3 Characteristics of Great Customer Service Companies

In January 2010, I posted about my sense that Customer Service become increasingly important as a differentiator—separating your business from the rest of the pack—especially with regard to customer loyalty and retention.

This January, I'm going to make a quick review of some of the characteristics that companies with great Customer Service appear to have in common.

First, a Culture of Customer Service. By that I mean a company culture infused with the thought that serving customers is a primary mission of the organization and its employees. This culture is not restricted to the Customer Service department (if there is one), but rather that each employee understands her/his contribution to the providing of good products or services as well as backing up the delivery of those products or services with excellent support. This culture recognizes the business fact that it is less expensive to retain customers than to gain customers, and encourages loyalty by focusing on getting customers what they need to have a long, happy and mutually beneficial relationship with the company.

Second, Empowered Employees. This doesn't mean that employees can act unilaterally and impose their will on the company. It does mean that employees have a clear understanding of what they can do to help customers, and that they have been given the mission to provide great service. The employees' course of action is not defined by instructions telling them what they can't and shouldn't do, but rather what they can and should. Employees feel valued and respected, and make customers fell the same way.

Third, that there are Clear Feedback Channels. This means that customers have unobstructed ways to give the company their opinions, complaints and praise. There is little more frustrating than trying to give a company a compliment and having to jump through labyrinthine websites or phone trees to do so.

What do you think makes some companies—local, national, brick or click—real standouts on Customer Service? Drop me a comment.

Give it some thought.

Empowerment Doesn't Mean Safety

A story published by the New York Times tells the disturbing story of a business so unscrupulous that its owner views threats and abuse of customers as a revenue-generating tool. A comment about the story on Twitter prompted me to do some thinking about the Internet and what it does and does not do for consumers.

• The Internet empowers shoppers
• Check competitors' prices right from the store
• Check online reviews of both product and seller
• Find rebates or discounts the salesperson may not even know about
• The Internet empowers businesses
• Watch what your competition is doing
• Listen to what your customers are saying
• "Level the playing field" so small business can play big

So, what went wrong in the Times story? Shouldn't the Internet have protected the victim of the abuse? Short answer: Empowerment is not safety. Having tools only works if you use the tools provided to you. The Internet does not countermand the wise saying caveat emptor (buyer beware), but allows the buyer to access information on a scale unimaginable a generation ago. But the customer in the New York Times story did not use the tools. Now, don't get me wrong--there is absolutely no excuse for the greed-driven horror which a despicable person thinks of as "business." It was absolutely not the victim's fault that she was treated badly.  According to the story, however, she took a top Google ranking as a testimonial and never looked beyond it. This is the same as taking one salesperson's word for it when making a purchase—unless the salesperson is known and trusted.

Does the Internet empower? Yes, beyond a doubt. Does empowerment mean that you are protected from harm? No. It means that you have been given power. Whether you use that power or not is up to you.

Give it some thought.

Update: 12/1/2010


Google has implemented what they term "an algorithmic solution" to this problem. You can read the story on TechCrunch. Thanks to Jeffrey J. Kingman for bringing this to my attention.

Update 12/6/2010
The owner of the business described in the New York Times article linked at the beginning of this post has been arrested and charged with fraud and threatening, according to internet Retailer. Thanks to "hestika" @AngelosTzelepis on Twitter for the update.

The Power of Twitter for Customer Service

Twitter, smartphones, connectivity, flight delays, and Customer Service via Social Media.


Back in June, Sabine McElrath wrote about our rediscovery of each other via Twitter—after 35 years—in a post she titled "The Incredible Power of Twitter." This week, I used one of Twitter's other amazing powers to save a trip from becoming wasteful in time and money, and to gain peace of mind. (Yes, really.)

I was ready to fly home after a few days of business. In the airport, the info boards told me my flight would be delayed for about an hour. I connected to the airport's free wireless network and downloaded the Delta Airlines iPhone app, Fly Delta. I checked my connecting flight in New York, and it was scheduled to get off the ground about three minutes after my delayed flight landed. I checked repeatedly as I waited in the airport, and my outbound flight was drifting a few minutes later each time. Not good. It was evident that I would be stuck in New York after my arrival. I used an app called Direct Line to call Delta without  going through their phone tree manually. I spoke with a friendly representative who confirmed that yes, I was going to miss my connecting flight, and was puzzled when I laughed at the thought that she could find another flight later in the evening to my destination—Bangor, Maine. She found me a flight to Bangor from New York, leaving late the next morning. So, I would be hoteling it in NYC, or spending many hours in the airport. Downhearted, I switched the flight. I would not make it home Thursday night. We got off the ground about one and a quarter hours past our originally scheduled time, headed for my New York connection.

Thanks to my gogoinflight Internet connection, I was able to communicate with home and elsewhere via email from the plane in flight, and I checked into the Delta app to keep updated on the flights. Late in my flight, I decided to take one more look at my original flight, after an email from home suggesting that it, too, might be delayed. Sure enough, it was running about one hour late. So, my mission was to get back on that flight as rapidly as possible. Using the Birdbrain app, I found Delta's Twitter account and sent them a tweet asking how I could switch:

A few minutes later, I received a tweet from @DeltaAssist asking for my confirmation number and my desired change via Direct Message, which I sent (number removed):

And then, after about 5 minutes, I got the good news:

I deplaned in NYC, walked up to the gate for my departing flight, got my seat assignment, and was on my way home.

Now, let's not forget that the best Customer Service would have been to get me off the ground on time in the first place, and have neither flight delayed. But, Delta did a great job of responding quickly to my request and getting it done. Thanks JD, whoever you are, for understanding the urgency, for being empowered with the right tools to make the change happen, and for getting me home. I had peace of mind because I didn't have to run around talking to gate agents to make the switch in NYC, and a good, productive day the next day, instead of losing time, effort and money for extra travel.

Does your company have a good Social media strategy for Customer Service?

Give it some thought.

Note: I have no affiliation whatsoever with Delta, gogoinflight, Birdbrain, or Direct Line. They just happen to be the tools I used to accomplish these tasks.

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!)