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Getting Rid of "No Can Do" It's 10 am. Do you know what's happening to your customer's today???
"Dell can improve its image..." A poor word of mouth on customer service can sidetrack a strong business trend. A recent business section headline on the recall of 4.1 million laptop batteries may give Dell a chance to redeem its poor customer service image. Its stock has dropped about 40 percent in a year, due to slow sales growth and stronger competitors. When I gave a Chamber of Commerce speech on poor customer service issues, I was besieged with business cards and testimonials about the horrors of Dell telephone service and being shuttled to India. In fact, the Dell business computer customer service was brought back to the US because of complaints.
It's big news each month when airlines release their lost baggage and delayed departure metrics. Their on-time departures and customer complaint letters are all tabulated and widely reported. In fact, almost every aspect of airline operations today is recorded and reported. With all this attention to measurement, shouldn't we expect that our airline flights would be a traveler's delight? Up, Up and Away in wide bodies in friendly skies full of bountiful service, attention to detail and pride in working as a cabin team on our behalf to prove "We - Can Do". Now on my second million miles, I seem to have missed those flights. In fact the nickel-and-diming of passengers today will be scrutinized in future MBA case studies on airline industry decline. Someone who says NO is John Strossel - the anchor for 20/20 and author of a new book titled "Myths, Lies and Downright Stupidity". He says it's a myth that "K-12 public education is one of the best parts of America". He believes that "the customers should get to decide where they want to learn". Would a system of school selection improve their learning? Measurement vs. learning is at war in our public schools. As a frequent speaker to educators, I have been in front of thousand's of faculty and students as well as school communities. When I ask what we measure on these state tests vs. the qualities that help people be successful in life, such as love of learning, none of the life qualities are measured. Yet in business, we desperately seek employees who can work well with others. Who can communicate effectively. Who can listen and respond. Who do not say NO CAN DO to customer requests. Are we measuring the wrong end of the stick? It seems to me that relying solely on measurement after service misses the essence of capturing effective service to our customers. Companies pay a lot of money, tally the data, and then do nothing with it. Does "did you have a good flight" find out anything really useful? How you sell your product or service is no more imperative than having a strategy on how you are going to service that customer. I don't know of any successful business that approaches their customer this way and expects to beat the pants off the competition. "Service" is as critical a strategy as having a sales strategy.
Searching for "We - Can Do" Situation #1 - Having just finished a bowl of tomato basil soup at my favorite French bistro, my friend Margaret and I settled back for a good talk about coaching and mentoring in the workplace. I needed a refill of my water glass and since the manager was clearing the table besides ours, I asked him if he could get me a refill. Spreading his arms wide with his latex gloves in place; his response was "No Can Do™". When Margaret and I rolled our eyes he must have caught our expression because he quickly summoned a bus boy over to bring the refill. Situation #2 - At a big box hardware retailer (my favorite store) we were trying to figure out how to get a 16 foot fiberglass roofing panel safely home. After check out, we inquired of the cashier, another employee and a lead person for twine, plastic and paper to protect our car AND protect our purchase. To a person, it was On our own, and after reconnoitering the entire store, we managed to scrounge the three items needed to get home in one piece. Situation #3 - At a national chain drug store, I was searching for the citronella candles essential to a Texas summer by the pool. Cradling their Sunday ad, which featured the items, I was told by three store employees including a manager that they did NOT have the items as they were seasonal purchases. "No Can Do™". Thankfully, at the check out counter, Maxine the cashier responded instantly to my one last try. "Why sure we have 'em on the end cap behind you." With that, she led me to the shelf and I bought 'em all. When I recently delivered a speech on listening, "Shut Up & Start Selling", I asked the audience who they thought were the worst listeners. The overwhelming response was "Doctors". With the service issues we have seen here, these examples pale by comparison to the high-tech service industry, like DSL, AOL, computer services and telecommunications. Is what I experienced only a 79¢ service problem? Randy Pennington (penningtongroup.com) recently spoke at the ASTD conference about 79¢ problems - things that can be fixed with little money or time but eat us up until they are fixed. I don't think these are 79¢ problems. These situations, which all occurred within
What is the cost of poor service and what can we do about it? I believe it occurs primarily because employees see their bosses do it. "Do as I say, or do as I do" as I witnessed at the French bistro. Employees treat customers exactly the way they perceive they are being treated by their management. Clearly, that boss had a choice. Stop bussing dishes and take care of a simple service request or "No Can Do™". He chose the latter and apparently it is a problem on both sides of the Atlantic. "Incompetent managers who fail to interact and guide their teams in their day-to-day roles are the major cause of Britain's culture of poor customer service", according to a new report at www.management-issues.com. The research, based on a survey of more than 570 frontline workers, found that the behavior of UK line management has a direct impact on the quality of service and brand experience that is extended to customers. Almost half went so far as to claim that the relationship with their manager 'always' impacted upon the customer experience they deliver. Forrest Covin, Dallas owner of Covin's House & Table fine home furnishings store and provider of great service has this theory. He believes that companies that focus their employee training on the mechanics of the job, rather than the spirit and reason for the job, miss the point big time. When they surveyed key successful executives, 85% of them reported that their success came from people skills and not from skill sets. Same on the front line! What can be done about the service pit we're in??? As VP of Programs for the Dallas chapter of the American Society of Training and Development, I have to believe that training and continued management focus and modeling can help save good service. But just recording the data of service failures doesn't help anyone. No one remembers, or cares, when the reports are issued. Leading the Charge
Kelly Hewitt, an astute service observer and owner of a Dallas marketing agency -Merge-Effect - knows that even the most powerful advertising campaign can't cover up poor experiences. She believes that the quality of Customer Service is relative to the belief and vision of top management. "It's an inside job: from hiring the right people to training them in the style and level of service expectation throughout the organization." "I think that the Baby Boomers are the most fussy about Customer Service; probably because we grew up with it. Also, Baby Boomers are soon to be one of the largest buying blocks in history. Put that fact together with a retail organization that doesn't give good service. Or, on the other side of the coin, what if the retail organization gave GOOD SERVICE - would they not have a better chance of differentiating themselves from a likened retailer" noted Kelly. Having the next service experience be positive will do much to erase the memory of past failings. Benjamin Disraeli, (1804 - 1881) the English Prime Minster, once commented that "Great services are not canceled by one act or by one single error." I too believe that a single service slip does not ruin your reputation forever. However, the next negative experience will add more cement to the cement mixer of disbelief and distrust.
In my "Serve the Customer Right™" workshop, I focus on these key customer interactions that guarantee a happier ending than "No Can Do™". Check it out and give yourself a new beginning with your customers.
And when in doubt, remember the wisdom of my late boss Stanley Marcus. "If it's not good for the customer, it's not good for Neiman Marcus". In my three experiences, no one was coming up with good solutions for me. The service key - start with what will please me and then work backwards until you find the barrier. In my final word, frequently define your own service philosophy and expectations for your organization. At the next staff meeting, ask everyone to jot down their version of how they and their team serve their customers. Collect their answers and see the gaps if any. As bosses, when we ask the hard question and then are willing to own the hard answers, the service solution begins.
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© 2001-2006, Concepts3 Inc. |
What is happening in the world of service today? Are we getting better at taking care of our customers?? Do you have a plan and a benchmark to measure these improvements? And do you have a process for improving service to your customers if the ball gets dropped and then dropped again.
What can be done about service?