Improving Customer Service: A Role
Model If You're Already Good
By Steve
Singleton
You
may be the leader in your industry, already well known
for delivering top customer service. You may be
experiencing the meaning of the truism, “It’s lonely at
the top.” When your company looks around for a role
model, for inspiration to go even further, to whom can
it turn? One solution is to look to the leaders of other
industries, to analyze their philosophy and assay what
it is that has made them successful.
One such
industry leader is Nordstrom, the company that grown
from one downtown Seattle shoe store into a nationwide
fashion specialty chain with renowned services, generous
size ranges, and an outstanding selection of apparel,
shoes, and accessories for the entire family.
According
to its website, the company's philosophy has remained
unchanged for more than 100 years since its
establishment by John W. Nordstrom in 1901: offer the
customer the best possible service, selection, quality
and value. Maybe that’s why Nordstrom has been the
subject of intense interest by others in the retail
industry and beyond.
In fact,
authors Robert Spector and Patrick McCarthy have written
a national bestseller entitled, The Nordstrom Way:
The Inside Story of America’s #1 Customer Service
Company (New York: Wiley & Sons, 1995). McCarthy
enjoyed a successful career as one of Nordstrom’s
outstanding salespersons. Consider this series of
summary statements from Spector and McCarthy’s book,
followed in each case by comments. Perhaps you will be
pleasantly surprised.
-
Nordstrom’s best people will do virtually everything
possible to ensure that a shopper leaves the store a
satisfied customer.
This is
what great customer service means. Remember what Zig
Ziglar says: "It’s your attitude more than your
aptitude that determines your altitude." Of course,
this attitude of "Whatever it takes" applies to your
internal customers just as much as to your external
clients.
-
Motivated employees perform “heroics”—acts of
outstanding customer service, which are part of the
Nordstrom technique.
Encourage people to report the heroics they witness
their coworkers do. These heroics can come in all
shapes and sizes: from going out of your way to locate
a product, to making unheard-of deliveries, to
responding kindly and delivering satisfaction when a
customer is extremely upset--whatever it takes for our
client to say, "Wow! They beat my expectations, and my
expectations were already high!"
-
Employees are instructed to always make a decision
that favors the customer before the company. They are
never criticized for doing too much for a customer;
they are criticized for doing too little.
Your
performance is always measured by what you can or
cannot deliver to your customers. Like Nordstrom, you
must regard their needs ahead of your own interests.
-
Nordstrom would rather hire nice people and teach them
to sell, than hire salespeople and teach them to be
nice. Nordstrom, it is said, “hires the smile and
trains the skill.”
I’ve
heard an almost identical statement from my company's
managers discussing their hiring practices. Especially
is this true in the customer-facing departments, like
sales, customer service, and shipping.
-
If
you treat customers like royalty and let them know
that you will take care of them, they usually come
back to you.
It’s
always easier and more economical to retain a customer
than it is to find a new one. Invest time and
attention on the customers you have already to ensure
that they will be loyal to you even when a competitor
undercuts your price. They will know it's an apples to
passion fruit comparison.
-
When
customers enter a department, salespeople always make
sure they are acknowledged. They are relaxed and
unhurried in order to help the customer feel the same
way.
Here you
sometimes have to learn to walk a fine line. Yet the
principle holds true that if your employees seem
frantic, the customer will pick up that same attitude.
They must learn to exude a calm confidence, even when
their extremely busy or pressed to meet a tough
deadline.
-
Keeping current good workers with the company is just
as important as attracting new ones.
What is
the average tenure of your employees? Six months? Four
years? Twelve years, or more? Just listen to what
people again and again say at their retirement party:
At our company, they say, “I’ve worked here for X
number of years, and I want to tell you new people:
This is a great company to work for. I’ve always felt
like I was treated as family here at the company.”
-
The
underlying Nordstrom culture and philosophy is not
difficult to pass on to the next generation because
it’s simple: Give great customer service.
“Customer Focus” has to be one of the core values of
your company; you can't just give it lip-service. It
must be foundational to what you are and do.
Search out
leaders in other industries and discover their customer
service philosophy. You will find inspiration for
yourself and your employees to deliver top service and
products, resulting in excellent customer retention,
lengthened employee tenure, and an improved bottom line.
Steve
Singleton has written and edited several books and
numerous articles on subjects of interest to Bible
students. He has been a book editor, newspaper reporter,
news editor, and public relations consultant. He has
taught Greek, Bible, and religious studies courses Bible
college, university, and adult education programs. He
has taught seminars and workshops in 11 states and the
Caribbean.
Go to
his
DeeperStudy.com for Bible study resources, no matter
what your level of expertise. Explore "The Shallows,"
plumb "The Depths," or use the well-organized "Study
Links" for original sources in English translation. Sign
up for Steve's free "DeeperStudy Newsletter."
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