Hartford Business Journal

www.HartfordBusiness.com March 9, 2015 • Hartford Business Journal 21 Biz Books Creating customer service experiences that draw repeat business "S prinkles: Creating Awesome Experiences through Innova- tive Service" by Chip R. Bell (Greenleaf Book Group Press, $15.95). If you want to grow your business, always remember that customers deserve more than plain-vanilla customer service. Bell let's his examples of sprinkles (i.e. innovative customer service) show how plain vanilla can be turned into something special. Here are some stories that will get you thinking about simple, unique ways to enhance your customer service: How many hotel laun- dry-service employees have a business card? Nuriya Mohsen does. Bell needed a pair of pants pressed ASAP. Mohsen promised she'd have them done in an hour, and deliv- ered them in 45 minutes. She handed him her card, "Nuriya Mohsen Laundry/Valet," and promised prompt attention to his laundry needs during his stay. But wait, there's more. She gave him a package of collar stays for his dress shirts. Andy Hartman, a marketing executive at FirstBank & Trust (Tahoka, Texas) had a dilemma: Being one of two banks in town, having a broken ATM was a customer ser- vice disaster. Customers who didn't want to wait in line at the teller's cage were forced to use a higher-fee ATM at the other bank or a conve- nience store. When the ATM was fixed, Hartman sprin- kled a few $50 bills with the $20's in the ATM, and ran an ad in the local paper tell- ing customers that if they receive a 50 instead of a 20, that it was the bank's way of apologizing for the ATM glitch. FirstBank didn't lose customers; in fact its customers told their neighbors about the bank that really cared. Billy Rivera of Karaoke Cab (Charlotte, N.C.) turns a ride from the airport into an unforgettable, sensory experience. With a lap- top with over 39,000 songs in the front seat and a screen on the back of the front seat, riders can turn a dull cab ride into their onstage event — especially when there's a group of passen- gers. Not surprisingly, Rivera gets great tips. Sandy, a waitress at the Park Inn (Har- risburg, Penn.) has a million-dollar smile guaranteed to light up any diner's day. From the moment you sit down to the moment you're ready to leave, that smile enhances the dining experience. The cherry on top: Sandy offers a go-cup of coffee/soft drink to her guests. The cost to the Park Inn is minimal; the return business substantial. Matt Garafaio, the owner of Onconee Cellar (Greensboro, Ga.) operates a high- end wine and spirits shop. Like many such shops, it offers a membership rewards card and a wine club. Garafaio offers even more. He commissioned a Kentucky distillery to create a signature bourbon for his store, and offered his best custom- ers the opportunity to taste-test the five samples and register their preference. Customers "co-created" the special brand; they're buying it and telling their friends about "their brand." As I read the stories, I thought about how the staff at the nearby Costco makes my granddaughter's day. She's six and loves to draw happy faces. She learned to draw them at age three from the staff that checks receipts as you leave the store. My daughter would let her hand the receipt to the employee, who would draw a happy face and hand it back to her. The moral of the stories: "Serve every customer as if you were serving your best friend." By making your customer service unique, people remember and tell others. Check out Bell's innovative customer service LinkedIn group if you're interested in sharing ideas and picking up on Bell's advice. n Jim Pawlak is a nationally syndicated book reviewer. Jim Pawlak exeCutiVe management Seven ways to help your organization deal with change By Andy Singer A s human beings we don't naturally deal with change well, but there are ways to help those around you accept and thrive during times of change. In the modern world change is required for your team to be successful. A company's ability to change can be a significant source of competitive advantage. Here are seven ways to help your organiza- tion deal with change: 1. Communicate frequently: Yes, it's important to com- municate why the change is being made, but you also need to consider what your team members are thinking. When form- ing your communica- tions plan, make sure you consider what's important to them and how it may benefit your team. Your communications should inform, inspire and motivate the team to take action and get behind what is required. 2. Tell the right story: When talking about why change is required, it's best to utilize a story format that promotes a positive future. Make them feel like they are a part of what is being done, so they have ownership. If the change involves negative news, get the bad stuff out of the way. You don't want to announce a little negative news every Friday. Your team will spend their weeks wonder- ing about what will happen next, instead of focusing on what needs to be done. 3. Identify champions: As humans we are creatures of habit. We want to do things the way we always have, or we get uncomfort- able. With any group you will find those that are more resistant and those that are more open to accepting the required changes. Identify those who see the changes as positive early in the process and make them champions. Involve these champions as much as possible in rolling out the changes and reward them for their support and leadership in helping others. 4. Utilize metrics to measure prog- ress: In order to ensure your organization is moving in the right direction, it's important to implement a few key metrics to establish progress. Work with your senior management team to establish a plan and metrics, then make sure you share and celebrate progress with the entire organization. 5. Celebrate milestones: People want to be part of a winning team, so be sure you celebrate key milestones. Thank your team often for their support and efforts. Addition- ally, be sure you provide training as required. Training will provide them with any required skills and make them feel more supported during challenging times. 6. Address employee concerns: Seek feedback and suggestions from employees and be sure you address concerns that come up. You might not always have the answer they want to hear, but better to fill the void instead of the rumor mill doing it for you. Be empathic and sincere when speaking with the team about their concerns. It's best to have a culture of open communications, especially during times of change. 7. Involve your management team: Your senior staff needs to be on-board with the changes and be role models for the rest of the organization. Be sure you provide a story and direction for them to utilize when com- municating with their teams. They need to be clear they are the leaders that the organiza- tion needs to ensure alignment. Remind them to inform, inspire and motivate. Executives often have a high profile when change is announced, which is good, but not enough. Executives need to be both strategi- cally and tactically involved. Successful change management requires you to identify and address employee concerns and satisfaction. Be the leader that your team needs during times of change. n Andy Singer is the president of Singer Executive Development, a professional training and development company that helps optimize business performance of employees and executives. Andy Singer ▶ ▶ When talking about why change is required, it's best to utilize a story format that promotes a positive future. Make them feel like they are a part of what is being done, so they have ownership. ▶ ▶ Serve every customer as if you were serving your best friend. By making your customer service unique, people remember and tell others.

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