When you are working in customer service, you have been happy that your customers leave satisfied. You have sold them a product or service that meets their wants or needs. Or you solved their problem for them. You were happy because, in the end, they were satisfied.
But their satisfaction does not guarantee their return. The good news is that your satisfied customers didn’t complain. But the bad news is that your customers also didn’t rave about you to others. And the very bad news is that some customers don’t come back as they seek alternatives that they think will be as good as you but might be less expensive.
You don’t want to earn customers who are merely satisfied. They have to be more than satisfied. They have to be happy. They have to be ecstatic. They have to be raving to others about how great you were.
And in order to do that, you have to do more than satisfy them. First, personalize their experience. Get to know who they are and understand how they are feeling. Create an emotional bond with your customers during your interaction. Don’t just take care of them. Care for them. Then make a difference. Do a bit more than they expect.
After you are done, they will be more than satisfied. And they will be coming back again and again, happily raving to others along the way
To earn loyal customers, you have to do more than be good enough to satisfy them. Be GREAT out there!
P.S. If you lead employees in your business who make your customers happy, then you have to do better than to satisfy every employee. Be GREAT in there, too.
Facemasks, door signs, floor decals, partitions, and hand sanitizers won’t keep your customers. Such safety protocols in response to the pandemic are expected from your customers. While failing to implement them will cost you customers, maintaining those standards will not guarantee that you keep them. Your competitors are doing the exact same thing which means what you are doing is average, heightened like everyone else, but still average. And … wait for it … nobody raves about average. Customers don’t rave about a business that simply meets their expectations. Nor are they loyally bound to them. With these safeguards, you have simply changed a negative experience to one that is neutral. But what are you doing to move the experience from neutral to memorably positive?
CARE for your Associates first. Hearing about hospitalizations, the struggling economy, and massive layoffs every day, your associates are still anxious and concerned about their jobs. Reassure them by your actions that their leadership team CARES. Communicate. Appreciate. Recognize. Empower. Serve.
Serve your associates by asking at the end of each interaction, “What can I do for you?” And act on their suggestions to make your associates feel as happy working with you as you want your customers to feel about doing business with you.
Re-orient your Associates to the delivery of the customer experience in what is now the “not-so-new-normal”. In the first weeks of the pandemic, you were focused on introducing all the new protocols. Over the last few months, your associates consistently follow the safety guidelines, from temp checks to facemasks. Take time now to remind them of the principles of delivering exceptional customer service. Emphasize that since your customers cannot see their smiles, they need to use other body language, except handshakes and hugs, their words, and tone of voice to convey a warm welcome. Remind them to practice active listening and responding with empathy. Do they remember the forbidden phrases that distract in customer conversations? Make sure they know the difference between taking care of the customer which is a transaction and really caring for the customer, a relationship-building interaction.
Seek feedback and then act. You may know 10-20% of your customer complaints via your customer surveys. Your customers know 100% of what displeases them and your associates do, too, since your customers tell them every day. So ask your team directly, “What are you hearing?” Then act on their feedback to eliminate those pain points. Be sure to involve your associates in defining solutions to remove these dissatisfiers. Without their involvement, you will not earn their commitment to care for your customers.
Become a storyteller. Three things can happen after customers do business with you. They can say nothing because you gave them nothing to talk about. They can rant about you to others because they experienced such poor service that they want to make sure no one else makes the same mistake. Or they can rave about you. And if you want to have your customers tell stories about you, you have to give them a story to tell. Involve your associates to define key points in the customer experience where they are empowered to create memorable small “wows” so the story can end, “And they lived happily ever after.”
QUI TAKEAWAY: Remember nobody cares about how good you used to be before this pandemic. They only care about how good you are now. And now changes every day. You need to do the same.
Recently in a LinkedIn group, one of the members asked the following question: “The global economy is slowing down, but you’ve been asked to do the impossible: Control costs AND improve customer service experience. How can you do it?” While I commented within the group, LinkedIn limited the space allowed for the response so I wanted to elaborate here.
Here are three low cost ways that have worked for me in improving customer service.
Create a Customer Satisfaction Investigation (CSI) team. Isn’t it criminal to take a customer’s money and then not deliver to meet his expectations? This team, with at least one representative from every department, should meet at least once a week to review customer feedback. Like a CSI team, the purpose of the team is to review all the details of each negative customer experience to see if they can find out why it happened. If you do not have a survey process, ask your employees to document and forward any complaint to the CSI team. For every customer who complains, 26 others didn’t say anything (Lee Resource, Inc.) and simply walked away. No one can afford that kind of customer churn. Once identified, work fast to eliminate the dissatisfier. You cannot begin to satisfy customers until you remove all the potential dissatisfiers. You have got to remove them from negatively affecting future customer experiences.
Continually remind your team of the importance of customer service. One of my favorite quotes is from Samuel Johnson, “People need to be reminded more than they need to be instructed.” Day One and Done customer service training is simply not enough. It’s amazing how much of the first day of new hire orientation is spent on defining the rules and restrictions, usually required by the legal department, that, if not followed, will result in termination. While that information is important, consider the overall message you are giving new employees at the end of their first day. Balance the message by describing the empowerment processes that employees can use to exceed customer expectations and offer specific stories when employees went above and beyond for your customers. After onboarding, continue to reinforce that message with customer service tips and stories via email, screensaver messages, and periodic refresher customer service training. As many of the luxury hotel chains and fine dining restaurants known for delivering consistently exceptional service, conduct a fifteen-minute daily briefing that reinforces your brand’s core values and service standards.
Recognize and celebrate those who deliver great customer service. Too often managers focus on identifying an employee’s service deficiencies. These “areas that need improvement” are usually only conveyed to the employee at the annual performance review. Instead celebrate throughout the year the stories of employees who have created WOW moments for their customers. Create a booklet of customer service stories to be distributed on Day One of your onboarding process. Every new employee is a sponge of company information on the first day. Let them soak in the stellar reputation of your company as built by your customers’ perceptions of your employees’ exceptional service. To reinforce that Day One feeling, frequently post or distribute via email the positive customer comments. Send a handwritten thank you note to the home of the individual employees who created a memorable moment for one of your customers. You can be assured they will share proudly that note with their family. If you want your employees to make it a habit to deliver outstanding customer service, you have to make it a habit to thank them when they do.
QUI TAKEAWAY: When you systematically remove the potential dissatisfiers, continually remind your employees of the importance of customer service, and habitually recognize and celebrate the stories of exceptional service you will increase dramatically the value of service as perceived by your customer.
Prior to my present position as resort manager for Marriott’s Ko Olina Beach Club, I served as the charter general manager for The Henry – Autograph Collection (Autograph Collection is Marriott International’s exclusive portfolio of independent hotels) when it was reflagged after 21 years as the Ritz-Carlton Dearborn, MI (Ritz-Carlton is a wholly owned subsidiary of Marriott International). Almost all the associates were former Ritz-Carlton “Ladies and Gentlemen”. Last year The Henry was recognized as one of Marriott International’s Hotels of the Year. I am convinced that while they are now The Henry associates they still would bleed Ritz-Carlton blue. And if you’ve every stayed in a Ritz-Carlton hotel you know there is something extraordinary about the refined delivery of customer service by its associates. So when fellow customer service blogger Ashley Furness offered to share an interview she conducted with Diana Oreck, vice president of the Ritz-Carlton Leadership Training Center, I quickly accepted. You can find out more about Ms. Oreck and Ashley at the end of the post. But for now, here is Ashley’s inside look at how Ritz-Carlton educates its associates to deliver its world-class brand of exceptional customer service.
The Ritz-Carlton Hotel Company is known worldwide for it’s “legendary service.” So much so, Apple uses the luxury hospitality brand as a model for its owner customer support traditions. For both, it’s all about anticipating the customers’s expressed and unexpressed needs.
These practices have not only increased word of mouth and brand loyalty. Ritz-Carlton also boasts among the best employee retention rates around. To create raving fans, they start with inciting brand enthusiasm from their team.
Recently, I had the privilege of interviewing Ritz-Carlton leadership training center Vice President Diana Oreck. I asked her about customer service training, retention, performance measurement and more. Here’s what she had to share about Ritz’ super service sauce:
What sort of questions can you ask someone to find out if they’re caring and can anticipate customer wants and needs?
Well what you want to make sure you do is not ask yes or no questions. You’re not going to say, “OK Ashley, are you a caring person?” Because obviously, you’re just going to say yes, right? So what we do is we ask you in the interview, “Ashley give us a specific example of how you’ve cared for someone in the last month.” “Give me a specific example of anticipatory service that you have extended.”
Ritz-Carlton puts a lot of emphasis on successful new hire orientation. Why is this important for customer service training?
A lot of companies have a notion that employee orientation really needs to be a data dump of the company, and statistics and who’s doing what. It really isn’t. What we are looking for at orientation is passion. We want to make sure that that new person gets the feeling they made the right decision in joining us.
It’s all about them and it’s all about culture. We feel that orientation needs to be significant emotional experience. Because think about it – you are making a very big decision in your life to either start a job or change a job. So our two days of orientation, they are solely revolving around our culture, which we call the gold standards. And the reason we do that is we know that the culture creates passion advocates of our employees. Raving advocates of our brand and we don’t think that it’s realistic to ask that your customer be passionate, raving fans if your employees aren’t first.
Is this also something that helps with customer service employee satisfaction and retention?
Yes, it’s about engagement. I will give you an example. The lodging industry as a whole tends to run a 60-70 percent turnover in a year. Here at Ritz Carlton we run in the low 20s. It’s a huge difference.
What else do you do to promote retention?
We’ve got a vast list. Rewards and recognition is huge. Ranging from first class card, which is the most popular form of recognition at Ritz Carlton. Talk about less is more, it’s just a card that says “first class” and we give it to each other to thank each other. It can be peer to peer, peer to manager, employee to president, president to employee. And then we have things like birthdays, we give gift certificates. You can become five-star of the quarter. We don’t do employee of the month, because we find it’s much for meaningful if it’s the quarter. We are also one of the only hotel companies that still provide meals for their staff. We have gorgeous picnics in the summer and the holiday party and it goes on and on.
What metrics or qualitative data does Ritz-Carlton use to measure customer service training success (How do you know it’s working)? How do you collect this data?
Oh yes, we poll our guests once a month. The Gallup organization sends out 38 percent of guests that stayed the month before. It’s done randomly with the hope we will get 8-10 percent return. We live and die by that guest engagement number. This is the sum of responses to about 30 questions, including How likely is that guest to recommend Ritz Carlton? Were they delighted and satisfied with their stay? If there was a problem, did we take care of their problem? We know that if that guest engagement number goes up, we know that our training programs have been successful.
What are the biggest mistakes companies make when training customer service staff?
There not being specific enough. They’ll say things like “Give great service.” Well that’s nice, but people need a road map. Never assume anything, make sure you have your service standards written down and allow people to observe you in action. Don’t assume that their mother or father, or previous employer taught them what really great service looks like. Have a written service strategy.
What other successful customer service strategies have companies adopted by studying Ritz-Carlton?
It’s all about empowerment. The thing that our guests are most wowed about is that every single employee has $2,000 a day per guest to delight, or make it right. But we never use the money because that money is just symbolic. We are saying to our employees we trust you. We select the best talent. Just help the guest. We do a lot of training around empowerment. So I would say this – you need to empower employees. You also need to make sure that you are inspiring employees to bring their passion to work everyday and to volunteer their best. And you do that by reinforcing their purpose, not their function. Not the how to do your work, but the why of the work you do.
About Diana Oreck Diana Oreck is Vice President, Leadership Center and leads The Ritz-Carlton’s two-time Malcolm Baldrige National Quality Award-winning corporate university. She brings more than 30 years of experience in hospitality to her role and was named as a 2011/2012 Woman of the Year by the National Association of Professional Women. Under her leadership The Ritz-Carlton Hotel Company was named the best global Training Company in the world in 2007 as ranked by Training Magazine.
About the Author
Ashley Furness is a CRM analyst for Software Advice. has spent the last six years reporting and writing business news and strategy features. Her work has appeared in myriad publications including Inc., Upstart Business Journal, the Austin Business Journal and the North Bay Business Journal. Before joining Software Advice in 2012, she worked in sales management and advertising. Currently, her research focuses on various topics related to CRM software, sales, customer service and marketing strategy. Follow her on Twitter @AshleyFurness.
We are Ladies and Gentlemen serving Ladies and Gentlemen. Ritz-Carlton Motto
We recently decided to visit a golf resort here in North Michigan. It touted having spent $14 million dollars in renovations. While it is the off-season, as a former resort general manager, I still wanted to check out what was new and different. (Yes, it’s what resort GM’s do on vacation.)
Walking through the brand new lobby, we approached the front desk. The agent asked me for my last name. I said, “It’s KEY-sing. Starts with a Q-U-I”. She looked down at her computer, typed the letters, then looked right up at me, and asked, “How would you pronounce that?” Seriously. Then she asks me for a photo ID. Now I know that the controller wants to catch the one guest out of 10,000 who might scam the resort, but for the other 9,999 of us, you’re basically telling us that you don’t trust us. Not a great first impression. After proving to her that I was actually who I said I was, she gave me the room key. While I may have rolled in my luggage, I could have used bell assistance to tell us how to get to our room. No such luck.
I was struggling in front of the room with four pieces of luggage, having propped the door with one of them, when a room service attendant passed by. She smiled and then practically sprinted by me to catch the elevator before it went back down.
After a three-hour drive, we weren’t up for being cloistered in the room ordering room service. So we went back downstairs and found out that the only two outlets open for dinner were the fine dining restaurant and the sports bar. We weren’t dressed for elegant dining, but when we went to the Sports Bar, it was so poorly lit that it looked like a cave lighted only by the big screen TV. The menu was limited to bar food appetizers. So we opted to travel into town.
I’m a souvenir collector when it comes to vacations, so the next morning I walked to the brochure rack next to the bellstand to pick up a resort brochure. There were three bellpersons talking to each other near the stand. And while I was scrutinizing the rack to find a brochure that wasn’t there, none of them offered assistance. Rather than disturb them, I walked away. Never did get a brochure.
At checkout, the only parting remarks from the front desk agent was, “You’re all set.”
Nobody raves about average, but everybody rants about nothing. While I liked the new Great Room lobby and appreciated the flat screen TVs and free Wi-Fi, I have come to expect that in a first-class resort. So I’m really not inclined to jump over to TripAdvisor to give them a Five Star review. In fact, I’m ranting in this post to say that the resort actually fell short in service. When I pay more for a king bedded room in one resort than the same size bed in another resort in the same area, I know I’m not paying the premium for the product or the setting. I’m paying more because I think the services offered are going to be better. So I have high expectations of what that service should look and feel like. Unfortunately, my actual experience didn’t meet my expectations. It would have been “nothing” for the front desk agents or bell attendants to personalize my arrival and departure experiences. It would have been “nothing” for the room service attendant to lend a hand in helping me move the luggage into the room. Not exactly Ladies and Gentlemen serving Ladies and Gentlemen. In doing their jobs and nothing more, they were average. And nobody raves about average. Disappointed that my experience did not meet my expectations, I rant about the “nothings.”
People are willing to pay much more of a premium to stay at a Ritz-Carlton. And despite paying that premium, people still rave about the exceptional service delivered by the Ladies and Gentlemen of Ritz-Carlton. So what is their secret? Actually it’s not a secret, at all. Ritz-Carlton gives us the blueprint to their success. Simply Google “Ritz-Carlton service” and you will find any number of articles written about the subject or the Amazon listing for Joseph Michelli’s book about Ritz-Carlton, The New Gold Standard. Better yet, go directly to the Ritz-Carlton page on their website that defines the brand’s Motto, Credo and Gold Standards. You also will find the foundation for their exceptional service in The Three Steps of Service:
A warm and sincere greeting. Practice the 10-5 rule. At 10 feet, acknowledge the customer with eye contact and at 5 feet, greet the customer with “Good morning/afternoon/evening” and a smile. Use the customer’s name after it’s been given whenever the opportunity arises.
Anticipation and fulfillment of each guest’s needs. Define customer expectations of the timeline of touchpoints during the customer experience. First remove all the potential dissatisfiers that could displease a customer. Then proactively look for opportunities to create a “small wow” that goes above the customers expectations. It could be something as simple as assisting a customer you may see standing in front of the store directory or looking up at the store directionals.
Fond Farewell. Sincerely thank the customer for choosing you and offer a warm good-bye. Again, use the customer’s name once it’s been given. Better yet, consider an after the sale follow-up phone call or thank you note.
Seems simple enough: Warm welcome, Magic Moment, Fond Farewell. But if it’s that simple, why, then, isn’t customer service everywhere like Ritz-Carlton? The real secret is in the huddles held daily in each department in every Ritz-Carlton and consistent execution of The Three Steps of Service by their Ladies and Gentlemen. So to build your customers’ perception that your service is dependably exceptional, then perform the Three Steps of Service courteously in your personal delivery of service with each customer every day. If you are a customer service leader, remind your Ladies and Gentlemen daily of The Three Steps of Service and recognize and celebrate frequently those you see deliver The Three Steps to your customers.
QUI TAKEAWAY: Make this common sense Three Steps mantra – a warm welcome, anticipation and fulfillment of each customer’s needs and a fond farewell – truly common practice with your customers and you’ll soon be earning a reputation for service like Ritz-Carlton.
Imagine if you could get each person on your team focused on the same vision and commitment to the delivery of the World’s Best experience for each customer. Your company’s service reputation would be broadcast so loudly by all of your customer loyalists that you easily would dominate your competition. So how do you do it? How do you get everyone on your team reading from the same book? Simple. Put it in writing. Literally let them read from the same book.
Create your customer service manifesto. Your manifesto is a declaration of your company’s customer service creed, principles and intentions. Do not confuse this booklet with the employee handbook. The latter defines the legal responsibilities of the company and the employee. Your manifesto defines your company’s service culture. The employee handbook defines the limitations of personal performance. Your customer service manifesto defines the principles that each team member should aspire to perform. Big difference.
Why is writing your customer service manifesto so important? Review your company’s first day orientation agenda for a new employee. I am sure you will find that, while benefits are reviewed, much more time is spent on company policy – email and social media guidelines, conduct on and off duty, house rules, safety, sexual harassment, and on and on. It’s like saying to a new employee, “Welcome to the company. Now here is how you can get fired.” On the first day, you spend more time explaining the obstacles more than you do how to go above and beyond to wow your customer. What’s wrong with that picture?
Your manifesto will let your employees know that you are committed to service that is not hindered by rules. Discussed separately from the rules and regulations, you initiate new employees to fully grasp the value and importance of customer service. The principles within the manifesto define the level of service to which you wish each employee to aspire. So what are the components for a customer service manifesto? Here you go:
Mission Statement – Your mission statement should answer three simple questions: What do you do? How do you do it? Who is your customer? Keep it short. Your mission statement should be memorable and easily recitable. Disney offers one of the best examples of a mission statement: (What do you do?) We create happiness (How do you do it?) by offering the finest in entertainment (Who is your customer?) for people of all ages, everywhere. It is simple, yet aspirational. What is your mission? Is it memorable? Can your employees get passionate about it?
Your Company Heritage – Most businesses give a new employee a historical timeline of major events. But a heritage is something more. A heritage incorporates the “why” behind the “who, what and when”. A heritage is the storytelling of the rich tradition of your company. Marriott employees all know the story of newly wed J.W. and Alice Marriott’s trek from Salt Lake City to Washington, D.C., the nine stool Hot Shoppe where J.W sold 5 cent A&W root beer, and the sticky nickels hand carried to the bank by Alice Marriott. What is your company’s story?
Core Values – The core values for Baptist Health Care are Integrity, Vision, Innovation, Superior Service, Stewardship and Teamwork. Yum! Brands employees focus on CHAMPS: Cleanliness, Hospitality, Accuracy, Maintenance, Product Quality, Speed of Service. What are the pillars on which your company is built?
Appearance Standards – To the customer, the employee is the company and first impressions do matter. Your message here should convey that an employee’s appearance should be a reflection of your company’s professionalism and not an employee’s personal style.
Performance Tips – Define the specific behaviors that can guide employees to act courteously with customers in person, on the phone and on-line. Include in this section the forbidden phrases like “Honey, Sweetheart.” “I don’t know.” “You should have . . .” and “To be honest with you . . .” while offering performance expectations such as answering any ringing phone within three rings or an email within 8 hours, as well as using the person’s name at every opportunity. You know how to properly interact with customers. How do you want your employees to act? Tell them by writing it down.
Service Recovery – Marriott Hotels uses the service recovery acronym LEARN: Listen, Empathize, Apologize, Respond, Notify (your supervisor and co-workers so that it does not happen again to future customers). Other businesses use the acronym LAST: Listen. Apologize. Solve. Thank (the customer for bringing the issue to your attention). What are the service recovery steps that you expect every employee to take when confronted with a dissatisfied customer?
Experience Flow Chart – Jan Carlzon, then CEO of SAS Airlines, defined a Moment of Truth as “anytime a customer comes into contact with any aspect of a business, however remote . . . to form an impression.” Whether you call it an experience flow chart or experience journey map, plot all the emotional touchpoints of the customer’s experience. The employee can then be more aware of the key opportunities to wow your customers.
Aspiration page – This last page could be customer testimonials, motivational or customer service quotes or a parable like The Starfish Finder. (Google “Starfish Finder” if you haven’t heard of this story). This last page should serve as aspiration that one person truly can make a difference in the experience of a customer.
But merely writing and distributing the customer service manifesto at orientation is not enough. Spend time with the new employee to give your personal interpretation of the meaning and importance of the key components.
QUI TAKEAWAY: Samuel Johnson said, “People need to be reminded more often than they need to be instructed.” Ritz-Carlton established itself as one of the finest luxury hotel brands by mandating a daily line-up where that day’s Ritz Carton Credo card’s performance tip is reviewed. So refer to your manifesto often and ideally discuss daily one item within it to instill in each employee your company’s mission, values, and performance expectations. And when you do, you will see that each employee will deliver consistently the World’s Best Experience to every one of your customers.
“Customers perceive service in their own unique, idiosyncratic, emotional, irrational, end-of-the-day, and totally human terms. Perception is all there is!” Tom Peters.
Your Number One work responsibility is to WOW new customers and have customers return loyally, raving to others. So how do you do that? Be the customer. The customer pays for his experience, not yours. To him, image is everything, perception is reality, and feelings are facts. He buys with emotion and justifies that decision with reason. So he seeks the best emotional value in his experience, not your logical best price, service, or product. When your customer interacts with you, you are not a representative of the company. You ARE the company. And, as the company, you cannot begin to satisfy customers until you remove all the potential dissatisfiers. That means removing Forbidden Phrases. Forbidden Phrases are those which could potentially give a customer a bad impression of you and your company. The customer seeks his best value and, bluntly, one of the Forbidden Phrases is a poor one. Here are just a few:
“I’m new here.” “I’m in training.” “It’s my first day.” Be the customer. If you’re going to pay your hard-earned money, do you want to be served by a rookie? Your customer is no different. Saying that you’re new is your experience. The customer is seeking the best value for his experience. When you say you’re in training, your service is a poor value for his experience. Even more, he doesn’t care about your experience. All he cares about is his experience.
“You’ll have to go to (call) …” The customer pays for his experience, not yours. He doesn’t HAVE TO do anything.
PROPER: You may have said, “Could you go to (call ) …”, but he might have a “pass onto pass onto pass onto …” negative experience.
It is best to say, “Let me walk you to (call) …” and do it quickly.
“To be honest with you …” What is the customer hearing? “… because I lie to you the rest of the time.”
PROPER: Simply do not use any of these phrases. You’re not lying to him because you haven’t said anything. And the best value for the customer’s experience is one that is quick, easy, and painless.
“That’s not my job.” Be the customer. “Well, it looks like you work here. Why isn’t it your job and why don’t you find the person who does?”
“I don’t know.” When you say “I don’t know,” you are saying to your customer, “I don’t know. They didn’t train me well and this company always keeps me in the dark.”
“I think …” or “I believe …” “What time does the mall across the street open on Sunday?” “I think 11 a.m.” Here is what the customer is hearing you say, “I have no clue, but here is my best guess… “
PROPER PHRASE: “That’s a great question. Let me find out for you.” The best value for the customer is an experience when he feels he has a great question.
“Okay.” Your customers may be parents. When they asked their six-year-old, “Are you going to clean your room before dinner?” and the child said, “Okay,” what were the parents thinking? When the parents asked their sixteen-year-old, “You’re going to be home by midnight, right?” and the teen said “Okay,” what do you think the parents were thinking? “Okay” to them means “Maybe. Maybe not.” So when you say “Okay” the customer is hearing “Maybe. Maybe not.” Or he is hearing “Okay,” which means “good.” So your customer feels your service is good, not better, just average. Nobody raves about average.
“No problem.” Your customer has every expectation that his experience will be problem-free. No customer ever calls or walks into your establishment to proclaim, “Here I am. Here’s my money. Dissatisfy me now.” When you say, “No problem.” your customer is thinking, “Why? Was there a possibility that it would be a problem? At the same time, “No problem” means “no problem to you.” What you are saying to your customer is, “Of the two of us, I am the star of the show. And you are asking something so small that it is no problem.” Not exactly being customer-centric are you?
“Okay” and “No problem” are saying to the customer, “We will meet your minimal expectations”. And since you are intent on delivering outstanding service, should anything simply be “okay” or “no problem”? Of course not.
PROPER PHRASE: “Certainly.” His experience is not just “okay” or good, without a problem or just satisfactory. It’s “certainly” better.
“That happens all the time.” For example, “The hotel key you just gave me doesn’t work on my door.” “Oh, that happens all the time.” Here is what the customer wants to ask, “Well, if it happens ALL the time here, why don’t you FIX it?”
PROPER PHRASE: “I apologize.” (More on this below.)
“Our policy is …” Be the customer. Here is what he is hearing you say, “What I am about to tell you will cover us. You’re simply not going to like it. But that’s your problem.”
PROPER PHRASE: Explain what the policy is but don’t use the word “policy.”
“I’m sorry. We’re a little understaffed.” or “Someone called in sick today.” or “I’m sorry” plus any reason why you were unable to deliver.
The customer did not expect to be dissatisfied when he walked into your establishment. Any explanation you give about why you did not meet his expectation is not being heard as a reason. It’s being heard as an excuse. He doesn’t want an excuse. The customer is paying for his experience, not yours. “I’m sorry” is your experience. Bluntly, he doesn’t care how you feel. What’s in it for him? The customer wants action, not excuses. At the very least, it should be that you are giving him an apology.
PROPER PHRASE: Simply say “I apologize.” with no excuses and do whatever it takes to work towards a resolution, even if it means recommending him to your competitor. Don’t “fire” the customer. Simply ask him to “resign.” “I apologize, but we can’t find a solution for you. Could I recommend this company (your competitor)? I could call them if you like.” Both are happy. The customer is happy because you found a quick fix. He has an emotional connection. The more emotional the connection, the more memorable the experience, the more loyal the customer. Ideally, the customer will remember later and return. The competitor is happy because you referred a customer to them. The competitor may refer a customer to you when they can’t fix a problem. A Mutual Admiration Society of sorts.
QUI TAKEAWAY: Are there any Forbidden Phrases that are specific to your industry? “Checking in? or “Checking out?” for hotels. “Just one?” or “Are you done with that?” for restaurants. Identify and eliminate them from conversations with your customers and you will be on your way to delivering a problem-free, exceptional experience for them.