I like my BMW dealer. In fact, I’ve blogged about its exceptional service before. But a recent experience reinforces the importance of minding service basics if one hopes to consistently excel at customer service.
I took my car to the dealership to repair a modest dent in the front fender. Upon arriving at the body shop, it was very confusing who I should talk to. In fact, I found several staff averting their eyes to avoid having to help me. To make matters worse, the customer service area had groups of people huddled into cramped offices and looking all too busy to help (at least that is the vibe). Strike one. Read more
If I were to ask you to name a company that consistently excels at customer service, what company would come to mind? In you are part of a military family, you might say USAA. If you live in the Southeast, you might tell me about Publix Supermarkets. If you are a golf aficionado, you might share your Masters experience with me. And, if you are passionate about shoes, you might mention either Nordstrom or Zappos. No doubt, others among you would name companies such as Enterprise Rent-a-Car, Chik-fil-A, Apple Stores, Disney, and Mayo Clinic. Read more
As a former professor, I am acutely aware of how deficient most models of B2B loyalty are. In fact, if you look at most textbooks on B2B marketing, you will find nary a mention of customer needs except for discussion of how one business prefers to interact with another business. It is as though businesses, unlike consumers it would seem, buy products and services from other businesses just because they want to have a good relationship or interaction with them, not because they have actual needs they are seeking to satisfy. Nothing is further from the truth. Read more
Learn how MOO.com, an online printer, is using service as a key market differentiator as they try to become the “best printer” on the internet. Listen to Dan Moross, the head of customer service, as he describes some of the unique operating practices that separate MOO from the competition. There are no customer service scripts or call timers at MOO, just a bunch of real people solving customer issues and striving to surprise customers with exceptional service.
The Net Promoter Score (NPS) has taken root in the psyche of corporate America and has proliferated at a pretty fast rate.[i] Companies gravitate toward its simplicity and ease of implementation. Ask your customers the likelihood they would recommend your company, follow that up with a few open-ended questions to understand their ratings, do some simple calculations across customers and presto – you’re done… (or so it would seem). Read more
Something caught my attention in the results of two automotive service studies we just completed. It was the substantial impact of perceived extra effort in the service process on customer satisfaction & loyalty. Read more
There is a very troubling trend in how companies handle the measurement of their customer experience. The unsettling practice is that companies instruct their customers on how to rate them after a service transaction. Has this happened to you? How does it make you feel when they ask? Do you think it is a reasonable request? I do not!
When an executive of a Fortune 100 company recently sought my advice on how to make an impact on his business, I told him that he should become an advocate for small service innovations – what I refer to as “innovating the gaps.” Read more
I have been fortunate to attend The Masters golf tournament the past two years. In my inaugural visit last year, I was overwhelmed by the customer experience. This year, I was profoundly impressed because a truly great customer experience requires doing so many things well.
Listen to this thought provoking interview with Joe Schmidt, Chief Marketing Officer of Café Press, and hear about one of his core tenets of serving customers. He calls it “Find your Meghan”. He shares a compelling customer story that changed the trajectory of how his company, Canvas on Demand, served customers and became a guiding principle for helping them grow the business – which ultimately led to their company being purchased by Café Press.
The optimal service experience delivers not only on functional customer needs such as getting things done quickly and without errors, but also on their emotional needs such as feeling confident and in control. The challenge, of course, lies in understanding which emotions are significant to customers and designing services that deliver against these emotional needs.
Peter Drucker once said “leadership is about results, not attributes.” A recent trip to McDonald’s got me thinking about this business truth. I confess to being a customer and fan of certain quick serve restaurants – McDonald’s and Chick-fil-A to name two. They epitomize two different sides of business leadership – McDonald’s stands apart for their operational excellence and Chick-fil-A for their service excellence.
In response to a blog post I wrote a couple of years ago using Google Instant as an illustration,[i] one concerned reader commented, “Google Instant is not the problem. Instant works swimmingly. However, your colleagues should stop clogging the tubes with email FWDs and consider that the real issue here is PEBKAC.”
Net Promoter Score (NPS) is a very popular tool that many of our clients either currently use or have used in the past. It is mainly popular because of its simplicity – both in design and implementation. The problem is that companies go overboard and use it, in my estimation, the wrong way. You know the famous quote attributed to Abraham Maslow, “If you only have a hammer, you tend to see every problem as a nail.” I think that quote applies here.
In his book, Think Better, Tim Hurson shares that productive thinking consists of two key thinking skills that must be done separately: creative thinking and critical thinking. Whereas creative thinking is generative, nonjudgmental, and expansive, critical thinking is analytic, judgmental, and selective.