Author: JoAnna Brandi
Ken Blanchard calls it creating "Raving Fans." Ron Zemke calls it "Knock Your Socks Off." Jerry Fritz calls it "The Power to Wow" I call it "Exquisite Customer Care." What do you call it? The "it" I'm talking about is the "flavor" of service you deliver, the "brand" of caring and consideration you dish up to your customers. Haven't defined it? Maybe it's time.
Ken Blanchard calls it creating "Raving Fans." Ron Zemke calls it "Knock Your Socks Off." Jerry Fritz calls it "The Power to Wow" I call it "Exquisite Customer Care." What do you call it?
The "it" I'm talking about is the "flavor" of service you deliver, the "brand" of caring and consideration you dish up to your customers. Haven't defined it? Maybe it's time.
Do you want to deliver an experience that is extraordinary? Spectacular? Astonishing and astounding? Do you want your customers walking away saying "wow?" If so, it's time to state it, it's time to figured out what you want them to say and feel after they leave you.
Does any company really want to provide service that is lackluster, boring, dull, mean, inconsiderate or just plain lousy? I think not.
I think companies that provide this kind of service just haven't taken the time to really define (and refine) the most delicious service they can and want to provide to their customer.
The Ritz Carlton wants to: "enliven the senses, instill well-being and fulfill even the unexpected wishes and needs of our guests"
Yes! They see themselves as Ladies and Gentlemen serving Ladies and Gentlemen and you know what? That's what it feels like to be on the receiving end of service at one of their properties. When a company (or even a department or division) clearly takes the time to articulate what service should look like, sound like, feel like, smell like and taste like at their place of business - they have more than half a chance to create it. In organizations that don't take the time or make the effort to define clearly what "service" or "care" should look like, or how it should be experienced on the part of the customer, have less than half a chance of creating it.
"When a customer leaves us we want them to feel amazed that they were taken care of so promptly, so expertly, so courteously, so effortlessly that they tell 3 friends." "When a customer walks out of here I want them to feel like they were the only customer we had all day." "When a customer experiences our "caring" they will go away feeling like a burden was just lifted from their shoulders and they are lighter." "When a customer walks in our door they should feel the same delight that a five year old might feel at a carnival." "After a customer calls this company they will have experienced what we mean by creating happy, happy customers"
Oh I could go on. But so can you.
Create customer experiences - but create the ones you want - not the ones that just "happen." Whether you lead a company, a department, a team, or your own enterprise, have a clear intent and a clear picture of the kind of experience you will create for your customers. Share it with your team, set down a strategy and some standards, to make sure you do it consistently. If you are so bold, share it with your customers and then set up feedback systems to make sure you accomplish it. And check in periodically to make sure it's still the right experience for the customers you serve.
It all starts as a dream, a spark, a thought, an intention, but it gets created because you say, "It's time!" Take the time.
Copyright 2004 by JoAnna Brandi. Used with permission.