WHY EVERY CUSTOMER TOUCHPOINT SHOULD EXPECT HONEST FEEDBACK

We celebrated my dad's 60th birthday this weekend at a local restaurant. Happy Birthday Dad!

Photo courtesy of: www.flickr.com/LeoReynolds

This restaurant has been a staple for our family as it has locations across Middle Tennessee. But the quality of the food has diminished over the last year. My mom and I had the same terrible seafood dish. The waitress was amazing so we really didn't say anything to her because, after all, she didn't cook it.

Once we were ready to check out, the cashier asked, "how was everything tonight?," in a scripted voice as if to expect the same, "good" or "fine" response. And I leveled honestly. "It was terrible. The quality of food is not the same." He looked stunned and puzzled as if he did not know what to say or how to respond.

He fumbled to look for a radio to get the manager and acted panicky. Had no one else received bad food? Did I do the wrong thing by not complaining to the waitress?

Businesses often become conditioned to act and respond the same way to every customer interaction. What happens is that they miss the most critical opportunity to receive incredible customer feedback because the responses do not fit in their regular pattern or sequence. Rather than greeting and bidding farewell to customers like an assembly line, encourage your staff to have regular conversations with your customers. The customers will appreciate the authenticity, and your business will likely discover opportunities for improvement.

By the way, had they been concerned at this restaurant last night, they would have discovered that the cook put ENTIRELY too many green onions on the dish. Something simple to fix if they were willing to accept honest feedback.


What experiences have you had like this? What advice can you give to businesses?

IS SCRIPTED AUTHENTICITY AFFECTING YOUR CUSTOMERS?

I spent several years in customer service management for inbound/outbound call centers. What surprised me more often than not was that senior leadership wanted "scripted authenticity." Scripted authenticity means everyone speaks from the same corporate megaphone, and the content is scripted or slanted to position the company as flawless. Talk about imperfection.

Photo courtesy of: www.flickr.com/CaptureCreation


With information changing rapidly inside companies, shouldn't leadership be as transperant as possible to breed innovation and progress? Will customers be more likely to provide feedback and suggestions to companies who promote open discussion without becoming highly defensive.

The new Entrepreneur magazine came in the mail this week. As I flipped through the first time, I noticed the layout and design was different from the previous issue. I couldn't tell the difference between an ad and an article.

So I took it to Twitter and reached out to Entrepreneur Editor Amy Cosper about my dislike of the new layout. Immediately she responded with appreciation about my concern and said she would forward the information. Just. Like. That. Without a defensive posture about "HER" magazine. She wanted me, the reader and customer, to be happy, and was warm and welcoming in her feedback.

Can you say the same about your company and leadership team? Do you seek out regular feedback from customers? Do you have any similar stories about authentic leadership in companies? What thoughts can you add?

"FAKE IT 'TIL YOU MAKE IT" AND OTHER BAD ADVICE

When I worked more frequently with call center management, I remember hearing many leaders tell their employees to, "fake it 'til you make it," while attempting to provide world class customer service. While their intentions and heart were in the right place, these leaders could not have given any worse advice.

The problem did not occur to management that the issue wasn't customer service, in fact it had to do with their corporate culture and hiring practices. By telling employees to "fake it" was damaging any credibility of the management team. Business should be more concerned on the front end to make better hiring decisions, and train the appropriate skills and behaviors that fit their core corporate values and strategic initiatives.

Here are a few other bad pieces of advice:

1. "The only thing that matters is the bottom-line." True, however, skipping critical steps in processes, overstepping boundaries and authority is a good way to turn the bottom-line from black to red.

2. "It is what it is." No, it's not. I have written about this before. Sure, there are several things in business that are fact, but you can't just sit idle in hopes that change will happen. It takes persistence, effort, and a good plan.

3. "Don't rock the boat." I am working on an article about this very topic. Businesses are becoming more and more diverse which means that collaborative thinking and participation is widely accepted. Don't just sit there and agree for the sake of looking bad. Provide sound reasoning and justification behind your ideas. Give statistics and testimonials. The boat just might start moving forward.


Have you heard any other phrases that you can add to this list? Leave your comments.

HOW CAN I BETTER SERVE YOU?

That was the statement that changed my career forever. It had been several months of head-butting, ego, and territory marking with my manager when it finally hit. "He is worried that I am not supporting him but rather have my own agenda," I thought. Sure it bothered me that, yet again, I was the one eating a piece of humble pie. But trust me, it was well worth then and has continued to be several years down the road.

Photo courtesy of www.flickr.com/novice09

Here are 3 reasons why it will help you:

1. TRUST. Your manager will recognize that you are on "their" team which will strengthen the relationship and break any barriers to trust. Expect praise.

2. RECOGNITION. Your manager will begin to see all of your contributions that had previously been hidden by the weakened relationship. Expect to see career progress.

3. AUTONOMY. Your manager will allow you to work more independently because they belief that you are working for the better good of the company, your manager, and your customers. Expect freedom.

How can I better serve you?

3 TIMES DURING THE DAY ATTITUDE AFFECTS TELEPHONE CUSTOMER SERVICE

It is simple. You have a choice to have a good attitude towards your customers. They should never be on the receiving end of your anger, frustration, or tired mind. If you don't want to hear from them, stop answering the phone.

Photo courtesy of www.flickr.com/JamesCage

Here are the 3 critical times during the day that your can affect telephone customer service. And these are no brainers, but you will see why.

1. 7:00-8:00 a.m.- Customers are commuting to work themselves and have dozens of things going through their mind. If they are reaching out to your company, consider that a good thing. Customers don't want to hear you be irritated because the phone rang so early. If you are open for business, BE OPEN for customers.

2. Lunch Break- When customers leave for lunch, many are trying to resolve personal matters including that customer service call to your company. Sure, you "may be experiencing higher than normal call volume," but customers deserve the same amount of attention now than any other time.

3. 4:30-6:30- The drive home is relaxing for many people because they are unwinding mentally from the day. If they call your offices, don't take your tired, long day out on them. Be patient and understanding.

If you can recognize these 3 critical times of customer service and respond professionally with understanding and appreciation to resolve the issue then you will likely maintain a loyal customer. Otherwise your company will be the next written vent session on social media platforms.

STOP BEING THE DR. PHIL OF CUSTOMER SERVICE

Recently I have called two customer service departments to have something resolved. After a few attempts the issues were still unresolved, like many of you, I had spent too much time on the phone with the company. At every point in the conversation that I seemed or sounded frustrated, the customer service representative and the manager acknowledged my empathy with, "I am sorry that happened." They continued with, "I understand how you feel." Really? You really are sorry and understand how I feel, Dr. Phil?

Companies have to stop training their employees to show empathy in such a planned and programmed way. It sounds the same with every company I call. I am sorry to hear that. Sure, they are getting the points in the call quality survey, and leadership is satisfied with their attempts but is it adding any value to the call or the relationship?

Here are a 2 ways to improve this scene:

1. Sound authentic- use a different tone, pitch, and pace during the conversation. This will only happen if managers and leaders are having authentic conversations with their employees rather than having "coaching sessions." Be real.

2. Allow the customer to vent and pause. Once they get it out, the customer will feel much better. Then you can add some empathetic statement of value... but you have to.... PAUSE!

Customers just really want the situation fixed. Remember- solve the problem not the person.

YOU: The 3-Letter Word In Customer Service

Lately, I have heard customer service representatives using the word, "you", without understanding that it has two entirely different hidden meanings. Companies should spend more time teaching/training their employees how this 3-letter word can either have positive or negative connotations.

Photo courtesy of www.flickr.com @purpleslog

POSITIVE: Using it positively raises their hand in fame. "You did a great job." "You have been extraordinarly helpful this week." "I am thankful to have you on our team."

All of these statements have positive impressions. Customers can be thanked, congratulated, and even encouraged in certain situations. When the customer hears a phrase that uses you positively, it makes them feel valued and appreciated. Your customer will want to continue doing business with you to receive more positive affirmations.

NEGATIVE: Using it negatively points the finger in blame. "You need to pay your bill today." "I don't know how you don't understand." "Why didn't you call someone?"

These statements have negative impressions. Customers will feel pushed, bullied, and often disrespected. Your customer will try to avoid any contact with your company or staff to prevent these feelings. When your customer hears a phrase that uses you negatively, it makes them feel shameful, low, and not worthy.

Here are a few suggestions to change the negative use of you:

1. Use "we" to form the bridge between your customer. "We need the account to be paid to avoid interruption." "How can we help resolve the past due amount?"

2. Focus on the problem not the person. "The return policy is written for our customers' benefit."

3. Avoid extremes. "Obviously," "never," "always" all make it seem like it is impossible for the company to make mistakes.

Are YOU raising your customers' hand in fame, or pointing the finger in blame?

PUSHING BUTTONS OR HAVING BUTTONS PUSHED

"For options in English please press one, para empezar en Espanol, por favor oprima el numero dos." Although I had to look up the Spanish translation, I almost had it down exactly. Calling Customer Service for many customers is often a last resort. The time spent to resolve an issue, ineffective service representatives, and poor solutions add to the reluctance to contact Customer Service. But when we do call, we often push buttons and have our buttons pushed.

My granddad recently moved and changed his telephone number after 40 years. The same home phone number. He did not want his previous number to have his forwarding number recorded. He receives 20 telemarketing calls every day. (Probably because he signs up for every Publisher's Clearing House and the like through the mail, often giving his phone number each time.) My mother called the phone company to have his number changed. And the intro began, :for options in English....," and I heard my mom say she just wants a representative. To her, trying to figure out what option to push was annoying. She just wanted a live person. And so begins the division.

Businesses want to effectively route calls to the appropriate representative with the correct skill set. But by creating a calculus formula to figure out what direction to take in the IVR, the decision is often abandoned and results in customers pressing "0." So are businesses being efficient or not? Think about it....

If representatives spend even 10% of the call trying to work through pre-call emotions that customers have when presenting their problem, this can often overtake the entire call. If someone is already reluctant to call customer service, then calls and spends several minutes trying to reach someone, doesn't that generate a whirlwind of unnecessary emotions for the caller. What might have been a simple request, has now become a national threat to your customer. Is that what you want?

I have been on both ends of this spectrum. When I designed the IVR system for a company I worked for, I tried to look at it from the customer's view, the employee's view, and how the call would impact customer advocates. The result provided some benefits because customers did use the basic options provided to reach the appropriate department, but still, some continued to press "0." And that might just be the magical number.

How can businesses improve their telephone relationships with IVR? Do you have better solutions that will achieve the results for customers and companies? Post your comments here:

IS IT REALLY EVER JUST "ONE-TIME ONLY"?

You've heard the phrase "just this once," since being a kid. You ask for something from your parents, guardians, or family members that you know is not a normal request, but you still ask. And the response you hear more often than not is, "one-time only."

We encounter the same situations in customer service. Our customers have a request that is not in our standard answer Rolodex provided by management, and we reluctantly and hesitantly grant the special favor with a very agitated, "this is a one-time only" request, favor, or credit. For starters, the request was out of the norm. Second, the request was granted and accepted. Third, you want me to be happy. So why do you tell me that it is one-time only?

This is an ole' stand-by defense mechanism to prevent abuse from customers who are trying to get something for nothing. But the problem is that as a representative, manager, and company, you had the choice to tell the customer no. Which, in some cases, is better than granting a "one-time only" provision. Customers are smarter, more educated, and have greater soft skills so customer service departments must find another method.

Same service with different approach:
1. Thank the customer- Tell them you appreciate the opportunity to fix the problem
2. Identify uniqueness- Restate the uniqueness of the event.
3. Find solution- Solve the problem
4. Educate the customer- Help your customer understand you have to evaluate these situations as they come up to ensure all parties are satisfied.
5. It's about the customer- And finally thank your customer for being part of the solution. Collaboration+Great Service= Customer Advocate

Surely, you have encountered this before. What ideas can you add to the resolution. There are other ways to address this topic. Share your comments here:

CUSTOMER SERVICE 'AINT SEXY, BUT IT WILL SURE TURN A LOT OF HEADS

The first word that comes to mind when you hear Customer Service is definitely not: SEXY. I would even say it is at the opposite end of the word spectrum. When you think of Customer Service, what words describe it? Kind, caring, compassionate, friendly, empathetic, and the list goes on. But nothing that describes being SEXY.

So just how can Customer Service turn heads?

1. Experience- Customers will remember a great experience and when they drive by your location or see your billboard, they turn their head to tell their friends about the experience.

2. Solutions- Customers enter your business and look for your Customer Service department because of the solutions you have provided in the past. They are turning their heads, looking for more.

3. Fun- Customers enjoy being a part of the excitement your product or service provides. They turn their heads looking for the next exciting partnership.


Customer Service may not bring sexy back, but you can provide great experiences, solutions, and fun times that will surely turn a few customer's heads.

How do you or your company provide great Customer Service and stand out from the crowd? What ideas do you add to turn a few heads? Post your comments here:

UNDERSTANDING: 3 PARTS TO CONNECTING THE PUZZLE

Working on puzzles is a fun way to spend with family. You look at the options to see what picture or design fits your fancy, check out the total pieces, and review the skill level. And your off to assembling this great masterpiece. But it takes steps to connect the puzzle. It doesn't just happen that easily. Understanding a person, whether a family member, friend, teacher, or customer has steps that are necessary to gaining trust, seeing the whole picture, and providing information or insight.

Recently I had some problems with my wireless carrier. I had gone over my minutes because my favorites had changed in their database. NOTE: I have a group of numbers I call that haven't changed in 10 years. So, I eventually changed to an unlimited plan because I knew in the coming months it would help, but the problem was still the change in my favorites.

I was billed for my overage for 2 months even though I called right after the first month and changed to the unlimited plan. Their entire billing system was confusing and I took some responsibility because I just pay the bill without auditing it each month. (Need to change that habit for all billing.) So there I was frustrated and a little upset. I mean the rep that took the initial call said, "yeah, I can see that you call these 4 or 5 numbers a lot." 

The rep that took this call changed the way I will handle customer situations going forward. The phrase he kept saying, "I understand, I understand." And he in no way understood. Not even close. He had been trained to use words to create understanding, but he missed out. 

Here are 3 parts to Understanding:

1. Listen: First and foremost, you must listen. Do not talk, interrupt, or say anything. Grab a pen and paper and write things down. Listen for tone, key words, dates, people, anything. Listen with both ears.

2. Recognize: This is where he missed it. Recognize there is something unique to that person. It wasn't about the bill, I paid it. It was the entire process. He focused on one part. You have to recognize that there are sometimes many parts to a customer complaint that are built from one to another. Your job is to recognize each individual part.

3. Explain: After you find all the components to the problem, address each one individually. Explain part 1, part 2, and so on. Explaining the what and the why in this case may have helped me Understand, the problems. Customers need to hear your way of doing things. And don't you want to explain your way? It will help prevent most problems from occurring a second time with that customers.

Understanding is not just a word to be used loosely with your customers. It takes you rolling up your sleeves, engaging in the customers conversation, and fully appreciating the full experience. Once you grasp all 3 parts, not only will you understand your customers, but your customers will understand you. How's that for increasing loyalty? UNDERSTANDING- you got it?

What steps can you add to this process? What ideas do you have to help employees and leaders to better understand their customers. Post your comments here:

I'M THE NEW SHERIFF IN TOWN: CAN YOU TELL BY MY BODY LANGUAGE

Growing up, my dad always watched all of the Westerns. I don't know that I was paying much attention then, but I always enjoyed the climatic scenes where the new sheriffs rolled into town. Their stance, voice, aura were all fascinating. As kids, we often acted out the scenes, emulating our favorite characters, right down to their stance. Fast forward to my professional life. I often see employees in companies missing one of the biggest components to communication in the workplace. Body Language.

A few days ago, my son, Braxton, and I were eating breakfast at the City Cafe in Murfreesboro, TN. It is located right off the town square. We sat in our usually booth right beside the front door. The local attorneys, judges, real estate, and political officials all eat there. Not to mention, it was election time.

A man walked in the door in a straw hat, somewhat of a country attire on, holding business cards to which he was running for office. The man stood in the middle of the front entrance very still. Braxton commented on his business cards and said, "he has some of those cards" referring to the advertising posters displayed for all candidates. The man stood still. Out of nowhere Braxton says to me, "I'm the new sheriff in town. There ain't room for the 2 of us." I lost it completely. I have never laughed so hard in my life. And from an 8 year-old. But is wasn't just the timeliness of his improv, it was his recognition of body language that amazed me.

While his comment was comical it demonstrated how much attention he pays to other people. Employees in today's fiercely competitive business world are missing opportunities to connect with their customers because they are not watching for clues.

The way someone walks into your store, the posture when they stand to deliver their questions, their tone, rate of speed, and the list can go on. All of these are clues that will help connect to an unhappy customer, or even increase a positive experience. Miss out on this opportunity and you may miss out on seeing them again.

Are your employees reading body language? As leaders, are you teaching this skill by asking questions when your staff shows certain body language clues? Can you think of experiences that it has helped your business and customers? Post your comments and thoughts here:

ASK ME AGAIN AND I'LL TELL YOU THE SAME

Recently I have noticed more and more service associates are asking me for personal information during the checkout procedure. Phone numbers, zip codes, email addresses, and even store credit cards. Companies are collecting information to determine future store locations, inventory control, and to create mailing lists. And I applaud their tenacity at attempting to accomplish these tasks, but they are missing out, and many other businesses are in the same boat.

Employees are asked to make quota for different diagnostic measures including the above mentioned information. Add that to a heavier workload from tighter budgets and the prize becomes out of reach. But to if you want quality results, you have to change. Change your approach, delivery, pitch, smile. Change something. But your same, "you can save 10%" speech is going to get the same answer every time. NO!


How do you improve your results?


1. Use my name: Many times employees have a debit card in hand as they are about to present the offer of a company credit card. Use my name. It is on the card. And really I don't mind if you look. I like hearing my name.


2. You before me except after we: Most all of the times, customer first approach is the way to go, but if the only ammo you have for a sales pitch is 10% off my purchase today of $42.00 (saving me $4.20) that is not very exciting. But if you tell me about, "We have low rates" or "We offer extra protections, discounts, and other benefits to our loyal cardholders" is little more spicy, and I might be more interested.


3. Look me in the eyes: I know it is tough. And sometimes intimidating. But you have to look someone directly in their eyes to get their attention and trust. Try it out.


These ideas can help you convert some of your customers over into your database. But for me, ask me again and I'll tell you the same.


How can companies convert more customers? What ideas can you add to help increase these services? Ad your comments here:

PRACTICE IN THE WORKPLACE SERIES: THINKING ON THE JOB

Employees are often found in their respective departments following orders as task management associates with little to no thinking. Guidelines are present in cubicles along with scripts and a "color inside the lines" instruction from leadership. What is missing is vital to improving customer satisfaction, process improvement, and meeting corporate goals. Getting your teams to think is a job function that needs to be included in all job descriptions for front-line employees.

I was fascinated with a post from Kate Nasser about the Two Magical Words for Best 21st Century People-Skills. "What if" made me think about myself, my teams and those around me.

As a leader, I have always wanted to know what employees thought about our operations. Asking for feedback and their thoughts is a balancing act. Sure, you have a handful of the Saturday Night Live character Debby Downer, but if you are mentoring and developing your staff, great improvements and progress is abundant. Here is a typical conversation:

Employee: "I don't know how we are going to meet this delivery time frame because we are already full."

Me: (pause) "Well, what do you think we should do?"

Employee: "I don't know."

Me: "If you had to make the decision, what do you think would be the best option."

Employee: "We could add this delivery to the beginning of a route, then come back to pick up the original 1st delivery and increase the time window throughout the day so there are not any customer delays."

Me: "Great idea."


This was a regular dialogue with my staff. Sure, I could have taken the time to "think" out a plan but wait practice did our employees received. How were they developing? As a leader, asking your employees' thoughts provides benefits that are immediate and also long-term.

How are you getting your employees to think on the job? What are other ways to generate ideas from your greatest assets? WHAT DO YOU THINK? Post your comments here:

PRACTICE IN THE WORKPLACE

You've just accepted the job offer. Training starts next Monday for two grueling weeks of exhaustive company terminology, industry jargon, and technical know-how. When you are done, off to the "floor" management says. You are ready for the big leagues. And that, my friends, is the end for some companies.

Baseball has been something I have enjoyed since I was 5 years old. I even played a little in junior college and made two attempts at trying out for professional teams. (I had a better chance at being the mascot.) Today, I teach/coach youth baseball. It amazes me to think about how much different practice can make for your teams, especially in the business world.

Practice gives you the opportunity to develop your skills. To really improve in an area that you want to become better or even the best. But after the ole' new hire training or practice session, employees are left to sink or swim. Managers are so caught up in handling tasks that they lose sight at what will make their team better. Practice.

So how in this fast-paced, got have it now world we live in, do you make time to practice? Where does a leader even start?

For the next week, I will be posting several ways to practice in the workplace. If you have any ideas or suggestions, please comment below and I will include them in the post along with your information.

PROTECTING THE BRAND

Brand identity has become a hot topic for individuals and companies alike. Creating a brand takes  a great amount of time, money, and resources. This creation cannot be taken halfheartedly. It is very deliberate and calculated. How you position your brand to your customers will determine your future.

If you are in business for any length of time, you are going to face customer satisfaction issues. How you handle them are critical to remaining a thriving competitor in the marketplace. But for many businesses, repeat customer service issues are not only problematic for customers, they create dissension and morale issues for employees, too.

I'm Sorry
Is there such thing as too much concern for a customer or an issue? I worked for a company that had so man internal problems that were not corrected that every other word to our customers was, "I'm sorry." For this situation, for the lack of that, for not following up. Employees spent most of the day defending the company and protecting the brand, while at the same time, finding impossible solutions for customers. Imagine how that felt, day after day. Empathy, understanding, walking a mile in a frustrated customer's shoes every second of the work day. Impossible. Take action quickly before the actions take your good employees. To another company.

Take some time during your day to listen to your customer service teams. Do you hear the words, "I'm sorry" or other empathetic phrases too much. It could be a sign that you have internal procedures that are broken. Maybe a new product roll-out was not implemented well. Whatever the case, listen and find solutions. Ask your employees to serve on projects for improvements.

Protect your brand, because your employees are protecting you.

How do you protect your brand identity? What ways do you help employees balance protecting the brand and serving the customer?

PLAYING BOTH SIDES OF THE FENCE

Leaders have always been positioned between serving corporate suits and advocating employee needs. The balance has been a part of the corporate landscape for over 50 years. For some companies, this tight-rope act is creating opportunities for fierce conversations with customers, employees, and owners alike.

I worked for a major furniture company where I had to keep the company profitable while serving my employees and their roles. The challenge was extremely difficult because the company did not have a mission or strategic goals for the entire enterprise to follow and work towards. This was difficult because often, I was serving two sets of values and principles for one specific event. The person who was ultimately affected by this: the customer. It was not secret that the customer could feel the shift in the decision-making process from one team member to another.

Enough was enough. The tug-of-war needed to end. So after much failure, I attempted to create a plan to improve our operations. Here is what I learned:

1. All aboard. We had to  distribute our vision, mission, and values to the entire organization. I spent time learning the culture, customers, previous successes and failures, and created a mission to serve our customers while providing profit to our owners. The message had to be carried to all employees of the business. The biggest opportunities happen when you are not around. I worked in several locations so it was up to each functional manager to carry out the plan. This was tough because of #2.

2. The right people for the job. I remember reading the book NUTS, and also seeing a quote from Herb Kelleher saying, "Hire for attitude, train for skill." It made all sense in the world. But we didn't lay that framework first. It took almost a year to begin living this discipline. Sure, we had turnover, but the mission remained the same. And having the right attitude was part of that plan. Were we following our advise or was there another obstacle?

3. Is your grass greener than the other side? The hardest part after creating a culture for our teams to follow and then finding the right employees to fill each position was understanding how our company compared to others. We were privately owned and the benefits were not as healthy compared to other major competitors. Sure, we could sell potential employees on the opportunities to grow and develop, our mission and focus, but we had a hard time selling the "green grass. In hindsight, our ownership and senior leadership together, should have made this priority # 1.

Leaders today are in the middle of major battles for customers and employees. How they position themselves in this battle is critical for buy-in from front-line employees and support from senior management and ownership.

How are you positioning yourself as leader? Do you feel like you play both sides of the fence? Is this barrier one that is real or a creation of poorly run organizations? What are your thoughts?

REGULARS: GIVING THE SAME SERVICE TO EVERYONE

Customers who frequent a business or establishment are referred to as "regulars." A regular customer is known by employees, management, ownership, and even other customers. As soon as a regular enters the business, they are called by name, acknowledged and greeted in a family-like welcome. Everyone makes an attempt to connect with the regular.

So why are businesses not converting more customers into regular customers. Is it the customer that makes the relationship easy? Businesses have to find ways to covert customers in loyal customers. A part of the family.


I have learned 3 key lessons about converting customers into regulars:


1. Welcome Home-Use your customer's name:
One of the first thing you hear when a regular enters your business, "Good morning, Brock, how's your week been?" Immediately, I feel like I am at home or with family. The employees know what I am looking for or are so eager to help me find what I am looking for that I forget I am a customer.


Ask your customer for their name and begin using it. Once you pass the customer to fellow associate, hand them off using their name. Quickly the customer will start feeling like family.


2. I'll have the usual: Understand your customer's patterns:
I drink the same cup of coffee when I am on campus for classes. The staff already gets the drink cup ready for me when they see me coming. It feels great to know they understand me. But they are equally excited when I order a different drink.


Take your time when finalizing a connection with your customer. Remember their order and their pattern. Surprise them by having it ready for them the next time they visit. Even if that wasn't what they had in mind, they will be flattered. And let everyone in their network know about you and your brand.


3. I'm one of them: Include customers in your family.
One of the coolest parts of visiting my wireless company is the feeling I get when the sales reps at the store include me in conversations not related to the wireless industry. We talk about golf, sports, business, and the family. I feel like part of something bigger than my phone upgrade. I feel like part of the family.


Talk to your customers like they are one of your friends. Chances are some of your customers are very similar to your friends. If several employees are discussing a topic, ask your customer what they think about the topic. Make them feel like they are part of the crew.


You can convert your average customer into a regular customer. It doesn't take any more effort than one of your other customer experiences.


Can you define your regular customers? What do you think are other ways to convert an average customer into a regular customer?