Brenda Eckstein International

Strategy, Leadership, Integral Coaching and Communication consulting

Letter to Tom

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Dear Tom, 

Since I first met you at the NSAA Convention in Melbourne a few years ago, I have marveled at the way in which you have built up the Beechworth Bakery and other businesses. Thank you for being such a wonderful inspiration.  

I love reading your stories of how at the age of 6 years you decided that you had to be able to buy your own mattress.  You immediately started working towards your goal which you achieved through being a hardworking entrepreneur.  By then you knew how to succeed and have continued to build on that.  Yes, we need to have purpose.  And you have an excellent ability to combine purpose with your passion and thus achieve excellent outcomes. 

I thought you’d be fascinated by this picture below:

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In this photo taken yesterday in Pietermaritzburg, Kwa-Zulu Natal, Republic of South Africa, you’ll see: 

  • Nathi Mbhele, Save Hyper Bakery Manager
  • Rashaad Solomon, Manager, Save Hyper
  • Devan Moodley, Group Bakery Manager

They are talking to a group of Cordwalles Primary children and their teachers.  This was part of an interactive workshop. 

I’m sure you are already saying ‘I know where they got that idea’.  And yes, you do.  Your examples from Beechworth Bakery had a huge impact on the management team and staff and we are very grateful for that.   During a ‘Sustainable Customer Service Strategy’ programme which I’m running with Save Hyper at present, spanning a period of 6 weeks, I showed them your video and they decided to follow your example of encouraging children to come into the bakery.  

The group of children and teachers spent three hours at the bakery yesterday.  As Rashaad Solomon, General Manager said, ‘This was a branding exercise and way of connecting to future customers.’  He also said:  ‘I was so touched seeing the excitement and enthusiasm on the kiddie’s faces.’   After a productive and exciting morning, the children each took home a cupcake and loaf of bread.  And as you mention in the video, Tom, those children are going to be reluctant to let their parents buy bread elsewhere! 

So let’s look at just a few of the lessons we are learning through this example: 

  1. Show appreciation. Our theme this week is ‘Show appreciation’ and all 300 staff have been asked to actively and sincerely tell customers that they appreciate them and the business they bring.  They are working on this principle both at work and in their home situations.  Each participant needs to apply the principle and ‘catch some-one doing something right’ in relation to showing appreciation.  Next week staff need to come with examples of what they have seen and done during the last week.  So, Tom, I’m setting the example by telling you how much I appreciate your ‘way of being’.  The photo shows a concrete example of where you have impacted positively on others and I’m grateful to you.
  2. Passion fuels positive action. Your passion and actions are aligned.  You have always worked incredibly hard in order to achieve your goals.  The Save Hyper team is doing exactly that. They are following a path that generates enthusiasm.  No wonderful they are the current Pietermaritzburg Chamber of Business (PCB) ‘Business of the Year’. 
  3. Having fun while we learn energises and this motivates us in all fields. In your video, your sense of fun is infectious.  Save Hyper picked up on this and the staff, children, teachers and bystanders all had a great time yesterday.
  4. By building relationships we can recognise and optimise opportunities. There is a sense of trust and people take risks more easily where there are positive relationships.  Yesterday’s session was the first the team at Save Hyper had held.  Yet, together they could experiment and be pioneers in this field.
  5. We need to share our experiences and the ripple effect goes way beyond our boundaries. I shared your examples and showed your video to the management and staff of Save Hyper.  Thus 300 people enthused over your positive approach and wonderful ideas.  So, a promotional activity demonstrated by you in Victoria, Australia was repeated in KwaZulu-Natal, Republic of South Africa.  And the outcomes were positive.
  6. It is important to recognise opportunities to promote our brands. The children each left with their cupcakes in the beautiful magenta and lime branded Save Hyper boxes. So there was follow-through from the experience and this cemented the memories.  They had something tangible to take home as a reminder.
  7. Capitalise on the culture of the organisation. Save Hype is a nice place to be.  The experience is great.  And this reflects directly back on the way the Beechworth Bakery works.  There is a similar culture of caring for each other and caring for our customers.
  8. Tom, as you know, one of my passions is networking. This involves connecting people with people, people with opportunities and people with information.  So, by sustaining our relationship over the years, I was able to be the catalyst in indirectly connecting the Save Hyper team with you and your work.  This enabled them to see opportunities.  And then this helped to release their energy and creativity.  And of course, there was a lot of hard work involved, too.

Tom, no geographic boundary can contain your enthusiasm.  Your influence has overflowed and we are reaping the benefits here in South Africa.  I do hope it won’t be long before you visit again?  I’ll be in Sydney in November and perhaps I can ‘catch up’ with you and Christine then?

Warm wishes and thanks,
Brenda

Customer Service is Everybody’s Business

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It is rewarding working with companies where there is a deep understanding that ‘customer service is everybody’s business’.  Save Hyper in Pietermaritzburg is an example of where the entire staff is involved in a six-week ongoing programme.  Each week, in groups, 300 individuals participate in training sessions and this includes management, those involved in sales, administration, butchery, bakery, car-guards, cleaners etc.  I am amazed at the quality of their input and their commitment to working together to raise their levels of customer service.

Brenda and Rashaad Solomon, manager of Save Hyper during a training session.

Brenda and Rashaad Solomon, manager of Save Hyper during a training session.

Following a one-day workshop for the management team where the guidelines had been considered, a six-week programme was implemented.    At the first sessions for the 300 staff, they were asked in groups to compile their own lists of the benefits of excellent customer service.  A summary of their consolidated input is outlined below: 

What are the benefits of providing excellent customer service? 

What is the impact on the business in general?

  • Higher standards of service provide a competitive advantage.
  • Competitors in the industry or line of business are thus challenged to aim for higher standards and the general levels improve.
  • Sales and profit increase and thus there is business growth.
  • The growth of the business leads to more taxes being paid and this helps the country’s economy.
  • There will be more job opportunities.
  • The business will become the employer of choice and thus jobs at that company will be sought after.
  • Internal and external communication is improved.
  • The business can invest in quality products.
  • The reputation of the business is enhanced.

How will the customers feel and what will they do?

  • The customers will be happy with the service and products and continue to support. 
  • They’ll keep coming back and this will lead to an increase in the life-time value of the customer.
  • Customers will know that we believe that long-term relationships are more important than sales.
  • Customers feel good about shopping in this environment and tell their friends.  Word-of-mouth advertising and marketing lead to more sales.
  • Because there are good relationships, when things do go wrong, customers know they’ll be listened to and treated with empathy.
  • They’ll think of this business as their ‘one-stop-shop’ for a whole range of their needs.

Why will staff be more motivated?

  • By smiling and being friendly, they will build relationships and bond with the customers more.
  • Communication with customers makes it possible to get good ideas from customers.
  • The growth in the business and greater productivity of the staff are likely to lead to salary increases.
  • There is greater respect towards colleagues and good working relationships result.
  • Staff will have a positive attitude towards the business, their jobs and the products and services offered.
  • They’ll have improved product knowledge and be able to guide customers and this increases the level of sales. Customers are more satisfied.
  • Customer confidence increases.
  • Staff enjoy a good and healthy work environment.
  • It starts with YOU!  If customers trust you, they are more likely to trust the products.

All the above will escalate and support new higher levels of customer service.  Thus more customers will shop and the business will grow even further.  Customers and staff will be happy and loyal.  Improving customer service standards has huge benefits. 

Some of the staff in discussion during a training session.

Some of the staff in discussion during a training session.

For more information on customer service training, please contact brenda@146.66.90.172 or phone +27 82 4993311.

Save Hyper – How do we continuously improve our service?

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I’m always fascinated at how similarly – and yet how differently - the teams from various firms approach the question, ‘What do we need to do to continuously improve our customer service?’

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At present we are running a six-week customer service programme with Save Hyper.  The management team developed their lists of their answers and these have been consolidated as follows: 

  1. Revisit the company vision and goals on a regular basis.  And explore what they really mean to the organisation and to the staff.  How do the staff see them?  How could they interpret and align their behaviour better?
  2. Create a culture of ‘continuous improvement’.  Practice ‘positive discontent’.  Regularly examine and question each element of your service.  And for each ask:  ‘is this the best it can be’?  If the answer is ‘yes’, we review that same element at the assigned review time and ask the same question again.  If the answer is ‘no’, then look at constructive and creative ways in which to remedy or improve that aspect of service.  And implement. 
  3. Go the extra mile.  I love the expression:  ‘there are no traffic jams on the extra mile’.  So few companies go there so this becomes a competitive advantage. 
  4. Make customer service memorable – it is an integral part of everyone’s work, regardless of job description. 
  5. Listen to what customers are really saying (rather than ‘listen to your customers’).  There I would add, ‘and take steps to find out what they are not saying’!
  6. Listen to your customers in a way that makes them feel valued. The quality of your listening is important.
  7. Consider everyone in the organisation as a brand ambassador.
  8. Observe how the staff present themselves.  And this is deeper than just how they appear, although that is very important.  Individual hygiene comes into this, too.  How professional and loyal do they appear in everything they do?  
  9. Take note of how staff members interact with customers and is their attitude positive?  Are they warm and friendly and building relationships?  Or are they just answering questions as part of their job?
  10. Engage with customers – both the external customers and the internal customers.  Build relationships.  Advise them on their needs and hi-light opportunities.
  11. Adapt to the customers’ changing wants and needs.  And here we need to becognisant of past and potential customers, too.  What do they want and need from your organisation or business?
  12. Find ways to creatively tap in to what people really think about your service and products.  Have effective, regular surveys with people who shop at your shop – and also with those who don’t.
  13. Have effective measurement tools to track customer service. Get regular relevant and useable feedback from customers.  Use it to improve business.
  14. Identify ‘stumbling blocks’.  What is making it more difficult for customers to shop with us?  How could we make it easier for our staff to do a good job?
  15. The managers and staff need to be visible and available.  This applies particularly when a query needs to be resolved.  It is pointless their being there, engrossed in ‘team-talk’ and not being available to customers.
  16. Address complaints promptly within the framework of your sound ‘bounce back strategy’.
  17. As managers, coach and mentor others.  Transfer your skills. Mentor team members and communicate regularly and effectively with them.
  18. Empower staff through regular training and other initiatives.
  19. Good customer service should be acknowledged and rewarded.  And this is an interesting point.  The sooner a member of the management team or team-leader says ‘well done’, the more effective it is.  And consider what reward would be appreciated?  Sometimes, the acknowledgement is enough and they don’t need any other reward.
  20. Monitor the cost effectiveness of improved service to all aspects of the business, including admin and warehouse.
  21. Display products in the most appealing and effective manner.  And merchandise productively.
  22. Everyone who answers a phone needs to be trained in telephone etiquette and use it effectively.
  23. Visit other retailers.  Know as much about your competitors as possible.  Use that information to build better service. Also explore diverse businesses to see if there are ideas you could adapt and incorporate.
  24. Everyone needs to practise self-leadership.  Be flexible and open to change and improving the way you do things.
  25. Make customer service a functional requirement of everyone’s job.
  26. Have fun!  Enjoy your work.

The conversations in groups provide a platform for quality conversation.  By sharing ideas and perceptions, not only is information transferred, but relationships are built.  Relationships both within the business and externally as well provide the framework within which customer service can flourish.

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For more information on Sustainable Customer Service strategy or any of the other services we offer, please contact brenda@146.66.90.172 or phone +27 82 4993311.

The Benefits of Exceptional Customer Service

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It is rewarding working with companies committed to lifting their levels of service.  ‘Excellent customer service is one of the key factors that differentiate us from competitors.’  These were the words of one of the management team-members at a recent ‘Sustainable Customer Service Strategy’ workshop run ‘in-house’ for Save Hyper.  This one-day workshop provided the framework for a 6-week programme in which 100 staff members will be involved on an ongoing basis. 

Members of the management team of Save Hyper deeply involved in discussion.

Members of the management team of Save Hyper deeply involved in discussion.

Individual focus and then group-work provided input for their thoughts on ‘The benefits of excellent customer service’ and the consolidated input, in no specific order is outlined below: 

  1. Happy customers become frequent shoppers and this leads to loyalty and customer retention.
  2. More people know about your organisation and products through ‘word of mouth’ marketing.  Existing customers ‘spread the word’ and market you.
  3. A sound customer base is established and increased.
  4. An increase in satisfied customers accelerates the growth of the company.
  5. Better service provides a competitive advantage.
  6. Positive feedback increases brand awareness and builds the brand.  There is enhanced brand equity.
  7. Customers feel an emotional attachment to the brand as they love shopping in your environment.
  8. Confidence and trust are built with both the internal and external customers and this has a ripple effect.
  9. There are more job opportunities through the increase in business. Satisfied customers ensure sustainable employment in the group.
  10. Increase in ‘lifetime’ purchases stabilises and increases business growth.
  11. The pride through being recognised as champions of service lifts standards even further.
  12. The motivating and energising environment increases staff satisfaction.
  13. Sales figures and profits improve and the business grows further.
  14. Better service leads to better margins which impacts on the service.
  15. The ‘spillover’ has a positive effect on relationships with suppliers.
  16. There is enhanced value to all stakeholders.
  17. There is greater value to the community and to society in general.  Business can help to ‘make the world a better place for everyone’.
  18. Your business becomes the ‘company of choice’.

Members of the management team of Save Hyper deeply involved in discussion.

As a facilitator, it is a great pleasure for me to serve a team of committed people who treat each other (and me) with respect and understanding. I’m looking forward to being part of their journey during the next six sessions!  They deserve to achieve their goals.

For more information on the facilitation of ‘Sustainable Customer Service Strategy’, a programme developed in conjunction with Leon Grové of Leverage and Growth, or other individualised services pleased visit the services page or contact brenda@146.66.90.172 or phone +27 82 4993311.

150: Service Excellence at the Oyster Box Hotel

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When your business has incredibly high levels of service excellence, how do you consistently sustain your standards?  Of course, leading by example, having the right tools and resources and effective training play a huge part in this.  In addition, how do you continue to add value, to exceed expectations?  And once people are all focused on effective outcomes, how do you connect with the hearts of your clients, customers or guests?  It is the "people factor" that I am emphasizing in this article.   

Let's set the scene and put the "people factor" in context.  The Oyster Box Hotel, Umhlanga Rocks, KwaZulu-Natal is an outstanding example of service excellence.  Let me give you an example: for a special wedding anniversary this week we decided to spend three nights at our favourite hotel which definitely has a soul.  I work for hours in the Clock Library – and in those beautiful surrounding, it certainly doesn’t feel like ‘work’.  I enjoy a movie in their quaint cinema with popcorn and sweets ‘on tap’.  We were allocated our favourite sea-facing room which provides one of the most magical views imaginable.

The view from our window.

The view from our window.

And of course, we had delicious meals, too.  My favourite meal in the whole world is the breakfast served on the Terrace.  Guests can ‘mix and match’ food to their heart’s content.  Sometimes we are delighted to hear the gong ringing and when that happens everyone rushes outside to watch the dolphins in the surf.  But here again, it is the warm and sincere hospitality imbued in every staff-member that makes this the ultimate in enjoyable experiences.  The "people factor" make everything else possible.

I’d like to talk more about this concept of going beyond just making guests believe that they have made the right choice from a cognitive perspective.  The people in the organisation add the warmth, the extra touches that bring the experience to life.  And at the Oyster Box Hotel, Wayne Coetzer, the General Manager, one of the most characterful people I’m privileged to know, spreads his warmth and caring to the staff, guests and all those with whom he interacts.  In fact, he is so ‘nice’ that I often forget his competence and ability to run this magnificent, many-faceted hotel. Of course he is ably supported by his deputy, Tyler Liebenberg, executive chef Kevin Joseph, personal assistant Barbie Hamilton and a team of dedicated managers and staff.  But he is the one who has the uncanny ability to connect people with people, people with information and people with opportunities.  Wayne, I salute you as one of the greatest networkers I’ve ever been privileged to meet.  

Part of his networking this trip involved introducing me to the iconic ‘Mrs Tollman’ who happened to be staying at the Oyster Box Hotel.  She and her husband, Stanley lead the Red Carnation Group internationally.  What a privilege it was to meet her!  I can sense how her warmth, caring and competence have a ripple effect, impacting on every aspect of their business enterprise.  So here you see a very strong ‘heart’ connection.  And, Mrs. Tollman you have captured my heart, too!  (How I’d like to be more involved in your businesses!) 

Let’s go back to Wayne:  Another way in which he more than ‘went the extra mile’ was in organising number plates for Ed’s ‘Sportscar’. (This was the topic of a previous blog post).  Innovators have the ability to firstly recognise (cognitive) and then optimise (action) opportunities.  And Wayne is a master at finding creative, appropriate solutions.  You should just see the number plates!  We absolutely love them (heart)!  So the outcome is effective because head and heart are aligned and this provides the energy for appropriate action!  It wasn’t just a case of ‘here are some number plates’ and we would truly have been impressed and grateful at that point.  But part of the process involved the great kindness and consideration with which Jonathan Olsen, Maintenance Engineer orchestrated the fitting of the number plates to ‘Sportscar’.  Thank you, Jonathan! 

Jonathan Olsen, Maintenance Engineer, Ed and ‘Sportscar’.

Jonathan Olsen, Maintenance Engineer, Ed and ‘Sportscar’.

Please look carefully at the wording of the number plates.  These have been great for starting conversations both while Ed proudly tootled around the Oyster Box Hotel and also when he is out in one of the many shopping malls he frequents.  So that is generating further action and connection, too. 

So, there is a huge ripple effect spreading outward from the essence of a true spirit of service, whether it be from the customer service strategy in place, the effectiveness of the leadership or the passion for the quality of service that everyone involved in the Oyster Box Hotel seem to possess.   

Readers, in aiming at service excellence, observe how cognitively your internal and external customers are viewing your service and products.  But we also need the ‘heart’ connection and you and your teams are the ones who should build those relationships.  Capture the hearts of your staff, clients, customers, guests, patients, members and the impact and ripple effect will be huge if you ‘take action’ in an appropriate and timely manner.  

For more information on Sustainable Customer Service Strategy, Customer Service training or Executive Coaching, please contact  Brenda on brenda@146.66.90.172 or +27 82 4993311.

146: Making sense

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In order to experience life integrally, often clients need to build their competence at using all their senses.  Using metaphors as distinctions enables the Executive Coach to expand possibilities for the client.  This also amplifies the shift needed in order for the client to move from ‘current narrative’ to ‘future narrative’. 

Let’s look at an example of a metaphor used with one of my clients. First, I need to provide some background.  I went to stay with my cousin Bonny who designed and established the Camelot Spa at San Lameer, South Coast KwaZulu-Natal from scratch.  During our conversations I was fascinated to hear about some of the decisions she needed to make in order to enhance the total ‘spa’ experience.  This involved maximising the sensual experiences for her clients and staff.  For me, this became a great metaphor for self-observations and practices for a client who needed to develop his appreciation of his sensory capacity.

Bonny Richardson and some staff of the Camelot Spa, San Lameer.

Bonny Richardson and some staff of the Camelot Spa, San Lameer.

For Bonny, optimising opportunities from the beginning to the end of the spa experience, using multiple sensory inputs, was a huge challenge.  For example, in developing the spa, the perfume used needed to be appealing to a wide range of people – old and young, male and female, those wanting to relax and those wanting to get fit.  The spa includes a gym.  It also had to provide a positive connection for people of different cultural groups.  It needed to be consistent yet be a perfume that people didn’t become tired of. The levels also had to be perfectly subliminal. The staff would be exposed to that perfume every day, too.  And of course, the allergy factors needed to be considered.  Some perfumes are more likely to trigger allergic reactions and that would not be conducive to building customer loyalty! 

After a great deal of thought and testing, ‘Frangipani’ was chosen and integrated into the spa brand. It would be a perfume that would remind clients of those surroundings. 

Then there were decisions around the sense of taste.  Many elements were considered.  Which teas should be served?  And which biscuits would seem most healthy and also taste the best? 

Sight involved the visual impression of the whole spa and also of each part of the spa.  Incorporating the beautiful view of the lagoon from certain areas was important.  And there were questions around the colour of the décor, chairs, the best colour for staff uniforms.  And what about the gowns worn by clients?  What colour should they be? 

In certain areas, the music could be changed to suit the clients.  But what should the sound of the spa be?  In addition to the trickle of water, what music should be played.  It had to appeal to a wide range of South African and foreign visitors.  And of course, it needed to be conducive to bringing out the best in the staff. 

And how could a feeling of peace be created if the flooring echoed with a ‘clackety-clack’ as staff or others walked through various areas on arriving.  Certainly once clients had changed, slippers could be worn and this would reduce the disruptive impact of noisy floors.  But the floor finish was a critical element in decisions regarding the sound in the spa. 

The sense of touch was important, too. Obviously therapists are people who enjoy working with their sense of touch. They have to feel what they are doing.  However, they need to be ‘in tune’ with clients and apply the right amount of pressure at the right time.  To clients the feeling of the gowns also plays an important part.  And the temperature in the different rooms needs to be perfectly set. 

These are just a few of the myriad of decisions made in planning and opening a spa from scratch.  So, how can we use this metaphor in becoming more aware of our own senses and finding ways to develop our competence at using our senses?  A good integral coach can help you to do that.  If you are an integral coach, I invite you to consider using this metaphor with clients who need to become more competent at using their senses individually and to enhance their ‘way of being’.   Questioning around the metaphor adds interest to coaching conversations.  It also enhances reflection and journaling.  

For more information on Executive Coaching, please contact Brenda on brenda@146.66.90.172 or +27 82 4993311.

Pick up the phone

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A large organisations where I was rolling out a ‘customer service’ programme, introduced the mantra, ‘pick up the phone’.  The purpose was to get people to talk to each other.  By relying too heavily on e-mails and SMS’s, people were not building and sustaining personal relationships. 

Even better than speaking on the phone is being able to interact ‘face-to-face’.  Hearing a person’s voice, and being able to observe the subtle nuances of facial expressions and other gestures adds extra meaning to our words and leads to greater understanding. 

The General Manager of my favourite hotel was telling me today that they are introducing ‘no e-mail days’ when staff may not send e-mails to their ‘internal customers’.  The intention is to create awareness of the number of unnecessary e-mails we send.  It also hi-lights the importance speaking to people.  I applaud this initiative. 

Many of us have developed ‘send an e-mail’ as our ‘default’ way-of-operating.  What can each of us do to make sure we are communicating in the most effective way?  How do we create awareness and ‘take action’ to hold a greater number of in-person ‘quality conversations’?   

When presenting specific BEI workshops, we cover ‘how to hold quality conversations’ and ‘building positive relationships’.  If you’d like further information, please contact me - brenda@146.66.90.172, Phone: +27 33 3425432, Mobile: + 27 82 4993311.

Botswanan safari: customer service at its best

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In the previous article I gave an example of flexibility in the African bush. I also spoke about how the team at Chobe under Canvas manages to quietly maintain excellent levels of service while coping with extraordinarily difficult circumstances. 

Here, I’m providing a different example from the same trip and emphasising how the teams of ‘&Beyond’ live up to their name in going ‘way beyond’ the norms that we usually experience in customer service.  They most certainly more than ‘go the extra mile’. 

Another camp that we stayed at was the Nxabega Okavango Tented Camp.  The photo below outlines some of the restrictions which impact heavily on the normal ways in which staff can usually serve their customers (please read it – this is real!):

 And yes, at dawn on Day 2, the guides spotted fresh leopard ‘footprints’ within 10 metres of our accommodation!  So, instilling a sense of safety is inherent in the staff’s way of operating.  If guests don’t feel safe they can’t enjoy their African Experience.  They need a ‘secure base’ from which to function.  

A different aspect of safety gave yet another example of the staff’s service ‘going the extra mile.  Let me tell you about it: 

My husband, Edgar is unfortunately handicapped and we knew that this would most probably limit his ability to go on many of the game-drives, or boat trips that the rest of our party would enjoy.  And after all, our main purpose in being there was to explore the Delta with the seasonal and permanent swamp areas.  However, our personal guide Max found ways of helping Ed to participate in many of the activities.  In the Delta area he and Thembe even carried Ed from the boat.  Whenever we stopped at islands in the swamp for coffee or brunch picnics, they chose places where they could safely carry him and enable him to participate.  We are very grateful.

Brenda Eckstein photographing Thembe and Max carrying Edgar from the boat.

We are all serving others.  Every day of our lives there are opportunities for us to ‘go the extra mile’.  What are you going to do today to enrich some-one’s life?  How are you building your business through really caring about others?  Whom are you serving in your personal life and how can you improve your service to them?  How can you be your own ‘best customer’? 

‘Brenda Eckstein International’ specialises in Customer Service Strategy and training in Customer Service.  For more information please contact me – Phone: +27 33 3425432, Mobile: + 27 82 4993311, brenda@146.66.90.172.

Customer service: turning ‘stumbling blocks’ into ‘stepping stones’

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In the last two posts, we have looked at positive ways of overcoming obstacles in our private lives. 

But we can use the same principle in our business activities, too.  For example, in customer service, there will be times when our service is not as good as we’d like it to be.  The way we handle those adverse situations can build ‘customers for life’.  Having a solid ‘bounce back strategy’ in place helps to turn ‘stumbling blocks into stepping stones’.

Let me tell you a personal story.  My life is busy, really busy.  Years ago I found a way of delegating the purchasing of groceries so that I could use that shopping time more constructively.  Consequently my cupboards have always been fully stocked, regardless of whether I’m on a trip or ‘on home ground’.

My system is as follows:  I prepared stocklists (you can see that I come from a retail background!) of the ideal level of each item in every grocery, laundry or ‘cleaning’ cupboard in my house.  My housekeeper was then taught how to ‘take stock’ every Tuesday and in the third column fill in the missing items.  She then faxed that list to the grocery store, and they made up the order and delivered it, placing the goods in my kitchen.  ‘Housekeeper Nellie’ then unpacked and marked off the items, placing them in the correct cupboards. At the end of each month I paid the account.  Simple! 

This system has been effective for 20 years. Or, at least it did work  until………….Wembley Supermarket was assimilated into a group and we reluctantly moved to another store. Let’s call it ‘J’.  But they were great – until they were taken over by a ‘bigger and better’ store.  Oops!  Things started to go wrong and matters became worse when ‘J’ was closed and absorbed into the bigger store.  Nothing was ever right.  We were constantly ‘stumbling’.  Ordinary things ordered, like a popular brand laundry powder were not delivered.  We battled on for a few months as we had put so much effort into trying to salvage an unsatisfactory situation.  Then the crunch came.

A year ago, I noticed that my secretary was having to retype the orders for the housekeeper.  That was ridiculous, a waste of time.  The reason was that the grocery store’s fax machine was not working.  And yes, in South Africa, people do still use faxes – not often – but in the case of my housekeeper, she is not able to use a computer for e-mailing.  And the grocery store receives many faxes.  

After repeated phonecalls I went in to see the PR lady who treated me with disdain and told me to fetch my order and bring it in.  So, she was expecting me to get in the car, travel home, collect my order and bring it back to the store?  I suggested that she sends the driver to collect it.  ‘We can’t do that… it costs us money’.  So, it was okay to tell one of your best customers to waste her time driving home to fetch the order, but not okay to go and collect the order!

Two days later she phoned and told me that her boss, the owner had said that as we were such dissatisfied customers, we should rather shop elsewhere.  I was stunned.  It was easier to lose a customer than to fix your fax machine? 

Well, I immediately phoned their competitors and the owner welcomed me as a customer.  The first week, I repeated the order I’d placed with the ‘Low Service Mentality’ family grocery store, and found that our new ‘Family Store’ was 10% cheaper on all items I could compare.  That was an unexpected bonus!

The previous store presented many ‘stumbling blocks’ and the new store has opened up many new pathways for us.  For example, a few weeks ago I was starting a new 12-session ‘in house’ training course in ‘business communication skills’.  The workbooks we prepare are 150 pages, so I need a special type of lever-arch file for each participant.  I usually buy them at ‘The Mall’ or at a large ‘office supplies’ store.  But I had seen similar files at our ‘family grocery store’. 

I was running out of time and decided to phone on the ‘off chance’ that they still had them in stock.  (The ‘back to school promotion’ was over.)  Estelle, the person responsible for our account phoned me back in 5 minutes, confirming that she had managed to locate 15 black files and that was exactly what I needed.  I was so happy! 

Then she continued:  ‘Mrs. Eckstein, can we please deliver them to you’?  I was ‘blown away’, but had reservations.  I needed them that afternoon, and they would most probably deliver only the next day.  I would rather drive down and fetch them.  She reassured me, ‘No, Mrs Eckstein, we’ll deliver the files now’.  I couldn’t believe it.  In 20 minutes from when I made that first phonecall, the files were at my office!  This is just one example of the way they ‘go the extra mile’.

I have dealt with ‘The Family Store’ for a year now, so they have delivered over 50 orders to me.  I commend them on the consistently outstanding service provided.  It starts with the owner and filters down to the staff at all levels. 

This is an excellent example of turning ‘stumbling blocks’ into ‘stepping stones’.  What business examples do you have?

Contact me on: Phone: +27 33 3425432, Mobile: + 27 82 4993311, Email brenda@146.66.90.172

The Tangible Aspects of Customer Service

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One of my favourite training programmes involves exploring the ‘tangible’ aspects of customer care for organisations, businesses or firms.  My work in this field has covered government departments, hospitals, specialist doctors, law firms, banks, hotels, car dealerships and a wide range of other businesses.  Often we address the organisation and sometimes just the customer’s perceptions when dealing with a specific individual.  The results are excellent when the participants are committed to improvement.   

What do we mean by ‘tangible’?
These are aspects which cannot easily be articulated.  For example, what the customer (patient, client, member, parent etc.) sees, hears, smells and touches adds or detracts from their experience in dealing with you.  I tell a story about how a grain of rice in the wrong place in a restaurant could destroy their reputation.  This forms part of the workshop but can be a ‘stand alone’ keynote or motivational talk of 40 minutes. 

The four physical stages
I find it effective to divide the phases that the customer (again, adapt to read patient, client, member parent etc.) goes through into four phases: 

  1. What happens before they enter the premises
  2. Their reception and waiting
  3. Their interaction with the person they have come to see (doctor, lawyer, CEO, general manager etc.)
  4. Their departure 

What are we looking for?
We consider what the customer is smelling, tasting, seeing, hearing and feeling during each of the four phases.  We have provided an outline for you (please scroll down.)

The next step
From the lists above we facilitate the participants building a checklist appropriate for that specific organisation, practice, firm, hotel, dealership etc. 

How do we implement the programme? 

  1. Usually a team within the organisation will be delegated to do an ‘audit’ based on their unique checklist (developed during the workshop).
  2. From that an action list will be developed and implementation prioritised.  ‘Take action’ is the key phrase.
  3. Six months later a new team will be appointed to walk around and complete the checklist again, review previous actions and build a new action list based on unfinished or new observations.  Obviously there needs to be some overlap between team-members and decision makers and in some cases it is more appropriate for the same team to do the review each 6 months.

Generic Checklist 
If you would like a copy of the checklist developed by a team of specialist doctors in Durban, South Africa, you are welcome to contact Candice   candice@warr.co.za  That forms a good prototype for developing your own list.  However, once you have developed your list, you need to implement a sustainable programme and you can do this following the procedure outlined above. 

This simple system for introducing a sustainable, effective programme and monitoring and improving the tangible aspects of customer service is one of our main training programmes. You can develop this system yourself, but it definitely is more effective using our facilitation.  You are welcome to contact us for further information on our training programmes covering this topic. 

Checklist of 'tangibles' for Customer Service in your organisation, business or firm:

1)     Before customers enter the premises, they could evaluate these tangible attributes:

i)      ..

ii)     ..

iii)    ..

iv)   ..

v)    ..

vi)   ..

vii)   

2)    As they walk through the front door, customers make further judgments:

i)      ..

ii)     ..

iii)    ..

iv)   ..

v)    ..

vi)   ..

vii)   

3)    Once customers arrive at your office (or the person who will be serving or advising them), they evaluate a new set of tangibles:

i)      ..

ii)     ..

iii)    ..

iv)   ..

v)    ..

vi)   ..

vii)   

4)    After the customers leave your office, there is still more tangible evidence to be weighed:

i)      ..

ii)     ..

iii)    ..

iv)   ..

v)    ..

vi)   ..

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Phone:+27 (0)33 342 5432
Fax:+27 (0)86 5188 205
Mobile:+27 (0)82 499 3311
E-mail:brenda@strategy-leadership.com

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