Legendary Customer Service

I recently enjoyed dinner with my wife, one of our sons, and my mother at a well-known restaurant. I hadn’t been there before, even though the chain has opened a number of locations in our area. I enjoyed the experience. The people were great, as was the food.

During our meal, one of the managers dropped by our table to see how things were going and left a quarter-page sheet for me to complete to let them know how they did in serving us, as well as providing me with an opportunity to sign up on their email list. I completed both portions.

On each of the service and product questions, I was able to choose from a number of levels as my response including the highest level, “Legendary.” I have to admit, as much as I liked the experience, none of it fell into the “legendary” category for me; but it got me thinking…what constitutes legendary service?

I was reminded of a story I’ve heard on numerous occasions about a man who returned some used automobile tires to a Nordstrom store and promptly got a refund, even though Nordstrom does not sell tires--illustrating the store’s commitment to an unmatched client experience. The story comes in a variety of flavors with the details shifting to meet the storyteller’s style, but the basic premise is always the same.

Being one who is careful to identify potential legends as such, I checked out Snopes before writing this, and sure enough, there’s a lengthy entry on this story. No surprise there. If you’d like to read it, you can see it here. I won’t tell you what it has to say. You’ll probably be as surprised as I was to discover the story surrounding the story if you choose to read it.

My point today isn’t whether that story is true, but that it has gained legendary status. There are plenty of other such stories out there about other companies as well. And, perhaps on much smaller scales, there may be stories about us and our companies floating around our marketplaces.

Everyone loves a memorable story of superior client service. We hear them. We usually believe them because they paint a picture of something we would all like to experience. Then we turn around and tell them again to a new audience. This process repeats just as it did many times before we heard the story, and just as it will many more times after we’ve passed it on. Whether it is true or not, the hero in the story still wins.

I’m not suggesting making up stories to tell about our businesses in an effort to attempt to become legendary. That clearly won’t work. What I am suggesting, however, is that when we strive legitimately to be everything we should be for our audiences, stories--factual and embellished--have the opportunity to be formed, shared, and retold by our audiences.

What do we do that is, or could be, legendary in serving our audiences? Are we sincere about it? Does it bring value to those who follow us? You’re smiling just thinking about the possibilities. I know you are.

Get your team together and share your vision. Get their input. Then become infectious with your pursuit of the unmatched client experience. And if you feel so inclined, please share your experiences and knowledge in this arena with us below. Thank you.

Here’s to your legendary success!

Bryan Waldon Pope

Our Companies’ Customer and Client Experiences

We’d all like to believe we have laid out and perfected the client experience for everyone from those who just heard about us for the first time to those who have been doing business with us for years. Unfortunately, this simply isn’t true. Not for any of us.

Where is the experience strong for our clients? Where do we fall down? This is an area of our businesses we should look at regularly. Here are a few pointers to get you started.

1. We must realize we are not our clients. What you or I want does not necessarily reflect what our audiences want. I’ve even had businesses that sold products and services I don’t personally use. That doesn’t matter, and it shouldn’t. It’s the audience’s needs that matter, not mine.

2. Ask our clients how we measure up. A great place to begin our journey to a superior client experience is to ask our clients how we’re doing. How could their experiences with us be even better?

3. Look at our competitors. What are they doing well? Where do they fall short? What opportunities are our because of these realities?

4. Engage the assistance of some trusted advocates. Members of our marketing teams, or other advocates, who our employees don’t know can be assets to us in the form of secret shoppers or similar prospects or clients. Have them test the waters. Ask them to be a little less than model clients and see how employees manage their requests or attitudes. This can be very insightful.

These are just a few ideas. Gather your marketing team or get with some trusted peers from other businesses and explore the ways you can take a look into the experience your clients are having with your company. These insider peeks may be very useful to you in enhancing your clients’ experience.

Here’s to your marketing success!

Bryan Waldon Pope

Get OUT! You heard me...

Years ago as I was just beginning to build my network and my business, I found myself often sitting behind my desk in my nice office shuffling papers, looking busy, and getting nothing meaningful accomplished. In retrospect, I realize I was unsure of myself and, therefore, a little fearful of misstepping.

I now realize that sitting behind a desk gets little done in the way of building a business. Yes, we need to spend time on our computers for various reasons. We need to make phone calls. And some of that can be done from behind a desk. But most of the real work that takes us to new highs is done when we stand up and get out of our offices, stores, and comfort zones.

Whether the best use of our time is seeing customers or clients face-to-face, networking to meet new people, setting up joint-ventures with our peers, creating new products and services to offer, or just about any other high level growth activity, very little of it will likely happen from behind a desk.

So let’s get up, and GET OUT. We’ll make meaningful appointments with people who can truly help us accomplish our goals, whoever they may be. This week we’ll attend at least one event that allows us to meet people outside our existing network. After all, we’re hubs in our respective spheres of influence. We have to be out there!

And when there isn’t a scheduled reason to get out of the building and we need some fresh perspective, we can always simply get out by taking a walk, clearing our minds, and looking around us for triggers to our next big idea.

So truly—get out! You heard me…

Here’s to your marketing success!

Bryan Waldon Pope

Stop. Start. Continue.

I’m going to share a wildly simple, yet amazingly effective, thought with you today. It’s something I’ve seen a number of places over the years, and used with great results. Despite my efforts to find its true origin so I can give proper credit, I haven’t been able to find its verified genesis.

It’s a three step analysis process that goes like this:

STOP ineffective activities
START activities that may be beneficial
CONTINUE activities that are producing benefit

Granted the verbiage following the initial verbs in each case is mine (and I’ve seen a number of variations out there), but the Stop/Start/Continue concept carries through all the variations I’ve seen. Let’s apply this to marketing for a moment.

Too often, we see business owners continuing to invest time and money in marketing activities that are not producing profitable results. Why do we continue with these activities? Stop them, and invest resources elsewhere.

Next, we can’t know what is going to work in our specific situation unless we try new things, so we need to start activities that may be beneficial. Taking this step in test mode will prove beneficial so we don’t misstep on a grand scale and miss our mark. Consistently testing new marketing strategies and tactics is a hallmark of true marketers.

Here’s the one that surprises me often: amid failed marketing campaigns and other activities that have not worked as desired, a business owner will land on an approach that works--something that makes real money--only to abandon it before it runs its course. Isn't that strange how we work so hard to find a silver bullet, then get too busy to use it to its full advantage? If a marketing strategy, vehicle, or other activity is working, continue using it! Tweak it when results begin to fade to see if there is new life in an altered version of it. Don’t walk away from something that is working.

This may sound painfully obvious, but we all do it. We all get busy or distracted and fail to continue the very activity that would continue to bring us the success we’re seeking if we simply kept kicking it along.

Gather your team and take this assessment. What can you STOP doing that will preserve precious resources? What can you START doing that may bring new business or other desired success your way? What are you currently doing that you can CONTINUE doing to meet your goals? Also consider what has worked in the past that might be brought to the forefront once again, this time not to be forgotten about or abandoned prematurely.

Here’s to your marketing success!

Bryan Waldon Pope

The Most Important Person in the World

As Daniel pushed open the door at the Smalltown Five-and-Dime, the familiar bell jingled and Mr. Thompson, the proprietor, turned to welcome his guest. “Mornin’, Daniel!” came his greeting. “Good morning, Mr. Thompson,” Daniel replied.

As Mr. Thompson excitedly scurried past the counter and disappeared into the stock room, he cheered, “That bike you ordered for Jake’s birthday showed up yesterday. He’s gonna love it!” Mr. Thompson reappeared moments later with a shiny, new bicycle, complete with a brightly chiming bell. He grinned ear to ear like a kid at Christmastime as he pressed the thumb lever on the bell, filling the store with the music of childhood memories. Daniel smiled contently as he imagined how thrilled Jake would be with this unexpected gift.

The next few minutes were spent by Mr. Thompson asking questions about Daniel’s family and his work, and telling him a little bit about the bike he had researched and ordered on Daniel’s behalf. While they were talking, a delivery driver appeared in the store, as did two other customers. Mr. Thompson appropriately acknowledged each of these people without taking his focus away from Daniel.

When the transaction was complete, Mr. Thompson stepped ahead of Daniel to the door as Daniel wheeled the bike to the threshold, picking it up before leaving the store so the perfectly black tires would still be in their unused state when Jake saw the bike in their living room. Mr. Thompson opened the door for Daniel. “Thank you again for allowing me to help you with this surprise,” beamed Mr. Thompson. “Thank you for all your effort,” Daniel replied, his sincere appreciation showing in his warm smile.

Mr. Thompson stood at the open door and watched as Daniel carefully placed the pristine bicycle on a blanket in the bed of his pickup, tugging on it gently to see that it was properly settled before climbing into the cab and firing up his old truck. Mr. Thompson waved as Daniel pulled away from the front of the store and headed down main street toward his small farm. Daniel responded with a salute of appreciation.

Mr. Thompson turned to the delivery driver who had walked in shortly after Daniel. “Good morning, Frank,” his genuine happiness apparent as he read the driver’s name from the tag sewn on his shirt. “What do you have for me today?”…

***
How did you feel as this brief scene played out in your mind? No doubt, the feelings and images were warm, inviting, and positive. Maybe childhood memories were conjured. Perhaps, like me, you saw a scene from a television program like “The Andy Griffith Show.” But we all know these days are past. Or are they?

Far too many of us are caught up in the speed at which we do business today. Granted, technology has provided for some enjoyable changes in lifestyle and work style, but in too many cases it has taken the focus off the most important person in the world: the person in front of us.

Think about it…

:: When was the last time a retail cashier didn’t make eye contact with you or even acknowledge your existence past blurting out the amount due after ringing up your purchase?

:: When did you last find yourself in a social situation where someone was wearing a wireless headset while talking with a group at a lunch table or even a formal networking event? Really? Are the people in front of us that UNimportant? Perhaps rather than bother with having to insert the headset each day, it would be simpler to just have, “You’re Not Important to Me!” tattooed across one’s forehead.

:: How long has it been since you were serious about making a purchase at a store, only to have a salesperson shuffle you aside for another task or customer perceived as more important than you?

I’ll venture guess all three of these things have happened to every one of us within the past few weeks.

What is important? Better yet, WHO is important?

Let’s slow down. Maybe we need to organize ourselves better. Perhaps simple awareness of this dilemma is all we need. Whatever the case, we CAN return to making the person in front of us--whether that’s live, on the phone, or otherwise--the most important person in the world.

And this doesn’t just go for clients, either. Our family members, friends, neighbors, vendors, co-workers, employees…they all deserve this same treatment.

And here’s a little secret: When you genuinely see the person in front of you as the most important person in the world, you’ll be more successful in everything you do. That’s a promise I can make without reservation.

Go ahead…take it to the next level.

Here’s to your interpersonal success!

Bryan Waldon Pope

Making the Most of Groupon, Living Social, and Other Group Discount Programs

Many business owners wonder how they should manage discount offers. If we only discount deeply for new customers and clients, we risk losing existing patrons. If our best discounts go to our loyal advocates, we may pass opportunities to bring in new business. And, in the end, is it good to create a client base of discount-minded buyers? As with most topics I address, the answer is, “Maybe.”

It all depends on two factors: our business model, and our retention systems.

Take a discount pizza chain as an example. Most of these establishments have business models based on ongoing discount campaigns. It’s the way the business was meant to operate and can run profitably with a large percentage of patrons using discounts. Other business models only allow for a small percentage of transactions to be made at a discount without digging into planned profits.

A fast-growing approach to discounting is the use of programs like those offered by Groupon, Living Social, and other such group discount sites. Are they worthwhile? Again, maybe.

Before getting overly excited about having hundreds of people taking advantage of our offer, we need to make a few considerations:

:: Can we handle the volume, or will we just upset a large group of would-be clients while inconveniencing those we already serve?

:: If the offer needs to be significantly restricted to be doable (e.g. blackout days, limited number of redemptions per day/week/month, limits on products or services that can be purchased, etc.), do we risk misunderstandings that stress prospects and our own staff?

:: Do we have a plan in place to transform these bargain hunters into ongoing clients if our business model is not overtly discount-based?

In addition to these basic considerations, remember that when using these services, we’re discounting costs already, then splitting the reduced revenue with a third party. Being able to figure out whether this makes sense for our business shouldn’t be a guessing game. What is our current Client Acquisition Cost (CAC)? Run a few numbers and see if such a discount approach is in line with other paid advertising activities. We may find group discounting represents a good investment, and we may find we can do better with other approaches. Knowing these numbers in advance will help keep us from misstepping.

Even when the initial process of bringing a first-time buyer through our doors is cost effective using these services, we mustn’t forget the importance of keeping that newfound client active. An effective, functioning loyalty system is a must prior to engaging in any such prospecting activities. Whether new business comes to us through paid advertising, low-cost publicity or social media, or contingency programs in which we only pay for results, we want to capture and keep those customers.

So here’s my answer as to whether group discount programs are worthwhile:

:: Do you capture, manage and use data on your customers or clients to keep them active?

:: Does your business model allow for discounts of up to 75% as your investment for gaining a first-time buyer?

:: Do you have opportunities to increase first ticket sales with products or services above and beyond the discount without making your new client feel like a second-class citizen for having used a coupon?

:: Will the use of the coupon offer put restrictions on the prospect that make his or her first experience different from future experiences as a “regular” client?

:: Will you be able to bring back these first-time patrons and build a rapport with them that is in keeping with your existing model?

If the answer to all five questions is yes, group discounting may be a viable for your business. It may warrant a carefully crafted test. If there are ‘no’ answers in your responses, consider all angles of this approach carefully before taking the leap.

Whatever we do to grow our businesses, we want to create consistently positive experiences for our employees, prospects, and clients. Here’s a 3-minute news story video that brings up some of the potholes you may encounter. It’s worth watching if you’ve considered using group discounting as a means of building your business: Groupon Pros and Cons News Story

I’m not saying group discounting is inherently good or bad. It makes great sense for many businesses, and can be the destruction of others. If we follow the steps leading to making informed decisions about how we will share our message with our audience, we’ll more consistently engage those vehicles that bring expected returns while avoiding those that will damage our efforts.

Gather your team and discuss your specific situation. That’s why they are there.

Here’s to your marketing success!

Bryan Waldon Pope

3 Must-Have Elements for Successful Sales

Nothing brings me more discomfort than watching a salesperson struggle through a sale. Perhaps it’s worst of all when I’m the subject of the attempted sale.

As you’ve probably heard me say before, no one likes salespeople. It’s true. None of us want to be “sold.” We do, however, welcome informed consultants and advocates who can help us make intelligent decisions that create the outcomes we’re seeking.

To be seen as an expert and not a salesperson, here are three must-have elements your visits need to employ:

1. Only talk with decision-makers. If you’re happy to spend your time talking to gatekeepers, you’ll never be the salesperson you could have been. Yes, gatekeepers are decision-makers, too. But the only decision they need to make is to pass you on to the final decision-maker. Don’t be snooty. Treat all people with the respect they deserve. But know the decision-making level of each person in your journey and help them make the decisions they need to in order for you to advance in your sales effort.

2. Identify the prospect’s motivation early. Sales presentations are useless. I dislike the term “sales presentation” altogether. I can’t think of a better way to set one’s self up to be a monkey on a leash than to prance around in front of a prospect with a dog-and-pony show hoping something said will magically trigger the prospect into a buying frenzy. Ask why the prospect is willing to meet with you. Uncover the motivation, the pain, behind the person’s search for a solution. Then fix the pain. Don’t make a presentation.

3. Talk about money up front. Have you ever been in a sales presentation (there’s that nasty term), either as the salesperson or the prospect, where things are zipping along nicely only to have it all come to a screeching halt when the subject of money comes up? Nobody wants to be there. If you have real value to offer, price isn’t a problem. If the prospect sees it as such, he or she wasn’t a bona fide candidate for your product or service in the first place. If the money works, proceed with the discussion. If it doesn’t, move on.

As you confidently talk with prospects as a resource, an expert, and fixer of problems, you’ll find anxiety goes away (for both of you), more deals get done, and you enjoy your sales efforts a whole lot more.

Here’s to your sales success!

Bryan Waldon Pope