Tag Archives: Investments

Customer Service Pays Dividends

Coming on the heels of a shaky 2009, the DJIA performance in 2010 (YTD) is flat.  (Flat is the new up right?)  What could your company do to get >5% higher revenues this year?

If you answered “serve the customer” you’re right!  American Express completed Customer Service Barometer research recently and found that customers spend 9% more with companies that provide excellent customer service.

But do businesses value their customers?  Judging from the survey results, no way!  Here’s how consumers think companies treat them:

Consumer Perceptions

With the economy still reeling and +/-10% unemployment, consumers are spending their earnings (or savings) more intelligently than ever.  They can’t afford to do business with companies that do nothing or act as if they are a nuisance.  Nor should they.

  • Choices are Everywhere – How many Toyota owners (and now Lexus) are considering other manufacturers?  (Surprisingly, provided they are loyal owners of the brand, 86% will give companies like Toyota a second chance if they had excellent previous experiences.)
  • Information is Plentiful and Accessible – Today’s consumers have more data, first-person input, and insights into the pros and cons of purchasing almost anything than at any time in history.  48% of consumers check out a company’s reputation before making a purchase.

When the service is good consumers deliver repeat business.  But when service is bad, 81% of Americans have stopped doing business with a company (50% give the company two chances to earn their business).  Less forgiving, I suggest only one chance.

Any company still struggling to justify the added “expense” of delivering great service ought to invest a few minutes to read the entire article.  The pivot point is that even though delivering service is NOT free, it does pay quantifiable dividends.

Which business would suffer from delivering better customer service?  Or better question, which companies would benefit the most from making immediate improvements?

Why Re-Invent the Wheel?

Business Week recently announced its list of customer service standouts.  These customer-focused companies provide excellent examples of how to deliver exceptional service.  So read on and add to your bag of customer service tricks.  What follows is a list of companies that made the list along with unusual or noteworthy ways these companies are improving their bottom line while they improve their customer service.  Before you check out the article, try to guess which initiatives belong to which companies.

Ace Hardware, Amazon.com, American Express, Amica Mutual Insurance, Apple, Barnes & Noble, Branch Banking & Trust, Charles Schwab, Dell, Enterprise Rent-A-Car, Fairmont Hotels & Resorts, Four Seasons Hotels and Resorts, Jaguar, L.L. Bean, Lexus, Nordstrom, Panera Bread, Publix Super Markets, Southwest Airlines, Starbucks, The Ritz-Carlton, True Value, USAA, Wegmans Food Markets, WestJet

Investing in Employees

  • Increased training budget by 13%.  Awards tuition scholarships for employees.  Answer
  • Employees granted equity in company.  Answer

Investing in Technology

  • Leveraged best of both worlds after implementing best practices from recently acquired company.  Answer
  • Implemented overflow call system to use remote representatives when local volume overloaded local resources.  Answer
  • Integrated online inventory with brick and mortar inventory to speed customer fulfillment.  Answer

Investing in Customers

  • Escalated problems if not solved within 20 minutes.  Answer
  • Developed outreach program to contact dormant customers.  Answer
  • Roving check-out clerks bring service to customers.  Answer

The pivot point is that we can learn much from those companies that blaze the way with excellent customer service.  We don’t need to re-invent the customer service wheel.  And while not every solution will be appropriate for all companies, these stalwarts set the bar high when innovating around, and executing on customer service.

Which companies are customer service trailblazers that should make the next Business Week list?

Setting Your Company Apart in a Commodity Market

In a recent Business Week article about JPMorgan and Bank of America we learn that bank consolidation has led to unhappy customers.  Not surprising really and tough to think of this as “news”.  Clearly, pushing two behemoths together causes change.  Banks know they can benefit when they leverage economies of scale and so M&A activity is an attractive option.  What they seem to have missed is that these benefits should extend advantages to their customers too!

I don’t understand why bank-owners (which now largely deliver a commoditized service) think they can cut corners on customer service.  I’ve written before about three controllable dimensions of service: cost, quality, and speed.  In a commodity market cost and speed are equal which is why companies like Bankrate even exist.  Customers see little difference between one bank and another.  And because costs to switch are low consumers can choose with whom to do business.  Bankrate provides the perfect answer.

In a commodity market, only service differentiates.  (In this example of bad PR, the Bank of America and JPMorgan are definitely not creating positive differences.)  Excellent service creates strategic advantages which:

  • Protects your existing customer base,
  • Generates positive word of mouth, and
  • Attracts new customers.
  • (Repeat as needed to develop your business.)

About the only thing that does make sense in this article is the bank’s reticence to comment publicly about the poor customer service they are delivering.  What can they say?  “We are improving shareholder value by short-changing our customers.”

The pivot point is that spending money on customer service should be considered an investment, not a cost.  Wells Fargo’s customer satisfaction has benefited after acquiring Wachovia, a company with high customer satisfaction.  Part of Wachovia’s value to their customers and to their shareholders comes precisely from their investment in a customer-focused culture.