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One key element in many people's poor experiences with customer service is the inability of providers to deliver "on time". But what is "on time"? Usually, it is as agreed at the time of the order. When a mobile phone company says it will replace the broken handset (again!) or supply the next upgrade and can offer 3 time slots, you pick one and it arrives in that 4 hour slot ... every time, as far as I can recall. The fact that I may have liked a different time slot was not part of the discussion - that is the limit on their service.
When Tesco offers twice the difference if you are over-charged, that's what you get. Having had great service on the clothing desk last week, the electrical department was completely overwhelmed and the assistant had no idea how to process the refund for the CD I had been over-charged for.
So, what about promising? More on the car I'm afraid - Sunday afternoon saw me in the local Kwik fit with a flat tyre. I had, of course, not noticed it soon enough and the tyre was beyond repair. However, when I arrived, there was a lengthy queue with a promised wait of at least an hour, probably 1 1/4 hours. Go and buy the Sunday paper and settle down for the long haul. 45 minutes later, they were asking for my keys, followed by showing me the prices of the various tyres, together with the discounts for certain makes.
How much was him hedging his bets or positively over exaggerating, I don't know - but it works. All the staff I observed were helpful and gave time to their customers.
Find Sue on LinkedIn and at http://www.suecohen.co.uk//
Contact sue@suecohen.co.uk
For those of you who've followed my tweets this week, the topic will come as no surprise.
The week started well - Monday evening's speed networking at the Business Club was good fun, as well as useful followed by Tuesday's "Delivering Excellent Service" Workshop; first in a series for a large professional services firm. Customer service isn't about rocket science, and the core theme of the day was communication - improving communication between levels of staff, departments and offices in order to provide better service to the clients. From a starting point where there are few complaints and issues and a desire to tweak where necessary, all 19 participants went away with individual actions as well as suggestions for the teams they work in.
Needless to say, at some point in the workshop, discussion turned to examples of good, excellent and poor service and I had no qualms in telling my stories. It's amazing that, no matter where or when I run workshops on a similar line, there are always more stories of poor service than good or excellent examples.
So, I've decided we need some awards. This week's prize for worst service goes to Evans Halshaw, Borehamwood (as it has for a number of weeks / months now). Poor service, absolutely no communication between themselves or to us, new manager who was supposed to solve everything now taken another 6 weeks to still not get it done.
Rather nicely, my faith was restored just yesterday at Tesco Extra in Borehamwood, clothing department; great service and a smile. It was only a pair of school trousers, somewhat less than the value of the car, but no quibbles.
If you'd like to help your staff turn what is likely to be good service into excellent service, get in touch .... And, if you have nominations for your worst customer service experience as well as nominations for great service, feel free to add them below.
Contact sue@suecohen.co.uk
Find Sue on LinkedIn and Twitter
and http://www.suecohen.co.uk/
So, I’ve explored listening when you are networking, then when building relationships and followed by working with customers. But what about your colleagues and staff – how well do you listen to them? I have encountered many people who are great at networking, marketing, selling, building relationships, making referrals, managing clients ….. and absolutely not great at working with staff and colleagues. They appear to switch off all their skills, when they are not with the external contacts.
Having said that, most people aren’t that extreme – but many do not employ their skills consistently. If you ask them why they behave differently, they don’t always understand what they are doing and why it’s a problem – after all, “the customer is king” and “the customer is always right”.
Yes, we wouldn’t exist in any business or organisation if we didn’t have customers, or (for a public service, there needs to be someone to receive that service), yet there are very few roles which can deliver a service completely in isolation, so we need to work together. If it’s vital to listen and communicate well with customers, surely it is equally vital to listen and communicate well with staff and colleagues AND suppliers?
Find Sue on LinkedIn and at http://www.suecohen.co.uk/
Contact sue@suecohen.co.uk
I was discussing business calls with my 18 year old son recently - rare though it might be to have a sensible discussion with a teenager. He had answered my office phone while I was on another call and taken a message - name, number, business :)
The discussion was around what he might have said if I hadn't been there and he suggested "I'll get her to phone you when she's back", which is something many receptionists, secretaries and well-meaning colleagues say. Except that he
- wouldn't necessarily know when I would be back
- what I would be doing on my return which would take priority
- what other reasons I may have for not calling straight back
I suggested he said that he would pass the message on when she returns and, if he knows, when he expects that to be - with a little leeway. So, it's fine to say that he's unsure if I'd be back before the end of the day or to ask when the caller would prefer a return call. I want to ensure that he does not (over)promise on my behalf. I reminded him that the line does have an answerphone which I check regularly and he does not have to answer the call.
On an obvious level, are your staff and colleagues skilled at taking messages? On a less obvious level, do they work as a team to support and help each other in such a way that this is just not an issue? Or does poor message-taking hide something else? Call Sue if you'd like to discuss ways of finding out what is really going on and what you can do to encourage the behaviours you want.
Find Sue on LinkedIn and at http://www.suecohen.co.uk/
Contact sue@suecohen.co.uk or on 07971 400653
