By JoAnna Brandi
These days we hear a lot about providing “The Customer Experience.” But I’ve got to tell you, most of the time, in my routine dealings with companies, it’s rare that I actually have an experience with a big “E.”
I sure had one on Wednesday night! It was my friend Mary Ann’s birthday and a small group of women were getting together and going to Ft. Lauderdale to an Italian restaurant. I had never heard of it, but Many Anne said it was a “fun and funky” place that served all food “family style.” Sounded nice, but I was interested in the company, not the place or the food so didn’t think much about it.
Mary Ann and I arrived a little early and went into the bar to wait. Funky, okay, it was reminiscent of someone’s paneled basement circa 1972. The walls were covered with some incredibly interesting pictures and the bartender was amazingly patient as the now convening group of women asked to taste many of the wine offerings before deciding on which to order. It was a good thing. Wine was served in tumblers, as the bartender said, “like it is in Italy.”
Before going to our table we were led on a short tour of the kitchen. Coming out of the kitchen we were introduced to a picture of “Big Joe” and led to our special table for the night, in the “Pope’s Room.”
Past what seemed like hundreds of pictures on the walls (I wanted to look at ALL of them) we were led to a large round table in a round room decorated with picture of, you guessed it, Popes! Everyone we encountered was more than friendly. They actually seemed very glad to see us!
Soon thereafter our servers introduced themselves. Anamaria would be assisted by Jeff. Jeff led us through his suggestions of menu items (on the wall) and made sure to recommend a little something from several food groups.
We ordered our dinner and thought we just sitting back to enjoy each others company when Anamaria came over to instruct us in our obligations sitting in such a prominent place. As other diners passed by we were to greet them with a special cupped hand wave (and perhaps even use two hands) and say hello. That’s where the fun began.
As each group of diners passed they were introduced to our group at the Pope’s table and we did the special wave, as instructed. It was obvious many diners had been there before and knew the drill. Other members of wait staff dropped by periodically to visit and wish Mary Anne a Happy Birthday. When I leaned over to Anamaria to comment on what a fun place this must be to work she commented “You can’t call this work!”
When it came time for the cake and the Tiramisu (oh yeah!) not only did the wait staff rally round to sing, but other patrons came over to join in the fun. What a hoot!
But it wasn’t over yet. A young man passing by came over to give the birthday girl a kiss, and then two young waiters came over to serenade her. They sang an acappella version of “My Girl” and we all chimed in. Not to be outdone, shortly thereafter one of them came back, with a new partner got down on one knee and broke into “Earth Angel” apparently a new tune for the duo. The staff gathered round to hear. They were having as much fun as we were!
Naturally I asked for the manager. “Who are you, I asked? What IS the place?” Turns out many of you may know it – it’s chain that strives to be the “un-chain” called Buca di Beppo (Big Joe’s Basement) It started in Minneapolis in, you guessed it, Joe’s basement. Remember the picture that greeted us outside the kitchen?
The culture at Buca is scrupulously tended to. The fun environment attracted people who want to celebrate (there were at least 8 birthday parties there on Wednesday while we were there. The “inclusive” environment (I didn’t tell you about the tour of the men’s room, and I won’t) really made for a family feeling.
I asked for their secrets.
Customers are “Guests.” If a guest leaves and isn’t dying to come back, they haven’t done their job. They hire good people (they sure do!) They train them. Every store has a certified trainer on board. They are taught to surprise with the unexpected and anticipate the guest’s needs. Every one says “hello” and “goodbye” to everyone they see. Everyone is responsible for running food, so wait staff can spend a little extra time with a guest when they need to. Teamwork is essential to success.
The culture, according to the delightful and proud manager is dynamic. And they don’t treat their employees like employees, they treat them like family members. Every night before the shift begins there is a family meal. Everyone comes together and eats and talks and 45 minutes before the shift is to begin they have a meeting. Every night. No wonder they were able to create so many happy birthday experiences the night we were there. Hey, I like this place.
Does your company have its modus operandi as well defined as Buca? Does each one of your team members know what is expected of them? Do you huddle or meet frequently enough so people know what’s going on? Do YOU have fun?
Are you creating the kinds of experiences that have YOUR customers talking about you? It’s so nice to know the “WOW” experience still exists. So far I recommended Buca to several people, and just in case you’re in the area you can find them at 5975 N. Federal Highway, Ft. Lauderdale FL. (954) 229-0922. I understand they have restaurants in many different states so check them out. www.bucadibeppo.com Mangia!
JoAnna Brandi, AKA “The Customer Care Coach” is the author of two books on customer loyalty as well as “54 Ways to Stay Positive in a Changing, Challenging and Sometimes Negative World.”
Thursday, June 21, 2007
Wednesday, June 20, 2007
"Extra Ordinary" Customer Service
Liz Weber writes about extraordinary service!
How do we provide Extraordinary Customer Service? Look at it for what it really is: "Extraordinary" is simply "Extra Ordinary" Customer Service. Simply do more of the basics when it's appropriate.
How do we provide Extraordinary Customer Service? Look at it for what it really is: "Extraordinary" is simply "Extra Ordinary" Customer Service. Simply do more of the basics when it's appropriate.
Let me share an example: This past Saturday afternoon, while putting air in one of our car's tires, the valve stem broke. My husband changed the tire, but noticed that our spare tire wasn't fitting quite right. So we drove to a nearby tire and muffler repair store to see if they could fix the valve stem. However, it was 3:05PM and they had closed at 3:00PM. The employees were all walking to their cars as was one of the managers. Not really anticipating any help, my husband asked the manager if there might be some chance he could help us. We were 20 miles from home and we didn't want to risk the spare tire not holding tight. Without hesitation, the manager said, "Absolutely."
My husband and I looked at each other in shock and thought, "Wow." Within 15 minutes he had fixed our tire and helped change out the spare. When we tried to pay him, he said "No charge today. We're closed." Then he smiled and walked away. Extraordinary.
What Extra Ordinary Service can your staff provide customers? Can your staff great each customer they pass on their way to the break room? Could staff call customers with interim updates on the project status just to ease their minds? What would happen if staff started talking to customers instead of to each other when they were "servicing" customers? What little things can your staff do that cause your customers to think "Wow."
Liz Weber is the President of Weber Business Services, LLC. Visit http://www.wbsllc.com for additional information.Tuesday, June 19, 2007
Denta +
In Denta +: A Case Study of an Experience Economy Enterprise - published in The CEO Refresher, Bob Holder describes an exceptional example of creating a unique and most memorable experience for customers. Here are several excerpts from the article.
Exceptional customer experience and Russia seem as similar as going to the dentist and being happy about it. Yet, Denta+, an Omsk Russia dental clinic, seeks to "wow" customers. Denta+ is more than a dental clinic. The firm has made going to the dentist not only an experience in receiving exceptional service but also a memorable one. The firm is not just "world class" in providing dental care and interventions. It is also a world class provider of "memorable experiences." Denta+ has lessons for not only Healthcare firms but any business that wants to improve customer retention and attraction, word-of-mouth marketing and seeking to provide new economic offerings.
Customers are greeted by a smiling receptionist when entering Denta+. She presents them with feet covers when their shoes are dirty and/or wet from snow. She asks to hang-up their coats. They are also asked what they care to drink and/or eat. They are provided with choices. They are escorted to the waiting room. They aren't asked the, "Do you have the cash" question before they sit down and are given coffee and tasteful pastries and cookies.
The waiting space is a dental and art museum. The furniture is tasteful and comfortable. Nadya, the owner, has an appreciation of the "sitting experience." It contained plants as did most of the rooms. Plants improve air quality by removing potential office pollutants. They can also improve people's moods. This has enhanced the customer's "waiting experience" as have other things such as art, displays, TV and a stereo system.
The waiting room and dental furniture are comfortable. This allows the client to escape from the problems of Russian life. He or she can also escape the normal waiting boredom. It is also entertaining as is the artwork and the waiting space that contains various dental items that Nadya has collected during her global education and training. The clinic is filled with various artworks. They range from the humorous, a large lip picture, to tasteful pictures. These are esthetic dimension examples as are the tasteful furniture, plants and furnishings. These are esthetically pleasing for Russian women.
Work spaces contain art and plants. They also contain charts, exhibits, models and professional certifications. The latter serve to enrich customer knowledge of staff competencies and skills. The former are used to educate customers. Some are even used, for example, to entertain frightened children or to present a bit of humor through the use a large tooth model.
Denta+ also illustrates customer surprise. Most people expect high quality dental services. However, they don't expect a "memorable experience." They don't expect to be able to watch their favorite TV show at the dentist. They don't expect to wait for their appointment in an interesting and comfortable space. Most expect uncomfortable seating and a boring space that is found in most dental clinics and even alternative Healthcare practitioners who speak about treating the whole person. However, most ignore that people's attitudes can be improved by a beautiful space while stressing a positive attitude. Nadya understands that it's important to transcend expectations. This is an idea that needs to be used by those who speak about customer satisfaction.
Denta+ is not only in the dental business. It's also in the entertainment, education and the "escape the everyday problems of Russian life" business. Nadya recognized people hated going to the dentist. She recognized that just providing good service wasn't the answer. She hit upon the theme of a dental salon. Nadya designed the clinic to be a relaxing, entertaining and enriching place where the customer would feel better leaving than before entering. She recognized the importance of props in conducting a great performance and work as theater in her use of the model, graphs and exhibits. Nadya also understands a great performance engages the senses to improve the experience. Props engage the customer visually; thereby augmenting the verbal and enriching the performance.
Nadya role models how employees ought to perform. She is continuously improving her professional knowledge; thereby allowing her to improve the educational experience realm. She shares this knowledge with her associates. Nadya treats customers as if they are dear friends. She educates her employees in how customers are to be treated. She is entertaining in her educational performances.
Denta+ has refreshed its experience through customer suspense. This can be characterized as changing something that the customer remembers. The firm wants the customer to wonder what will be added and/or changed. Denta+ didn't begin, for example, with its full entertainment experience menu of video, CD, tape and radio. It has added these items through time. There have been additions to the art, product displays and museum items. This staging through time has supported customers in expecting refreshing and yet, not being actually sure what forms of enrichment will appear.
Using the experience economy idea requires thinking about the business as theater. The key questions are: How can we provide customers with an ongoing unforgettable experience? How can we refresh the experience so customers won't become bored? How can we customize our offering so the customer does not experience customer sacrifice? Finally, team members must think of themselves as actors in a real life performance. Theater is not a metaphor. It is a way of doing business.
Exceptional customer experience and Russia seem as similar as going to the dentist and being happy about it. Yet, Denta+, an Omsk Russia dental clinic, seeks to "wow" customers. Denta+ is more than a dental clinic. The firm has made going to the dentist not only an experience in receiving exceptional service but also a memorable one. The firm is not just "world class" in providing dental care and interventions. It is also a world class provider of "memorable experiences." Denta+ has lessons for not only Healthcare firms but any business that wants to improve customer retention and attraction, word-of-mouth marketing and seeking to provide new economic offerings.
Customers are greeted by a smiling receptionist when entering Denta+. She presents them with feet covers when their shoes are dirty and/or wet from snow. She asks to hang-up their coats. They are also asked what they care to drink and/or eat. They are provided with choices. They are escorted to the waiting room. They aren't asked the, "Do you have the cash" question before they sit down and are given coffee and tasteful pastries and cookies.
The waiting space is a dental and art museum. The furniture is tasteful and comfortable. Nadya, the owner, has an appreciation of the "sitting experience." It contained plants as did most of the rooms. Plants improve air quality by removing potential office pollutants. They can also improve people's moods. This has enhanced the customer's "waiting experience" as have other things such as art, displays, TV and a stereo system.
The waiting room and dental furniture are comfortable. This allows the client to escape from the problems of Russian life. He or she can also escape the normal waiting boredom. It is also entertaining as is the artwork and the waiting space that contains various dental items that Nadya has collected during her global education and training. The clinic is filled with various artworks. They range from the humorous, a large lip picture, to tasteful pictures. These are esthetic dimension examples as are the tasteful furniture, plants and furnishings. These are esthetically pleasing for Russian women.
Work spaces contain art and plants. They also contain charts, exhibits, models and professional certifications. The latter serve to enrich customer knowledge of staff competencies and skills. The former are used to educate customers. Some are even used, for example, to entertain frightened children or to present a bit of humor through the use a large tooth model.
Denta+ also illustrates customer surprise. Most people expect high quality dental services. However, they don't expect a "memorable experience." They don't expect to be able to watch their favorite TV show at the dentist. They don't expect to wait for their appointment in an interesting and comfortable space. Most expect uncomfortable seating and a boring space that is found in most dental clinics and even alternative Healthcare practitioners who speak about treating the whole person. However, most ignore that people's attitudes can be improved by a beautiful space while stressing a positive attitude. Nadya understands that it's important to transcend expectations. This is an idea that needs to be used by those who speak about customer satisfaction.
Denta+ is not only in the dental business. It's also in the entertainment, education and the "escape the everyday problems of Russian life" business. Nadya recognized people hated going to the dentist. She recognized that just providing good service wasn't the answer. She hit upon the theme of a dental salon. Nadya designed the clinic to be a relaxing, entertaining and enriching place where the customer would feel better leaving than before entering. She recognized the importance of props in conducting a great performance and work as theater in her use of the model, graphs and exhibits. Nadya also understands a great performance engages the senses to improve the experience. Props engage the customer visually; thereby augmenting the verbal and enriching the performance.
Nadya role models how employees ought to perform. She is continuously improving her professional knowledge; thereby allowing her to improve the educational experience realm. She shares this knowledge with her associates. Nadya treats customers as if they are dear friends. She educates her employees in how customers are to be treated. She is entertaining in her educational performances.
Denta+ has refreshed its experience through customer suspense. This can be characterized as changing something that the customer remembers. The firm wants the customer to wonder what will be added and/or changed. Denta+ didn't begin, for example, with its full entertainment experience menu of video, CD, tape and radio. It has added these items through time. There have been additions to the art, product displays and museum items. This staging through time has supported customers in expecting refreshing and yet, not being actually sure what forms of enrichment will appear.
Using the experience economy idea requires thinking about the business as theater. The key questions are: How can we provide customers with an ongoing unforgettable experience? How can we refresh the experience so customers won't become bored? How can we customize our offering so the customer does not experience customer sacrifice? Finally, team members must think of themselves as actors in a real life performance. Theater is not a metaphor. It is a way of doing business.
Friday, June 15, 2007
Happy Anniversary
Greg Smith had a most memorable experience - and wrote an article about it! Here is an excerpt.
The Ritz-Carlton hotels makes customer service an art form. Unlike other places, they know if you treat your customers well and make a special effort to please them guess what? They come back, tell their friends, and maintain a long lasting relationship of loyalty.
My wife and I recently stayed at the Reynolds Plantation Ritz-Carlton at Lake Oconee, Georgia. Upon checking in, we dropped off our bags and took a seat in the lobby to enjoy the view of the lake. A few minutes later a service person named Susan introduced herself, beginning a friendly conversation. She asked us why we were staying at the hotel. I said, "We are here for our wedding anniversary." With a very big smile she told us, "Congratulations. Let me go get you some champagne." Wow! This was the first of two episodes at this hotel that would capture my loyalty as a guest of Ritz-Carlton.
Later that evening a knock at the door caught us by surprise. Greeting us again was Susan. This time she surprised us with a luscious piece of cake carefully presented on a plate. In icing was this inscription, "Happy Anniversary." Wow!
It was not a stroke of luck we stumbled across Susan. She, as well as other Ritz Carlton employees, are carefully selected and thoroughly trained on how to identify guest?s unspoken requests. They follow a process called the "Three Steps of Service."
Step 1 - Warm welcome
Step 2 - Anticipation and compliance
Step 3 - Fond farewell
It is during Step 2 where staff members seek out and discover guest's needs or wishes. Then they present it in a way to create a 'moment of truth.' In our case, it was the champagne and the anniversary cake.
Now, let me make an important point to the critics. I know many of you are saying, 'I expect to be treated well at fine hotels - it is what I pay for.' Let's consider this. The same principles and standards of behavior demonstrated at the Ritz-Carlton can also be applied at your local car dealership, bank, or any business, can't they?
A Gallup survey found over a one month period a customer 'emotionally connected' to the organization spent 46% more money than a customer that was satisfied, but not emotionally bonded with the company.
Just imagine going to your car repair shop with your car. Within sixty minutes they fix it right the first time, and deliver it to your door cleaner than when you dropped it off. How many people would you tell about it? Surely, the proprietor of the car repair shop would see exponential growth. The additional profits and the revenue would outweigh the added time and expense spent exceeding customers expectations.
In today's competitive economy, all businesses have to make a choice, to either become exceptional, or just remain the same--average. It goes without saying; it is easier and less expensive to be average. However, examples abound of both large and small businesses exterminated by the competition because they refused or were unable to change.
Greg Smith's cutting-edge keynotes, consulting, and training programs have helped businesses reduce turnover, increase sales, hire better people and deliver better customer service. He has authored eight books including his latest, 401 Proven Ways to Retain Your Best Employees (www.401ProvenWays.com).
Thursday, June 7, 2007
If The Shoe Fits... Lend It!
Here is a wonderful story from Ed Horrell, author of "The Kindness Revolution"
All of the customer service stories I write about are interesting. Some stories are the stuff of legends.
This story is one is the latter.
One of my favorite companies is Davidson Hotel Company in Memphis, Tennessee. The reason is that the principals of the company, John Belden and Pat Lupsha, emphasize the importance of values (dignity and kindness) in their guest service. They discuss it often and it is reflected in the actions of their employees and on their website at http://www.davidsonhotels.com/.
They are among the leaders in the Kindness Revolution.
But discussing service is different from providing it. This story shows that constant emphasis on service leads to results.
Last month, Kris checked into the Renaissance Chicago North Shore Hotel, one of the Davidson families of hotels. He is a claims adjuster for a major insurance company and was there for training. He checked in on Sunday night.
"After a good nights rest, I woke up on Monday ready to tackle the first day" says Kris. "After my morning routine, I put on my finest shirt and prepared to go make an impression on the other adjusters."
Imagine Kris' shock when he realized that he had not brought a pair of dress shoes, only the tennis shoes he had worn to travel. Calling the front desk, he knew that he wouldn't find a shoe store open in Chicago at 7:00 AM!
"Of course it was a long shot and I knew it" says Kris. "Imagine the horror I felt at that moment. I was about to go into my first day of training in my business attire and a white pair of K-Swiss sneakers! I looked foolish."
To his delight, however, the constant emphasis on guest service at Davidson paid off. Kris got a call back from a customer service rep who asked what size Kris wore. When he answered "a size 12", the rep, Christine Miks stated that her boss, Chris Dugenske, wore a size 13 and would lend Kris his shoes for the day.
In a time when most customers would expect to get a call back simply saying "we tried...nothing is open", this guest gets a call saying "we've solved your problem."
"To my knowledge", say Kris, "Mr. Dugenske worked the entire day with no shoes, and he did that for someone he didn't even know."
This is an impressive story and makes one point which is worth remembering in order to provide the BEST in service. The point is this...when a customer has a problem, it is wise to determine the real problem when making the decision as to what action to take.
In this case, most companies would consider the obvious problem to be that no stores are open early on Monday and how they could fix that (which they can't)? The Davidson employees addressed the real problem; their guest needed shoes!
Companies like Davidson Hotel Company are leading the Kindness Revolution by listening to their customers and solving problems as opposed to keeping lists of complaints. The old cliché "he'd give you the shoes off his feet" is true!
Ed Horrell is the best-selling author of "The Kindness Revolution" and nationally syndicated columns. For more information on how to start a kindness revolution in your company, go to http://www.edhorrell.com . For information on Davidson Hotel Company, go to http://www.davidsonhotels.com .
(c) 2007, Horrell Communications.
All of the customer service stories I write about are interesting. Some stories are the stuff of legends.
This story is one is the latter.
One of my favorite companies is Davidson Hotel Company in Memphis, Tennessee. The reason is that the principals of the company, John Belden and Pat Lupsha, emphasize the importance of values (dignity and kindness) in their guest service. They discuss it often and it is reflected in the actions of their employees and on their website at http://www.davidsonhotels.com/.
They are among the leaders in the Kindness Revolution.
But discussing service is different from providing it. This story shows that constant emphasis on service leads to results.
Last month, Kris checked into the Renaissance Chicago North Shore Hotel, one of the Davidson families of hotels. He is a claims adjuster for a major insurance company and was there for training. He checked in on Sunday night.
"After a good nights rest, I woke up on Monday ready to tackle the first day" says Kris. "After my morning routine, I put on my finest shirt and prepared to go make an impression on the other adjusters."
Imagine Kris' shock when he realized that he had not brought a pair of dress shoes, only the tennis shoes he had worn to travel. Calling the front desk, he knew that he wouldn't find a shoe store open in Chicago at 7:00 AM!
"Of course it was a long shot and I knew it" says Kris. "Imagine the horror I felt at that moment. I was about to go into my first day of training in my business attire and a white pair of K-Swiss sneakers! I looked foolish."
To his delight, however, the constant emphasis on guest service at Davidson paid off. Kris got a call back from a customer service rep who asked what size Kris wore. When he answered "a size 12", the rep, Christine Miks stated that her boss, Chris Dugenske, wore a size 13 and would lend Kris his shoes for the day.
In a time when most customers would expect to get a call back simply saying "we tried...nothing is open", this guest gets a call saying "we've solved your problem."
"To my knowledge", say Kris, "Mr. Dugenske worked the entire day with no shoes, and he did that for someone he didn't even know."
This is an impressive story and makes one point which is worth remembering in order to provide the BEST in service. The point is this...when a customer has a problem, it is wise to determine the real problem when making the decision as to what action to take.
In this case, most companies would consider the obvious problem to be that no stores are open early on Monday and how they could fix that (which they can't)? The Davidson employees addressed the real problem; their guest needed shoes!
Companies like Davidson Hotel Company are leading the Kindness Revolution by listening to their customers and solving problems as opposed to keeping lists of complaints. The old cliché "he'd give you the shoes off his feet" is true!
Ed Horrell is the best-selling author of "The Kindness Revolution" and nationally syndicated columns. For more information on how to start a kindness revolution in your company, go to http://www.edhorrell.com . For information on Davidson Hotel Company, go to http://www.davidsonhotels.com .
(c) 2007, Horrell Communications.
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