John DiJulius | Customer Experience Blog


Amazon pays employees to quit, Starbucks Tweet-a-Coffee, NY Restaurant provides Secret Service

NY Restaurant provides Secret Service – The maître d’ at New York’s Eleven Madison Park has created a fascinating way to provide Secret Service and make an emotional connection with guests. He Googles guests who have reservations at the restaurant, searching for Customer intelligence such as where they are from, birth date, profession, anniversary, so he and his employees can personalize the experience from the moment the Customer walks thru the door.

 

Tweet-a-Coffee – World-Class Customer service companies make it extremely easy for their Customers to do business with them. This means they make it extremely easy to spend more money with them.  For example, Starbucks has launched Tweet-a-Coffee, allowing Customers to purchase a coffee for anyone, anywhere via twitter by tweeting @tweetacoffee and then the person’s twitter handle.  Within seconds, a $5 gift card (or tweet) has been given and can be redeemed the next time the recipient goes to Starbucks.  How easy is it to do business with you?

 

Amazon copying Zappos’ paying employees to quit – In his annual letter to shareholders (page 3, paragraph 6), Amazon founder and CEO, Jeff Bezos, announced his Pay to Quit program, offering employees a quitting bonus to leave Amazon. Each employee gets the offer once a year. The first time, it’s for $2,000. The offer increases by $1,000 each year thereafter up to a maximum of $5,000. Sound familiar? Tony Hsieh, founder of Zappos, the online retailer, acquired by Amazon back in 2009, invented this concept.  He refers to it as, “The Offer.” Why are world-class Customer service organizations such as Amazon and Zappos offering incentives and making it easy for employees to leave? Bezos says it well, “In the long run, an employee staying somewhere they don’t want to be isn’t healthy for the employee or the company.” World-Class Customer service organizations are not for everyone, nor should they be. They are for a small percentage of people who buy into that company’s vision and are willing to work harder and be more committed to seeing that the vision gets realized. This Pay to Quit program also turns the table on the company and its leaders. Once a year employees get a chance to evaluate where and whom they work for, which puts pressure on management to continue to strive to create a great company culture.

 

Pre-shift Huddles that work – The Maids International, based in Omaha, Nebraska,is a professional home-cleaning service with franchisee locations all over the United States. In an effort to encourage consistent, constructive huddles, each location received a “Brilliant at the Basics” laminated poster.  The poster can easily be hung in any area of an office, and then re-used daily with a dry erase marker.  It guides huddle leaders through TMI’s three pillars, gives an opportunity to discuss specific quality issues, and lastly has an area to celebrate recent Above and Beyond behaviors.  At very little cost, TMI has developed a customized huddle format, which has been deployed across the organization. Also, TMI has announced a fun way to ensure this new tool is being used.  They are holding a video contest seeking the best huddle.  TMI locations are encouraged to video tape what they consider to be their best version of a huddle.  Prizes will be awarded to the winning team.  What a fun way to encourage usage of this effective tool on a daily basis!  See TMI walking the talk.

 

Jack Daly’s new book – A sales guru and past keynote speaker of The Secret Service Summit, Jack Daly’s newest book and soon to be bestseller, Hyper Sales Growth, was released Tuesday, April 22, 2014. Jack knows sales and how to help companies grow. Hyper Sales Growth dives into three critical areas: Building a winning culture in your business, Sales Management, and Sales success. I promise that if you will take the time to read it and take action, your business will grow and achieve a greater amount of success. 

John R. DiJulius III best-selling author, consultant, and keynote speaker, is the President of The DiJulius Group, the leading Customer experience consulting firm in the nation. He blogs on Customer experience trends and best practices. Learn more about The DiJulius Group or The Secret Service Summit, America’s #1 Customer Service Conference.

Comments Off on Amazon pays employees to quit, Starbucks Tweet-a-Coffee, NY Restaurant provides Secret Service


Disney launches Secret Service bands; Restaurant shuts down for Attitude Adjustment
Photo courtesy of Disney

Disney launches new Secret Service wrist bands – How can an amusement park who sees tens of thousands of guest daily, offer personalized service? Leave it to Disney to figure it out. The next time your family visits a Disney park, they may experience Goofy walking up and greeting your child by name. This is just one of the new experiences that Disney is capable of delivering as a result of their new trackable guest wrist bands. Here’s how the “Magic Bands” work: Guests who opt to use the waterproof wristbands, which are embedded with computer chips, can then use those as their park entry tickets, FastPass, hotel room keys and a credit card as well. Photographers can also use the system to link photos with the family account in order to buy and print out any photos of the group, should they choose to do so.

 

Restaurant shuts down for Attitude Adjustment – John Herod, who runs Schlotzsky’s Deli

Photo courtesy of KY3

and Cinnabon in Abilene, Texas, shut the doors for two weeks in late November after he said he noticed a decline in Customer service. He fired some workers and retrained the rest. He informed Customers of the sudden closure with a marquee, prominently noting the need for an “attitude adjustment.” The restaurant re-opened on December 9, after employees were retrained on how to properly clean the premises, prepare food and interact with Customers. 

 

Amazon owns UPS’ shipping problem – One of the most popular quotes we say all the time is “While it is not our fault, it is our problem.” A high volume of holiday packages did not make it to their intended destination until after Christmas, sending angry consumers to social media to vent. However, Amazon.com, who is one of the top Customer service companies in the world, and uses UPS for the majority of their shipping, was proactive with their Customers. Amazon responded with an email to affected Customers offering shipping refunds and $20 gift cards as compensation. 

 

Zappos says goodbye to bosses – The Customer-service obsessed company calls its executives “monkeys,” has staffers ring cowbells to greet guests, and offers new employees cash to quit as a way to test their loyalty. The Las Vegas-based retailer is now going even more radical, introducing a new approach to organizing the company. It will eliminate traditional managers, do away with the typical corporate hierarchy and get rid of job titles, at least internally. The company told employees of the change at a year-end meeting. According to Zappos executives, the move is an effort to keep the 1,500-person company from becoming too rigid, too unwieldy and too bureaucratic as it grows. 

 

Valet attendant puts racial slur on Customer’s ticket – After dining at a restaurant, a Georgia couple was startled and outraged after finding “jungle fever” written on their valet ticket. It was reported that the restaurant immediately fired the Valet attendant. 

 

  

Johnism

 

“In most cases our most recently hired, least trained, lowest-paid employee deals with our Customers the most.”
 

John R. DiJulius III best-selling author, consultant, and keynote speaker, is the President of The DiJulius Group, the leading Customer experience consulting firm in the nation. He blogs on Customer experience trends and best practices. Learn more about The DiJulius Group or The Secret Service Summit, America’s #1 Customer Service Conference.



Too fat to Tan; are you measuring the wrong things?

 

Measuring the wrong metrics can damage your Customer’s experience – The two most popular performance metrics call centers and Customer service reps are tracked by are average call time and time-to-resolution.  These are dinosaur drivers that management needs to move away from. They are not service friendly. They make your reps solely “task focused” and dehumanize their roles, which dramatically reduces their work satisfaction and increases turnover.

 

Call Center is an investment in marketing – This is how Zappos looks at their call centers: a strategy to create loyalty through ‘wow’ moments and emotional connections.  Zappos still uses metrics, but in support of the Customer experience, which has proven to be quite successful financially as well.  An article by Software Advice, “A Zappos Lesson in Customer Service Metrics”, shares Zappos’ best practices.  They feel it is “more important that we make an emotional connection with the Customer, rather than just quickly getting them off the phone,” says Derek Carder, Customer loyalty operations manager for Zappos.  That is why Zappos places more value on the percent of time an agent spends on the phone versus quick time to resolution or processing high call volumes. This metric-personal service level-is a way to “empower the team to utilize their time in a way that best promotes Customer loyalty,” Carder says.

 

Rewarding the right behavior produces the right results – Customer Service reps are not machines, they are people who enjoy building relationships.  Also noted in this article is how CSRs at Zappos are expected to spend at least 80 percent of their time in Customer-facing interactions. It doesn’t matter if that’s one call, or 100. Reps who achieve this target get to spin “the wheel of happiness” to win gift cards and other rewards. Those who fall below the 80 percent line receive coaching.

 

World-Class Customer service organizations advertise the least  –  Zappos uses little advertising or traditional marketing. Their marketing is word of mouth and Customer loyalty. They do this by measuring four factors on a 100-point scale called the “Happiness Experience Form.”

  • Did the agent try twice to make a personal emotional connection (PEC)?
  • Did they keep the rapport going after the Customer responded to their attempt?
  • Did they address unstated needs?
  • Did they provide a “wow” experience?

On-going coaching for poorer performances – A rep who averages less than 50 points per month on the Happiness Experience Form will receive extra training, while top performers are rewarded with paid hours off and other incentives. This article has many more golden nuggets. Check it out: “A Zappos lesson in Customer Service Metrics.”

 

Customer Service Crisis…

 

Too Fat To Tan – After a woman purchased a tanning package, she was told she was too fat to tan at a tanning salon, and the salon would not give her a refund. The employee said, “Sorry, but I’m not going to let you tan today because we’ve just implemented a new policy where anyone over 230 pounds can’t go in one of our beds.” When the Customer asked for a refund, she was told we don’t give refunds. When the local news got involved, they called the tanning salon manager, Gus, and asked him if he would refund the Customer’s tanning package. Gus suggested that the Customer contact her credit card company and try to cancel the transaction.  Watch the news report,  Too Fat to tan.

 

How it should have been handled It won’t shock you that the Better Business Bureau gives this tanning salon an ‘F’ rating.  I totally understand safety first, as well as company restrictions for maintaining their equipment. It is not the policy that was wrong, but how they handled the situation. They have a standup bed that was not working that day, so this Customer’s only option was the laydown bed. All they had to do was apologize for the inconvenience that the salon caused because their standup bed wasn’t working, and add a complimentary tanning session to her package for the inconvenience of not being able to tan that day. And more importantly, educate the Customers about any restrictions before they purchase a package.

 

 

 

 If you take really good care of your existing clients,
they will generate more new business than any kind of advertising campaign ever could.

 

John R. DiJulius III best-selling author, consultant, and keynote speaker, is the President of The DiJulius Group, the leading Customer experience consulting firm in the nation. He blogs on Customer experience trends and best practices. Learn more about The DiJulius Group or The Secret Service Summit, America’s #1 Customer Service Conference.




%d bloggers like this: