simple processes

Silo Mentality

One of the most difficult problems organizations face today is silo mentality. This is when an organization’s culture dictates non-sharing of knowledge and information between departments or groups. Imaginary walls hinder departments from working together for a shared purpose. There is a certain level of distrust that exists between departments that hamper cooperation. Silo mentality reduces efficiency and can be a contributing factor to a failing corporate culture.

Internal Customer Service Breaks Silos

Silo mentality is a big NO for IT organizations. In fact, IT needs to be the exact opposite – ingrain a culture centered on the internal customer concept. What everyone in a company does can be reduced to one of two functions:  “to serve the customer or someone who does” (W. Edwards Deming). IT organizations in firms rarely serve external customers directly; it means that most IT people only work to serve internal customers. If IT is unwilling or unable to satisfy their internal customers, the organization has very little chance to achieve value creating activities. Take pride in helping your internal customers; enjoy your role in sharing information, enabling processes and providing services that help others get their jobs done.

Photo courtesy of Rawich

Read full article in Associated Content: Five Ways to Improve Your Customer Service Center

Gain Customer Loyalty by Improving Customer Services

Connecting to current and potential customers is one of the biggest challenges facing businesses today. Significant resources are invested in creating and improving customer experiences. Even at this time of economic uncertainties, it’s hard to find a business that is not actively pursuing customer service improvements. The competition is stronger than ever as the economy begins to show signs of recovery. Initiatives related to customer relationship management are embraced by many companies as a critical component of their overall business strategy. Organizations continue to spend heavily on CRM — $11 billion annually starting 2010 according to Forrester. But how do you improve your customer service center besides investing in CRM applications and tools? Here are five ways:

1. Understand your Purpose and Establish a Clear Mission Statement

2. Set the Right Expectations and Be Consistent in Your Service Delivery

3. Develop Your Service Offer

4. Have a Culture of Continuous Improvement

5. Foster a “Customer First” Attitude and Strengthen Your Back-office Support Groups

Read more

Can you remember your most bizarre customer experience ever? Let me tell you mine.  It just happened today! There are lessons to be learned in all experiences — even the most bizarre one. After reading this, I encourage you to write your comments or share your own customer service story. 

I went to a Pep Boys car service center for routine service maintenance today. I parked my car outside and immediately proceeded to the service counter. When I walked in, there was only one service staff member at the counter and he was busy assisting another customer.  So I waited in line. Soon after, he greeted me warmly and told me that he’ll attend to me shortly. As a customer waiting in the line, it feels good to be acknowledged. After a couple minutes, it was my turn. I told the service staff member that I was there for routine periodic maintenance. He asked me for pertinent information about my car, the mileage and went on to suggest maintenance work recommended for my car. He provided me with valuable information to help me decide on a service option. After that, we chose a service package. I didn’t have to spend time giving other additional information; they’ve got my data in the system from my previous visits.

Aside from taking my car for maintenance, I had another motive for going to Pep Boys today. I needed copies of my previous maintenance service documents. My car dealer, where I purchased my car a few years ago, needs proof of periodic car maintenance for a service warranty issue. So I asked the Pep Boys service member for my maintenance records in the last two and a half years. I was impressed on how he was able to quickly pull up information and print records. He even explained to me – one by one — the types of maintenance service my car has gone through. I thought it was really impressive service—above and beyond expectations. It was so much better than I thought it would be. I was a happy customer.

At the end of that initial interaction, the service member told me that my car will be ready in 45 minutes. I normally ask how much time it would take, but this time the service staff beat me to it. He gave the promise promptly and so I told him I will come back in 45 minutes.

When I left the service center, I was their happiest customer.  I walked to the nearby Dunkin Donuts store to get myself some breakfast. I was so overjoyed with the customer experience that I even bought a dozen donuts for the service staff member who assisted me and for the other service crew working at Pep Boys. I thought it was the least that I can do to express my appreciation for the excellent service they provide their customers. If I can’t give monetary tips—for sure a dozen of donuts will express my gratitude.

While waiting at Dunkin Donuts, I wrote a tweet on my Blackberry that I intended to send shortly after I leave Pep Boys. I was tempted to send the tweet right away, but decided at the last moment to save it as a draft and wait. The draft tweet went like this:

“Today I bought a dozen Dunkin Donuts as a gesture of appreciation for the Pep Boys staff and service crew for their excellent customer service.”  (Tweet that I never got to send)

I ended up staying an hour and a half at Dunkin Donuts as I enjoyed my cup of coffee and worked on my book. I got so preoccupied with writing that I lost track of time. I only realized that more than an hour had passed when my wife called me. She was at her baby shower, was packing up and ready to go. She told me that I could pick her up as soon as I was ready. Because I was so sure that my car was ready and waiting for me at Pep Boys, I told her I will pick her up shortly. It was almost two hours since I left Pep Boys and I was promised the car would be ready in 45 minutes.

I walked back with my dozen donuts and looked forward to giving it to the staff and service crew as a token of gratitude. Opportunities to affirm service personnel for their excellent service always make me happy. I always look forward to opportunities where I can affirm people for excellent work that they do. Upon entering Pep Boys, I noticed my car was parked just outside the store, so I was assured that the service was finished and the car had been waiting for pick up all this time.  So I walked to the counter where two service personnel were talking. They were not assisting anyone but I thought they were discussing something work-related. Unlike earlier that morning, no one acknowledged or greeted me. I thought it was a big difference from that morning’s experience.

I just continued standing by the counter and observing the personnel carry on their conversation, with my dozen donuts now on top of the counter.  I didn’t say a word. After a couple of minutes, I saw the same service staff member who assisted me earlier. He walked past me and went back outside. He didn’t acknowledge me and I thought that maybe he was just busy.

I decided to just stand there by the counter and wait (ever-patient customer that I am). Finally after waiting for several minutes, one of the service personnel (perhaps realizing that I have been waiting a while) at the counter finally asked, “Has someone attended to you already?” I answered, “No, but I am here to pick up my car that was serviced this morning.” She asked for my name and immediately tried looking for my paperwork. I had a feeling something was wrong when she could not find my papers on the pile of finished work. The lady started asking around if someone had serviced an Audi. It was only then that my original service person responded and told me that they haven’t even started work on it yet.

What?!  I had reason to be mad as hell but I wasn’t. I could complain to the manager but I didn’t.  Instead, I very patiently reminded the service person that helped me earlier that he promised the car will be ready in 45 minutes. It was now nearly two hours later. As a customer, I just expected an apology and explanation. But to my surprise, he became very defensive and explained that the service crew busy servicing other cars and 45 minutes was just an estimate, not a promise. He did not apologize and was very close to being rude.

I did not argue nor complained; I just told them that I will wait. So I took my dozen donuts and sat in the waiting area. I took out my tablet and proceeded to write about my experience – most of what is written here – and waited for another 45 minutes.

It was so strange. My customer experience form earlier that morning to what happened afterwards was as different as night and day. I thought about how things could change so abruptly in just two hours — how inconsistent and how bad. But this is not the end of the story—you will be surprised at how it concluded.

My plan was to just get my car after the service, drive home, eat my donuts and post this blog. I approached the counter after 45 minutes and a different service person arrived with my car key. He sincerely   apologized. He told me that I did not owe them anything for the service and they were sorry for making me wait for so long. I thought it was a nice gesture. I surely did not expect to get something out of it because I kept my cool and did not even complain. How did they know that I was furious and so frustrated inside? I thought they read the situation well.  I also thought that the last service person I spoke with responded well and turned things around a bit.  I tried to explain to him what happened earlier that morning and even told him about the donuts intended as a token of appreciation for the excellent service I anticipated (but sadly did not get).  In the end, I wasn’t completely satisfied but decided to give the donuts to the hardworking service crew (that did the actual work on my car) and left.

As you can imagine, this was such a weird customer experience—a definite roller coaster ride. I wouldn’t wish anyone to experience what I went through today but I learned a lot. I took the opportunity to observe rather than complain. I did this with the intention of writing about it and providing customer service insights to my readers.

From today’s experience, here are my customer service takeaways:

• Customer service delivery must be consistent. That is how you will win customer loyalty.
• Don’t make promises unless you will keep them. Be careful of what you promise to your customer. That will create the expectation of the service. Reliability is one of the keys to any good relationship, and good customer service is no exception. Try to keep your promise or exceed your promise as best possible. That’s how you wow customers with your service.
• When you fail to deliver, it is very crucial to acknowledge, empathize, explain and give a sincere apology. More importantly, don’t be rude and defensive.
• When a mistake is made, customers want it to be handled quickly and to their satisfaction. They want some kind of action that acknowledges a mistake was made and every effort is being done to correct it. When you recover, you may find that your customer is even more loyal than before.  

What do you think about my experience today? What would you have felt or what would you have done if you were in my situation? Have you had the same bizarre customer experience before? Would you return to Pep Boys if this happened to you?

Photos courtesy of Ivy Remoreras Photography.

Follow Glenn Remoreras on Twitter.

Connecting to current and potential customers is one of the biggest challenges facing businesses today. Significant resources are invested in creating and improving customer experiences. Even at this time of economic uncertainties, it’s hard to find a business that is not actively pursuing customer service improvements. The competition is stronger than ever as the economy begins to show signs of recovery. Initiatives related to customer relationship management (CRM) are embraced by many companies as a critical component to their overall business strategy. Organizations continue to spend heavily on CRM — $11 billion annually starting 2010 according to Forrester. 

Customer Relationship Management (CRM) has evolved through the years. It started in the early 90s out of the need to store customer information. Today, through the fast development of social media, a new CRM dimension is starting to gain ground—social CRM or SCRM. Social CRM is the process of monitoring, engaging in and managing conversations and relationships with existing and prospective customers and influencers across the Internet, social networks, and digital channels. This article aims to differentiate between traditional CRM and Social CRM. 

Traditional CRM 

I think in order to understand what Social CRM is, we first have to understand traditional CRM. The strong suit of traditional CRM has been the following— enhanced customer analytics, improved operational effectiveness and improved coordination between areas that provides customer service delivery. 

CRM developed out of the need to store customer information. It started with businesses trying to build databases of customer contacts and converting filing cabinets full of customer files into easily accessible databases. Many organizations today are capturing terabytes of information about customers: interactions, cases, interests, demographics, responses to marketing efforts, and buying cycles. The key challenge for most businesses is how to capitalize on this information.

Traditional CRM applications provide necessary flexibility to implement and automate front-end processes. It is focused on operational efficiency and improving collaboration. Forrester, for instance, identifies 6 key processes that comprise the common CRM Processes Framework.  They are— Marketing, eCommerce, Direct Sales, Indirect Sales, Service and Field Services. Companies looking to implement these processes would turn to CRM.  There are many solution providers out there that cover the complete package. SAP, Oracle, Salesforce and Microsoft are among the biggest providers of CRM solutions. Traditional CRM ensures that the proper activities and tasks will be performed by the appropriate people, in the correct sequences.

What is Social CRM (SCRM)?

According to Brent Leary, an SCRM expert who authored Brent’s Social CRM Blog, “Social CRM is growing out of a completely different need – the need to attract the attention of those using the Internet to find answers to business challenges they are trying to overcome.” The way I see it, Social CRM extends beyond traditional CRM by focusing on people and not on processes. Processes and information are covered by traditional CRM. Social CRM centers on meaningful engagement—it focuses on content and conversation.

Social CRM evolved from the need to create new customer relationships built on trust. This means actively participating in social media forums with your customers by:

• Interacting with customers through wikis and blogs
• Enabling customers to critique your products
• Encouraging customers to share ideas
• Creating platforms in partnership with customers that improve the company’s value proposition

To illustrate capabilities of Social CRM, I think it’s best to explore one of the leading providers of SCRM solution today—Lithium. Lithium provides SCRM solutions to build enterprise communities on-demand including forums, blogs, ideas, and a Social CRM platform. Barnes and Noble and Best Buy are two companies that implement SCRM. If you click on the links associated with these companies, it will bring you to their respective community pages. You will see that both companies are using the platform in different ways. Barnes and Noble uses it as a platform to recommend and discuss books while Best Buy collaborates with their customers to talk about electronic products and solve technical issues. You are welcome to participate in those forums as a customer or a potential customer of Best Buy and Barnes and Noble.

Social CRM adds a whole new dimension to customer relationship management but it does not replace the latter. I see it as a much needed complement to traditional areas of CRM. In today’s competitive business environment, you’ll have to go beyond CRM to create new relationships based on conversations and trust. Be reminded that the end goals are the same— customer attainment, retention and profitability.

Photos courtesy of Best Buy and Barnes and Noble.

Follow Glenn Remoreras on Twitter.