’s take the opposite approach.  What are some of the mistakes that people make?  Maybe these are mistakes of omission or commission; Read more

PERKI Customer Service - 3/18/25


After having worked on hundreds of projects over the years with thousands of thousands of individuals, some things become pretty clear. There are certain traits held by people who are great in customer service.  Look at this list, and do a self-assessment.  Which apply to you? Positive and Patient Do you Read more

It Helps to Downshift - 3/11/25


One of the first tips I heard when I was learning how to drive related to what to do when the brakes fail - downshift.  Shifting into a lower gear can slow down a moving vehicle.  I would explain this in technical terms to you, but considering I’m not Read more

Patience is… - 3/4/25


Patience is a…pain in the neck.  Why is it so hard to be patient?  Those of us who work in customer service know that we constantly have to show patience with our customers.  We’re ready to move to the next step or the solution because we’ve heard this issue Read more

Everybody Doesn’t - 2/25/25


Joey received the compliment, but he was confused.  Paula, his boss, and Joey had their monthly one-on-one meeting, and Paula noted that, although he was new, Joey was already doing a great job!  While there were learning curves on some of the organizational policies and the technology that he Read more

A Simple Phrase to Transform Your Customer Feedback Approach - 2/18/25


I went to a restaurant called Big Ed’s (no relation) in Raleigh, NC recently.  It’s basically country cooking with fantastic breakfast options!  On the menu there was a quote that said: If you enjoyed your meal, tell a friend.  If not, please tell us. That was an excellent statement that embodies Read more

What Phones and Football Have in Common - 2/11/25


Congratulations!  You made it through weeks/months of hype for football’s Super Bowl!  You made it through hundreds of pregame shows and podcasts, endless debates on things endlessly inconsequential, 10 hours of pre-game shows on Sunday, what seems like 100 commercials designed specifically for the “Big Game,” and the longest Read more

Create Awareness of Alternatives - 2/4/25


Sandy was hungry, and she was on the move.  Driving between meetings, she saw the restaurant sign and pulled in.  The fast-food restaurant had two drive-thru lanes.  One was for any customer who wanted to place an order on the spot. The other was for mobile orders only.  The Read more

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Be Slowest, and Be the Best – Chick-fil-A – 10/13/20

Posted on October 13, 2020 in Customer Service Tip of the Week Please leave a comment

About one week ago, the Atlanta Journal-Constitution had an article that analyzed the results of a SeeLevel HX research engagement on the customer experience at fast food restaurants.  The results were seemingly contradictory.  The fast food chain with by far the overall best drive-thru experience was Chick-fil-A, and yet Chick-fil-A was by far the slowest drive-thru.  While the average drive-thru takes 5 minutes 57 seconds according to the study (from line entry to receipt of food), Chick-fil-A averaged 8 minutes and 9 seconds during the research.

So how can you be so slow and yet be considered the best?  Well for Chick-fil-A, one thing to keep in mind is that, on average, they had three times the number of customers in line as the other restaurants.  At the other restaurants, you’re behind 2-4 other cars when you arrive, and about every 1-2 minutes you move, but otherwise you’re sitting.  Also, when you pull in you’re usually near the ordering microphone, and you can see where people are receiving their food just ahead of you. It’s so close, yet it’s so far!!

At Chick-fil-A when you pull in, you’re often at the end of a “horseshoe” line on one side of the restaurant, and the customers receiving their food are on the other side.  There could be 10-15 or more cars ahead of you.  So even though you’re waiting 8 minutes, about every 30 to 45 seconds you’re moving forward – you feel like you’re making progress.  And when you can finally see the front of the line, you’re almost there!  All the while that you’re in line, you are being engaged by employees out in the parking lot who are taking your order, taking your payment, walking with you, and making sure that even the wait is a positive experience.

Even though you’re in line 2-2.5 minutes longer at Chick-fil-A, you’re moving more.  You’re engaged more.  And you’re having a better overall experience.

Yes, Chick-fil-A is considered the best for a lot of reasons from a customer service perspective, but one of the reasons is that even the waiting experience itself is actually far better than competitors.

Learn a little lesson from Chick-fil-A.  Find ways to be the best, even if you’re not the fastest.

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Create a Common Definition of Customer Service – 9/15/20

Posted on September 15, 2020 in Customer Service Tip of the Week Please leave a comment

Peter, Paul, and Marie are co-workers. They are all customer service representatives.  When Peter thinks of good customer service, he defines it as being friendly to the customer. “And I am friendly,” Peter says.  “That’s why I don’t know why they send me to customer service training.”

Paul thinks customer service is about being responsive.  When he gets e-mails, he replies right away that he got the message.  When he gets a voice message, he calls right back.  If the same customer calls 5 times for updates, that’s OK to Paul, because he’ll get back to that customer immediately every one of those 5 times.

Marie defines customer service as getting the customer what they want.  “If I do my job in getting them what they want, that’s all that matters. I hate when they whine that I was rude to them or short on the phone.  They got what they wanted, didn’t they?”

Peter, Paul, and Marie all have different definitions of customer service. They are all right…and they are all wrong.

Great customer service has a cordiality peace – a friendliness aspect.  Having that warm and positive engagement with another human being should always be a part of great customer service.

Delivering exceptional customer service also has a component of speed.  Being respectful of people’s time and responsive to their needs is a part of the process of serving a customer effectively.

And great customer service, in the end, should be about giving the customer what they need – it should be about striving to achieve outcomes as much as possible.

So, Peter, Paul, and Marie were all correct – what each emphasizes is part of the definition of customer service.  But they’re also wrong – each person has a limited view of what it means to deliver great customer service, and each individual’s version of great customer service will lead to a positive experience for only a subset of their customers.

For organizations to deliver great customer service, they need to create and instill a common vision among all staff of the desired customer experience.  Organizations need to make sure that definition is broad enough to address the attitude, the process, and striving for the desired outcome, as well.

Create a Common Definition of Customer Service.

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COVID-19 Demand Management Strategies for Customer Service Channels

Posted on September 15, 2020 in Business Advice Please leave a comment

We all want demand for our products or services.  This helps us to generate revenue and to provide something of value to our customers and communities.  But customer demand does not strictly relate to products and services.  Demand also relates to communications, information, issue resolution, education, and other aspects of the customer experience that surround the product or service itself.

In today’s COVID-19 world, organizations need to think more strategically about Demand Management, particularly for those types of demand – those reflected in the utilization of various customer channels.  Customers can engage an organization via the web, the telephone, e-mail, social media, or onsite visits. But to think strategically, we have to ask some very basic questions first:

  • What mix of demand for customer channels does the organization want?
  • What mix does the customer want?
  • How does your organization create consistency regardless of which channel is selected?

 
In working with our clients, especially those in the COVID-19 world that are trying to be effective despite having largely remote employees and having financial concerns, a key question that clients ask us is:  How can we manage or reduce costs and still deliver a great customer experience…remotely?

While there is no one answer for any organization since each organization’s customer base, services, environment, mission, and goals may all be different, there are some Key Imperatives that any organization can use when crafting a strategy, and these Imperatives have a strong relationship to Demand Management:

  • Know Channel Customer Costs: Understand key financial metrics such as cost per transaction, or cost per customer (per year or per lifecycle).  By understanding these metrics, you can understand which customer engagement channels could drive up (or down) your short-term and long-term costs.
  • Gauge Current Demand and Outcomes: Be clear on current demand levels and their relative customer success.  Believe it or not, very few organizations can quickly and clearly tell you how many customer engagements they have via the web v. via phone. How many engagements do they have via e-mail versus onsite visits?  And even if they can provide numbers such as those, they cannot provide you with good data on the outcomes of those engagements.
  • Assess Consistency of Quality: Finally, understand the quality and depth of response to the same customer question when it is addressed across all the different channels.  In order to manage demand, we need to ensure that there is consistent quality regardless of to which channel the demand may be shifted.

 
To be strategic about shifting customer demand in your customer service and experience channels during COVID-19, start with a clear understanding of these three Key Imperatives.


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