| In any relationship, if a person feels you have | | | | extra minute to explain something, the extra |
| cheated, used or tricked them, they will begin to | | | | second to point something out, the extra smile to |
| seek ways to "get back" what they perceive you | | | | show you care, the extra walk across the floor |
| took from them. In their mind, you have taken | | | | to greet them personally, the extra 5% off, the |
| advantage of them and now they want "it" back. | | | | extra cup of coffee, the extra training session for |
| Customer Service Professionals want to make | | | | all new staff, the extra in stock item, the extra |
| sure their Customers do not develop these | | | | personnel on duty during the busiest time of the |
| feelings and do so by practicing relationship building | | | | day and the extra attention to detail that |
| during their transactions. You can begin the | | | | separates good service from a fantastic |
| process of building these relationships by using | | | | experience! |
| specific "rules of engagement" and thereby | | | | Then, ask them for feedback, and take action |
| prevent the unhappy circumstances described | | | | when necessary. There is not a survey company |
| above. | | | | out there conducting surveys for their health. |
| First, be as transparent as possible in your | | | | They conduct surveys to gather information |
| transactions. You can do this by stating | | | | about a product or service and companies use |
| everything upfront, pointing out limitations of your | | | | that information to make changes. Good surveys |
| service or product, verifying that the information | | | | ask about issues, great surveys ask about |
| received by the Customer is reality and not | | | | actions. |
| conjecture on your end, describing specific | | | | Actions by definition, are what a company does in |
| courses of action with timelines and answering | | | | the interest of the Customer. Actions by the |
| any question posed to you as honestly as | | | | company in the interest of the company is a |
| possible. By becoming transparent in your | | | | very different thing. Great surveys are good at |
| business, you allow the Customer to see you as | | | | getting to this information. Asking for feedback |
| an asset and someone that they can count on. | | | | the right way is respecting the Customer and |
| Subterfuge and delay tactics only serve you and | | | | their preferences. Taking action on those items |
| tell the Customer that you may be doing | | | | that require attention is respecting the future of |
| something untrustworthy, thereby opening the | | | | the company's business. |
| door to accusations and the never ending cycle of | | | | Finally, Thank Your Customer. Thank them for |
| mistrust/retribution/mistrust. | | | | continuing to use your service. Thank them for |
| Second, take the time to view yourself and your | | | | spreading the good word about what you do. |
| organization from the set of shoes you do | | | | Thank them for choosing you over ten other |
| business with, your Customer. Take a walk | | | | competitors. Thank them for just "stopping by" |
| through your shop, call in, ask for a brochure over | | | | (one of several signs that you are on the right |
| the phone, read through all the material on the | | | | road), Thank them for trusting you to take care |
| website, read all the signage posted, ask for help | | | | of their needs and Thank them for the future. |
| from someone in your organization, talk to | | | | A future that includes them continuing to do |
| another Customer visiting your store as a | | | | business with you. |
| Customer (this one sometimes gets you | | | | Doing these things does not guarantee that |
| information that the rest of your staff wish you | | | | someone will not feel "cheated, used or tricked." |
| would not find out) or do anything that gives you | | | | Not doing these things guarantees that they |
| a true picture of your company and your | | | | absolutely will feel that way though. And in today's |
| personnel. | | | | "give it to me now" world, can we afford to give |
| Now you can see what your Customer sees and | | | | away any one thing that separates us from the |
| hears. This might come as a surprise to you. It's | | | | other guys? |
| not the experience you think it is. | | | | The relationships we forge with our Customers? |
| Next, start taking an extra step. That step is the | | | | |