I love it when clients want to ensure their customers have a positive experience with every interaction. So I was thrilled with a previous client called to ask me to help them re-engineer their customer processes.
On a recent visit to Seville, my group of 4 friends engaged Pepe Muñoz (www.SevillebyPepe.com) to show us around on bikes and take us on a tapas tour. Pepe exceeded our expectations — we loved his humor, his insights, his perspective of life and his great English — so we hired him to take us to Alhambra, the famous castle 3 hours away. Then we asked him to take us to the airport the next day.
At our next stop, Lisbon, we also hired a private local guide, Joanne, based on the recommendation of our hotel. While Joanne was friendly and spoke good English, she wasn’t much of a guide. In retrospect, she was a local driver with a tiny bit of knowledge on the sites she took us to.
I outlined for Pepe how his services stacked up to Joanne’s so he’d know what stood out. I do this for clients, shopping their services as well as the competition, to know where they shine and how they could improve. Have you done this lately? If not, maybe you’re like Joanne, not knowing you’re missing out on referrals and repeat customers. If so, I’m happy to help you.
I thought you would like to see the comparison of Pepe and Joanne in the hopes there might be something you can extract to apply to your own business.
A manager of a large company contacted me because they wanted help increasing their customer satisfaction scores. Their bonuses were based on the customer sat scores and they’d missed getting one the year just ended.
They wanted a longer-term solution than a short seminar. I suggested the Managers Discussion Guide Program, since it’s a monthly discussion, led by each manager with his/her team. In a conference call early in the month, I walk through all the managers in that month’s module so they can then lead the discussion with their team. The managers receive a short discussion guide and team members receive a few pages for their notes. The discussions are designed to take 20-40 minutes, depending on the size of the group and the depth of the discussion. Each month focuses on a key customer service skill.
This global group of managers met with me via phone each month and I walked them through each month’s module. I call it Just-In-Time Learning, as they didn’t get the info before they needed to use it. There was no pre-work for them, which they appreciated. After they led the discussion with their group, they reported it on their Score Card so their manager could track their progress. In fact, the senior managers also participated in the program.
Over the course of the year, they were delighted to see the customer sat scores rise. At the end of the year, the cumulative score exceeded the target so they got their bonus. We all cheered!
If you would like to discuss how the Managers Discussion Guide Program could help your organization raise its customer satisfaction, please let me know.
Rarely do businesses look at their processes with a fresh pair of eyes — a new customer’s eyes.
For example, I’m sure this city’s leaders and the downtown merchant association thought the answer to scarce parking was a 3-story garage. The merchants probably saw an increase in business for awhile, especially among locals.