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Letter from the Editor
Dear Readers,
As I read Michelle’s customer service experience in the article that follows, two things struck me. The first was, “Yeah, I had the same experience. I couldn’t believe that they would do something so stupid!!! What were they thinking??” (Read the story and see if you don’t say the same thing!!)
The second thing that hit me – and this hit me only after I reread the article and was basking in a bit of smugness – was who “they” were, these people who came up with this bone-headed move. Truthfully, “they” are a lot of smart people! Someone really intelligent came up with the idea. Others equally smart approved the idea. People with a vested interest in customer satisfaction actually implemented the idea. Individually and collectively, “they” are a pretty impressive group of people – AND THEY GOT IT WRONG!
Now, I think I’m pretty smart. Probably as smart as some of those folks I just mentioned. Probably no smarter. The fact is, I could have – and probably have – made similar bone-headed moves. Moves that cost my company customers. Moves that cost my company revenue. Moves that I may still think actually benefited the company.
After reading Michelle’s story and reflecting on how to prevent similar problems from occurring within MY company, I realized how absolutely critical it is that we stay in touch with our customers, that we ask for their input and guidance as we implement strategies and tactics that will help them and us.
So, how do YOU know if what YOU’RE DOING is being perceived by the customer as valuable? How do YOU know that you’re adding value?
Terry
My Customer Service Experience
 Recently I was at the checkout line at the grocery store. As I was pulling out my wallet to pay, I noticed a variety of energy bars that were not among the items we purchased. Not being a big fan of energy bars and not wanting them in my bags, I said, “Those energy bars aren’t mine, did I pay for them?”
The checkout person rolled her eyes and looked at the bagger and said, “Everyone is asking that today! It’s a promotional thing. We’re supposed to leave these energy bars here at the counter and ask the customers if they would like to buy one and get 10 free. If I
don’t ask then you’re entitled to take home free energy bars. So, would you like to buy one and get 10 free?”
I had to laugh, even though my answer was no. “No thank you, but that really confused me there for a minute because I don’t even like energy bars, let alone want to take 10 home free. Well, how’s it working?” I asked.
“It’s confusing everyone,” she said, “and nobody wants 10 energy bars. A few people were mad. One guy went through two lines after he figured it out so he could take home free energy bars.”
“How much extra time is this taking you?” I asked, not expecting this one question to give such a jackpot response.
“Several extra minutes per interaction, because everyone is asking, I have to explain, just like we’re doing now, and then I have to ask them the promotional question I’ve been told to ask. My lines are getting longer, which means I have to take extra time, which is hurting my customer time and quota number, and it’s confusing the customers. Worse than that, nobody even wants these – they’re yucky!” she confided in a low voice, looking around to make sure nobody could hear.
“Hmm, that’s too bad. Have you reported back to your management about this?” I asked.
“We’ve tried to tell them, but they won’t listen to us. Maybe if
you tell them they’ll listen. Please, go tell them.” Her enthusiasm brightened her face like a light bulb turning on over her head. “They’ll listen to a customer!” She was desperate.
Having the discussion with the grocery store management was not what I had bargained for when I made my grocery list that day. After all, I’m the customer. I wanted to go home and get on with my day. Fixing their problem was not
my problem. Or was it? She had confided important information and it was hurting her productivity number. And, I was one of the confused customers.
So, before I knew it, I was, hauling an overflowing cart of groceries to the supervisor’s podium. Clearing my throat I politely said, “Excuse me, could I speak to the supervisor?” And the person behind the podium, following the loud speaker instruction manual to the letter, grabbed on to her flexible microphone and announced over the loud speaker several times until he arrived, “Supervisor to the front desk, supervisor to the front desk, customer here to speak to you.” A feeling of dread came over me like a wet blanket. I was sure this was not going to go well.
A neatly dressed man sporting the corporate uniform and obligatory tie rounded the corner from the back office. He was carrying a clipboard under one arm and had an overstuffed binder in his hand. “What can I do for you today?” he cheerfully asked.
“Well, something confused me while I was in the checkout line that I wanted to mention.”
Blank. The look on his face was blank. Great, I thought. This guy doesn’t have a clue. And now I’m stuck, and my ice cream was starting to melt.
And then something unexpected happened. “I didn’t properly introduce myself. I’m Jim, the store manager. Thanks for taking the time out of your day to talk to me.” He spoke with confidence. “What happened at the checkout?”
“It was the energy bars.”
“Did the person at the register tell you about our current promotion?” he asked.
“Yes she did. The person at the register did a terrific job. My concern is more about the promotion itself.”
“I see,” Jim said, turning to his overstuffed three-ring binder and clipboard. Reaching for his pen, he prepared to take notes. “What about the promotion concerns you?” he asked.
“Well, when I saw the energy bars on the counter with the rest of my groceries, I was confused and thought I had paid for something I did not want,” I said.
“The energy bars are a great deal. You buy one and get 10 free! If you’re not told about the promotion at the register, you can take home free energy bars,” he gleefully tried to sell me.
“The thing is, it confused me, and I don’t want or even like energy bars. Why on earth would I want to take home ten?” I asked.
“On behalf of the store, I apologize for causing you confusion. What would you like to see at the checkout besides energy bars?” he asked.
“Frankly nothing,” I answered truthfully. “I choose what I want in the aisles. When I get to the checkout, I want to get through as fast as I can, not be held up by confusing promotions.”
Jim was taking notes and flipping through the binder. “Is there anything else that concerned you at the checkout? How was the service?” he asked.
“The quality of service was fine, however the speediness of the service was slower than usual because of all the time it took the person at the register to explain the promotion to me and to other customers. Take a look at that line. It’s long.” I said. Jim and I both turned to see very long lines and customers shaking their heads no, turning down energy bars.
“Thank you for taking your time to bring this to my attention. I’m wondering if you would be willing to fill out a customer survey?”
“My ice cream is starting to melt, and I really need to get going.”
“It shouldn’t take long, and we’ll get you some fresh ice cream. Customer feedback is very important to us, and to be honest with you, I agree with you on the energy bars. I need to hit my overall number, too!” he quietly whispered.
“Sure, give me your survey.”
“Great! I really appreciate it!”
As I began to fill out the customer satisfaction survey, Jim reached for the microphone and requested over the loud speaker not one, but two gallons of Rocky Road – all for ME.
Jim demonstrated that he and his company are concerned about high quality customer service. Jim analyzed my concern and the situation, and asked appropriate questions to retrieve what was important. Once he found out my real concerns he acknowledged them. Although he asked me to fill out a survey, taking more of my time, he replaced my ice cream and gave me another one free.
 One week later a customer service representative from the store headquarters’ called to follow up with me and thank me for my feedback. I learned that day the supermarket had abandoned the energy bar promotion. To further thank me, they sent a stack of high dollar value coupons in the mail. Clearly, this supermarket chain is committed to high-level customer service and satisfaction.
How does your company stack up when it comes to customer service? Use the following questions as discussion points among your peers at work, or as thinking points to consider your customer service.
- What do you think of the store’s energy bar promotion? Why do you think this promotion was created?
- Who did the promotion benefit?
- What would you have done differently if you were the clerk?
- How would you have felt if you were the customer?
- What did Jim do right?
- What, if anything, do you think Jim should have done differently?
- What should Jim have done in addition to what he did?
- What do you think of the store’s customer service policies?
- What can the supermarket chain do to improve customer service?
- Would you shop in this supermarket in the future? Why or why not?
Value is in the Eye of the Beholder
Whoever argues with the statement, “The customer is always right,” doesn’t understand the concept of value. Value is a very personal thing and, like opinions, everyone values something. As sellers – and we’re all selling something – it’s critical that we first understand what others value and second articulate what we’re selling so that it clearly and directly addresses the customer’s value.
What do people value? Of course, the answer is “It depends.” In my shopping experience in the previous article, I – like most people – value a quick and painless checkout. I do NOT value being presented with other shopping opportunities. In fact, anything that slows down the checkout process – check writing, inane conversation, people buying cigarettes causing my checkout clerk to walk ten steps to the cigarette case and waste my time, price checks, etc. – cause me to start looking for another checkout aisle – which may be in another store!
Now, the funny thing is that I LOVE to shop. I love planning meals and a big part of my meal planning happens at the grocery store. I will peruse the vegetable and meat sections putting together the right blend of products. I’ll wander over to the bakery section to see if the fresh-baked breads fit my meal plan. Then I may walk back to the vegetable section because the pumpernickel goes better with smashed cauliflower than the acorn squash I had selected. My point is that in the shopping experience, I value choice; in my checkout experience, I value expediency.
When looking at what your customers experience when dealing with you and your company, it’s important that you truly understand what they value
at each interaction. It is NOT enough to focus on your core product or service; many customers may actually prefer your core product or service over others but be driven away due to problems in the other contact points.
Each interaction should provide value – as interpreted by the customer – to the customer. Customers value time, choice, savings, quality, and safety (reduced risk). What do YOUR customers value in their interactions with YOU? More importantly, how do you give them more of what they value?
This information comes from Entelechy’s High Performance Customer Service program. Check out our website for more information on this program and other training solutions; click on
www.unlockit.com.
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