Posts

Service Re-Recovery at Hampton Inn and Barnes & Noble

Service recovery is critical for any business.  Of course, the best time to fix a problem is immediately following its occurrence, but this is not always possible.  How do you handle service recovery after the fact, when complaints come from the web, email, or a call?  Let’s look at two very different examples, each based off of previous posts.

Several weeks ago I discussed running out of hot water at a Hampton Inn. The manager on duty paid for my room, but never gave me a time to vent before doing so, actually frustrating me more than the original problem. After creating the post, my daughter Becca suggested I share it with the hotel.  I did so, although I didn’t expect much to happen. You can imagine my pleasant surprise when I received this email from Peggy Messmer, General Manager of the hotel: Read more

You No Longer Have Only One Brand

Actually, you probably never did.  But you certainly don’t now.  With the growth of the internet and its reviews, social media and blogs, you now have as many brands as you have customer-facing employees.

The 18-year-old at your cash register, the retiree who greets your shoppers and the aggressive salesperson cold-calling prospects are your brand – and they create your brand message to a far greater extent than does your CEO, your product development group or your advertising.

Let’s look at some examples

I was reminded of this as I spoke with a friend whose company has an outsourced pop machine.  Recently, their delivery person began refusing to actually load the soda into their machine.  I don’t know whether this is corporate policy, the result of an overscheduled route, or a difficult delivery person.  But, since every company I know has their machines loaded for them, my suspicion is it’s him.  The brand message is clear:  “We charge you an extra 35 cents per can to drop soda off on your doorstep, and we’re not paid to do any more.”   As you might imagine, this message does not resonate with the customers, and this brand will likely be replaced!

For another example of how the staff is the brand, let’s look at two nearby Caribou Coffee locations.  My local neighborhood spot is fine, but nothing exceptional.  They deliver my far-too-hot tea and generally smile.  Just another coffee shop, with the requisite trivia question and the chalkboard with questions of the day.  The brand message here is, “We have coffee.  And a place to sit and drink it.”

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Seeing through your customers’ eyes

It’s not easy to think like a customer. In Made to Stick, the Heath Brothers talk about “The Curse of Knowledge.” We often know so much about a topic that we simply can’t understand the perspective of those who don’t know as much.

This is critical to keep in mind as you develop your customer experience. We get so accustomed to the way things are that it takes a very deliberate effort to step back and see it from a customer’s perspective.  Over-featured phones, sales-prevention processes and convulated forms are constant reminders of what happens when you design the experience from a company-centric eye.

The big challenge

Seeing things through the customer’s eye is clearly critical to developing a successful experience. The challenge is:  how do I do it?  And how do I get the rest of my company to think this way?

Retailers have a fairly easy to watch customers shop. But that doesn’t mean they necessarily do it.  In Why We Buy, Paco Underhill tells a story about working with Macy’s. While they were investigating a different part of the store, their cameras also picked up a tie rack on the race track, and they saw something amazing. Particularly on busy days, customers would browse for ties until somebody walked close behind them and accidentally brushed their backside as they went by – what Underhill called “butt brush.” Once customers (especially women) experienced butt brush they immediately abandoned shopping. Once the problem was spotted, the response was easy. Macy’s moved the tie rack and sales increased immediately!

But how many store associates walked by that tie rack every day? If you take the time, you will realize that there are dozens of ways to improve the customer experience right in front of you. But we’re often so busy running the business that we miss simple opportunities to improve our customer’s lives, and thus our results.

Retailers have no excuse for these types of problems. In the Lund’s example from my earlier post, how much effort does it take to walk a store and look for problems? But how often do we do it? Clearly, not often enough!

Going further

But this opportunity extends far beyond retail. Almost every service business has its own way of going “undercover customer.” While the watching cannot always be literal, customers share their experience in more ways than you might expect. Intuit developed its software by following people home to watch them install it, recording every misstep or issue along the way.  At a healthcare financial services provider we “watched” our customers by matching behavioral data with demographics to get a better understanding of who was opening accounts and how they saved or spent their dollars.  Clickstreams are another example – who is using your website, and how? Where do they come from, and where do they go next?  Use inductive reasoning to look for trends, and use these to improve your customer experience.

Watching customers helps you understand what they actually do, breaking your myths about your customers’ behavior.  Have you watched your customers today?