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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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The Single Biggest Key to Retention and Expansion

Posted on September 7, 2011 in Business Advice, Government, Sports Please leave a comment

You’re the customer. Do you feel that I care about you?

That’s it…that’s the key to retention. Making that person feel that you care about them. There are many ways to do this, but I’m going to go beyond the obvious discussion of eye contact, body language, tone of voice, and the words you use.

This is about strategy. This is about understanding that when the customer makes the decision to go to a competitor, they’re usually driving down the road, they’re doing a search on Google, they’re reaching for the yellow pages (yes, some people still do that), or they’re at their kitchen table. In other words, when they make that decision to leave, they’re often not in front of you.

So this strategy is about relationship building. As an example, I always like to discuss economic development organizations who are trying to keep local employers through their Business Retention & Expansion (BRE) programs. They’re great examples because these organizations have little direct control over the decisions of the local businesses, and those businesses aren’t going into the “BRE Store” 3 times a week, so the BRE professionals must know how to establish relationships with local businesses by going to the local businesses. They must meet with them, or send surveys, or send information of value, or send “marketing/sales/retention-focused” materials, or e-mail and call the business leaders.

This all needs to be part of a 12-month Touch Point Plan – a strategy you efficiently and systematically design and execute each year. Anybody in any business that depends on retention and growth with existing businesses needs a 12-month Touch Point Plan. You have to develop a plan to proactively “Touch” your clients even when they’re not in front of you. You have to take control over keeping the relationship going, keeping yourself top-of-mind, conveying you care.

We’ve taught many executives in professional basketball and professional soccer how to create these plans because their account representatives are having to manage hundreds of relationships and the resulting millions of dollars in lifetime revenue. Likewise, BRE representatives are maintaining relationships with businesses that employ thousands of staff, invest millions of dollars, and provide a significant tax and fee base for the local economy.

How do you create a plan? Well first determine 3 key types of touches:

· Pull – Information you request of them through surveys.

· Value Push – Information you provide that is simply valuable to the recipient and would address their retention drivers.

· Growth Push – Information you provide that would help them to grow their relationship with your organization.

Then build 3-4 of each touch type into a 12-month Touch Point Plan.

The key to retention is simple to identify, but the plan to retain must be created and executed in a strategic manner. So what’s your plan?

Interested in more information about Touch Point Planning? Go to: http://www.cssamerica.com/csstpp.htm

Listen to our latest episode of “Stepping Up Service” on The MESH Network at http://themesh.tv/stepping-up-service/

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/


Customers Pay You for Performance

Posted on May 19, 2011 in Business Advice, Healthcare Please leave a comment

I will pay you for better customer service, a better experience, higher satisfaction.

No, this isn’t me talking to you; this is the Federal Government talking to hospitals. In a Healthcare Leaders Media article, the author states that “Higher Medicare reimbursements will require higher patient satisfaction scores, which will require higher employee engagement, which will require strong HR initiatives.”

Think about your hospital…or clinic…or bank…or team…or college…or business. What if higher satisfaction of your customers increased your revenue? What if decreasing customer satisfaction lowered revenue?

Well…it already does!

In the article noted above, the Government is going to adjust reimbursement based on patient satisfaction scores – so that’s an obvious cause-and-effect relationship. But your business also has that same cause-and-effect relationship. If your customers are more satisfied with the experience, the relationship, the processes, people, and products, they will be more likely to return. They will be more likely to purchase more per visit. They’ll be more likely to refer you to friends. In short, the more satisfied they are, the more revenue you’ll receive.

So the question to you just like to the hospitals noted in the article is “How do you increase customer satisfaction?” The answer varies for every organization, but it generally comes down to this. Focus on your People – how can you improve their skills, knowledge, and attitudes? Focus on your Processes – how can you make them more simple, self-evident, efficient, and quality-based? Focus on your Products – how can you improve the quality and effectiveness in addressing the customer’s need?

To drive up customer satisfaction, drive up the performance of your People, Processes, and Products.

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/


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/


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