Brenda Eckstein International

Strategy, Leadership, Integral Coaching and Communication consulting

Service excellence at its best

by 1 Comment

I am constantly reminded of the importance of building positive relationships with our customers.  And here I’m using the term ‘customers’ to refer loosely to the people whom we serve.  They could be our guests, our clients, our members, our patients or even our families. 

Often, what customers say they want is not really what they need.  And through strengthening relationships with those whom we serve, we build up experience and tacit knowledge (that which may not be articulated) of that client and their needs.  And by matching those needs with our products or services, we are far more likely to have positive outcomes that keep others happy.  In addition, by knowing our customers capabilities, and those of our products or services, we are more likely to be able to pro-actively suit their changing needs and sustain the relationship through customer loyalty.

I’d like to share a recent example.  What I love about the Oyster Box Hotel’s management team is how they pro-actively make the world a better place for everyone.  We are frequent guests but because my husband is handicapped, for many years he has preferred to remain on the hotel verandah or pool and not venture down onto the beach.   Thus he cannot remember when he last felt sand beneath his feet. 

On a previous visit, the maintenance engineer, Jonathan Olsen mentioned that he had noticed that Ed remained on the verandah or near the pool and never went down the steps onto the beach.  Jonathan suggested that he, with his team, would help get Ed down onto the sand.  This seemed a difficult feat even if the team were to almost carry Ed in a wheelchair down the steps and onto the beach.  However, Jonathan inspired such confidence that with his assistance, Ed was able to hold onto the rail and walk down the steps.  Once on the beach we were treated like royalty with chairs and table neatly set up for us and Simon Chakanyuka being assigned to look after us.  The ‘cherry on the top’ was a plate of delicacies with ‘well done’ written on the plate. 

L-R: Jonathan Olsen (maintenance engineer), Simon Chakanyuka and Edgar Eckstein – June 2016

I say ‘well done’ to The Oyster Box Hotel’s management and staff who pro-actively explore possibilities, ensure comfort and enable guests to experience life to the fullest.  They certainly provide service excellence at its best.  Our family is extremely grateful to them for their many kindnesses.

My questions for you, the readers  are:

  • Whom are you serving?
  • How well do you know their needs?
  • In which ways can you anticipate how you may make the world a better place for them?

Once you have reflected on those questions:

  • What action can you take now to serve them better?
  • How soon can you implement your intentions?

Blog193b

For more information on our customer service strategy or training services, leadership development or executive coaching you are welcome to contact me - Phone: +27 33 3425432, Mobile: + 27 82 4993311, e-mail:  brenda@146.66.90.172

Customer Service Excellence

by Leave a Comment

I appreciate really good service and I’m sure you do, too.  And I like to draw attention to those organisations and individuals providing exceptional service.  ‘Catching some-one doing something right’ is the way I operate and I take great joy in actively following through and giving those individuals and their superiors specific examples as to why I’m praising their efforts. 

In the last few days I have been pleased to receive outstanding service from three different groups of people and I’d like to share these examples with you.  It is interesting that the first is one of the top hotels in South Africa. The second is a company offering an ambulance service.  And the third example is a group of family and friends whose informal support meant a great deal to my husband and to me.  

So what do the three diverse examples have in common?  They all gave us exceptional service. 

Example 1:  The Oyster Box Hotel

My first example involves the Oyster Box Hotel, Umhlanga, Republic of South Africa, part of the Red Carnation Collection of Hotels.  We are regular guests at the hotel which is our favourite place for holidays, business functions and also exceeds expectations for celebrations like my husband’s 70th birthday where we hosted an outstanding breakfast function for 70 people in May 2014.  We value the wonderful ambience, attention to detail, professionalism and exceptionally high levels of service. 

However, the calibre of an establishment can often be tested more stringently during trying times rather than under ideal conditions.  This hotel became my place of refuge during my husband’s recent medical emergency described in the second example below.   I needed to be as close to the hospital as possible during the time he was in ICU and being a very busy time of the year, I didn’t want to travel backwards and forwards to Pietermaritzburg on a daily basis.  Although the Oyster Box Hotel was fully booked, being the Christmas week, they ‘found’ me accommodation in their customary charming manner.  

The story unfolded on a daily basis and they adapted accordingly to suit my needs.  I had not had time to pack clothing properly before following the ambulance to Umhlanga and they attended to my laundry.  They also provided drivers to take me to and from the hospital and this was very much appreciated as the traffic was very heavy during the Christmas rush.  The management and staff were always ‘there’ to support me.  I highly commend Wayne Coetzer, the General Manager, his management team and staff at all levels individually and collectively for their kindness, sincere concern and their efficiency.  The levels of service went way beyond what could ever have been imagined.   They got the job done, yet put people first. 

Example 2:  ‘ER24’ – Emergency Rescue 24

In the second example, the two individuals are accustomed to dealing with crises.  However, as the primary customer, I had the impression that their emphasis was not only on getting the job done.  They showed compassion and a strong service ethic.  

On Sunday, December 21, Ndumiso Khoza (Intermediate Life Support) and Yenziwe Olifant (Basic Life Support) of ‘ER24’ (Emergency Rescue, 24 hours) gave exceptional service when they transported my husband by ambulance from a hospital in Pietermaritzburg to the Intensive Care Unit at the Umhlanga Hospital, a journey that took well over an hour.  Some of the reasons (just a few of the many) for my commending them on their attitude and behaviour are as follows. 

They were:

  1. It was a pleasure dealing with them.
  2. The paperwork was enormous and the wait before we could leave the hospital in Pietermaritzburg was ridiculously long.
  3. Appropriately humorous.  While we waited endlessly for forms to be filled in, other forms to be copied downstairs, envelopes to be collected, Ndumiso made light of a tedious situation with his humorous comments.
  4. They followed procedures required by ‘ER 24’ and by both hospitals, but at all times considered the patient.
  5. Polite to everyone. I noticed that they treated the patient, the spouse and the hospital staff at all levels politely and with respect.
  6. Able to inspire confidence.  I knew that my husband was in good hands.
  7. Exceptionally caring and compassionate.
  8. Considerate of all participants, including me, the spouse.  They kept me informed and knowing that I was following the ambulance (for more than an hour) in my car, made sure that they kept me in view while on the road.  That is just one of the many examples.
  9. It was interesting that when we finally were able to leave the first hospital and travel to the second, a great deal of time had passed and I was concerned that Ndumiso and Yenziwe hadn’t eaten lunch.  I offered them money to buy food at the hospital.  Yenziwe politely refused explaining that they weren’t allowed to accept money and that permission would have to be granted.  I like dealing with organisations where honesty is valued. 

I commend the company, the management team and the individuals on the exceptional service that these two young people gave us on Sunday.  Well done!

Ndumiso Khoza and Yenziwe Olifant of ‘ER24’ on arrival at Umhlanga Hospital.

Ndumiso Khoza and Yenziwe Olifant of ‘ER24’ on arrival at Umhlanga Hospital.

Example 3:  Family and friends

We often forget that by supporting each other we are informally providing a service. During Ed’s recent stay in hospital, family and friends made regular contact and were always ‘there’ to support us in so many different ways.  Some even braved the rigours of ICU (aprons, gloves, spray, only one-at-a-time allowed into the ward and only for a few minutes).  There were also the cousins and friends who came and visited me at the hotel.  Thanks everyone!   At a time like this we really appreciate positive relationships and those who actively show support either in person, by phone or electronically.

Cousin Sean McGladdery and fiancé Amy from the USA who braved an ICU visit.

Cousin Sean McGladdery and fiancé Amy from the USA who braved an ICU visit.

Exceptional service can be offered routinely.  I like being able to share examples of where organisations or individuals have ‘shown their mettle’ by continuing to provide high levels of service even under unusual circumstances.  Thank you to all of those who have given me these excellent examples.  Well done! 

For more information on Customer Service training or any of the other services offered by Brenda Eckstein International, please contact brenda@146.66.90.172 or phone +27 82 4993311.

Unlikely heroes

by Leave a Comment

Heroes come in many shapes and sizes.  And sometimes our stereotyping prevents us from recognising the value of these people.  In the last month I’ve been privileged to interact with two individuals who most certainly are heroes from my perspective. 

The first is a quietly spoken man, France Mthiyane.  I first met him as a participant in a customer service training workshop, part of an ongoing programme run for over 300 staff at Save Hyper, Pietermaritzburg.  During a session I was telling the story of my childhood and how my mother gave me the responsibility for polishing the apples in her store. Having shiny apples gave her business a competitive advantage. In addition, by assigning me tasks that I was capable of being good at, she was setting the path for my future success. 

I tell this story in workshops and then ask questions that will help participants to gain insight.  After a few questions, I asked: ‘So, once I’m continuously polishing the apples and making them look good, and more and more customers are coming to buy them, what do I need to be careful of?’  The customary answers would likely be:  don’t stop - continue polishing to keep up the standards – reputation management – continue assigning tasks that will help people to become successful etc.   In addition to these responses, France put his hand up and explained how we have to treat each apple with great care so that we don’t drop it.  And then with wisdom, he expanded on the concept.  His message conveyed the importance of respect for all people and all things. 

Brenda Eckstein, France Mthiyane and Rashaad Solomon, Manager Save Hyper.

Brenda Eckstein, France Mthiyane and Rashaad Solomon, Manager Save Hyper.

Throughout our programme I have been impressed by his ongoing contributions.  However, when shopping I have also watched him on the Save Hyper ‘floor’, too.  He is often near the front helping any customer who needs a basket or other assistance.  Or we might find him pushing heavy trolleys or helping other staff members in some way.  People must think he is important, that he has a fancy title.  However when I asked him what he was employed to do, he proudly answered, ‘I look after perishables’.  I wanted to know more!  He explained that his job description is ‘fridge packer’ and that he deals with cold items.  He said this with pride and obvious enjoyment.  Then he added:  ‘You must like what you do, and then you’ll be successful’.  

This great lesson and France’s wonderful example show us that every one of us can go way beyond the boundaries imposed by a job description.  If we love our jobs and are prepared to make the effort, we can excel at any level.  Throughout the course, each week he has consistently been chosen as a ‘Customer Service Hero’ by the staff. I commend the Save Hyper directors and management team for announcing France as the first ‘Staff member of the Month’ (October 2014).  

My second hero is an insurance assessor.  At the thought of claiming from insurance most of us go into ‘flight mode’.  We know it isn’t going to be easy to gain fair compensation. And although we have suffered a loss, however small or big, we get ready for the ‘fight’.  Yet, there are heroes out there and I’d like to tell you more about my dealings with Reyaz Allee,  Claims Assessor, KZN Claims Processing Hub, Mutual & Federal Insurance Company Limited. 

Here is the background:  a few weeks ago disaster struck in the form of a burst sewerage pipe which flooded two rooms at our home.  To get to this guest suite, we have to go out through an external entrance and down some stairs. As my husband is handicapped and now battles to get down the stairs, we don’t often use that area. In addition we have spare bedrooms in our main house so when family or friends come to stay, there is no need to use this exterior guest suite.   However we do use it for storage and go there perhaps twice a month at the most.  

On one of these visits, we were horrified to find that not only had the bathroom been flooded but so had the bedroom, now a storage room.  I was shocked and dismayed that something like this could happen in our home.  Yet this was an emergency and I had to work out how to manage this dreadful situation.  In a state of panic I called the plumber who came with a team of five and ended up working for four days chopping away banks, digging up the garden, tracing the fault and then repairing it.  They also started the initial cleaning.  I also managed to engage industrial cleaners who came on site immediately.  

However it was only after we’d set the process in motion, trying to create order out of chaos, that some-one asked what role our insurance company was playing.  I hadn’t thought about that!  I phoned our insurance broker who immediately swung into action.  Yet I still felt overwhelmed at the thought of filling in all the forms, getting quotes and still trying to manage the clean-up process.  When I was told that the assessor had been appointed, I wasn’t sure whether I was in fight, flight or freeze mode.

Reyaz Alee, Claims Assessor.

Reyaz Alee, Claims Assessor.

However Reyaz Alee instantly became my hero.  He dealt with this dreadful situation with efficiency and compassion.  I was really upset as many sentimental and valuable items had been destroyed or contaminated.  How do you ever replace an antique leather suitcase? You can’t.  And what about my mother-in-laws sleeper couch?  Yet Reyaz became my partner in finding the best possible outcome.  He immediately sent builders to remove the wooden doors and steps.  He also included Lynda from ‘Gran & Gramps’ who became a fairy-godmother – or shall I call her a ‘heroine’?  She advised, looked for solutions and came and collected our valuable wooden furniture to decontaminate and restore it.  The plumbers, builders, cleaners, Lynda, ‘salvage contactor’ and Char, who was dealing with curtains and blinds, had to be managed and Reyaz did that, being accountable and keeping me informed at all times.  We were partners in creating order out of chaos.  And I believe that after hours of careful negotiation, on each item (and there were hundreds) that we were able to achieve an outcome that was fair to all parties.  Reyaz, I commend you as one of my heroes. 

So here we have two case studies.  And my questions for you are:

  1. France, a ‘fridge packer’ and Reyaz, an ‘insurance assessor’ are unlikely heroes. What are the characteristics of these two very different heroes that put them in a category way above others in their fields?
  2. What part does their excellence play in shifting our perceptions of the brands they represent?
  3. Name two unlikely heroes with whom you have interacted in the last month. What characteristics or behavior made them extraordinary?
  4. How might their behavior have impacted on customers’ or clients’ experience of the service the company or firm offers?
  5. What have you done to show appreciation? And how have you escalated your commendation to higher levels within their organisations so that they’ll be recognised by their superiors?

Heroes are everywhere.  Notice them and show appreciation.  An added benefit is that you might become one of their heroes! 

For more information on Customer Service Training, Executive Coaching or Keynote Speaking, please contact brenda@146.66.90.172 or phone +27 82 4993311.

The Benefits of Exceptional Customer Service

by Leave a Comment

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.

Service Excellence and Innovation

by Leave a Comment

Providing top quality service means exceeding your customers’ expectations in subtle ways. Let me give you an example:  I love being at the Oyster Box Hotel, Umhlanga and while staying there spend many happy hours in the Clock Library.  On a recent visit ‘Shack Chic’ (Craig Fraser) was on the table and attracted my attention.

blog151c

I was conscious that I was in a magnificent five-star setting yet intrigued by how those living in South African shacks can enhance their surroundings.  The cover shows a beautiful, smiling woman who is obviously proud of her home.  Just look at the wall-paper on the floors and ceiling – sheets of labels from Koo tins! And the floor has the typical patterned linoleum.  The appealing cover encouraged me to explore further. 

‘The triumph of artistic tenacity over adversity is brought to life in Craig Fraser’s vibrant images which capture the style and innovation of Cape Town’s shack dwellers.’  Referring to those whose home he visited:  ‘…the dignity to be found in the dusty streets of South Africa’s shack-lands.  While these people obviously don’t take pleasure in the poverty they live in, they stand proud in the face of it.  These are the people who are doing the best they can with the little they have and, in the process, coming up with something aesthetically unique and fresh to offer the world.’ 

Innovation is important in every aspect of our business lives and in our personal lives, too. This book is a gem and inspired me to think ‘outside the box’. In addition, the way it is set out and written is creative, appealing and appropriate to the topic. The quotes are beautiful and can be used as metaphors for life.

blog151b

 blog151

 blog151d

I kept going back to the library at the Oyster Box Hotel to explore the book further. Towards the end of our stay I was having coffee with the Assistant General Manager, Tyler Liebenberg and our conversation drifted towards the books which the hotel sources for the library, guests to read at the pool and those for the rooms.  I mentioned how much I appreciated their choice of books and as an example mentioned ‘Shack Chic’.  We carried on chatting and she quietly excused herself, spoke to a staff member and immediately came back to me. 

As we finished our conversation, she said:  ‘When you get back to your room, you’ll see ‘Shack Chic’ on top of your luggage (we were about to check out) and that is a gift for you.’  I was astonished, delighted and grateful.  I treasure that book for inspiration and also as a reminder to anticipate the needs of those whom I serve. 

From the above anecdote, my questions for you are:

  1. How are you innovating in your business and private lives?
  2. ‘Shack Chic’ shows that even people who are living in shacks can beautify their homes and be proud of their internal surroundings.  How can you creatively change your surroundings so that you are even more proud of them?  
  3. What are you doing to make sure your house is a home? 
  4. In which ways are you incorporating feelings or warmth and caring into your business environment?
  5. How can you apply the metaphors from ‘Shack Chic’ to your own life?
  6. What are you consciously doing so that you exceed your guests’, clients’ or customers’ expectations?
  7. In which ways can you serve your family better?

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

Customer Service: Twenty-one tips for African governments

by Leave a Comment

This week I was delighted to work with Chris Skinner and presented ‘Advanced Customer Service’ to an ESAMI (Eastern and Southern African Management Institute) group from Botswana, Kenya, Malawi, Uganda and Zambia.  Discussion was of a high quality and the input from groups valuable.  

One of the modules involved a progressive series of questions:

  • What are the needs of our customers now?
  • How will those needs have changed and what will the customers’ needs be in five years time?
  • What is the role of Government in catering for those changing needs?
  • And what should the Private Sector be doing to bring about positive change that will facilitate meeting those customers’ needs?

Andrew M Kakitahi, Head of Policies Projects Programme, Bank of Uganda, leader of this ESAMI group.

Government

Much of the discussion centered around the role of respective governments in creating an environment conducive to high standards of customer service in all sectors. These factors, listed in random order below, impact on the level of service which governments, organisations, businesses and firms are able to offer. 

I have consolidated the input from their groupwork and it is divided into two sections, Government and Private Enterprise.  In this article I’ll cover only the changes in actions and approaches perceived to be necessary for governments.  The ‘private sector’ will be included in the next article.

The consolidation process broadly incorporates all points mentioned by the groups.  However, it must be emphasised that these views do not necessarily relate to a specific country and nor do they necessarily relate to all five countries represented on the course. 

Governments need to:

  1. Take into account national economic analysis in regard to regional integration to avoid having an East African Monetary Union that will be unworkable.
  2. Build capacity in terms of human resources to co-operate favourably and compete or take advantage of the opportunities that come with regional integration.
  3. Upgrade the national ICT infrastructure i.e. Fibre optics to automate business processes and promote e-commerce. This will enable easy access to prompt services – e.g. mobile service, internet service etc.  Customers will more effectively access information as well as employment opportunities.  There has to be compatibility with new technology.
  4. Introduce adequate laws to regulate the booming mobile money transaction/sector (informal banking) and new forms of banking such as ‘Islamic Banking’.
  5. Lead in the fight against corruption.  Governments should implement further anti-corruption policies to encourage ‘zero tolerance’.  An environment of trust thus impacting on customer perceptions and other aspects of service.  It would also have a ripple effect on all the other factors – for example, ‘Environmental Conservation’.
  6. Enhance security.  This could be achieved through employing more agents, introducing more modern equipment and better surveillance.  This would create an enabling environment by providing adequate security for businesses, investors and prospective investors.
  7. Allow transparency in the decision-making processes and negotiation in order to build sustainable relationships.
  8. Pay more attention to infrastructure and telecommunications and invest more:  electricity, roads, dams for water, piped water. 
  9. Enhance ‘Environmental Conservation’ by increasing forests to cover 10% more land.  Protect water catchment areas.
  10. Provide shelter.  Upgrade slums, increase the provision of cheap homes, and introduce mandatory contributions towards mortgages.
  11. Prioritise funding to key sectors – i.e. education and health.  This will avoid having discrepancies between monetary policy and fiscal policy.
  12. Provide free and compulsory primary and secondary education.  Employ more teachers who are better trained.  Provide compulsory ICT training.
  13. Enhance health facilities for all by providing better equipment, stocked and well-managed health facilities, mandatory free screening for health issues such as cancer and TB.
  14. Work on strengthening the security of food supplies.  Irrigation, storage, incentives for farmers, the revival of farming associations are among the important elements.
  15.  Expand the economy through creating employment.  Allocate more funds to youth by implementing a 10% provision for youth enterprises.
  16. Be accountable for results and be performance-oriented in the provision of services.
  17. Be proactive in legislation that facilitates environments in which business can flourish.  Provide the facility and environment for more employment and optimal use of resources.
  18. An environment conducive for doing business is essential. Re-engineer their business processes to cut out all unnecessary bureaucratic 'red tape' to allow from prompt and quality service – e.g. getting rid of long queues and/or lengthy processes.
  19. Develop customer oriented strategic plans where the customer is considered ‘first’.
  20. Provide the requisite budget for customer service activities and capacity building forums/workshops for suppliers – e.g. customer service awards, a special day for ‘celebrating customer service’ etc.
  21. Encourage employees and service providers to have a change in attitude or mindset in order to offer customers the best possible service. These should include the basics like how to build positive relationships through holding conversations, smiling and helping customers.

After the groups had concluded their deliberations and prioritised their findings, I consolidated their input, looking for patterns in order to provide the unified list above.  I also went back to my 2010 consolidation of the ESAMI group’s response to the same questions and compared the inputs there.  Some of the differences and changes that fascinated me were: 

In 2010, every group independently placed the importance of fighting corruption as a top priority.  Yet, this year, only one group mentioned this as one of the most important approaches that governments should take.  A small sample like this cannot give conclusive evidence of change.  However, the questions remain:  Is corruption more ‘under control’ than previously?  Have the governments in this country taken stronger action in the last two years and has there been a decrease in corruption?  Or have populations become more desensitised to the corruption around them?    

Another aspect that I was curious about this year was that no group gave the fighting of HIV and Aids as a top priority. Perhaps this is more under control than it was two years ago?  A new mention this time was the ‘East African Monetary Union’. 

In the next article I’ll provide the consolidation of the groups’ inputs on what the private sector should be doing now in order to better suit customers’ changing needs in 2017. 

For more information on the facilitation of ‘Advanced Customer Service’ or ‘Sustainable Customer Service Strategy’ please contact me - brenda@146.66.90.172, Phone: +27 33 3425432, Mobile: + 27 82 4993311.

Advanced Customer Service: December 2012 update

by 1 Comment

‘Customer Service’ remains a perennial ‘hot’ topic.  Organisations, businesses and professional firms strive to provide exceptionally good service continuously.  And this applies to the ‘external customers’ and the ‘internal customers’ as well. 

In December 2012, BEI training included two days presented to ESAMI (Eastern and Southern African Management Institute) delegates from Botswana, Kenya, Malawi, Uganda and Zambia.  This was part of the 2-week ‘Advanced Public Relations and Customer Care’ presented by Chris Skinner.  It is always a pleasure to be involved in this course which followed a similar format to those presented in December 2011 and 2010.  

Brenda with participants in the December 2012 training:

  • E O Agiro, Head Corporate Communications, Higher Education Loans Board, Kenya
  • Dr Jan Tibamwenda, Director Communications, Bank of Uganda

Participants:

  • Kangwa L Ndamikwa, Zicta, Zambia
  • Karabo J Marumo, National Assembly, Botswana
  • Rudo Mwadiwa Kayira, Department of Human Resource Management and Development, Malawi
  • Andrew M Kakitahi, Bank of Uganda
  • John N. Mwaura, Ministry of Energy, Kenya

During this workshop, group work included the participants developing their own lists of the benefits of excellent customer service.  Their consolidated list follows. 

‘The benefits of providing excellent customer service’ 

Excellent customer service:

  1. Increases goodwill through trust, confidence in the organisation, positive relationships.
  2. Results in customer loyalty and the retention of existing customers.
  3. Leads to satisfied customers who become ambassadors (advertising agents) leading to the acquisition of new customers.  The business expands.
  4. Reduces the cost of marketing through ‘word of mouth’.
  5. Improves the corporate image, reputation and therefore impacts positively on marketing initiatives.
  6. Helps to motivate staff as they like to identify with the organisation (which has a positive image).
  7. Through excellent rapport with the customers helps to get constructive feedback which in turn assists in research and innovation.
  8. Makes it possible to achieve the company’s mission.
  9. Strategically positions the organisation or company to become a market leader.
  10. Sets a benchmarking standard for other organisations as the organisation becomes a model.  Consultancy is possible.
  11. Generates sustainable profitability:  employee confidence, available operational cost.
  12. Leads to an increased standard of living for staff.
  13. Generates higher dividends and taxes creating a big source of revenue for government because of sustainable taxation.
  14. Results in repeat orders and the production of goods increases.
  15. Is the basis of increased CSR/CSI going back to the society.
  16. Builds shareholder confidence in the organisation.
  17. results in increased employment opportunities because the company is thriving
  18. provides awards of recognition
  19. Facilitates sustainable competitive advantage leading to the long-term sustainability of the organisation.
  20. Reduces levels of litigation against the organisation.
  21. Reduces levels of resistance against the organisation’s product and service.
  22. Improves the competitive advantage. 

All these factors generate an even higher level of service and there is an upward spiral.

For more information on ‘Advanced Customer Service’ or any of the other training or ‘executive coaching’ offered, please contact  me - brenda@146.66.90.172, Phone: +27 33 3425432, Mobile: + 27 82 4993311.

The benefits of excellent Customer Service

by Leave a Comment

During similar workshops on Sustainable Customer Service Strategy, when asked to provide ten benefits, each group develops lists.  There is sometimes very little overlap with the input from other groups.  Even when consolidated, the final ‘list’ from each workshop varies considerably.  This reflects the wide range of benefits perceived in providing a sustainable customer service programme.

If you go to our home-page and then press the blog tag, once you are in that section you’ll see a column down the right and there you’ll notice ‘categories’.  Thus it is easy to click the ‘customer service’ section and all the blogs on customer service will appear.   If you scroll down, you’ll notice that there have been two blogs on ‘The benefits of excellent Customer Service’ and these arose from workshops held in Johannesburg on July 22 2011 and Durban, July 26 2011.  Isn’t it interesting how different those two lists are? 

Then have a look at two more lists below.  These refer to recent ‘Sustainable Customer Service Strategy’ workshops co-presented with Leon Grové of Leverage and Growth in KwaZulu-Natal, South Africa.  In the first workshop we consolidated ‘tips’ and in the second, ‘benefits’. 

June 27 2012 - Pietermaritzburg

Tips on Customer Service

  1. Recruit the right staff – people whose ‘value systems' and ‘work ethic’ are in line with the corporate culture.  Then train them. 
  2. Consistently implement values and principles.  Capture the minds of the staff and get ‘buy in’. 
  3. Encourage a culture of improvement including training and reading. 
  4. Clearly identify and define customer needs.  Develop an attitude of ‘customer focus’ and ‘customer orientation’ as this is critical to success. 
  5. Communicate effectively with customers.  Handle feedback from customers timeously and act on it where practical and beneficial.  Let the customers know what steps you have taken. 
  6. Behave in a professional manner and at all times uphold the company image.  Strive for success in a harmonious way. 
  7. Act in a respectful way, being aware of cultural differences and perceptions. 
  8. Be agile in your approach.  Recognise and optimise opportunities in the shortest amount of time possible.  Respond to market changes and respond to new products. 
  9. Deliver what you promise and continuously improve wherever possible.  But be consistent in maintaining your standards. 
  10. Interact with external and internal customers on a personal basis, thus building positive relationships.  Visit people.  Use the telephone more.  Use e-mail less. 
  11. The sale is part of a process and even when your product or service is in the field, and money in the bank, there is still part of the process to complete.  Provide excellent and consistent after-sales service.  This keeps customers happy and enhances the value of your products. 
  12. Set up an informal task team and key people to regularly fine tune processes and implement new ones.  Use all available resources to get the job done.  Tailor service to suit customers’ specific needs through use of technology.

July 5 2012 - Durban

Excellent customer service:

  1. Has to be built into the mission statement so that it becomes a focus for staff and customers.  This needs to be visible to help everyone ‘live’ the mission.            
  2. Develops, builds and sustains long-term positive relationships with internal and external customers.      
  3. Encourages customers to be loyal and supportive and these customers pay!       
  4. Ensures that customers enjoy the experiences involved in dealing with you and your business.      
  5. Creates a framework of positive relationships where there is an ‘absence of malice’ when things go wrong.  There can also be a direct means of dealing with issues (e.g. ‘Hello Peter’).       
  6. Provides a way to handle complaints correctly so that dissatisfied customers can become loyal customers.      
  7. Generates a sense of personal  achievement.  Improved morale leads  to growth through increased turnover.     
  8. Gives customers a way to positively refer future potential customers to you.  Reputation for excellent customer service captures new customers.     
  9. Incorporates ‘following up’ and this reminds customers of our existence and generates more business.     
  10. Gives a competitive advantage enabling this business to become the ‘preferred supplier’ and a market leader through an increased share of the market. This safeguards the business as it becomes more sustainable in the long term.

For more information on our ‘in house’ workshops on ‘Sustainable Customer Service Strategy’ please contact brenda@146.66.90.172.  There is also more information on my website.

Flexibility: the story of the moving tents

by 1 Comment

As an Integral Coach I find that many clients benefit enormously by improving their flexibility. Building their physical competence helps to enhance their agility in other areas of their lives. Through commitment to an individualised programme they can turn ‘stumbling blocks’ into ‘stepping stones’.

Background

Let me give you some background to my interest in flexibility:

My appreciation of Ken Blanchard’s work was heightened when I met him personally. He invited me and my husband to attend a workshop as his guests in Johannesburg. He used sandcastles as a metaphor in considering our need to be ‘fast and flexible’. In his story he elaborates that while the builders were not observant, those sandcastles built at the water’s edge were washed away by the recurring incoming tide. Those built higher on the beach were destroyed by an ‘ad hoc’ storm.

The message, according to Ken Blanchard, is that we should remain ‘fast and flexible’ in order to move away from threats and towards opportunities. And this applies in both our business and private lives. Other authors refer to ‘agility’ as being one of the hallmarks of success. This also implies that we need to be flexible and take appropriate action.

Specific example

I recently experienced a fascinating example of flexibility where high levels of customer service were maintained despite the need to adapt to changing circumstances. In March 2012 we were privileged to visit Botswana ‘on safari’. I highly recommend ‘&Beyond’s’ ‘Chobe-under-canvas’.  Robson Chongwe, Camp Manager and his team of 9 men (no women!) do an excellent job in looking after a maximum of 10 guests accommodated in 5 tents. They quietly provide outstanding service with apparent ease, overcoming many hidden obstacles.

Robson Chongwe, Camp Manager, ‘Chobe-under-Canvas’. In the background, our ‘bedrooms’ can be seen.

 

From a management perspective there are many challenges. For example, to meet government requirements, in the Chobe National Park, the camp may not stay on the same site for more than 5 days. Moving involves ‘breaking up’ the camp, packing up everything, transporting to the new site, offloading and setting up again. (Coaches, isn’t that a wonderful ‘distinction’?). ‘Everything’ includes many tents – guest, staff, kitchen, ‘diningroom’ – and all the contents, equipment and supplies etc. Even the water-tank and individual toilets in each tent’s ‘bathroom’ are portable. To give you an idea of the complexity of this operation, each of the guest and staff tents has to be erected in a way that makes it safe from animals and mosquitoes. And each tent has its own canvas floor. Yet there are ‘normal’ beds with luxury bedding.

On the day of the move, the current site must be vacated by 10am. This interferes with their customary schedules for the game-drives and other activities. To maintain maximum occupancy, bookings are planned so that guests depart that day. So, it means that the team schedule includes making sure the guests are packed and ready to leave before 9am, regardless of what time their flights depart. Robson says ‘this is sometimes disturbing to the guests’ as their flights may be leaving only that evening. So, I guess they have very long game drives that day!

The camp has to be set up and functioning at the new location before the arrival of the new guests the following day. So, within that structure, the team-members have to be very flexible in many aspects. They have to cope with ‘not knowing’. In addition to structural and functional demands, they need to meet environmental changes. Variables include the weather and the animals’ behaviour response to it. And then there are seasonal differences, too.

Robson Chongwe and his team.

 

How do guests need to adapt and be flexible?

The team also needs to meet guest’s expectations as far as possible. For example, on the game drives, which because of the Park rules cannot take place before 6am or after 7pm, the guides need to show as many animals and birds as possible. Yet there needs to be a balance between viewing time and ‘down’ time. I just loved sitting in the ‘dining room’ and writing this article!

Let’s look at some of the factors that require a certain amount of flexibility in order for the guests to get the maximum benefit from this ‘African Adventure’. They have expectations of a high level of comfort, safety and food. Yet the prime reason they are there is to experience the flora, fauna and the experience.

Some of the many areas we had to be flexible:

Time schedule – the mealtimes need to fit in with game-drives and seeing the animals to maximum advantage. Cereal and coffee were served before the game drive which started at 6am. Brunch took place at 11am (after the return from the game drive).

Showering - warm water is provided only at 7pm. So, if you would like a warm shower, that is when you shower! A bowl of warm water was provided for washing ‘hands and face’ at that time (one of the team comes to the back flap of your tent and delivers it to you) and also at 5:30am.

Safety – after dark, it is not safe for guests to walk even from the ‘dining tent’ or fire to their tents without a guard. So, once you are in your tent, you stay there for the night, unless there is an emergency. This normally isn’t a problem, but one evening I realised I had dropped my glasses and couldn’t go outside to find them.

Exercise is limited as there are no fences and guests can’t go for walks or runs.

Charging of mobiles, camera batteries etc. can take place only at 7 pm when a vehicle returns and its battery is fully charged. And then guests take it in turn to recharge their items before retiring for the night.

How does flexibility affect us in general?

The metaphor of the ‘moving tents’ reminds me of how we need to constantly ‘reinvent’ our businesses and ourselves. Improving our ability to adapt without compromising our true selves can help us reach potential. How agile are you?

My questions for you:

  1. How flexible area you in functioning within different environments from both a business and personal perspective?
  2. With whom do you need to be more flexible?
  3. When do you find that your habits are holding you back?
  4. Where do you physically feel your lack of agility?
  5. What can you do to improve your flexibility?

How do we help clients to become more flexible?

If you’d like to turn your ‘stumbling blocks’ into ‘stepping stones’ please consider engaging an Integral Coach. I coach ‘in person’ and have also become more agile in meeting client’s needs through coaching some sessions via Skype or telephone.

For more information on Integral Coaching please contact me – Phone: +27 33 3425432, Mobile: + 27 82 4993311, brenda@146.66.90.172.

Customer Service: Added Convenience

by Leave a Comment

What does it take to satisfy our customers?  Studies show that there is a definite evolution which may be identified under certain circumstances.  A West African example provided at a workshop in 2008 showed the following table:

Success factors in business – a West African example
1959+  Product Performance     
1970+  Product Performance  + Quality    
1980+  Product Performance  + Quality  + Value   
1990+  Product Performance  + Quality  + Value  + Image  
2000+  Product Performance  + Quality  + Value  + Image  + Relationship

  • In other words, in 1960 ‘product performance’ was an important drawcard in attracting customers. 
  • That was followed by a period where ‘quality’ became an added dimension.  So, both the ‘product performance’ and ‘quality’ were important.
  • ‘Value’ was the next attribute that was added to the mix.
  • It was only in about 1990 that ‘image’ joined the qualities necessary to attract customers.  So, a combination of ‘product performance’, ‘quality’, ‘value’ and ‘image’ were identified as factors contributing to success in business.  Here we see the importance of branding emerging.
  • In those West African countries studied, it was only at about the ‘turn of the century’ that ‘relationship’ joined the other four attributes as being important in attracting and maintaining customers.

I discussed the time-frame with the Head of a local Business School and his opinion was that whilst it may be significant and easy to track the exact periods in those countries, the dates don’t necessarily apply to other countries.   And nor is it important to try to date the evolution.

However, I frequently use the above table as a starting point for group discussion in my customer service workshops.  Our emphasis is often on ‘so what do we do to sustain relationships’? This question combines my passion for excellence in customer service and my love of helping organisations, businesses, firms and people to build and maintain strong relationships with their customers.

At a workshop earlier this month, after group discussion on the importance of the above factors, I posed the question:  ‘so what comes next’?  Or, stated differently the question would be:   ‘If we could isolate one more ‘success factor’ that is gaining importance in customer service, what would it be?’

The discussion was stimulating and lively and many examples were given.  The factor that seemed to be considered most important by that group was ‘convenience’.  And I really do believe that our customers will find ‘convenience’ more and more attractive.

In order to pay greater attention to ‘convenience’ in serving customers, let’s pose some questions for you to consider:

  • What can you do to uncover WDMCWFMN?  ‘What do my customers want from me NOW’?  In other words, there is a ‘convenience’ factor in your providing exactly what your past, present and future customers want from you at the time that they want it.  What they wanted in the past may not be what they want now.  And what they want from you may be different to what they want from other suppliers.  Spend some time thinking about your answers to this question.  The benefits could be enormous!

    An interesting corollary could result from changing the word ‘want’ in the questions above to ‘need’.  Try it!

  • ‘When do they want my goods or services?’  The timing has to be right.  It’s pointless trying to sell Christmas decorations at full price a week after Christmas.  Another example is that my doctor doesn’t consult only during normal ‘doctor’s hours’.  He and his partner work slightly different times to accommodate working people.  Follow through on that thinking and consider how timing may apply to what you are offering your customers.  They need to get exactly what they want, exactly when they need it.
  • Why should they buy from you rather than from your competitors?  Think carefully about your competitive advantage considering our topic, ‘convenience’.  Why is your product or service more ‘convenient’ than your competitors’? 
  • How does ‘location’ affect their desire to purchase from you?  Are you more conveniently situated (if they visit your premises)? Is there adequate parking? How safe do people feel when arriving at your location?  And is it easy to find your premises once they arrive at the building? Or do they inconveniently have to walk around looking for your premises?   Is the signposting adequate and correctly positioned?  When they walk into your reception, do they know exactly who to approach?  These factors form part of our workshop on ‘the tangible aspects of customer service’ and need to be considered in relation to the ‘convenience’ factor. 
  • It’s so convenient to shop ‘on line’.  How do you set up an on-line store or service?  How do you make your website more effective?   How do you fine-tune your approach so that it is most convenient for your customers?  The expert in this field is Gary Eckstein and you are welcome to visit his website or contact him on gary@eckstein.id.au  
  • How easy is it to deal with you?  Have you simplified and replaced complex procedures with ‘customer friendly’ approaches?  This applies to government departments, too.  Have you considered how you can minimise bureaucracy and ‘red tape’?

    One of my ‘pet peeves’ relates to the difficulties we face when trying to obtain ‘authorisation’ from Medical Aids in South Africa.  It is highly inconvenient.  As a working person, I don’t wish to spend time on the phone fighting with an answering service or desperately trying to get an incompetent human being to understand my needs.

    Many doctors do not permit their staff to help patients in dealing with situations like this.  I can understand their policy from a business perspective because it takes a great deal of a staff-member’s time.  However, it is a huge benefit where a doctor has a staff member who is accustomed to dealing with the Medical Aids and makes him/her available to sort out issues for the patient.  Where I have a choice, all  else being equal, I would much rather go to that doctor, even if I had to pay much more, than to have to deal with those processes myself.  It’s all a matter of convenience!

  • How have you streamlined your processes to make sure your customers waste as little time as possible when dealing with you?  I often hear stories of how people take their cars in to be serviced and then return later at the time they were told the service would be complete.  They are kept waiting and told that their cars are far from ready and this is very frustrating.
     
    To combat the ‘inconvenience’ to their customers, a local service centre sends SMS’s to their customers as the time approaches, telling the customers of the progress and if necessary updating the expected time of completion.  As many people don’t bother to check SMS’s, in advance staff tell the customers to expect an update exactly an hour before the time the customer has been told that their car will be ready.  Obviously, for this system to be effective, the service centre has to follow through efficiently on their promises, and they do!  This makes having your car serviced at this business more convenient than dealing with competitors.

 

  • What are you doing to generate a ‘convenience centre’?  What services can you add to those you already offer in order to help customers make more effective use of time?  A local laundromat introduced a range of services to customers who can either hand the washing to a staff member and have a ‘full service’ and collect the washing later that day.   Or they can stay and put the clothing in the machines themselves.

  • However, in order to help customers make more constructive use of time when they are waiting for their washing, the laundromat introduced a coffee bar and internet café on the premises.  So, for example, while people are waiting for the washing cycles to complete, they can either sit in the coffee shop enjoying refreshments and work on their own computers or use the ‘internet café’ computers.  Obviously, this not only ‘adds value’ from the customer’s perspective, it adds to the purchases made by the customer. (In a separate article we’ll consider ‘the lifetime value’ of a customer.)

  • How are you going about recognising opportunities to generate more business through providing ‘convenience’ that will meet the needs of customers?  Sometimes, your customers may not even be aware of those needs!

In Australia, my daughter does the family washing in her washing machine and then tumble dries it.  Only her husband’s shirts need ironing.  ‘Sam the Ironing Man’ has a wonderful business whereby on a regular basis he collects a laundry basin full of washed shirts with the right number of hangers which she leaves on her veranda.  He takes the shirts to his ‘subcontractors’ to be ironed and then returns them, immaculately ironed, and hangs them on a special rail in our daughter’s  garage which he has access to.  That is convenience at its best!  He has recognised and optimised a need.

The above are a few ideas on how some organisations, businesses and professions have made the customers’ convenience a high priority. 

What can you do to make dealing with you or buying your products even more convenient?

Recent Posts

Blog Categories

Contact Brenda

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

Login

Login here