Give It To Me Now, Give It To Me Straight

In this post, I'm going to talk about service from the customer perspective, stepping out of my role as a service provider. Let me state for the record that when I say Customer Service, I am not talking only about a Customer Service "department," or the handling of complaints or returns or problems, although all of these are all parts of the Customer Service world. I'm talking about a philosophy of service that is relevant across the company, and which doesn't lose sight of the fact that a business will only continue to exist as long as it fulfills the needs and expectations of customers, whether those customers are end-users or other businesses. Great Customer Service is evident in every step of the customer's contact with the company. It's useful, I think, to do a quick review of what I consider to be the essential elements of excellent Customer Service from the customer's perspective:

• Timeliness - Service transactions and information are delivered quickly and appropriately
• Accessibility - Customers can easily get information or ask questions or report issues through any channel the company provides without "jumping through hoops."
• Directness - The Customer should always feel that they are getting correct information, and not just a tidbit or statement the company chooses to provide to make them "cool off."

Now for the examples.

Not So Good: A company well known for their Customer Service recently sent us an electronic coupon worth $10. The email stated that it could be used on their website, printed and brought to a retail store, or simply shown at the checkout on a smart phone. Armed with iPhone and coupon, we visited one of their outlets. We brought our purchases to the checkout. The cashier had never heard of or seen the promotion. The cashier's supervisor had never heard of or seen the promotion. They did not know how to handle the electronic coupon, and wound up turning it down because of their distinction between a retail store and an outlet store. This goes to Directness. We now understand  their distinction between one of their big, full-price stores (nearest one is 4 hours away) and their outlets. It should have been clear on the coupon, and the program should have been known to their employees. [Note: This was the first less-than-stellar interaction I've had with the company in 40 years of doing business with them. They explained why they could not take the coupon, but made no attempt to take any responsibility for the interaction.]

Excellent: One of the sites I use to post on the Web suffered a Denial of Service attack last week, and was effectively down. The company scrambled to get out from under the attack. As soon as possible, they sent out one of the best Customer Service communications I've ever seen. In this email, they

• Explained in plain language what happened, what they did to solve it and how they planned to prevent it from happening again (no excuses, just information)
• Apologized sincerely, indicating that they understood that the site was down, and what that meant for subscribers
• Applauded the technical team that had worked without rest to provide a solid, working solution

The information was Direct, Accessible, and Timely. It does not get much better than that.

Give it some thought.

How Did This Get On My Plate?

It's a struggle. Every day, things are getting on my plate. Some of them get there because I opened the packages (work tickets, project requests, tasks from the boss). Some of the things on my plate are there because I wanted them ("Can you pass me that web update, please?"). But some of them, I just don't know. Something arrived completely out of the blue. Something else I envisioned as being an afternoon's work became a week's work because there were components no one had thought about, or because it tied into three other projects, or because I did not ask enough questions.

That one bites me a lot. I come from the technical side of the house, so much of my work has involved solving problems and fixing broken things—dealing with things that have already happened. It's a constant battle for me to turn my thinking around and deal with things proactively, even though few people feel more strongly that it's better to measure twice and cut once. Habits of thought are difficult to change.

In a business environment that is always time-starved, there isn't a whole lot of in-house mentoring. Sometimes seeking advice is almost impossible because of busy schedules. And If I don't ask enough questions in the opening round, I wind up having to do a lot of "catch-up" later. Here are some key question areas I've learned (the hard way) to cover early:

• Stakeholders: Who else needs to be involved? 
• Dependencies: What other work does this work depend on, and what depends on this work?
• Communications: Who needs to know what, and when?
• Scope: What can I say no to?

If you establish these quickly, you can be a member of the "Clean Plate Club."

Give it some thought.

Customer Service: Weighing the Options

Knowledge of—and confidence in—a company's culture empowers employees to make decisions and to seek out creative solutions to problems.


After 5 years of delivering newspapers as a kid, I got myself  a "real job" in a high-volume supermarket. I worked for that chain through most of college, and for a couple of years later on as I was getting my music career started. By then, I was a department manager, and had responsibility for minding the store one night a week and a weekend or two a month. As a bagger, cashier, and service desk worker, I had learned the company culture with regard to Customer Service: Stick by the store's reputation, do what you can to please the Customer, don't be afraid to give refunds - but be reasonable. Sometimes Customers are not reasonable, and we cannot help them. Escalate as high as you need to, including the owner of the store, and know that we trust your judgment. Now as a manager I would sometimes be tested.


One evening I was in the front office of the store, making sure the front end staff took appropriate breaks, making sure the shopping carts were collected from the lot, that cashiers got their rolls of quarters, and so on. Suddenly, a couple came in and slammed a package down on the counter in front of the woman who was on the desk that evening. "This is what you sell here?" the woman in the couple roared. "I wouldn't feed this to my dog!" I scanned the security cameras and the front end to make sure this was not a diversion, and then stepped forward as the woman at the desk turned toward me.


I unwrapped the package as I said something like, "What seems to be the problem?" The customer repeated her invective as I got a look at the contents of the package - a few hunks of cooked beef fat. The woman told me how their dinner was ruined by the amount of unusable meat had been in their roast. I thought it was quite a lot of fat until I looked at the sticker on the used wrapper. They had bought a very large roast, and should not have been surprised by this amount of fat. So, I applied my cultural lessons.

• Stick by the store's reputation - I knew we had one of the best meat departments in the chain of nearly 200 stores, and had huge respect for the master butcher who ran the department and bought the meat. We sold good meat.
• Do what you can to please the Customer - I immediately grabbed a pad of our refund forms. There was little doubt I would give the customer a refund. But I did not want to do so at the expense of our reputation.

I had a flash of an idea: I picked up the store PA microphone and paged a bagger to the office. I handed him the "package" the people had returned, after removing the price sticker. While I was writing up the refund, I had the bagger go over to one of the produce scales and get me a printout of exactly how much fat had been returned. He quickly came back with a weight that indicated that the fat was less than 3% of the weight of the beef roast. I spoke this finding out loud to the customers has I asked them to sign the refund form, taking extra care not to be accusatory or condescending.

The message: I know you're pulling a stunt to get your money back. You'll get your money back, but I'm telling you that we're better (and smarter) than you think.

The customers wound up thanking me for the refund (of course they did—they got a free roast out of the deal), but left quickly and somewhat sheepishly. I had spent the store's money, but protected our reputation. Having an unhappy, vocal customer on a busy evening was not my idea of good PR.

I wrote up the incident for the store manager, and wound up getting a pat on the back for being imaginative from the store owner a few days later when he visited. We had a conversation about it, and I told him why I thought it would have been the wrong call to refund the people only the price of the fat—it would have been an insult from their point of view, even though they were "putting one over" on us. He agreed. And that, for me, was enough.

Knowledge of—and confidence in—a company's culture empowers employees to make decisions and to seek out creative solutions to problems.

Give it some thought.

Customer Service Stories Are Everywhere

Recently, I flew to Colorado Springs for a weekend of meetings. Going from Downeast Maine to just about anywhere is not especially straightforward, but I did manage to find economical airfare from Bangor. There were three hops, and on the longest of these (New York City to Dallas-Fort Worth), I found myself sitting next to a delightful woman—I'll call her "Sally"—who asked where I was from, where I was going, and what I did. When I told her that I write about Customer Service, she immediately said she had a couple of stories for me, one "good" one, and one "bad" one, and said I could use them here if I wanted to.

I'll start with the bad one. Sally is living in Vancouver Island, BC, now, but is from the US. She and her husband share a cell phone, and use a pay-as-you-go service. The last time she went to add minutes to the phone, the site would not allow her to complete the transaction without a Zip Code. Since the address is BC, there's a different postal code, and the site would not accept it, nor put in a placeholder zip like 99999. She called the Customer Service number listed on the site. She was connected to a representative who went through the fields on the site with her, but stopped at the Zip Code, saying, "We can't process this without a Zip Code. I'm sorry but I cannot help you." Sally again explained that she was not in the US, and that she had done this before, and that she did not understand what the problem was. Again, the response was, "I'm sorry, but I cannot help you." Sally asked for a supervisor, and, reluctantly, the representative agreed. A short time later, the issue was resolved, but Sally was left to wonder what hurdles she would have to get over next time she needed to add service to the phone. Bottom line? Sally will drop this company like a hot potato as soon as she can find a replacement service.

My comment: If they accept Canadian customers, why not provide a way for the to enter the appropriate information on their payment site? This is not only bad Customer Service but also just plain bad business.

Sally's second story was of an individual act of service "above and beyond" the norm when a Customer Service representative at an airline stayed on the line with her for an hour-and-a-half, walking through all the possibilities to resolve a serious travel issue involving a very sick pet, her husband's schedule, and necessity to change flight plans fast. The airline rep brought other people on the phone, asked questions, explored possibilities, and eventually brought everything to a happy conclusion, at least travel-wise. Again, Sally asked for the supervisor, this time to congratulate the company on a job well done, and to make sure that the representative's efforts did not go unnoticed. Bottom line? Sally will fly this airline whenever and wherever possible.

My comment: Loyalty is built on good experiences. Making the Customer feel valued goes a very long way to creating repeat customers and advocates for the company, both of which affect the bottom line.

Give it some thought. (Thanks, "Sally," for sharing your stories with me!)

Customer Service Can Happen Anywhere

One of the traditions of Memorial Day in many families is going to visit cemeteries, and placing flags there to commemorate the service and sacrifice of those who served in the military. I hope that all of us have spent a little time this Memorial Day reflecting on the human stories represented by those flags.

My friend Cris Buckley told me a story about a very unexpected Customer Service experience this weekend. Cris was visiting a cemetery where a friend is buried. When she arrived, she was offered a questionnaire, and asked if she would fill it out and return it on the way out. She agreed.

The questionnaire asked questions such as:

• Who are you visiting?
• What do you think of the plot?
• How can we improve it?
• What do you think of the grounds in general?
• How can we improve them?

There was also an area on the questionnaire to request more information about specific items of interest.

The words "Customer Service" and "cemetery" are not often seen together, but Cris felt like she'd had a great Customer Service experience. And why not? A cemetery is, after all, a business, and one that provides a service that can be very personally sensitive.

Great Customer Service can happen anywhere, at any time. All that's necessary is a relationship of Customer to any business or service. The quality of the service is determined solely by the Customer.

Cris, thanks for sharing your story.

Give it some thought.

The Other Side of Thanks

We all know how great it is to be thanked for doing something well—to be recognized for a job well done. And yes, it's important to thank people for doing the job that's expected, but especially so when people go above and beyond.

Some companies are legendary for excellent Customer Service: Nordstroms, LL Bean, Zappo's—each of us knows some that are consistently attentive, responsive, and courteous, and who understand what we are looking for in the way of service.

And each of us also probably has a list of those whose Customer Service is consistently abysmal, whose policies are byzantine and unfriendly, and whose "Customer Service Representatives" are there more to protect policies and assets then they are to help customers with issues or expedite refunds or replacements. We generally know enough to complain loudly when we are up against such a company, and it's important to do so.

But there's another side. We—equally loudly, I believe, need to sing the praises not only of the companies who do a great job, but of individuals who do a great job. That way, we are rewarding them for getting it right—whether they work for a great company or not—and we also bring to the attention of the company, large or small, the kind of service we expect.

Here are some ideas:

• Next time you get great service in a restaurant, tip a little extra, sure, but also make the shift manager or owner aware of the excellent service you received.
• When you get "above and beyond" service on the phone, ask for the contact information of the representative's supervisor, so you can send a thank you. If they won't give you that, do a Web search and get as high up the organization as possible to give kudos.
• Sing the company's praises on Social Media such as Twitter and Facebook; or say that you ran into an individual at that company who exceeded your expectations.

Get good service on the radar, no matter whether it comes from a company that's known for it or not, and we can get Customer Service on more agendas at more companies.

Give it some thought.

The Customer Service Commitment

It's a strange thing: Businesses know for a fact that it's more expensive to get new customers than to keep existing ones, as I've mentioned elsewhere. Businesses also know that there are certain things they need to do to keep customers. Isn't it reasonable to think that most businesses would commit to making Customer Service paramount? As we know from our last shopping trip or purchase-related phone call, many businesses simply do not get service right.

Why is this the case? Why do companies—large and small alike—spend so much money on marketing to potential customers while they place so much less emphasis on getting the Customer Experience right? I suspect there is not one answer to that question, but that there are many. Here are a few:

There isn't time to do everything right.
How much time did you spend last year trying to win new customers and, more importantly, recover from Customer Service complaints or dissatisfaction? Get it right the first time, build a loyal customer base, and take the time to think about the way customers see your business.

We can't train people; it's too expensive.
"What if we train them and they leave?" is the wrong question. "What if we don't train them and they stay?" is the right question. You don't necessarily have to provide expensive training, either. Work with your new and existing employees to help them understand what you expect from them in the way of Customer Service, and explain how this contributes to their own success as well as yours.

It's hard to get good help.
This may be true, but it also might be worth it to your business to keep looking. There are people who are looking for entry level positions who do get it, and who will work with you if you show them the way.

Before any of this can happen, though, you need to commit to good Customer Service, like Leon L. Bean did, backing up his boots with a 100% guarantee and having to put his money up after the first batch failed.*

Your company, however small, might wind up being legendary for the service you provide to your customers.

Give it some thought.

*Of the 100 pairs of his Maine Hunting Shoes that were ordered and sent, 90 were returned because the tops had separated from the bottoms. Rather than give up his fledgling enterprise, though, Bean honored his guarantee and then borrowed $400 to redesign and perfect his boots (Bean also perfected his guarantee, making it unconditional and, in fact, the essence of Bean's customer service culture through the present day).
Source.