Category Archives: Customer Experience

Breaking Rules to Delight Customers

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Breaking Rules to Delight Customers

GUEST POST from Shep Hyken

There is a massive benefit to empowering employees to “break the rules” for their customers. And what I mean by “breaking the rules” is to consider what you can do for a customer outside of the norm that doesn’t cost the company money, isn’t illegal or immoral, and won’t hurt “business as usual.” In reality, employees aren’t breaking any rules. They are finding ways to take care of the customer while not breaking the “rules” mentioned above.

One of the concepts I cover in my customer service keynote speech is the idea of the “line in the sand.” Many companies train their employees in what they can’t do for customers. They have “rules” that have little or no flexibility. While it’s essential for employees to be trained on what they shouldn’t do, it may be more important to train them on what they can do. By that, I mean how far employees are allowed to go before they have to say, “No.”

I call this The Line in the Sand concept. It is important to draw that line, which is the boundary that employees aren’t allowed to cross, but at the same time, teach them what they can do to get right up to the line.

For example, I have a client in the luxury automobile market. This client has a team that travels to auto dealerships to help dealers with demanding customers they can’t seem to please. Members of this team believe in the power of saying “Yes” instead of “No.” They have the authority to refund the entire price of the car, even if it’s 10 years old. That’s their line in the sand – their last resort. They can get right up to it but can’t go past it. And by the way, they have never made it to that last resort. They have always found other ways to make discontented customers happy without getting to that line.

The key is training, but it isn’t just imparted in one session to tell employees what to do – or not do. It’s about continuously sharing stories of what other employees are doing to meet customers’ needs and demands, all without crossing the line in the sand. When an employee does something right, congratulate them and share the example with others. And if they do something wrong, or in other words, if they cross the line, turn it into a learning opportunity that is also shared with others. Routinely sharing examples helps employees recognize their opportunities to delight their customers.

Some examples of “breaking the rules” might be honoring a warranty that expired a month ago – or stretching a 14-day return policy to the 15th or 16th day. Some retail organizations, like Nordstrom, have an easy, no-questions-asked return policy. Even though the employees at Nordstrom aren’t breaking the rules, the customer feels as if they are going above and beyond. That’s all this really is. Making customers feel like you are on their side, willing to be flexible and giving them reasons to say, “I’ll be back!”

Image Credit: Pixabay

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Customers Have Bad Days Too

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Customers Have Bad Days Too

GUEST POST from Shep Hyken

You’ve probably experienced this. No matter how hard you try to please some customers, they aren’t happy. It’s frustrating, but at the same time, it’s reality.

And speaking of reality, no matter how good you are at creating an amazing customer experience, it is the customer’s perception that counts. Their perception is their reality.

I once went to an amazing restaurant – at least, I was told it was amazing. That evening, I had a bad cold. The people I was with raved about the food, however, I didn’t have the same experience. It had nothing to do with the food. It had to do with how I was feeling.

When customers aren’t responding to the excellent service you’re providing the way you want them to, you might refer to them as “difficult” customers. The question to ask is, “What’s making them difficult?” Maybe they have a legitimate gripe. Maybe they have unreasonable expectations. Or maybe, as in my example of the restaurant, they aren’t feeling well.

I was reading a LinkedIn post from Valerie Choniuk, the national director of patient experience at Agilon Health, who described exactly what I’m referring to. A hospital may be known for its compassionate treatment and commitment to taking care of its patients, but if patients are in great pain, they may not be able to “enjoy” the experience you provide. That patient may be the nicest person in the world, but because of the pain, may become a difficult customer. To Choniuk’s point, “Patients are not purposely GIVING us a hard time. They are HAVING a hard time.”

Sure, some people are chronic curmudgeons. You may never be able to make them happy. Accept it. Other customers are very nice people just having a bad day. You must accept that, too. Continue to do your best, regardless. If you can turn the mood of a person having a bad day into something better, you can declare victory. But don’t stress over it if you can’t.

Not every experience you create for your customers will be exceptional, no matter how hard you try. But the point is that you try. Nobody is perfect, and things can go wrong. That’s okay. It’s how you fix it that makes the difference. And then there are days when it seems things did go well, but you still can’t make that customer happy, no matter how hard you try. It’s like a professional sports team that played a great game but lost. It’s going to happen. It’s not your fault. If you can sleep at night knowing you did your best, you should sleep well.

So do your best, and remember, sometimes customers are just having a bad day!

Image Credit: Pixabay

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Eliminating 100% of Live Customer Service is a Mistake!

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Eliminating 100% of Live Customer Service is a Mistake!

GUEST POST from Shep Hyken

You need help. You call customer support. Nobody’s home!

Actually, somebody is there. They just aren’t taking support calls. Someone at home—as in a corporate office—has decided to eliminate live, human-to-human customer support, pushing the customer to a digital option such as a chatbot, frequently asked questions page, etc.

My opinion is that this could happen in the distant future, but I can’t imagine that in the next few years there will be 100% digital and AI automated customer support. And here’s why. If all you are is an automated company, you have no way to emotionally connect with your customers. That means your customers have only one way to compare you to direct competition that sells exactly what you do, and that is price.

At that point, the only way to keep your customer is to always have the lowest price, and that is typically not a viable long-term strategy.

Recently I wrote about Frontier Airlines’ decision to drop traditional live phone support, and the reviews have not been good. That said, I give them credit for a bold move that may be just a little ahead of its time—and time will tell. Maybe the reactions are from initial shock. Perhaps there have been glitches that can be fixed for a smoother experience in the near future. We’ll know in six months. If the current reactions continue, at best, some changes will be made, provided the airline wants to stay in business.

I had a chance to interview Paulo Almeida, the CEO of Clientscape, on Amazing Business Radio. We talked about the possibility of AI and automation taking over the contact center. We briefly discussed Frontier Airlines, but more importantly, Almeida articulated the perfect answer to my question:

How do you feel about complete elimination of a human-to-human customer support department?

Almeida responded, “If you’re working in an industry that chooses to automate everything, you can potentially become a commodity. If that is what a company wants to do, the only difference from one company to the next will be what they charge. If that’s the only way a customer makes a decision, the company will go bankrupt!”

“It is not a sustainable financial model. It’s the human factor that makes the difference. It’s about giving the customer the care they deserve. That’s a way to differentiate. For example, Apple may make some of the best products, but they also have some of the best support. If their reputation for support goes away, they will no longer be perceived as having the best product. They will also lose pricing power. When that disappears, they could be on the path to failure. They will lose customers, and the cost to get them back will be extravagant.”

Almeida used a powerful word to summarize a decision to eliminate a human connection, and that word is bankrupt. I can buy into this for some companies, but there will always be exceptions.

People have said, “What about Amazon?!” Yes, Amazon is a digital company, and it has great digital customer support. However, if you need to talk to someone, you can. It’s a last resort, but when you do so, it’s typically a very pleasant experience. Amazon knows how far it can go with automation before it has to say, “It’s time to talk to one of our reps.”

Many products and services are becoming automated. To Almeida’s point, 100% automation is a mistake. Without a human-to-human relationship, how can you create an emotional connection? How can you differentiate yourself from other automated companies? You can’t. You’re a commodity.

More automation and AI technology are in our future. It shouldn’t surprise you that at some point in time planes will be flown by computers, not pilots. We’re already seeing self-driving trucks moving across the country. Companies like Tesla, Google and others are investing tens of billions into autonomous self-driving vehicles (even if they are still a long way from success). Amazon and Walmart are betting on alternative delivery methods that include drones and robots. And yes, some customer service functions are being handled by automation and artificial intelligence (AI).

We can’t fight progress. I love seeing products and services get better through automation. But I’m concerned about the companies and brands that are distancing themselves from their customers by not letting them connect with customer support people, who are also brand ambassadors for the company.

If the leadership of a company thinks the customer support agents’ only role is to fix a problem, then shame on them. Your agents can do much more. If they handle a call well, they can confirm that the customer made the right decision to do business with you and give them the confidence to do even more business. So, at least for now, don’t miss that opportunity. Don’t make the mistake of 100% elimination of live customer support.

Image Credit: Pixabay

This article originally appeared on Forbes.com

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Act Like an Owner – Revisited!

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Act Like an Owner – Revisited!

GUEST POST from Shep Hyken

One of my favorite concepts to cover in my customer service keynote speeches is to act like an owner. I originally wrote about this in 2011 and shared the story of an 18-year-old server at a pizza restaurant who took so much pride in his work that the guests thought he owned the restaurant.

In preparing for an upcoming speech, I worked with Anthony Demangone, CMO of the National Association of Federally Insured Credit Unions. We discussed the ownership concept and how everyone can act like an owner or leader. Anyone can be “that person” everyone admires and wants to emulate. He shared the remarkable story of Richard Montañez, a janitor at a Frito-Lay plant in California. Here’s the short version:

One day Montañez heard Roger Enrico, the CEO of Frito-Lay, share an inspiring message: to “act like an owner.” Montañez took this message to heart, and for almost 10 years, while still working at the plant, tried to learn everything he could about Frito-Lay. One day he asked a Frito-Lay salesperson if he could spend a day and learn about the sales process.

The salesperson took Montañez to a Latino neighborhood where he noticed something that would eventually change his life. As he helped restock the shelves, he noticed that the Lay’s, Fritos and Ruffles were all plain – in other words, no spicy products. And right next to their display was a shelf of Mexican spices. Montañez wondered what Cheetos would taste like if dipped into chili powder and other spices, so he went home and made his own version of spicy Cheetos. He liked what he tasted and reached out to the Frito-Lay CEO to set up a meeting.

Somehow Montañez landed an appointment to meet with the CEO and other company executives. During the meeting, an executive asked, “How much market share do you think you can get?” Montañez nervously opened his arms wide and said, “This much!”

The CEO smiled at Montañez and said, “Put the mop away. You’re coming with us.” The rest is a corporate fairytale come true. Montanez became an executive and worked his way up to VP of multicultural sales for PepsiCo America, the holding company for Frito-Lay.

I love this story for two reasons. First, it’s about an employee who took initiative and thought beyond the role he was hired to do, which was to be a janitor. He took such pride in his work and loved his job so much that he was willing to step out of his comfort zone and reach out to the CEO of a major company with his idea. And second, just as impressive is that Roger Enrico, then-CEO of Frito-Lay, imparted the inspiring “act like an owner” message and was willing to meet with Montañez!

So, are you an employee who’s willing to share your ideas with leadership? Or are you an executive who’s willing to listen? Not every idea will have a Richard Montañez fairy-tale ending, but every idea has potential. So, I encourage you to adopt and embrace the “act like an owner” mindset inside your organization.

Image Credit: Shep Hyken

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CEOs Should Get Out of the C Suite

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Starbucks Shows the Way

CEOs Should Get Out of the C Suite

GUEST POST from Shep Hyken

There is a gap between the C-Suite and reality. Many leaders make decisions from their office, mistakenly believing that they understand what their company’s customers want and expect. One way to close that gap is to leave the C-Suite and take a trip to the front line. And not just once, but on a regular basis.

More than 30 years ago, I wrote my first book, Moments of Magic: Be a Star With Your Customers and Keep Them Forever. There is a chapter in the book titled Understand Your Customer. In this chapter, I shared an example from Anheuser-Busch. Back then, the world’s largest brewer had a program called “All Aboard,” in which executives went out with delivery drivers and salespeople to restaurants, taverns, liquor stores, grocery stores and anywhere else that sold beer. The goal was to hear firsthand from their customers. This put the executives in touch with reality and helped them make better customer-focused decisions.

In my most recent book, I’ll Be Back: How to Get Customers to Come Back Again and Again, I included a similar story. It was back in November 1989 when Microsoft co-founder Bill Gates, already a billionaire, was touring the product support department’s new building. Gates asked a manager, “Do you mind if I take a customer call?” According to the story, he took the phone and answered, “Hello, this is Microsoft Product Support, William speaking. How may I help you?” Of course, the call went well. So well, in fact, that the customer called back and specifically asked for “the nice man named William who straightened it (her problem) all out.”

When was the last time you heard of a billionaire CEO taking customer support calls? When have you heard of the CEO of any large company spending time on the phones in a contact center or venturing out of the office to work on the front line? That’s the reason I love the concept behind the reality TV show Undercover Boss. The CEO or president of a company does exactly what the executives at Anheuser-Busch and Bill Gates did. They just do it covertly, and it’s amazing what they learn.

Recently, I read an article in RetailWire about the new Starbucks CEO, Laxman Narasimhan, who plans to work a half shift once a month as a barista at a Starbucks café. His goal is to “promote a better connection and engagement between leadership and workers.” He wrote a letter to employees that characterized the “health” of the company as needing to be stronger despite the brand’s already strong performance.

That’s a wonderful example of a modern leader taking the time to understand what’s happening on the front line, not just with customers, but also with employees. My only suggestion is that he require his fellow C-suite leaders and VPs to do the same. Imagine how powerful a monthly meeting to compare notes from fellow executives spending time on the front lines could be!

Mark Ryski, founder and CEO of HeadCount Corporation, commented on the RetailWire article. He said, “This must be more than for ‘show’—Mr. Narasimhan sends a strong message that frontline workers and their work are important, but now he needs to live up to that commitment. Having executives get first-hand experience by working a shift is not new, but it never goes out of style. All executives should commit to spending some time working the front lines so that they can truly understand the employees’ and customers’ experience.”

So, when I’m suggesting the C-suite get out of the C-suite, it’s not to fire or replace them. It’s to get them out of their offices to move around and get to know what’s really going on with the company. If you care about your customers and employees—and I know you do—then get out of the C-suite!

This article originally appeared on Forbes.com

Image Credit: Shep Hyken

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Customer Service is a Team Sport

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Customer Service is a Team Sport

GUEST POST from Shep Hyken

The other day I was having breakfast with 11 of my friends. The server came over, introduced herself, and said, “I’ll be taking care of you.” She took our orders, and a few minutes later, a different server dropped off three of our meals. Then, two more servers brought a few more meals a moment later, and another server showed up just after that with the rest of our meals. It wasn’t until after all the meals were served that our original server came over to ask if everything tasted great.

Was it this server’s job to simply take our orders and let others do the work? No!

I observed all of the people who brought us our meals. They also had other tables to attend to. And, I noticed that our server was dropping food off at different tables.

Different restaurants may have different processes, but in this one, the food is prepared, plated and set on a counter with heat lamps. Once the food is ready, it doesn’t matter whose table the food is for, whoever is available to take the hot food out immediately becomes responsible for the meal.

I liked what I was seeing. The employees recognized that customer service is a team sport. It’s everyone’s job to make sure the customers leave happy.

Shep Hyken Waiter Cartoon

Unfortunately, I’ve also witnessed the opposite at a restaurant. The food is set out on the counter, but the server responsible for it is busy taking care of another table. So, the food just sits there while other employees ignore it – because it’s not for one of “their guests.” Talk about a lack of team spirit!

Another example of this lack of team spirit is something I once saw at an airport. A baggage handler was driving a load of bags out to an airplane, and one of them fell off. I watched as numerous other baggage handlers drove by it. They would slow down, look at the bag sitting there by itself on the tarmac and then drive away. At least a half-dozen employees drove by the bag and did nothing. I’m pretty sure that the passenger arrived at their destination and was disappointed when their luggage didn’t show up at the baggage carousel.

The point of these examples is that everyone must take care of the customer, regardless of who the customer “belongs” to. If they see that something isn’t right, they shouldn’t just ignore it like the baggage handlers did.

Lately, I’ve resurrected a concept I used to cover in keynote speeches: every employee has at least two jobs. The first is to do the job they were hired to do. The second is to take care of the customer. When all employees understand that, the customer will most certainly have a better experience.

Image Credit: Shep Hyken, Pixabay

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Customers Care About the Destination Not the Journey

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Customers Care About the Destination Not the Journey

GUEST POST from Shep Hyken

On a recent flight, the captain of the airplane announced over the PA system what time we would arrive at our destination. That would have been enough to make most people happy. However, he continued his announcement with a three-minute-plus speech. We learned that we would take off to the west, make a U-turn a few minutes later to head east, how high we would go, the various cities we would be flying over, that we would take a right turn as we approached the runway to land, and more. I looked around and noticed many people were annoyed or had stopped paying attention to the long-winded announcement.

The point is most customers don’t care as much about the details of the journey as they care about the destination.

Here’s another example, which has nothing to do with a journey but does have to do with an overload of details that can hurt a sale or erode the customer experience. Some people love a fancy, expensive sports car, while others just want reliable transportation. Even though these customers essentially want the same thing – a car to get them from one place to another – they are very different customers.

Shep Hyken Lobster Cartoon

A few years ago, my wife and I were looking for a new car. We narrowed it down to the make and model – even the color – we thought we wanted. We walked into the dealership and were approached by a salesperson who was very friendly and engaging. Then, we told him what we were looking for. So, he took us over to the exact car we wanted. He was very excited. He started to share details about the size of the engine, how many cylinders, how quickly the car could accelerate from zero to 60, the RPMs, and other details that mattered nothing to us.

Had he asked why we were interested in this model car, he would have realized we had no real interest in such details. Our version of the destination was that we wanted a nice-looking car (and it was) that was comfortable, safe, and easy to drive. Maybe we wanted to know a few other details about the car, but nothing to the extent he was sharing. Had he paid attention, he would have noticed he had us when he said, “I have the exact car you’re looking for.”

My point is that most customers don’t care about the details behind the experience or product they are buying. It’s up to us to recognize this and respond accordingly. All they want to know is what awaits them at their metaphorical destination.


Image Credit: Shep Hyken, Pixabay

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Rethinking Customer Journeys

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Rethinking Customer Journeys

GUEST POST from Geoffrey A. Moore

Customer journeys are a mainstay of modern marketing programs. Unfortunately, for most companies, they are pointed in the wrong direction!

Most customer journey diagrams I see map the customer’s journey through the vendor’s marketing and sales process. That’s not a customer journey. That is a vendor journey. Customers could not care less about it.

What customers do care about is any journey that leads to value realization in their enterprise. That means true customer journey mapping must work backward from the customer’s value goals and objectives, not forward from the vendor’s sales goals and objectives.

But to do that, the customer-facing team in the vendor organization has to have good intelligence about what value realization the customer is seeking. That means that sales teams must diagnose before they prescribe. They must interrogate before they present. They must listen before they demo.

That is not what the typical sales enablement program teaches. Instead, it instructs salespeople on how to give the standard presentation, how to highlight the product’s competitive advantages, how to counter the competition’s claims—anything and everything except the only thing that really matters—how do you get good customer intelligence from whatever level of management you are able to converse with?

The SaaS business model with its emphasis on subscription and consumption creates a natural occasion for reforming these practices. Net Revenue Retention is the name of the game. Adoption, extension, and expansion of product usage are core to the customer’s Health Score. This only happens when value is truly being realized.

All this is casting the post-sales customer-facing functions of Customer Success and Customer Support in a new light. These relationships are signaling outposts for current customer status. Vendors still need to connect with the top management, for they are the ones who set the value realization goals and provide the budgets to fund the vendor’s offerings, but for day-to-day reality checks on whether the value is actually getting realized, nothing beats feet on the ground.

So, note to vendors. You can still use your vendor-centric customer journey maps to manage your marketing and sales productivity. Just realize these maps are about you, not the customer. You cannot simply assign the customer a mindset that serves your interests. You have to genuinely engage with them to get to actionable truth.

That’s what I think. What do you think?

Image Credit: Pexels

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Great Customer Experience Work Begins Here

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Great Customer Experience Work Begins Here

by Braden Kelley

What Customer Experience Really Is

Customer experience (CX) is an essential part of any organization’s success. CX is much more than the level of customer service a company provides. CX is the totality of a customer’s interactions with an organization over the course of their shared relationship. Customers develop a perception of an organization across all their interactions. This perception is an accumulation of the physical, emotional, social, and psychological experiences they have when interacting with the product or service itself, to the way they’re greeted on the phone, to the quality of the interfaces to the organization, its employees, and its information.

Successful organizations consciously create a positive and memorable experience for the customer, from the moment they first engage with the organization. Organizations must design their overall experience with the customer in mind, and tailor it as much as possible to the individual customer’s needs and preferences. Creating meaningful interactions with customers and delivering a great customer experience drives loyalty, trust, and word-of-mouth not just now, but for years to come.

Only the Customer Can Improve the Customer Experience – Usually

This may almost sound like I’m blaming the customer for their bad experience, but the customer does play a central role in making their own experience better. But sometimes they are actively prevented from doing so.

When it comes to customer experience improvement initiatives, many organizations behave in a quite parental way. They think they know best, and instead of investing the time, energy and money to gather the voice of the customer, they use of the voice of the business instead.

The voice of the business is what I call it when an organization speaks on behalf of the customer, assuming and asserting that they know what the customer is thinking and knows what they want (or need). This can be a shortcut used to produce a customer journey map on a deadline, but can quickly turn into a detour if you don’t then validate it with real life customers to make sure that your visualization of the customer journey is accurate and representative.

Only the customers know what their experience is. So go talk to them!

Continue reading the rest of this article on HCLTech’s blog

Image credits: Pexels

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Ten Reasons You Must Deliver Amazing Customer Experiences

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Ten Reasons You Must Deliver Amazing Customer Experiences

GUEST POST from Shep Hyken

Ten years ago, I wrote an article about why delivering an amazing customer service experience is important. While many of those concepts are still valid today, it’s time to modify the list and give a few of the original reasons a facelift to bring them into current times.

First, a reminder that an amazing customer experience isn’t about being over the top. It’s simply consistently meeting or (ever so slightly) exceeding expectations. It’s the consistent and predictable experience that makes customers trust you and come back.

So, here are today’s ten (10) reasons why you should deliver an amazing customer service experience:

  1. Creating customer service builds trust, credibility and confidence. Our customer experience research found that 83% of people trust a company or brand more if it delivers good customer service. The benefit of building trust is potential customer loyalty.

  2. Your happy customers become the best members of your marketing department. The right customer experience gets customers to talk about you, refer you and evangelize your brand.

  3. Delivering an amazing customer experience makes price less relevant. Fifty-eight percent of customers we surveyed said excellent customer service is more important than price.

  4. A great customer experience goes hand-in-hand with a great employee experience. It’s no surprise that the best customer-focused companies are also some of the best places to work. Just compare a list of companies that provide the highest levels of customer satisfaction with the list of the best places to work on www.GlassDoor.com. It’s no coincidence that many of the same companies appear at the top of both lists.

  5. Customers who typically receive excellent customer service from you will be more willing to provide honest feedback when there is a problem or complaint because they trust that you will fix the problem. And when you do, they come back.

    6. Shep Hyken Amazing Cartoon

  6. Seventy-eight percent of the customers we surveyed said they would go out of their way to do business with a company that delivers a better customer service experience.

  7. You can’t afford not to deliver a strong customer service experience. Seventy-four percent of customers would switch to a business that provides better customer service.

  8. A good customer service experience leads to higher customer retention and customer lifetime value (CLV).

  9. An amazing customer service experience begets positive comments and reviews.

  10. Finally, do it because it’s the right thing to do!

If you want customers to do business with you, you must treat them in a way that makes them want to do so. Don’t expect them to be loyal to you until you show loyalty to them. That comes in the form of delivering an amazing customer experience.

This article originally appeared on Hyken.com

Image Credit: Pixabay, Shep Hyken

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