One Percent Selling™ — Your Customers Have a Life, Too

One of my beloved clients is a trade association in West Virginia. Several years ago, I addressed the association’s elected leaders. The evening ahead of my keynote address, I enjoyed a scrumptious dinner with the association’s President, CEO, and my friend, Ken. The topics of our conversations were extensive and diverse – industry successes, industry challenges, his alma mater, my alma mater, the speed traps on the interstate (I knew I had a small window to make it back to the airport), and how his grandkids painted his toenails one afternoon as he napped. Needless to say, I knew a lot about him.

Several weeks later, I was surfing the excess of sports channels I subscribe to and noticed that Ken’s alma mater was nearing the end of an exceptionally close football game with a primary adversary. I watched the remainder of the game, Ken’s team won, and I, without delay, sent Ken a brief email of congratulations. I also cautioned him about falling asleep when his grandkids were around. A few days later, Ken replied: “Thanks for cheering for my team. It was a real nail-biter. And thanks for remembering my grandkids. I’ll look forward to having you back to speak to us soon.” He made good on that pledge.

In a demanding sales world of cold calls, direct mail, Instant Contact, Facebook-raiding, and mailbox-clogging voice mails – wouldn’t it be nice if your customers heard from you on a non-business building basis? Sales is part process, part relationship – and, so many times, we get caught up in the metrics and benchmarking of sales. Keep your sales activity levels high, but add a straightforward “thought of you” habit to your day or week.

When a client’s beloved team wins, congratulate him. When you stumble upon a book review about the method of cooking that your client is learning, send her the review. When your client’s community is referenced in your local news feed, send the link to him and ask his opinion. When your youngest child repeats the same “bad” word you uttered – and your client has shared that the same experience happened to her – call her and share the laugh.

You get the picture. Your clients have a life outside of sales, revenue, profits, and market share. Appreciate and recognize that part of their world. You may not get the sale right away, but you’ll be top of mind when the time is right.

One Percent Selling™ — Customer Leadership, Island Style

The changeless sales and service proverb that states “happy customers might tell a friend about your product, but annoyed customers will tell 100″ is formally reversed, thanks to George Gonzalez, the reigning World Champion of Customer Service (bestowed by me).

In September 2009, I spoke to several corporate audiences in Koloa, HI (Kauai). My clients had prearranged airport transfer service through the Grand Hyatt Kauai Resort and Spa. Habitually, I made my route from the airport terminal to the ground transportation/pick up area. I spotted my name on a sign and introduced myself to George. George carried my rolling luggage, opened the sedan door for me, and off we went to the Grand Hyatt. Over the course of the 15-minute journey, George and I chatted about everything from the island of Kauai, my “low maintenance” travel style, and riding motorcycles along the back roads of Temecula, CA. He even helped me pass a message on to a speaker friend of mine that he would pick up from the airport later that evening. In short, George took the time to get to know me, was amenable in allowing me to be acquainted with him, too, and made the further effort to make certain he attended to my business interests. Wow. That’s E1™ in its best form.

But, wait! There’s more!

A few days later, I sat in the Grand Hyatt lobby “killing time” since my return flight to the Mainland was still a few hours away. George – who remembered me from days past – suggested a picturesque tour of Kauai. There was no need to book a reservation with the concierge; this was a custom tour en route to the airport led by George. In the sedan we hopped.

George, once more, displayed why he is the reigning World Champion of Customer Service. That gorgeous ride to the airport included: a brief history of Kauai real estate prices; an account of why the island has so many chickens; a chance to observe the mountain range owned by Steve Case of AOL; a drive past the earliest port of Kauai; a discussion of George’s work with teens having drug-related problems; more motorcycles in Temecula talk; telling each other about our beautiful spouses; laughing about our favorite celebrity “high maintenance” encounters; and, a finishing stop at Starbucks. George even sprung for the java. Mahalo, George.

Here’s the E1™ lesson in One Percent Selling™: Get to know your customers well. Understand their business; share your insight; find out about their lives outside of the office; and, share a bit of yours as well. You’ll find that your customers will buy from you when they’re prepared; you’ll hit upon that these customers trust you; and you’ll realize that these customers will recommend you and your business.

My “shout out” to the thousands who subscribe to the E1™ Blog and the many who lead their business and life in an E1™ way: When on the island of Kauai, make sure your stay is at the Grand Hyatt Kauai Resort and Spa; and, locate George Gonzalez and experience how he lives what his business card articulates …”Kokua: Do something nice for someone…it will make a difference.” An E1™ difference.

One Percent Selling™ — Know Your Customer, Get the Sale

How many times have you finished a significant purchase personally or authorized a strategic possession for your business without trusting the salesperson behind the product or service? Chances are, your answer is nil. Features, advantages, and benefits are essential, but people – not specs – will constantly be the basis for determining who gets the sale.

Several years ago, I gave an opening keynote speech for a financial group in Montgomery, AL. In a letter of appreciation, my client commented on how far I went to become acquainted with more than the company’s fine points, but each senior executive in the room. Reading the company circular and knowing some up to date birthdays and anniversaries in the room did not hurt, either. The additional effort I made to be familiar with my client on a corporate and personal level, led to 13 spin-off engagements with the same client.

How much do you customers know you care? How well do you know your customers? Make a list of ten questions you will habitually ask your customers to get to know them. Who are their in-house corporate champions? What separates their best customers from their average customers? What major objective do they want to complete in twelve months? What are the prevalent obstacles in their way? How can you get them over that stumbling block? The list can go on; it’s up to you.

Make the effort to invest in your customer’s hearts as much as you do their minds and pocketbooks. You’ll find a great deal of success; the kind of success held in reserve for The Elite One Percent™.

Do You Measure Up To Your Customers’ Expectations?

One of my more well-liked E1™ speaking programs is titled, “Beyond the Suggestion Box – How Your Customers Will Redesign Your Products, Services, Processes, and Business Model.” Fundamentally, the keynote speech is a dialogue about the course of engaging openly with your most loyal and fervent customers. It’s a very convincing, marketing catalyst that helps to enumerate the hard-to-pin-down links between satisfaction, loyalty, market share and profits. With personal and professional examples and familiarity from the likes of Starbucks, Hallmark, Harley-Davidson, LEGO, Umpqua Holdings, and more – it’s relatively apparent that the best companies (E1™ companies) listen to their customers officially and repeatedly.

Indeed, today, the CEO of a Nebraska-based bank client of mine advised me that a panel of the bank’s most loyal customers will be present at an offsite strategic planning session next month where I will speak and facilitate their meeting. Now that’s co-creating value with customers.

Just as significant as listening to your customers for what they desire in future products and services is listening to your customers for what they want you to measure in everyday transactions with your company. Your customers want to be involved in creating metrics that hold you accountable to them. Support is growing demonstrating how customers will not put up with the hurried and tiresome service that is all too common.

Earlier this year, we asked what measurements of service customers would like to observe companies quantify. From our findings, we designed an E1™ program to address – in hands-on detail – how to measure, manage, and implement each finding. Surprisingly, the metrics of efficiency – on-hold time, transaction time, calls dropped, etc – did not emerge. While the measurements of competence are – without doubt – important gauges, customers cared most about front line knowledge and first-hand resolutions. Moreover, the list of ten findings was more about slowing down than hurrying through a transaction, resulting in the type of service or experience that customers find objectionable.

So what matters need measurement, according to customers?

1. Have well-informed employees – 65%.
2. Attend to my needs on first contact – 64%.
3. Treat me like a valued customer – 62%.
4. Express desire to meet my needs – 54%.
5. Promptly retrieve my information – 49%.
6. Provide good value for my money – 49%.
7. Have well-mannered employees – 45%.
8. Be a company/brand I can depend on – 43%.
9. Deal with me practically – 38%.
10. Provide me with pertinent/custom-made service – 31%.
    

To achieve the most excellent appreciation of what customers truly experience, customer service managers should draw on an assortment of information resources: customer satisfaction surveys; net promoter scores; customer segment analyses; behavioral data; recorded customer-to-staff member conversations; and informal communications with customers. From this information, consistently gathered and evaluated, managers can embark on a plan to better recognize and lead the most important facets of the customer experience – those received directly from the customer.

In dissecting, designing, measuring, and improving your customer’s experience with your product or service, your company can transform its image and brand, making you more essential – more indispensable – to your customer’s life.  With clearly-defined and well-implemented front line leadership behaviors, the “how” of “wow” is delineated, allowing you to understand and demonstrate your distinctiveness in a jam-packed marketplace.  In a world where first-rate customer service is the expected norm, it’s time to abandon being just competitive and concentrate on becoming a required, central part of life.  Won’t your competitors wish they were you?

The $64.64 Question – Will Your Customer Be Right, Wrong, or Gone?

 

Three days, three customer service representatives, and three ink cartridges taught me a great deal about customer service.

Day One

My HP all-in-one printer-copier-fax-scanner indicated internal trouble. “Print Head Problem” the miniature screen read. After a brief time on the telephone with Technical Support (TS), the TS representative concluded that my all-in-one needed – drum roll, please – a new print head. And he could have it delivered to my front door in seven days. And it was covered by the one-year warranty, too. Jackpot.

“But your website shows I can purchase the same print head and have it delivered tomorrow – for free,” I replied. “Don’t you have access and authority to use your own website to resolve a customer issue?”

Do I even need to elaborate?

I ordered the print head and, with the TS rep’s blessing, agreed to call back when the print head arrived. We would make sure the all-in-one worked and refund my American Express card for $64.64.

Day Two

The print head arrived. The print head worked. I was back in business. Now, I needed my $64.64. A telephone call to TS revealed that TS could not refund my American Express card. That was the realm of Customer Service (CS). A telephone call to CS revealed that I would need to call TS to get my money refunded. After all, it was the dominion of TS. Apparently, according to TS, I must abide by a “process.” This course would deliver my print head in seven days versus purchasing the same product – from the same company – and having it delivered in one day?

“If I follow the ‘process,’ will TS compensate me for the six days of lost productivity?” I asked.

Oh, why do I try? I perceived a vicious cycle was about to commence. So, I emailed Mark Hurd, the CEO of HP.

Day Three

It worked. Someone read my email. My unpleasant incident was escalated. It didn’t hurt to point out that I address tens of thousands of decision-making executives each year who gain knowledge from my examples of magnificent – and miserable – customer service. And they pay money for lots of computer-related products and services.

The Escalation rep understood my matter. She agreed with my reasoning. The product was defective. It was under warranty. I needed a new print head. It was faster to buy it from HP. I just wanted my $64.64.

And she could not refund it. A system difficulty, she said. “What can I do to make this right?” she asked. “May I send you some ink cartridges – say, three?” Three ink cartridges carry a street value of $113.11. That’s more than $64.64. I really wanted a refund, but this was a good deal. A 74.98 percent return on investment.

The ink arrived on Day 4. I paid my American Express bill today.

Lesson # 1:

Integrate your systems in a manner that when customer issues crop up, staff members have access to the same information and resolution system. Customers don’t want to move to the next window. Customers want the person at hand to understand and put an end to the problem.

If one system (or person) says “One day” and another system (or person) says “One week,” go with “One day.” The net effect is the same, but your customer increases his commitment with “One day.” Let the accountants settle the books.

Lesson # 2:

Take ownership of customer issues. Don’t transfer. Don’t redirect. Don’t make it easier said than done. Just help your customer stay productive. Just get it done perfectly.

Tell your front line that they are the leaders of your organization. They are the ambassadors of what you sell. Now, let them lead. Let them resolve. Let them decide.

Lesson # 3:

Straighten out the customer issue and give the customer more than he expects. Do more than make an apology. Upgrade them. Waive more than the fee. Increase their interest.

Waiving a $5 fee charged incorrectly solves a problem. Giving the customer another $5 demonstrates your commitment. The customer will reward you – at some point – with his commitment in the form of new business.

HP owed me $64.64. They gave me $113.11. That cost HP $48.47. However, they gained an assurance of future purchases – laptop computers, desktop computers, all-in-one printers, and the related products that accompany.

Now, that’s a worthy investment in the commitment of a valued customer.