Dennis Snow

Entries Tagged as 'Service Analysis'

Customer Service Mandate?

How many times have you been told by a cable company, delivery service, or appliance repair company that they will be at your home sometime between 1PM and 4PM? And how many times have you waited, only to have the service person arrive later than promised or not arrive at all?

Staying home for a half-day, and perhaps having to repeat the experience due to a no-show service person is one of the truly frustrating customer experiences nearly everyone can relate to. For some it can also be extremely costly because they’re taking time off of work to be on “standby.”

I’ve often wondered how receptive these companies would be to a customer who said, “Just have the repair person wait in my driveway; I’ll be there between 1PM and 4PM.”

I had a guilty pleasure this morning when I read an editorial in USA Today reporting that New York City is drafting a contract with Time Warner and Cablevision stating, “If a technician fails to show up inside the promised service window, the company has to give the customer a month’s service for free.” Additionally, “Repair techs have to call, text, or e-mail (customer’s choice) to say that they’re on their way.”

I’m not a big fan of expanding government’s involvement in business, but New York’s action highlights the magnitude of customer dissatisfaction with the standard processes of these companies. The same thing happened with airlines holding passengers “hostage” on the tarmac; it took the threat of a stiff financial penalty for the airlines to do the right thing for customers.

How about your own organization’s processes and policies? For the moment, let’s take actual government intervention out of it as you think about this question: Does your organization have processes or policies that your customers might wish the government would penalize you for? I’m not talking about those policies that are regulatory-based; I’m asking you to look at company-driven processes and policies.

Just imagine if you’re the one organization amongst your competitors that comes up with a way to improve an industry-standard process that customers have universally found to be frustrating. Wouldn’t you love to hear one of your customers say to a friend, “XYZ Company is so easy to work with. Why can’t everyone do it like they do?”

Something to think about: What’s the one process improvement that would have the greatest positive impact on the experience customers have with your organization?

Tags: Commentary, Service Analysis by Dennis Snow
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It’s the Steak AND the Sizzle

What’s more important to a business’s success; the product (the steak)? or the delivery (the sizzle)?

The problem with focusing strictly on the product is that you soon find yourself in a commodity environment, and remaining competitive eventually becomes all about price. That’s a hard battle to fight and a harder battle to win. Focusing strictly on flashy delivery, however, has its own problems. Flashy delivery of a mediocre product is usually a recipe for customer disappointment. The old “snake oil salesman” comes to mind.

There are examples, of course, of organizations that are successful with extremes of both of these models. But such success is exceedingly difficult and only a few companies excel at those extremes. For most of us in business, there’s a better way.

It’s the Steak AND the Sizzle

Most organizations that succeed in the long term recognize they are selling the steak AND the sizzle. Yes, the product must be good, or even great. Yes, the delivery must inspire an emotional connection with the customer. The steak and the sizzle must go together.

Here’s a literal example of the steak versus sizzle metaphor:

A Dining Disappointment

My son and his girlfriend recently ate at a high-end steakhouse that a couple of friends had recommended. Danny and Nikki both enjoy a good steak, so they were really looking forward to the dinner.

The first sign of trouble was the slow service. It took some time for the server to arrive at their table, and then even longer for him to bring them a drink menu, and then even longer to deliver the drinks. (The service never got any faster)

The dinner menu emphasized that salads are made table-side, which is ideal for Danny and Nikki because they’re both pretty particular (fussy) about what they want on their salads. Well, the salads arrived fully made from the kitchen with items neither of them wanted and without items they did want.

When the steaks arrived, Danny and Nikki both agreed that while the steaks were okay, the quality wasn’t really in alignment with the price or with the accolades they had heard from their friends. So much for their much anticipated special dinner. But, they’re both experienced in the service business so they chalked it up to an off night for the restaurant.

Nails in the Loyalty Coffin

The first nail in the loyalty coffin came when, at the end of the meal, the server asked how everything was. Danny and Nikki gently and politely said they were a little disappointed because what they had heard wasn’t consistent with the experience. To which the server replied, “Well, your steaks were cooked the way you asked,” and said nothing else.

Then came the second nail in the loyalty coffin. Nikki had a bit of her steak left and, not wanting it to go to waste, asked if the server would mind boxing it up. Typically a high-end restaurant at least makes an attempt at an attractive presentation for the take-home box. The server returned with Nikki’s boxed steak in a cheap plastic bag you’d find in any discount store. Danny and Nikki knew I’d love that, so they took a picture of it. Not a pretty picture or a thoughtful representation of a “fine dining” restaurant.

Now, it could indeed have been an off night for the restaurant or for the server. But that’s not the point. The point is that two customers went out for a much anticipated steak dinner and ended up disappointed. For that night at least, the restaurant was just selling steak with little regard for the sizzle. If the delivery had been strong, Danny and Nikki would likely have given the restaurant a second chance. For that matter, if the steaks been exceptional and the service just mediocre, they may have gone back. But not only will they never return, they’re sharing their experience with others.

The question is not, “Is it more important to sell the steak or the sizzle?” The question is, “How can we excel at selling the steak AND the sizzle?”

Tags: Commentary, Service Analysis by Dennis Snow
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Little Things Can Mean A Lot When Customer Service Improvement Is Needed

My guest blogger today is Ron Kaufman, founder of Up Your Service! College. In this post he writes about a subject near and dear to my heart: it’s usually the little courtesies and gestures that have the biggest impact on the customer experience.

I can relate to the hotel experience he shares. Like Ron, I don’t really need a huge and ornate hotel room. But I do appreciate a room that is well thought out through the lens of the guest. (And I’ve always wondered how some hotels do the mirror thing he mentions!)

Little Things Can Mean A Lot When Customer Service Improvement Is Needed – by Ron Kaufman

Customer service improvement doesn’t always call for sweeping or costly changes. Sometimes, very little touches can go a long way.

At the Westin Chosun Hotel in Seoul, Korea, the rooms are not large, but a few thoughtful touches combine to make a big difference.

There is the usual range of amenities: slippers, bathrobes, room safe, mini-bar, hairdryer, voicemail, etc.

But the bathroom mirror has a heater installed behind it, just above the sink. After a shower when the room is steamy, that small section of mirror remains clear. This is a customer service improvement guests notice.

There is a box of tissues in the bathroom, of course, but another box sits by the bed in an attractive container.

A laundry bag is waiting when I arrive; that’s normal. But inside the closet an empty shopping bag is also provided for my use. It’s large and strong and very sleek, silver-colored with dark blue ribbon handles. There is no big brand name of the hotel emblazoned on the side, only an elegant print near the top edge that says: “Your Bag.”

I think I’ll bring it home inside my luggage.

Ever stayed in a hotel room that was big, but not very special? My room at the hotel is just the opposite, small in size but very big in little pleasures. Every little customer service improvement stands out and works well for the Westin without costing a lot in the process.

Key Learning Point For Customer Service Improvement

You can use this strategy, too. Make a big customer service improvement by paying attention to the little things that count. Maybe it’s the personal note you write, or remembering a customer’s preference from one visit to another. Perhaps it’s pre-filling a form on your customer’s behalf, or keeping track of an order and calling ahead to reconfirm delivery.

Action Steps For Customer Service Improvement

Your action steps needn’t be big, bold or expensive. Often it’s the little things that make a big difference in service.

Copyright, Ron Kaufman. Used with permission.
Ron Kaufman is the world’s leading educator and motivator for upgrading customer service and uplifting service culture. He is author of the bestselling “UP Your Service!” books and founder of UP Your Service! College. To enjoy more customer service training and service culture articles, visit UpYourService.com.

Tags: Commentary, Guest Blogger, Service Analysis by Dennis Snow
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