Archive for the ‘customer service’ Category

A 98 Year-Old Woman Tears Her Bank a New One…With Style!

Monday, October 26th, 2009

This was passed my way through email the other day. You may have seen it, and I can’t claim for its veracity, but I’d like to believe it’s real. It’s the letter of a 98 year old woman to her bank after they dinged her with a penalty. Apparently it was published in The Times in London. Real or not, it’s a great lesson to businesses who want to serve customers the right way (i.e. as humans), and also for not underestimating the intelligence of your customers, no matter who they are:

Dear Sir,

I am writing to thank you for bouncing my cheque with which I endeavoured to pay my plumber last month. By my calculations, three ‘nanoseconds’ must have elapsed between his presenting the cheque and the arrival in my account of the funds needed to honour it.. . I refer, of course, to the automatic monthly deposit of my Pension, an arrangement, which, I admit, has been in place for only thirty eight years..  You are to be commended for seizing that brief window of opportunity, and also for debiting my account £30 by way of penalty for the inconvenience caused to your bank.

My thankfulness springs from the manner in which this incident has caused me to rethink my errant financial ways.  I noticed that whereas I personally attend to your telephone calls and letters, when I try to contact you, I am confronted by the impersonal, overcharging, pre-recorded, faceless entity which your bank has become.  From now on, I, like you, choose only to deal with a flesh-and-blood person.

My mortgage and loan payments will therefore and hereafter no longer be automatic, but will arrive at your bank by cheque, addressed personally and confidentially to an employee at your bank whom you must nominate.  Be aware that it is an offence under the Postal Act for any other person to open such an envelope.  Please find attached an Application
Contact Status which I require your chosen employee to complete.  I am sorry it runs to eight pages, but in order that I know as much about him or her as your bank knows about me, there is no alternative.  Please note that all copies of his or her medical history must be countersigned by a Solicitor, and the mandatory details of his/her financial situation (income, debts, assets and liabilities) must be accompanied by documented proof.

In due course, I will issue your employee with PIN number which he/she must quote in dealings with me.  I regret that it cannot be shorter than 28 digits but, again, I have modelled it on the number of button presses required of me to access my account balance on your phone bank service.  As they say, imitation is the sincerest form of flattery.

Let me level the playing field even further.  When you call me, press buttons as follows:

1 – To make an appointment to see me.

2 – To query a missing payment.

3 – To transfer the call to my living room in case I am there.

4 – To transfer the call to my bedroom in case I am sleeping.

5 – To transfer the call to my toilet in case I am attending to nature.

6 – To transfer the call to my mobile phone if I am not at home.

7 – To leave a message on my computer (a password to access my computer is required.  A password will be communicated to you at a later date to the Authorized Contact..)

8 – To return to the main menu and to listen to options 1 through to 8.

9 – To make a general complaint or inquiry, the contact will then be put on hold, pending the attention of my automated answering service. While this may, on occasion, involve a lengthy wait, uplifting music will play for the duration of the call.

Regrettably, but again following your example, I must also levy an establishment fee to cover the setting up of this new arrangement.

May I wish you a happy, if ever so slightly less prosperous, New Year.

Your Humble Client

How do you take price out of the equation for your customers?

Monday, October 19th, 2009

In talking with a number of different (primarily professional services) business owners over the last few weeks, the essence of great customer experience really came to the fore. The focus of the conversation was the ideal outcome of an improved customer experience. The typical answer always includes “keep more customers.”

That’s a fine goal, and it really is raising the same challenge – especially in highly competitive industries like investment advising, accounting and legal: how do you create such a strong and positive connection with your customers, that they don’t even want to listen to other professionals trolling for their business?

I have an investment advisor who I’ve used for about 15 years. My portfolio has gone up and down through all the market upheavals of recent years. But I know what my guy stands for; I know his strategy. And I know that he’s looking out for my best interest. I don’t know exactly what he charges me (I know it’s reasonable, but don’t bother knowing the specifics). So when I get calls from other investment professionals, I tell them to not waste their breath. “I have a guy,” I say. “And there’s no way I’m changing.” End of discussion.

So what’s it take to get that level of commitment from your customers, the level of commitment that takes all other offers out of contention? A lot. But it helps if you start with that question for your own business: “How can I create a customer perception that is so strong, it eliminates all competition?”

And it’s never price.

Psst…your customers make you money

Thursday, September 17th, 2009

I’ve been in a few networking gatherings in the last week. When I hear other professionals describe their companies and talk about their issues, it’s amazing how rarely the words “customer” or “client” come out of their mouths. I hear “sales” and “marketing” and “product” and “pricing” but not “customer.”

As the late great Marshall Field said, “Your customers are your only profit center.” Yet most businesses are not set up with that as a core part of their philosophy. The businesses that do focus on the customer relationship, and build processes, product and service around it, seem to also be the companies that continue to succeed in down economies, which, last I checked, we were in right now.

Something to think about.

Good, bad and ugly customer experience on the road

Tuesday, September 8th, 2009

Just got back from driving to the east coast to drop my son at college – Northeastern University in Boston. What a great town! We drove, with my wife and 3 kids so there were plenty of opportunities for laughs, bickering and mini-adventures.

We stopped in Cooperstown, NY, for a visit to the Baseball Hall of Fame for my 12 year-old’s birthday. I know I’m an irrational customer (of course, we all are), but my overall impression of the Hall and Cooperstown in general is a 10 our of 10. If there is a community that “gets” the concept that an experience is made up of all the little moments, it’s Cooperstown.

There are no chain hotels in the town; we stayed at the Inn of Cooperstown, a three-story 100-year old former mansion, with a long front porch that accommodated a line of rocking chairs, and a series of unique well-kept rooms (no TVs necessary). We stayed up playing Sorry and Trivial Pursuit, laughing the evening away in the game room. Then in the morning, we enjoyed a relaxed breakfast in the dining room, complete with homemade banana-nut muffins. The staff was friendly and helpful, and we could stroll down the main street to the Hall.

There, my son Griffin received special treatment since it was his birthday, with a special card, discounts, birthday buttons and a photo in the Hall Gallery in front of Babe Ruth’s plaque. Overall, it was a big warm and fuzzy.

Then, off to Boston where we stayed in a larger downtown hotel. As I was nearing our room, a member of the cleaning staff eyed me warily and said, “Oh, no. They did not already check you into this room.”
Chagrined, I said, “They did indeed.”

“Well,” she uttered, shaking her head, “it’s not clean yet. I still have to vacuum.” She then stared at me, wondering how I was going to fix the problem.

Not a big deal, but a glitch in the process that became a little “moment” in my experience. Things got better, but it reminded me of the importance to creating a full customer experience, one that keeps in mind how much it all matters. A cold word, or a warm homemade muffin, are enough to color customer perception, and determine if and when customers will come back.

Want customers to help your business succeed? Start at the end.

Friday, August 28th, 2009

What do you really want?

For most businesses, there is a business goal. Maybe it’s to maximize profits. Or it could be growth: increased revenues or a larger customer base. But at the core, you have a business goal. The mistake I see companies make when they decide to start paying attention to their customers is that they don’t start with the business objective. Instead, there’s a vague “improve” customer service or some such mantra.

If you really want to effect change that will impact your bottom line, there’s an order of attack that will increase your odds of success. Think of it as a logic problem:

1. What’s the Business Goal? Yes, this seems obvious, but humor me. You can’t accomplish your goals unless you know your goals, and everyone on the team agrees just what the goal is. Start here.

2. What’s the Desired Customer Behavior? In order to achieve your business goal, you must define a “desired customer behavior.” For example, if your business goal is to increase the size of the customer base without increasing your marketing budget, you need to drive your customers to refer your company to others more often.

3. What’s the Desired Customer Perception? To drive a desired customer behavior, you must create a desired customer perception. That is, you  must convince your customers to think about your company in a certain way, so that they will act in a way to achieve your business goals (e.g. tell others about you; stay longer; buy more).

4. What’s the Desired Customer Experience? In order to create that perception, you must provide a customer experience that delivers in a specific, positive way, everytime. That means each communication, each interaction, each channel must consistently leave the customer with a desired impression or emotion. What that impression is depends on your business goal and brand promise. Any experience, big or small, that doesn’t deliver will reduce your chances of achieving your business goal.

5. What’s the Current Customer Experience? Only after working through those issues of business goal, brand promise, desired customer behavior and desired customer perception is it time to get moving on your existing customer experience. Now is when you must take steps to objectively analyze your current customer experience, and begin to incrementally improve upon it in order to achieve your business goals.

I’ll talk more about the actual analysis and improvement steps in another entry. The important thing here is to first take a breath and figure out just what you want to have happen before you start down the customer experience path.