Ultimately there are only four things that drive all businesses regardless of the products or services they provide.
The first is the perception of the customer, and the second is the perception of the employee.
What customers care about:
- First, your customer wants something;
- Second, they decide the values that are important: price, quality, service, and speed;
- Third, they look for companies to solve their pain.
- Fourth, they find and locate you…. and then and only then will they spend their money.
So, what comes first? The perceptions of your company in the mind of your customers or the money your customer spends with you? Clearly, it’s perceptions that make the difference. The same thing is true for your employees. First, they decide to leave, because their perception of what they want with you changed, and then they leave.
The important point is that it is a perception that drives your business and not the tangible indicators that are traditionally the measurements of success. The “Sale” does not drive your business. It is the sum and result of the perceptions your prospects have of you. It comes after the fact.
So how do you measure your business? Sales dollars? Gross profit? Inventory? On-time delivery? Dollars Receivables? All are important but they are the trailing indicators of success. The “leading” indicators are the perception of your customers and your employees before they spend their money or their time. It has been demonstrated that 85% of the company’s market value is derived from the intangible assets of your business such as brand image or customer satisfaction… and that’s all perception.
How are you measuring this critical indicator? The true measure of success for your business is based on the balance of both leading and trailing indicators. “You treasure what you measure.” Measure a balance of all the indicators of success to have a true reading on how well you are doing. Be proactive not reactive. What is your plan to collect this vital information? Are you conducting a customer service survey of your customers or just hoping people will tell you what they think?
How to create an environment dedicated to great customer service?
5 Steps to Friendliness and Great Customer Service
1. Say Hello
2. Say Thank you
3. Look Them in the Eye
5. Go the Extra Mile
Friendliness does not happen by accident. It is conscious thought and action by one person to make someone else happy and pleased. It is a genuine acknowledgment that someone else is around you and is your way of showing your appreciation. It is taking the time to show someone that you care and that he or she is important to you. It is a welcome that reaches out and pulls the other person in. It is treating each and every person in a courteous and respectful manner. Friendliness comes from the inside of you but is demonstrated by how you act toward others.
Friendliness may or may not be found in other companies, but it is critical that any company that wants to be known throughout the community as a welcoming and friendly place to shop. You make the difference in whether this is a fact or only a wish. Our customers observe your actions and behaviors and determine whether to return again another day. Friendliness comes from the pride that you take in yourself, and the pleasure you get from serving the people around you.
The 5 Steps to Friendliness and Great Customer Service is an important part of meeting the expectations of our customers. Each step is a commonsense approach to dealing with each and every person who comes into your organization in the friendliest way possible. You make the difference in whether this is a fact or only a wish. People are aware of the way that you act and the actions you take.
The 5 Steps to Friendliness and Great Customer Service outlines what the customer expects of us.
Your BusinessValue Adviser is especially focused on showing you really practical ideas about how to create GREAT customer service.
Why Use the Customer Service Profile to Hire Great Talent?
The Customer Service Profile™ (CSP) measures how well a person fits specific customer service jobs in your organization. It is used primarily for selecting, onboarding, and managing customer service employees.
The CSP also looks at what your current and future employees believe is a high level of customer service, while at the same time showing where they align (or not) with the company’s perspective. We have a general industry version of this assessment as well as vertical specialties in hospitality, healthcare, financial services, and retail.
Why assess customer service people?
Given the opportunity to land a new job or to be promoted, people may tell you what you want to hear instead of the truth. Additionally, so much of their success depends on the specific type of job and the organization in which they would work. Success seldom transfers automatically. The cost of a bad hire that is customer-facing is very high considering the hiring and ramp-up costs, poor productivity, lost revenue.