Service is More Than a Smile

Four Service Strategies That Improve Businessof customer contact. Accordingly, you must
by Mark Akerleyprovide your front-line people with the tools and
Other than monopolists, everyone agrees thatauthority to meet customer needs. Your service
good customer service is a fundamental necessityproviders will thank you if you do - and if you
for the success of his business - great servicetake care of them they'll take care of your
seems to be synonymous with great companies.customers.
Since service is so critical, it only makes senseWhether you're a one person shop or a
that you realistically assess your level of servicemultinational conglomerate, these service
and find ways to maximize it. Here are a fewstrategies will work for you. Put them to work
simple but very effective tips for improvingand you'll experience great results!
service in your business.If Everybody Agrees, Somebody is Redundant by
1. Develop a Clear Picture of Superior Service.Rand Golletz
Providing "excellent customer service" is a greatI always ask a client, "What do you do to
goal, but just isn't specific enough to generate anystimulate disagreement in your organization?" Most
real action or commitment. As a business leader,of the time, the response is, "huh?" Once in a
you must identify exactly what it is that youwhile, the client will state with pride that she rarely
intend to provide. In doing so, be sure to getencounters disagreement, that the people in her
beyond the platitudes of "fast," "friendly," andorganization serve at her pleasure and almost
"reliable" to the specifics of service deliverables,always do her bidding without question.
e.g., one-day turn around, twenty-second callInfrequently, I'll get a response from a leader who
waiting, error-free contracts, 24/7 availability,"gets it." In this case, here's what "gets it" means:
99% accurate listings, etc., - something thatSuccessful leaders recognize that great ideas and
customers deem valuable! Only by definingsolutions come from all quarters and that they,
superior service and communicating it clearly tothemselves, do not have the market on wisdom
your front-line people, can you deliver it andcornered. They start with the end in mind. That
delight your customers.end is the achievement of planned results and the
2. Define, Analyze, and Track Service Metrics.fulfillment of the organization's mission. They
Reporting service results is not nearly as difficultaccept the notion that the right to impose their
as some make it out to be …. providedwill does not automatically confer the wisdom to
that clear expectations have been established asuse it judiciously and infrequently. These unusually
referenced in # 1 above. Keep in mind that if yougifted leaders "walk their talk." They take actions
can't measure it, it is unlikely that you canto demonstrate their commitment to "the brutal
improve it. To develop useful service measures,truth," regardless of its origin.
determine the "unit of count" for the measure,Some examples of what successful leaders do:
e.g., hours, days, points, dollars, number of errors,• They always encourage and
etc., and develop a method of gathering thesometimes reward people for disagreement. They
information. Technologically generated counts arenever "shoot the messenger."
ideal, but if that's not possible don't let that deter• They employ language in
you. A well-thought-out manual counting process,decision-making meetings that evokes contrary
or a reasonable sample, is much better than nopoints-of-view.
measure at all. Also, when tracking and analyzing• They read body language really well.
the measures, do so with comparisons in mind.When they see people signaling disagreement,
Report the result, but also the goal, as well asthey insist on its expression.
previous results over a meaningful time frame• They hire people whose perspectives,
(week, month, quarter, etc.). Finally, post thepreconceptions, ideas and approaches to problem
results using simple but vivid graphs and chartssolving differ from their own. They construct their
that don't just report a number, but reallyteam with an eye out for mavericks.
communicate a larger story or condition. As the• They constantly and consistently
saying goes - "a picture is worth a thousandratchet-up expectations - of themselves as well
words."as others.
3. Develop Recovery Strategies. Although we• They are life-long learners.
design our business operations to perform• They model the essence of
flawlessly, it is unlikely that they will ever beconstructive conflict in their own demeanor.
perfect. Unexpected events are inevitable and will• They use questions to stimulate
periodically throw our carefully crafted processesdialogue. Effective executives - especially senior
out of control. The best buffer for these eventsexecutives or business-owners - accept the
is to have a set of options available for out ofproposition that while earlier in their careers they
control conditions. Options that can be put intogot paid to have good answers, they now get
action by service providers using their bestpaid to ask great questions. When someone
judgment and acting decisively. Examples might beproposes an idea to increase sales, for example,
comp-ing a room night at a hotel, sending aan effective executive might ask: "What do you
package next day delivery at no charge, returningthink the implications are for our order-fulfillment
a customer call after closing hours, giving acommitments?" or "What were the alternatives
customer a free gift for their patience, providingyou considered before making this
an extra service at no charge, etc. These typesrecommendation?"
of on-the-spot actions tell customers that you'reQuestions are powerful. They can facilitate
doing your best to resolve their problem. Theexecutive learning; they can impart a more
extra expense is small, but keeps customersstrategic perspective; they can reveal the quality
coming back. To be useful, these actions need toof thinking that went into a recommendation.
be initiated at the point of customer contact andAll too often, questions get asked with implied
immediately. Demonstrating that you care isjudgment or with the tone of an indictment. They
always good customer service.can, however, serve much more powerful
4. Develop a Passion of Support for Front Linepurposes.
Personnel - Your business reputation depends onCopyright 2006 Value Connection, All rights
the quality of the service provided by the first linereserved.