March 1, 2009

Watch for: "NEW CONTENT, NEW FORMAT, NEW FEES"  

We all know what "closing" is or do we?  At least we all know that it is important and that it happens at the end of a sales interview, don't we?

Okay, but how does it happen? When? Why does it happen? Well firstly, let's agree that closing does not just "happen." It is the result of some very specific actions and language by the sales professional that evokes a very specific response from the customer. Remember to close early, close often and close every time.

Trial close by asking, "How are we doing?"  "What do you think?" or "How does that sound?"   Final close by saying/asking "Let's just take this to the cash, then" or "Which of these would you like to go with?" or something very similar.  

It is your responsibility to provide your customer with one or more opportunities to confirm that they have decided to accept your recommendation and purchase the product.  

Closing is not something that you do to your customer but rather it is something that you do for your customer.

 

Feb. 23, 2009

We all recognize the importance of the first first few seconds of the sales interview: recognize, eye contact, acknowledge, approach, smile, greet, and uh, raise your cheeks (all four of them.)

However, it is equally important to build a positive impression right up to the very last second.  Do not appear less committed to the relationship just because the sale has been confirmed and the transaction completed.  Maintain gentle eye contact and your warm smile of appreciation until the customer has departed. If you turn away too soon and redirect your attention elsewhere your customer may doubt your sincerity and feel less valued.  

Build on the relationship that you have worked so hard to establish right up to the last second and you can expect to see your customer again soon.

Feb. 11, 2009

Yes retailers, educate, motivate and compensate your way to retail customer service excellence.   For years I have been blaming the apparent lack of retail customer service in Canada on the fact that retail sales professionals are traditionally Underskilled, Undermotivated and Undercompensated, and rightly so.  

Now I prefer to take the more positive and constructive position that in order to improve the level of customer service, retailers must adequately educate, motivate and compensate retail staff.  I am aware of very few who do.   However, there is one U.S. based, big box discount retailer at work in Canada, that is a model of excellence and a real-time example of how well this strategy works.  And you can see and confirm it for yourself at any time.  

You will find a large number of check outs with adequate and highly skilled and motivated employees doing all of the things that excellent staff must do.  And they are amongst the best-paid in the industry.   They all focus always on their customers and will never be distracted by other employees or engage in the type of incidental conversations or activities with other employees that so annoys customers. 

You will never see employees grumbling or arguing or complaining about being asked to perform menial tasks such as assisting other cashiers: they just do it automatically. And they all look content and are smiling most of the time.   They are a joy to observe and should be an inspiration for all.  This is the only store in which I have never once complained about the service. In fact it is the only store in which my wife will shop with me because she cannot tolerate my constant criticism of sales staff.  Well, I am after all a customer service consultant...  

Please go to a nearby Costco store and spend a lot of time observing the activities at the check out area.  Watch for all of the positive things that I have mentioned and note the absence of the usual negative activities.   Confirm for yourself that this is a very positive retail environment and a company that deserves to succeed.   By the way, they do nothing that others could not do equally well.  So why not...?

Feb. 2, 2009

During a recent wind storm a tree fell onto our telephone lines. It was a very large tree and it severed the lines into two pieces.   I called the repair number at the telephone company to request a service call. I told the man who answered that a tree had fallen onto the lines and that they were completely severed and lying on the ground.  He asked for more details and then said, "You should first check inside your house to see if the problem might be there."  I again informed him that the problem was outside where the lines were broken and lying on the ground.   

We discussed a possible day for the repair visit and then he said, "Now, if the problem proves to be inside your home, you will be responsible for the cost and you will be billed."  Again I explained that the problem was obviously outside the home.  We set a day, "anytime between 8:00 AM and 5:00 PM" he said, and once more he warned me that there would be no charge if the problem was outdoors but that I would have to pay if it was found to be indoors.  Ready to scream, I thanked him and we ended the call. For several minutes I considered changing telephone service providers.  I do, of course, have choices.  

The reason that customer service so often falls short in retail and other service sectors is that retail employers are unwilling to invest in adequate training for their sales associates. No doubt the high turn over rate is one reason and tight cash another.   Unfortunately many retailers choose instead to make a list of hard and fast rules for sales associates and give them no latitude in their application.  That means that every situation and every customer is treated in the same way. Customers often realize that and become uncomfortable.  That is when they say such things as, "You are not listening to me," and that is of course exactly correct since, "I am not listening because no matter what you say I will continue saying what I have been told to say." 

As you well know, such situations can escalate quickly into a shouting match and frustration on both sides and may perhaps, lead to the loss of a customer.   Rules should be guidelines always to be superceded by common sense.  Remember that "rules are for the guidance of the wise and the obedience of fools."  No retailer should put their staff members in a position where they appear to be fools since it reflects equally badly on the  employer.  

Instead retailers that are unwilling to provide adequate training should at least be willing to give the employees some credit and allow them to apply rules with some discretion.  And if you are an employee working under a set of rules, please go ahead and use your judgement in applying those rules.  But don't tell your boss that I suggested it.  

Please always remember that each customer is both unique and precious and must be treated accordingly.

Jan. 11, 2009

I purchase gasoline at a station in a small town close to my home because it is

onvenient and gas prices are always quite low.   There are four gas stations in town two representing major national brands and the other two representing small, national               brands.  Both of the latter have recently undergone major renovations and are bright, clean and attractive.   Since the renovations were completed, I have often noticed that one is always very busy and the other is seldom busy at all.  I have often wondered why that is so.  

A few days ago I was low on fuel and drove to the busier station where I often purchase my gasoline.  All pumps were busy and a large number of vehicles were lined up waiting for access. Although I am generally very patient, on this occasion I decided to drive to the the other new station only two short blocks away.   Fortunately, there was only one car at the pumps.  Thinking how clever I am, I pulled up to a pump, opened the gas cap and went to insert my debit card.  Whoops, there was no place to use a card. Startled and disappointed I nevertheless went ahead and filled my tank.  Having already decided never to return, I went inside to pay.

I approached the cashier who looked angry and entirely unapproachable. He was busy scolding a deliveryman when, without a word, he reached for and processed my card.  I thanked him and left without having heard a single word from him.  Had I not already decided not to return,  I would certainly have made that decision at this point.   There is absolutely no doubt that this station has little traffic and obviously low gasoline sales volume because it does not offer the one service that most gasoline consumers have come to expect, lay-at-the-pump and its staff are highly unskilled.  Either issue could be a problem but together they are truly deadly.  

What are your thoughts as to why this station decided not to provide pay-at-the-pump service? Please ehare them with us.   Thanks to all who responded to the challenge in our last tip and congratulations to the three winners: Rob Taylor, Donna Russell and Ray Brow.

5-Nov-2008

This tip is longer than some of the recent ones but I hope that you will read it because it is has a powerful message. Yes, it is true. No matter matter what your background or experience, if you sincerely wish to be a successful retail sales professional, you need only commit to learning and mastering the Professional Retail Selling Skills Process and you too can enjoy success and the earnings that go with that success. Please note that I did say that you must commit. It does not just happen by chance nor are the skills that are required intuitive.

They must be learned and practiced consistently and, although they are simple and do-able, they are not all that easy. Last evening, strictly on an impulse and while on another mission, my wife and I went to look around in a very large (national chain) furniture store. In fact, we were on our way to dinner and were merely putting in some time. The store always has a very large staff of commissioned sales people working on an "up" system in which they take turns approaching customers who enter. We lucked out and were quickly approached by Cheryl.

 

As she approached, I turned to her quickly, returned her greeting and said that we were going to look around for a while if she did not mind. (Familiar?) Very skillfully, she thanked us, invited us to browse at our leisure and assured us that she would be available and would respond to our call. We browsed and soon found a set of living room furniture that we liked. Cheryl, who had been observing discreetly from a distance, was on the scene in mere seconds. I turned to her smiled, and said, jokingly, "I did not call you!". Quickly, while smiling broadly, she replied, "You're right, you did not" and covered her face in mock shame. She won me over immediately and I promptly said, "But I was just about to. Good timing!"

 

Cheryl proceed to conduct an outstanding sales interview, doing only what was necessary to meet our needs and expectations, listening carefully to and responding appropriately to our question and responses. We were both completely comfortable with the entire process. Our new, fie-piece leather living room suite is being delivered this Friday. We had never once discussed purchasing new furniture. Yet Cheryly realized that we had come in for some reason and as it turned out, we did need new furniture even though we had not yet decided that we wanted it. She assisted us in coming to that conclusion. She is one of the most skilled retail sales professionals that I have even met.

 

At some point she mentioned that she was a nurse. My wife is also a nurse and we were both a little curious as to why a nurse would be working as a retail sales associate. I asked a number of open-ended questions to learn more about her (I managed to overcome my natural shyness for a few brief moments.) We learned that had worked in nursing for nine years became exhausted and tried real estate sales in Calgary. Take it from me that this woman could be successfull selling any product, anywhere. And all that she does is execute the retail selling process skillfuly and completely every time while ensuring that her customer remain comfortable throughout.

18-May-2007

The Tale

A few days ago I had a package that I wanted to deliver overnight to a prospective client. So off I went to the nearest branch of a very large international courier service.

The office was empty when I entered but a woman quickly came out of another room and greeted me warmly. In response I asked, “Which is the best package to use for this envelope?” To my very pleasant surprise, she came from behind the counter, asked how quickly I needed to have it arrive, then after I had replied, she reached for an envelope saying “this would be the quickest at the lowest cost.”

But this was just the beginning: she took my package and proceeded to fill out the label and the way bill, applied the label, inserted my package into and sealed the envelope, took my money, gave me a receipt and I was on my way. But not, of course, before I had thanked and complimented her.

The Topic

This company, probably the largest in its category, clearly focuses on excellent customer service and manages to ensure that its employees even in the smallest offices deliver it consistently and skillfully. The greatest challenge faced by companies that have set high customer service standards and have provided excellent customer service training to its employees face is implementation. This company has dealt with and managed that challenge to an unusually high degree.

Remember that it is not what people have been told to do but what they actually do that determines the level of customer service experienced by customers.

Today’s Tip

This would be a good time to review your company’s customer service policy and standards to ensure that you and others are executing the policy skillfully and completely. Whatever the customer service strategy, it will work better when it is fully implemented than using no strategy at all.

18-May-2007

The Tale

We live on the St. Lawrence River approximately one mile from New York State. Our location has always posed a challenge to our cell phone service since most of the calls that we make from the area of our home are picked up by a US provider and are charged to us as “roaming calls.” Our provider for the past twelve years, Canada’s largest, has been unable to resolve the issue and every month our bill includes a significant charge, often several hundred dollars, in incorrectly-identified charges.

Every two or three months I have to call the service center, explain the situation in detail, am advised that they will send the matter to another department and will get back to me. They have also assured me on several occasions that they would in future do the review automatically which, unfortunately they have done only occasionally. Meantime, I have steadfastly refused to pay the “roaming” charges knowing as I do that I would be a long time recovering the overpayment from this often-reluctant service provider Eventually of course, I get a collection letter threatening to cut off my service. Never mind the fact that I have spent literally tens of thousand of dollars on cell service with this company.

You are no doubt aware of the recent great victory for all cell phone users: number portability. Now, that changes everything, including the level of customer service. In future, if I feel that I am not enjoying the level of service that I expect, I can switch service providers and keep the same business phone number that I have had for many, many years. Score one for the little people.

Well, guess what! When I called last week, I was somewhat surprised to discover that they had resolved the issue and the young man to whom I spoke on the phone made the changes and applied the credit immediately, in real time.

In twelve years they had been unable to correct the problem and now within days of the change in the rules, they found a perfect solution.

The Topic

It would make so much more sense to me for a business to correct such problems before they were literally forced to do so. I don’t consider this move to be a sign of their commitment to my comfort and convenience but rather their own desire to retain me as a customer. Quite frankly, I do not feel any more respected or valued than I did in the past. I certainly feel no less skeptical about this company’s business practices than I have for the past twelve years and I feel no more “comfortable.”

Today’s Tip

If there is an issue with the service that you provide, why not correct it as soon as you recognize it rather than waiting until you are forced to make changes. You will certainly earn more respect and more loyalty from your customers.

02-Apr-2007

TIPS, TOPICS & TALES

Vol 5 No 12 Mar 20, 2007

The Tale

Last week while working in Toronto, I decided that with spring on its way, I should have some new pants. So off I went to a nearby location of one of our (formerly, at least) major department stores. This is a great place to buy designer brands at always-discounted prices. I had wandered about browsing for about twenty minutes without any contact with a sales person when I decided that I deserved better. I left and headed to another mall, this one quite upscale and went into the outlet of one of Canada’s very upscale retailers.

I browsed briefly in menswear, aware that there were a couple of sales professionals nearby, and although I was hoping to be approached, I took care to focus on the products and did not attempt to look too eager. After a minute or two, I was approached very skillfully by a youngish, but mature woman, dressed very nicely and thoroughly appropriately and smiling warmly. She greeted by saying, “Good afternoon,” to which I replied, “Good afternoon.” Then she asked, “How may I be of assistance today?” I will not repeat everything that was said and done but I will say that this sales interview ranks amongst the very best that I have ever experienced. If you are familiar with my programs, you would recognize much of what transpired.

After she had determined that I wanted pants, that I wanted both dress and casual, my size and other preferences, she said, “If you plan to visit other stores in the mall, I will take the time to gather and layout a number of pairs for you to consider. How does that sound?” Perfect, I thought and headed into the mall.

When I returned she welcomed me immediately and directed me to a fitting room and began to present several pairs of pants for me to try on and evaluate. When I expressed concern about the fit, she offered to have them altered on the spot. I did not wish to alter these rather pricey items and when I declined she accepted graciously without any attempt to dissuade me. Not the time for ‘pressure’ you will agree.

I was unable to find any pairs that suited me perfectly but I thanked and complemented and assured her that I would return. And, I will. She thanked me warmly and sincerely and assured me that it was her pleasure and that she would welcome my return.

I returned to the department store that I had visited earlier and did manage to select entirely without any assistance-except at the cash point-three pairs of pants that I have since had altered to fit and will certainly wear often. However, I am still feeling disappointed that I was unable acquire at least one pair of very high quality pants at the other store. Purchases always seem so much more enjoyable to me after a great shopping experience.

The Topic

The contrast between the two experiences is remarkable. One was non-proactive if marginally acceptable and the other was truly exceptional and met or exceeded my highest expectations.

It is tempting to say, I am certain, that the one was great because she works in an upscale store. But I can assure that you that this very small and exclusive chain hires only highly skilled and highly successful sales professionals with outstanding and demonstrable track records. Compensation is well above average and these positions are highly coveted amongst true retail sales professionals. Today’s Tip

I have said it many times before but I must repeat it here: retail selling as a profession is changing rapidly and there are now many very attractive and highly rewarding positions available to those who have learned and mastered both the art and the science of professional retail selling.

However, please remember that you must develop the skill and establish a track record of outstanding performance before you have a shot at one of these very attractive jobs. It is not easy but, anyone who is highly motivated can do it.

04-Feb-2007

The Tale

Last week, my daughter was in Toronto doing some mystery shopping for our STOREcheck division. She finished up late on Friday afternoon and headed out onto the Gardner Expressway in a nasty snowstorm. She soon realized that she was in for a long and very stressful drive. She is not very familiar with Toronto and does not enjoy the traffic at the best of times. It was not long before she called me in a serious panic. I asked her to proceed with caution, to get onto 401 and travel east until she got to an exit where I knew that there was a Comfort Inn.

When she arrived, she called me as I had asked her to do and then put the desk clerk on the line. I asked him to give my daughter a room and told him that I would provide my credit card information for billing. He flatly refused because he said, “Our rules require a fax with an authorization and a copy of both sides of the credit card.” I replied that I was at dinner in a restaurant and that I would be unable to do that. He said, “Then your daughter cannot stay here.” Of course she then headed out into the storm totally distraught, crying and saying “I just want to go home!” When I told her that it was not a good idea, she simply could not control herself and kept on driving. She had worked hard all week, was separated from her family, exhausted and unable to cope on her own. Daddy to the rescue!

I called another hotel, the Holiday Inn in Oshawa, and spoke to a lady who was the night auditor. I told her the same store to which she responded, “Well, normally we require a letter of authorization and photo copies of both sides of a credit card. However, this is not a normal situation and we will be happy to provide your daughter with a room and I will just get your credit card information and then I will handle it from here.”

I called my daughter, assured her that the reservation was confirmed and gave her directions to the hotel. Thirty minutes later she called to tell me that she had arrived safely, was treated wonderfully and was relaxing in her room. The lady at the front desk greeted her warmly, acknowledged what she had been through, assured her that she was in good hands and proceeded to take her into the lounge where she introduced her to the staff and asked them to take good care of them; which of course they did.

The next morning she headed home rested and calm. She said, “Dad, you have to acknowledge this lady and send her a Customer Service Superstar Certificate.” I did that and I also contacted her company to congratulate them on providing outstanding customer service and outstanding customer service professionals.

The Topic

The easy way out for unskilled service providers is always to quote and hide behind the rules. Of course, a machine could do that. However, there is no place for machines in the world of customer service. We need caring, thinking human beings.

Today’s Tip

“Rules are for the blind obedience of fools and for the guidance of the wise.” Have the courage and the confidence to interpret and apply the rules appropriately, always remembering that your primary obligation is to ensure that your customers’ needs are satisfied and that their comfort is ensured. It is better to make the correct decision and justify it later than to opt for the easy and secure way out. Be a hero; make a ‘judgment call’ and you too may soon be a ‘superstar.’

31-Dec-2006

December 29, 2006

The Tale

Recently, my wife and I went for dinner to our favourite up-scale restaurant. Dinner here on a regular basis is one of our few extravagant indulgences. We arrived very early in the evening after a day of Christmas shopping.

The lobby was empty but other diners were already seated when we approached the reception desk. The very familiar hostess was busy chatting with another employee, a gentleman, and continued to do so for far too long while we stood and waited. In fact, continuing to chat for even three seconds would have been unacceptable. Neither of them made any sign of acknowledgement. Unfortunately this was not entirely unprecedented since we have on a number of occasions been ignored by this same lady. Strangely, on other occasions she has been very attentive.

After what seemed like an eternity-but was more likely closer to a minute-our favourite server, a very skilled young gentleman, came from the dining room. He noticed and greeted us immediately and warmly and then continued for about four more steps towards the kitchen. Then he stopped abruptly, turned back and said, “Have you not been acknowledged yet?” When I replied that we had not, he grabbed two menus and invited us to follow him. He offered a window table but noted it was not ‘his table.’ We declined and said that we wished to have him as our server. He of course accommodated us graciously.

He commented angrily about the treatment that we had received, said it was totally unacceptable and added, “That would not happen if the boss was here.” So, I realized, that explained the inconsistency in the level of service we have long experienced at the reception desk. This lady performs well when she is in the presence of the boss and performs abominably when she is on her own. How would the boss feel if he knew? Betrayed, perhaps? Especially of course, since she is fully aware of what she is doing.

By the way, the members of the serving staff at this restaurant are outstanding and we are always delighted by the food and the service once we have been seated.

The Topic

No business can expect to meet its full potential when the level of customer service is less than totally consistent and predictable.

Today’s Tip

When one accepts employment there must be an explicit commitment to perform at peak levels at all times. Remember that employers expect and assume that all employees fulfill that commitment. To do less, constitutes a betrayal of trust and abdication of responsibility.

As we head into a new year, let’s all resolve to fulfill our commitments to our employers and to our customers by performing consistently and predictably all of the time.

17-Dec-2006

Vol 6 No 6 Dec. 17, 2006

The Tale

We live in rural southeastern Ontario, on top of a hill accessible only by a very steep and often treacherous driveway. It is of course hugely challenging in the winter time.

Four years ago, I had the hill graded and topped with asphalt grindings that were then packed and rolled firmly to make a beautiful, smooth surface. It served us well until very recently when someone broke through the surface. Soon after, the rain had undermined the topping and had made a real mess. There was no way that I could have lived with it once it had begun to snow.

I looked through my files and found the invoice for the previous work. I called, told the contractor what had happened and what I needed and he agreed to come by and have a look. A few days later his son arrived at my door and we had a brief chat. I told him that I needed to have something done that would make it tolerable for the winter. He said that he had never repaired a driveway that was surfaced in this way and that the product was not readily available any more. However, he did say that he was confident that they could find a way to repair it to my satisfaction. I asked him to simply go ahead and do what he considered appropriate.

Early last week, he showed up at my door on a nice mild day. When I commented that it was a good day on which to do the work, he replied, “Yes, it was. The work is completed. I am pleased with the result and I am confident that you will be too.” I thanked him, asked for the invoice, wrote a cheque for several hundred dollars and wished him a joyous festive season.

Later I went down to look at the work and I was indeed very pleased.

The Topic

Remember that customers buy when and where they are comfortable and the more comfortable they feel the more they buy and the more often they return to buy again. I had been perfectly satisfied with the work that this company had done for me previously and never even considered asking anyone else for a quote on this occasion. I was fully confident that I would be satisfied.

Today’s Tip

Determine fully and match appropriately all of your customer’s wants and needs and they will be your customers for a long, long time and they will continue to do business with you until and unless you let them down. I am always delighted when one of my customers relates to me in much the same way that I related to this superstar. What a great way to do business.

13-Oct-2006

THE TALE

Earlier this week, I read an article in The Globe and Mail about one of Canada’s very successful, up-scale menswear retail chains, Harry Rosen. The article focussed on the passing of the leadership role from the founder and namesake to son, Larry, a lawyer with an MBA and a management philosophy that is somewhat different from that of his father.

The company is privately held but is believed to be profitable and to have experienced double-digit growth in each of the past five years. It is expected to achieve $200-million in sales this year and plans to add four new outlets to the existing 16.

Despite the differences in style, father and son do agree on a key pillar of the business: personalized service. “Men don't like shopping and If they find a sales person they trust, they will be loyal.” (Remember that: customers shop where they feel comfortable and the more comfortable they feel the more they buy and the more often they return.)

Sales Associates tend to stay with the company in part because they are well compensated: roughly 25-per-cent more than they would receive at competitors and substantially more than they could expect in retail in general. To ensure the loyalty of both its employees and its customers, the company spends $1-million a year on training. Employees are taught to keep lists of customers and their preferences, etc…” (Remember that “Before making a firm and unhesitating recommendation- called Matching-a sales professional must understand their customer’s needs, exactly, precisely and completely”.) From personal experience, I can assure you that you would never go un-greeted in one of their stores and you would never feel that the sales associates were less than highly skilled, exceptionally motivated and eager to be of service. They are driven to earn the business and to build long-term relationships with customers. In short, they are ‘retail superstars.’

THE TOPIC

For years I have said that retail sales people are often perceived to be underskilled, undermotivated and underpaid. And, of course, often they are. However, as demonstrated by this retail icon, to be successful, a retailer must:EDUCATE, MOTIVATE and COMPENSATE its employees.

THE TIP If you are a retail owner or manager, educate, motivate and compensate your sales associates. If you are a retail employee, show this tip to your boss.

12-Sep-2006

Vol. 6 No. 1 Sept. 12, 2006

The Tale

This morning I read an article in “The Globe and Mail” that was a real eye-opener. It reinforced a point that I have made time and again; that every retail store, large or small, upscale or discount, has similar customer service issues. And the issue is always the same; customer comfort. Further, the level of customer comfort is always primarily the result of the behaviour of the sales associates. I quote from an article by Marina Strauss:

“Canada's premier purveyor of snob appeal in its pricey fashions recently discovered that a snobby attitude among sales staff could be costing it business. …the feedback pointed to issues ranging from unapproachable salespeople to tracking down the right size or style. Whatever the concern, the bottom line is (that) it could mean lost sales.”

More times than I can count, I have been told by store owners, manager and sales associates, “Yabut, our customers like the way we do things.” My response is that yes, those who have remained your customers must be comfortable with what you do. However, you can never know how many more customers you would have if you did things differently.

Obviously some who shop for a first time at your store do return to shop again. But there is little doubt that there are many more customers that shop once and never return. These are the ones that could make the difference between marginal success or even failure and a healthy and growing business.

The Topic

Simply put, we all judge based on what we experience. Therefore when we evaluate the needs and preferences of customers, we judge only those that we consider to be our own customers. We have no way of knowing what others think of our business. We are especially in the dark about the needs and wants of those that we see once and never see again or who have never visited our store.

Chances are that the vast majority of those that come in once and do not return were not comfortable during their first visit. Otherwise, we can be certain that they would have returned. We know, after all, that customers shop where they are comfortable and when they are made to feel comfortable on one visit, they are very likely to return.

This article makes it very clear that this store, perhaps Canada’s most upscale and very prosperous and successful retailer, may be missing sales because some customers are intimidated by the sales associates who are, not surprisingly, very well-compensated and often quite arrogant. It would be very tempting for any sales associate who was achieving annual personal sales of $1,000,000 and of course enjoying exceptional earnings to believe that they were ‘getting it right.’ I have no doubt that they are outstanding sales professionals but at the same time I am confident that they could and should do better.

Today’s Tip

Always remember the ‘ones that got away’ and ask yourself why they did not return. Then consider how many more customers you might have gained and still could gain if you were to examine the ‘comfort level’ that your shoppers experience and what you can do to enhance that experience.

Remember that if you do things the same way tomorrow that you did today, the results will be the same. You will never improve the results until you improve your performance.

Please feel free to forward this tip to those who may benefit from it. Subscribe at davidcarr@sympatico.ca

15-Aug-2006

The Tale

During the years 1999 to 2001 I had the privilege and pleasure of presenting my Compelling Customer Service and Professional retail Selling Skills Program to the more than 5000 retail professionals at LCBO, the Liquor Control Board of Ontario.

Working with the corporation’s skilled in-house trainers, I presented the complete process in a series of four-hour seminar/workshops followed by in-store coaching and mentoring. It was a very comprehensive program execution that was expected to produce significant change in sales and customer service performance.

During the ensuing months and years I heard from many executives and employees of other retail companies that they had indeed observed dramatic changes at the LCBO and that both the stores and the sales staff were outstanding. Certainly that was very pleasing to hear and I have always hoped that it was accurate.

Last Saturday, I visited the LCBO on Princess Street in Kingston where I enjoyed and observed one of the best examples of professional selling and compelling customer service that I have ever seen. It was classic and literally text book and included all of the elements that are included in the Compelling Customer Service Process that we presented during the period outlined above.

I had browsed only briefly when I was approached by a gentleman and asked, “What can I help you find, today?” He immediately led me to the display, asked which size I preferred and placed the selection in my basket. He asked what else he could assist me in finding and again he led me to the display and offered a choice of cans or bottles and the number. And, so it was with the third item. In response to his next question I confirmed that I had everything that I needed. He carried my goods to the cashier, removed the basket and offered to assist with carrying my purchases to my car. Wow, that was truly an exceptional experience provided by a true ‘retail superstar.’

While at the cash, I observed this same sales professional approaching four other customers with exactly the same skill and motivation and watched as each accepted his assistance with the same enthusiastic appreciation as I had done moments earlier.

Why can’t all retail sales professionals be that good? It is really so simple.

The Topic

This retail superstar combines the best of the art and the science of retail selling and in so doing enhances his own career, the success of his employer’s business and his customers’ shopping experience. Three cheers for Gilles.

Today’s Tip

It is no more difficult nor, time consuming, to utilize a complete and skillful customer service and selling skills process with every customer who enters your store. In addition, the rewards of doing so are immeasurable and the impact profound.

09-Aug-2006

Tips, Topics & Tales Vol. 5 No. 20 July 6, 2006

The Tale

We tend to have a different type of relationship with banks than we do with other providers of goods and services. Many of us, in addition to savings and chequing accounts, make use of a number of other banking products and services. As a result, once we have established a relationship with a bank and a specific branch we rarely switch because it is just so darned complicated. So we pretty much just do it ‘their way’ rather than going through the hassle of taking our business elsewhere. No doubt the banks are acutely aware of this too and may even exploit us knowing that we are unlikely to go elsewhere.

Occasionally I deposit small non business-related cheques into my business account. I find the current account deposit book is a good way to keep accurate records of the details and it is a simple matter to distribute the funds later to other accounts using the on-line feature.

I noticed a few months ago that my branch had established a ‘Commercial Accounts’ position at the front service counter. Since I never deposit coins, nor require any services other than to make simple deposits of one or two cheques in any case, I have continued to use the regular ‘personal accounts’ positions. The commercial position is of course designed to keep commercial customers with complex time-consuming activities from creating long waits for regular non-commercial customers.

Last Saturday I stopped in at the branch with my Current Account deposit book to deposit one small, personal cheque. There were a couple of folks in the ‘commercial’ lineup each with large plastic bags of ‘banking stuff.’ I went to the end of the personal banking line and settled in to await my turn. When it was my turn, I approached a young lady teller who was unfamiliar to me, appeared to be very young and was probably relatively new.

When I placed my deposit book on the counter the young CSR said, “Sir, you will have to go to that lineup over there; these positions are for personal banking customers only.’ Startled, I asked, “How long has this been the policy.” The answer was, “We have had that line for a long, long time.” I of course pointed out that I was aware of the line but that no-one had ever suggested that I “had to go there” just because I have a business account.

She insisted, raising her voice and pointing to the other position. I said to her, “You take my deposit today since it is only one personal cheque and I have waited in line for several minutes and I will speak with management on Monday. If they confirm the rule, I will conduct myself appropriately in the future.” She did accept the deposit, never spoke another word and mere seconds later off I went after saying politely, “Thank you.” The Topic This young lady was aware of the ‘rule’ (which, by the way, she had in fact misapplied) but not of its intent or purpose. So she interpreted it literally and applied it blindly because she was neither equipped nor empowered to do otherwise. She had not been properly trained and was not yet adequately experienced to make judicious decisions. The Tip *“Rules are for the obedience of fools and the guidance of wise men.” If you are a service provider, ask for an explanation of any rule or policy that does not make any sense when applied rigidly and without exception.

If you are a manager, explain the purpose behind every rule and policy and offer guidelines for their implementation and application. If you believe that your employees are not capable of making such decisions, you should perhaps consider reviewing your hiring and training programs.

*Douglas Baden 1910-1982

16-Jul-2006

Apology

Firstly, please accept my apologies for the long time between issues: my wife, Eva, was in a very serious automobile accident a couple of weeks ago in which she suffered multiple fractures to her pelvis. We have been busy providing her with 24-hour care and I have had time for little else. I do expect to be back on a weekly schedule beginning today.

The Tale

Recently, I dropped my Blackberry (yes, again) and again I destroyed it. Since I have been unable to get away until this week, it was not until Tuesday that I was able to get to the Rogers Wireless dealer that I have patronized for several years and through several replacement phones. I took the victim with me and also an older Blackberry that they had repaired for me last year and that I have never used. It too, did not work.

I was greeted promptly by a sales associate and when I told him my problem, he said that there was nobody in Kingston authorized to open a Blackberry. Meantime, the store manager was sitting at the same sales counter five feet away, and had never looked up to acknowledge me much less to have spoken to me. He was, of course, deeply engrossed in manager “stuff and things” while displaying his most intimidating “manager grouchy face.” I for one was neither intimidated nor impressed.

The young sales associate turned to ask him a question to which he replied “Look it up!” The young man did that, and then asked the manager for confirmation. The reply was “Figure it out for yourself.” The sales associate looked embarrassed and I looked very irritated when I said, “Mark is just too busy today to assist with a customer, so please stop disturbing him.” Mark continued to ignore and went about his “stuff and things.”

I left vowing never to return. And, of course, I took my substantial business with me.

The Topic

This young manager who should know me well and should certainly have acknowledged me, chose instead to ignore me and then to abuse his employee in front of me as though I did not exist. He could not have done anything to make me feel more uncomfortable and as we all know, customers shop where they feel comfortable and refuse to return to a store in which they have been made to feel uncomfortable.

Today’s Tip

I will say over and over again and until I have drawn my last breath that customer comfort must always take precedence over all other considerations except in the most dire of circumstances.

Never, ever allow yourself to show a bad face to customers. If you are busy with ‘stuff and things’ remove yourself from the sales floor and get out of sight of customers. And never, ever scold or belittle a co-worker or subordinate in front of customers. There is no surer way to diminish your image in the eyes of your customer.

26-Jun-2006

THE TALE

Today, two short tales that demonstrate how quickly simple behaviour can differentiate a retail ‘superstar’ from retail ‘meatballs.’

Tale I One very sunny day last week, the rear view mirror in my car fell off of the windshield apparently because the adhesive had melted in the heat. I took it to a repair shop-the one that keeps our family fleet in good working order-for a diagnosis and repair strategy. The manager took a quick look and then called a nearby glass repairer to arrange for me to drop by.

When I arrived a few minutes later, a young man who was working at the back of the large shop immediately acknowledged, approached and offered to assist me. After I identified myself, he said that he would get the supplies that he needed and get right at it. No more than five minutes later he had installed the mirror and I was ready to go. When I asked him how much I owed he said, “Five dollars.” Embarrassed, I told him that I did not have any cash but that I would get some and return quickly. I did so and he seemed delighted when I gave him not $5.00 but an amount that more accurately reflected the value of the work to me. This young man and the shop manager who arranged the service are superstars. Of course, I did stop back at the repair shop to thank the manager for the great service.

Tale II Ah yes, those warm, sunny days. On the weekend I stopped in at a local convenience store for newspapers and decided to pick up a six-pack of Corona Extra; not for my own use mind you but just in case I had some thirsty guests drop by. The store, located in the heart of the 1000 Islands Tourist Region, was very busy and had several customers lined up to check out. The store, that had been struggling previously, was recently acquired by new owners and is often staffed by family members, the husband and wife and their teenage daughter. All were busy serving customer on this day.

When it was my turn, I was acknowledged warmly and had my purchases ‘rung in’ by the daughter and bagged by her father. As he handed me the bag he asked, “How is your supply of limes?” and pointed to a basket with a tag that read, ‘3 for $1.00.’ I had noticed that he asked the same question of the lady ahead of me who had also purchased 3 limes for $1.00. Only $2.00 additional you might say. Believe me those extra sales will ultimately make the difference for this business as they do for all businesses. These folks, all superstars, are succeeding and will continue to succeed because unlike so many people that get into retail for the first time, they really do ‘get it.’

THE TOPIC

These ‘retail superstars’ understand that retail success is all about customer service, customer first, customer comfort, customer-centric, etc. However we say it, it is always about the customer and when it is not, businesses invariably fail.

The two auto repairers dropped everything to attend to my needs, even though it provided no revenue to the first shop and a token amount to the second. For them, it was about satisfying a customer’s needs and about ensuring their own future success as a result of the strong relationship that they were building.

The family that has invested their life’s saving in the small country store have since day one focused on determining what customers want and need and then going to great lengths to provide these products and services in a very warm and comfortable environment.

TODAY'S TIP

Remember that talking about customer service is never good enough. You must live it. At the end of each day stop and ask yourself how many instances you can remember in which you knowingly chose to behave in a way that was not necessarily the easiest or most comfortable for you but that certainly did enhance a customer’s level of comfort. Most often we do need to make some degree of personal sacrifice to ensure that our customers get everything that they expect and that they deserve.

Make a record of the number of times in a day that you go the extra mile for a customer and then at the end of a week compare that number to the total number of customers that you served. Do you measure up?

11-Jun-2006

The Tale

This week I did a full-day Seminar/Workshop, The Compelling Retail Manager & Super Sales Leader, for the retail store managers and others at one of Toronto’s leading shopping malls. The participants were highly motivated and participated so enthusiastically that even after eight busy hours, they lingered to continue the discussions and exchange of ideas. They were exceptionally forthcoming and provided many interesting comments and observations for consideration.

One young woman, the manager of a wireless communications outlet in the centre, raised an extremely important issue and one that I have referred to many, many times.

She said that her company instructs them to ask each customer for permission to ask questions to determine their needs before they actually begin to qualify. She obviously recognized that the strategy really does not make a lot of sense but, more importantly, she said that they did not tell them how to ask. She simply could not find a way with which she could feel comfortable and that she believed would be effective. She asked for advice and I was eager to please.

Firstly, I am certain that the strategy was designed by someone who simply did not know how to design a better one. What the sales people need is to be provided with an excellent qualifying strategy and with a list of appropriate questions. I was able to do that for her.

I did, however, also feel that I should give her some language so that could do as she has been directed to do by her company. I recommended:

“Why don’t I just get some information from you so that I can help you to determine which plan would best suit your needs?” It is in fact an open-ended (implied) question that will immediately get the implied permission that is required. It would make no sense whatsoever for the prospect not to agree. That would be much like telling your doctor that you will not submit to an examination. Duh.

The Topic

One cannot expect a retail sales person to be able to take a simple instruction and to be able to design an appropriate execution strategy. That is most certainly always true when it involves a language strategy. Few of us (including managers and trainers) are adequately trained and skilled to develop the language. How on earth then can one expect retail sales people to be able to do it on their own. It cannot and will not ever happen in a way that will achieve the objective, a better sales interview.

Today’s Tip

Don’t just tell them what to do; tell them how to do it. Then demonstrate, practice, coach and mentor them until they have mastered the skill. Then stand back and watch them go.

03-Jun-2006

The Tale

Today, three vignettes for your consideration

A few weeks ago, I called our telephone service provider to make changes in our service. On the first few attempts over a period of four or five days, I waited on hold for far too long before giving up and hanging up. Finally I decided that I would never get my way if I would not tolerate the system. I called again and after I had spent twenty minutes on hold, an agent answered and asked how he could be of assistance. Unfortunately, but not surprisingly, it was obvious that English was not his first language and that he neither spoke it nor understood it well. But that was only the first challenge. He appeared to have been trained to stall and stonewall callers hoping to discourage them and get them to hang up.

After enduring several minutes of totally frustrating attempts to communicate, I finally said, exasperated, “Just discontinue that service.” He replied that he could not do that but that I could call another number. I called the other number and spoke to another person who also did not of course appear to speak or to understand English very well. This person was obviously trained to talk customers out of reducing or discontinue service and used every high pressure tactic that I have ever heard of to talk me into adding services. When I said I wanted to speak to his supervisor, he said that I could not do that and that I would have to speak to him. The next few sentences that I used for some strange reason seemed to be familiar to him. Perhaps it was my selection of mostly monosyllabic words that influenced his decision to accede to my wishes.

An old friend called me late last week to describe a problem that she was having with the same huge telecommunications company. She had moved more than a year ago and had called the company to transfer all of her services in including high-speed internet. She has been unable to get the internet service although she has been billed for it every month since. She has of course called many times and has been stonewalled. The most recent call was most unpleasant and the agent informed her that there was nothing that she could do about it and that the customer would have to call another number to get it corrected. She did say that the number was answered only between 8:00AM and 4:00PM weekdays. Of course these are the same hours that my friend works as well. This issue is still not resolved but the bills still keep coming.

A couple of family members stopped by today for a visit and told us about an horrific experience that they had just yesterday managed to get resolved with the world’s largest home building supply company. They had ordered a few thousand dollars worth of building materials that were delivered three hours late and did not include the right products. Eventually they got the right products but twenty people had been seriously inconvenienced for several hours. But that was not the worst of it.

The credit card billing somehow got caught in the twilight zone and got debited several times rendering the account unusable. These folks spent hours and hours over the next few days, calling and visiting the store. They were told repeatedly that all such matters were handled at head office in Arkansas and that it would take about four weeks to resolve. The store manager said that he was helpless and could do nothing. He did concede that similar situations have arisen in the past. My friends were unsuccessful in locating an address or a phone number for the Canadian head office for this giant company. I also tried and could not get the information.

The issue was resolved rather quickly yesterday when the lady of the house called the store manager and said that she was unwilling to tolerate the situation for one more day and that she would be calling the police to charge them with fraud and their lawyer to begin a legal action. Within hours, the credit card balance was cleared, they had received a discount and a rebate on their earlier purchases and they were offered a significant discount on all future purchases.

The Topic

These two gigantic corporations, with huge infrastructures and systems in place to market, advertise, display and sell their products clearly do not have systems in place that are designed to provide unhappy customers with easy access to skilled and empowered customer service agents or anyone else willing and able to act quickly and appropriately. In fact it appears that the system is designed to discourage customers from making complaints and to thwart and dissuade them when they even try.

Every company has hard and fast rules that its employees must apply when dealing with customers. But very few have any mechanism for use by employees when the rules become ineffectual and inappropriate. Accordingly, employees are often placed in situations where they are helpless and yet must tolerate abuse from frustrated customers who have every reason to be upset. How totally unfair to both customers and employees.

Today’s Tip

“Rules are for the obedience of fools and the guidance of wise men.” (Douglas Bader)

Yes, we must have rules. But we must also ensure that we have a means by which the rules can be used only as guidelines and in particular to ensure there is an option when they cannot and should not be applied at all.

Be certain that you, your employees and co-workers always have immediate access to empowered decision makers, those who can and will ‘break the rules.”

17-May-2006

And now for something completely different.

I have most often written in Tips, Topics & Tales about individual retail superstars. However, I am delighted this time to tell you about a small, independent retail store and the three superstar owners.

Several weeks ago, one of the owners called, gave me some background and told me of their wish to enhance the operation and generate new business. He was looking for some consulting assistance. Since I had for some time been considering offering a small retail business consulting service, I decided to accept the challenge.

I visited the store, met the owners, chatted a lot, took pictures and had a good look around. I asked a lot of questions and got a lot of good, relevant and valuable information. It was immediately clear that these folks were highly motivated, skilled and energetic retailers. And, they were really nice.

Together we looked at many aspects of the operation: signage, merchandise selection, visual merchandise and display, fixtures, lighting, store design and layout and more. As we went I made several observations and suggestions. They were very receptive and obviously open to change.

Finally, I made a list of recommendations. Among them were some relatively major changes, including moving fixtures, some re-merchandising and the addition of new signage. The recommendations would require considerable effort and expense. I left uncertain what to expect.

A few weeks later, I received a phone call and an invitation to return. I certainly expected that they would have made some changes since it was unlikely that they would otherwise have invited me to visit. However, I was not expecting to be swept completely off my feet. What I saw was an amazing transformation, clearly the result of hard work and a total commitment by these three exceptional retail owners. All of the major changes had been completed and many of my recommendations had been taken beyond the basics and had been enhanced for even greater impact. I was totally delighted and could barely contain myself. I may even have danced about in sheer abandon. Well, maybe not. But, I could not have been happier.

The Topic

So often we develop a sense that we should make changes. Yet all too often we Never take even the first step; perhaps because we are simply afraid of change or because we do not know where to begin. Of course, if we want to change the results of any of the things that we do, we must change the way in which we do them. Chances are that what worked well yesterday will work no better today and may work even less well tomorrow.

Today’s Tip

If things are not working as well as you would wish them to nor as well as you believe that they could work, it is time to consider change. But certainly you should never consider making any change just for the sake of making a change. You must develop and execute a strategy that enhances areas of weakness and builds on strengths. And when possible, you should seek professional advice and assistance.

Congratulation to retail superstars Erika Funnell, Eric Funnell and Lynette Early who opened Roasting Apples in 1998 in their hometown of Oakville, Ontario. Their names will be included in our “Retail Superstar Hall of Fame” soon to be up and running on our web site.

10-May-2006

The Tale

Last week, I went to a landscape supply company yard to look for some decorative stone and a couple of other small items. The facility consists of a small kiosk-style office and a yard full of self-serve displays of various bulk products, trucks and loaders etc. and a number of cars and small trucks belonging to customers.

As I entered I was directed by a young male employee to stop to allow a tractor trailer to back across the yard. As I waited, I rolled down the window and asked the young man what I needed to do to purchase some stone. Smiling warmly, he very politely apologized and asked me to move out of the way of the truck adding that he would catch up to me right away. When he did approach me-no more than twenty seconds later and running every step of the way-he again apologized, thanked me for my cooperation and asked how he could be of assistance. He was very upbeat, interactive and appeared genuinely concerned and eager to be of service.

I asked him if I would need to select the stones that I wanted, carry them to the weigh scale and then to the kiosk. He replied that I did not need to do anything and that he would send someone immediately to assist me. He took off, running of course to locate another sales associate. A minute or two later he himself arrived to assist me. Again, smiling warmly with eyes wide open and obviously fully energized and ready to work he asked me to select the stones which he loaded into a cart and hauled to the scale.

The whole time, we were chatting and I was commenting on his energy and enthusiasm. Then I rather light heartedly suggested that he would probably still be moving that quickly in forty years. His reply, “Sir, in forty years I will be 75 years old.” I was astounded since I would have guessed that he was a teenager. Not so, he assured me and in fact, he said, his son was also working at the same location. Amazing; thirty-five years old and still filled with youthful energy and enthusiasm.

After he had loaded the products into my trunk and had thanked me and wished me well, I headed to the kiosk to pay for my purchases. I was delighted when I was greeted warmly and enthusiastically by the lady who would accept my payment. She too was very upbeat and obviously eager to provide exceptional customer service. I thanked and complimented her and then spoke of the great service I had received from the young man. “Oh, she said, that is Tiger and he is always like that; I have never seen him any different.” “Well,” I said, “He is a Retail Superstar.”

The Topic

This young man obviously loves what he does and is totally committed to personal excellence. He provided the very best in service and also ensured that I identified and purchased the two additional products that would add to my enjoyment of the landscaping experience.

Today’s Tip

Skill and attitude at this level is unfortunately all too rare. As a result, it is a very simple matter for anyone that works in retail to excel. To be a “superstar” you need only dedicate yourself completely to serving your customers proactively, eagerly and with boundless enthusiasm, learning about and addressing fully their want and needs. The challenge is, of course, that in order to do that, it is essential that you be willing to put aside your own personal comfort, needs and wants and defer always to your customer. For many of us that is a very real challenge and is often more than we are willing and able to do. Expect, of course, for those that are true “Retail Superstars.”

23-Apr-2006

The Tale

Over the past few months, my wife and I have been doing some redecorating and refurnishing in our home. In the process, we have purchased several new windows and patio doors from one large, high-profile retailer, hardwood flooring from another. We acquired our window coverings from two different retailers, one a large national and the other a much smaller regional specialty chain.

In addition, we have used the services of four different installation contractors, each of course a specialist in a specific field. Most were adequate, none exceptional. No doubt that explains why we have not developed a strong sense of loyalty to any of them. Remember that, “The more comfortable customers are made to feel, the more often they return.”

A few weeks ago we were visiting our son and his family. They too live in southeastern Ontario, a pleasant forty minute drive away from our home and only a few minutes drive from each of three small towns. We visit them often especially since our two lovely granddaughters also live there.

After a recent Sunday visit we drove to one of the nearby towns and decided to stop in at the local outlet of a large Canadian home furnishing retailer. What a pleasant experience that was.

The store was well laid out and beautifully merchandised. It was neat and tidy and very welcoming. There encountered several sales staff in the store and all acknowledged and greeted us warmly and very appropriately. We browsed a while and then paused to look at area rugs. A lovely lady approached, greeted us (No, ‘Hihowarya?’) and asked how she could be of assistance (No Kinelpya.’) After we told her that we were looking for an area rug, she proceeded to ask a series of well designed, open ended questions ensuring that each question followed logically the information we had given her in answer to the previous question.

Soon, she was able to offer us a choice between two carpets, either of which would have worked perfectly. We made our selection and accompanied her to the sales counter. She completed the sale skillfully and we were soon on our way, delighted with the rug and with the service we had enjoyed.

Just a few days ago, we returned to look for more rugs and to look at some living room furniture. We were again impressed by the store, the merchandise selection and by the service we enjoyed. Clearly this is an exceptionally well managed business staffed by a group of skilled and motivated retail sales professionals.

The Topic

“The more often customers are made to feel comfortable, the more often they will return to shop again.” We will certainly return to this store again and again.

Today’s Tip

The quality of the shopping experience in any store is a direct reflection of the level of the skills, the attitude and the training of the owner and/or senior management and of the degree to which they are willing and able to impart the appropriate skills, attitude and training to the members of their sales and service staff.

19-Apr-2006

The Tale

On March 1st, I visited with my personal banking officer to arrange the purchase of RRSP’s. It was of course mere hours before the contribution deadline and there was little time for serious planning. He recommended that I put the money temporarily into a cash account and then when the dust had settled I would have lots of time to determine its final destination. I agreed, gave him a cheque, signed the documents and left confident that all was well.

However, yesterday I received a courtesy call from the bank’s head office advising me that I had tried to use funds that I did not have available for the purchase of investments. Since the amount was very familiar, I told the caller that I would call my branch where I believed the error had been made and that I expected to get the situation rectified right away. I was not the least bit concerned because I was certain that it was a minor oversight that my personal banking officer would correct quickly.

When I called the branch I learned that my banking officer had just begun a three week vacation. Whoops. A bit concerned now, I asked the lady who answered the phone for the name of the person handling his files while he was away. She said, “I am not certain that any one person is doing that but perhaps I may be of assistance.” She inflected her voice upward to encourage me to respond to her implied open-ended question.

I explained the situation briefly, she confirmed her understanding and in a most skillful and sincere manner asked if she could put me on hold while she went and retrieved the file. I have rarely dealt with anyone on the telephone that sounded as concerned and sincerely eager to assist. She returned, still with a smile in her voice and said, “I have the file David and you were right on. The changes had simply not been keyed in. I have done that and everything is in order.”

Then she went on to ask who had called me from head office and although I knew his first name I did not know from what office or department he had called. However, I did have the phone numbered that had been captured on my Blackberry. She asked for that number and said that she would call to ensure that the ‘collection department’ understood that an error had been made in the branch and that any negative notes were removed from my file.

This lady was truly a superstar in every sense of the word. Her attitude, her demeanor, her language were all simply outstanding. I am adding a new feature to my web site: “The Superstar Honour Roll” to which I will regularly add the names of those folks that demonstrate superstar qualities and performance. Please watch for it.

The Topic

There is no longer any doubt in my mind that the focus on and even the concern with the level of service provided to bank retail customers decays rapidly with the folks outside of (above) the branch level. A reader wrote recently and in response to my rhetorical question, said, “David, they just do not care.” Well, so it seems.

Today’s Tip

When service is consistent, customers feel comfortable and develop a strong loyalty to the company. The less consistent the service, the more likely customers are to be lured away by competitors. Review frequently the level of consistency in your business to ensure that your customers remain your customers.

30-Mar-2006

The Tale

Today I visited a branch of the bank with which I deal regularly that was not my home branch. I wanted to make a cash deposit and when I saw the bank’s sign in passing, I decided to stop in and get it done.

I waited for a minute or two in the line, and when I was invited to approach by a customer service representative I did so and reached to insert my bank card to get things started. She immediately said, “Sir, our system is down today and so you will not need to insert your card.” When I replied that I wanted to make a cash deposit, she quickly and in the nicest possible way, informed me that I could do that through the ATM.

I said that I really wanted it credited to my account right away and again she answered, “We can do that.” At that point she put up her ‘closed’ sign and invited me to accompany her to the lobby where the ATM’s were located. I quickly recognized that there were other bank employees in the lobby assisting other customers, many of them elderly…like me.

She gave me instructions and I think I followed them well. Nonetheless, it did not work…three times. So, she offered to try and again it did not work. The best part was that she did not get even a little bit rattled but had fun with it and eventually got the job done. We chatted a bit and I, of course, complimented her on her great customer service and asked her for the email address of the branch manager. She was delighted when I told her that I would write about her and my experience in this week’s E-tip.

The Topic

This lady could easily have become stressed by the additional pressure put on her and her co-workers by this failure of the high tech system on which they depend so heavily. Instead, it was obvious that someone in management had recognized this situation that might have been a serious challenge, as an opportunity to be exceptional; to demonstrate exceptional commitment to customer service and customer comfort. And obviously he or she had staff members that were sufficiently skilled and sufficiently motivated to make it work and work well.

Today’s Tip

How often have we all heard the familiar cliché, “It is not a challenge, it is an opportunity?” But, do you know what I think; I think that it is not just a cliché but a truism. These folks at Scotiabank proved it today.

When business hands you a lemon, make lemonade and then share it with your customers.

Public Seminar/Workshop, The Compelling Retail Manager and Super Sales Leader, Wednesday June 7, 2006 at First Canadian Place, downtown Toronto. Visit www.davidcarr.ca for details.

24-Mar-2006

The Tale

I have always said to participants in my seminars that they would use the communication skills and strategies that they learn not only in their retail jobs but also in other work and other daily activities. The skills are indeed portable and universal.

A few weeks ago I received what was for me an unusual phone call. The lady was calling from the headquarters of one of our major political parties and was soliciting financial support. She was quick to set me at ease by fully identifying herself (Greeting) and briefly but efficiently determining my level of interest. (Qualifying) Then she skillfully outlined the need for funds and again tested my level of comfort. (Matching and Trial Closing)

She finally asked the closing question “How would you feel about participating with a $$$ donation, Mr. Carr?” I quickly said that I would be pleased to do that. Of course she thanked me, promised a tax receipt, and took my credit card information. (Closing)

After a brief bit of socializing, she said “Mr. Carr, how would you like to increase your contribution to 3X$$$?” In my most scary voice, I replied “Don’t push your luck, lady!” She giggled with glee and said “Well I do have to try, don’t I?” Of course I agreed that she did especially when she was talking to (Selling) me.

Then I officially designated her as a ‘superstar’ and we ended our conversation.

The Topic

This very skilled lady conducted a perfect ‘selling’ interview and was of course successful in making the sale. She did not ever ask about my political leanings or activities. Truth is, I have never been even a little bit political and never contributed to or participated in the activities of any political organization so this was truly a ‘cold call.’ Instead, she just went about the job at hand. There was no need to comment on the weather or my pyjamas (I was not yet dressed when she called.)

Today’s Tip

No matter what you want to ‘sell,’ a product, a service, an idea or a used car, you will achieve your objectives quickly and efficiently if you remember to use the ‘four step process.’

REMINDER: OPEN TO ALL

THE COMPELLING RETAIL MANAGER AND SUPER SALES LEADER Seminar/Workshop Wednesday, June 7, 2006 at First Canadian Place, Toronto Learn more and REGISTER ONLINE NOW at www.davidcarr.ca

14-Mar-2006

The Tale

Yesterday, my wife and I went shopping for toner cartridges for our colour laser jet printer. We met our daughter at the first big box retailer, Number One, that we visited and decided to shop together.

We wandered about looking for a staff member to assist us in finding the toner cartridges that we needed for our HP 3500. We could see not one staff member on the sales floor of this rather large store other than one young man at the single open checkout. After about fifteen minutes of browsing the cartridges on display and looking for assistance, we approached this young man who agreed to page someone to assist us. After waiting another ten minutes, I decided to go next door to a competitor, Number Two, formerly a Canadian company recently bought out by a huge U.S. company.

I was pleased to see a number of sales associates on the floor and approached one to ask for assistance. He immediately went to the appropriate aisle to search for the cartridge that I needed. Not finding it, he went onto the computer to search again and, after making a valiant effort, he concluded that they did not have it in stock, apologized and thanked me for coming into their store. I thanked him for his effort-since it is effort that I always evaluate-and left to look for my wife and daughter that I had left 15 minutes earlier in the first store.

To my dismay (but not my surprise) no one had yet responded to the page and they were still waiting. I suggested that we check out and go across the parking lot to the third big box retailer, Number Three, the one that had recently bought out Number Two as mentioned above. The associate at the cash asked if we had been assisted after his page and when we said ‘no’, he asked if we would like him to page again. I said, “No thanks, we are going up the street to your competitor.” He took our money and said, “Have a nice day.”

We went straight to Number Three and, to my great delight there were at least thirty sales associates on the floor. Now that works for me.

Within seconds I was approached and offered assistance by a sales associate, a young man. I told him what I needed and he set off to do a search. He did not find the product but quickly approached the department manager who assigned another associate to search online. Within a couple of minutes, both returned and informed me that they do not carry the brand that I required, apologized and immediately suggested that I try Number One and Number Two. I told them that Number Two did not have one in stock and that Number One was very seriously understaffed as is, in my experience always the case. The manager’s response was, “Sir that is exactly why we always have more than enough staff on the sales floor.” I thanked him and assured him that in future, we would always shop his store first. Of course, he thanked me and said that they would be delighted to see me again.

Oh yes, we still need two toner cartridges worth approximately $300.00.

The Topic

These are three big box retailers, direct competitors that in this city are all located in the same power centre. Each has a different philosophy: Number One keeps an extensive breadth and depth of inventory but an absolute minimum of undermotivated staff; Number Two, keeps less inventory, but a very proactive, commission-based sales staff that although willing to help is rather aggressive; Number Three keeps a large number of staff, always willing to assist and non-aggressive but has a narrow range of product offerings.

I as is the case with all customers, have a choice. In future, I will always go to Number Three first because it is where I am most comfortable and feel most valued.

Today’s Tip

Surely, retailers should provide to customers everything that they want and deserve rather than focusing on one or two services. Why not give them lots of product and sufficient number of skilled and motivated sales staff. As I mentioned a week or two ago, Canada’s oldest retailer has fallen into the hands of a US billionaire because they steadfastly refused to change. Let us just hope that the new owner will ‘see the light’ and will give we Canadian consumers what we want, exactly, precisely and completely.

04-Mar-2006

The Tale

It has long been my policy to never leave anything until the very last minute. Accordingly, I met with my banker/financial adviser on March 1st at 10:00 AM to make my 2006 RRSP contribution well ahead of the 12:00 midnight deadline.

As has been the case in the past, he asked about me, my business and my family and then we spent several minutes ‘catching up.’ As always, I enjoyed the conversation immensely. He is and has been for the several years that I have known him, a very pleasant and sincere gentleman. I deal with this bank and this branch because this ‘superstar’ has always made me and my wife feel very comfortable. We have never doubted that he has our best interests at heart and that he has always dealt with us completely honestly.

When we got down to business, he demonstrated once again that he is both an expert and a professional. Within minutes he had determined our needs exactly, precisely and completely, answered our questions and made the appropriate recommendation firmly and without hesitation. We, of course, were completely comfortable with his recommendation because we had participated fully as he qualified our wants and needs.

He then prepared the documents and presented them for our signatures, knowing full well that we had made a decision to proceed exactly as he had recommended.

Again, as is his custom, he walked us to the front door, thanked us and wished us well.

Not bad for a banker, eh?

The Topic

No matter what your product or service, you can be a superstar by performing your job exceptionally, combing skillfully the art and the science that ensures your customer’s complete comfort and continuing loyalty.

Today’s Tip

Just to be certain, why not take a look at how well you perform your job. Do you combine great interpersonal skills with an in-depth knowledge of your product or service and a skillfully executed sales interview? If so, you too may be a ‘superstar.’ If not, why not do a thorough evaluation to determine what improvements you could make to enhance your performance.

23-Feb-2006

Vol 5 No 4 February 21 2005

The Tale

Over the past couple of weeks I have met with and then returned to present a training proposal to a prospective client. This is a long-established, family-owned, specialty retail business. They have several large format stores located in major centres across Ontario. The company is aware that they have many very large and very worthy competitors and they are, therefore, eager to make changes that will ensure that they will continue to compete successfully and thrive over the next few years. Clearly they must do so since some of their competitors are amongst the world’s most successful retailers.

As I always do, I encouraged them to tell me everything that they could about their business, their concerns and their objectives. I learned that they have been modernizing their image, their advertising and their showrooms. They also told me, without hesitation, that they had concerns about their sales people; that they were veterans, set-in-their-ways and reluctant to change. It was clear to me also that they consider it very difficult to recruit good sales staff. To ensure that I understood their situation, I visited their most successful store on two occasions to evaluate (mystery shop) the staff performance. Sadly, it was abominable; no customer was approached and many, including yours truly and the ‘Mrs.,’ browsed for thirty minutes or more and were totally ignored by all staff.

When I delivered my proposal to the president and the chairman (and principal shareholder) I was delighted to have them confirm that I had understood exactly, precisely and completely their wants and their needs. They also confirmed that they liked what I proposed. So I sat back and waited for ‘the call.’ It came yesterday in the form of an email. Not what I had expected; they had declined. I quote the president:

“David - thanks very much for your presentation / discussion of last week. Good stuff!!!

We have taken your proposal under consideration and while I do like what I see I am not entirely confident that our existing sales staff will be able to relate to the message. As discussed when you were here, the bulk of our salespeople have preconceived ideas and the training program you presented to us may not penetrate the shield of stubbornness.

We will reluctantly pass on your program at this time. Whether we like it or not change will be imposed upon us and at that time we would like to revisit your proposal.

Personal regards,”

The Topic

This company, as is the case with so many long-established retailers, has recognized that they must change as the market and customers change if they are to continue to be successful. Yet, they are reluctant to do so for fear of encountering resistance from employees who would, naturally enough, prefer not to go through the discomfort that change inevitably entails. As a consequence they have chosen to do nothing now and instead to wait until they no longer have any choice.

Today’s Tip

When you have decided that it is time to change, it may already be too late. And when you feel that you are left with no choice but to change, it is almost certainly that too late. Proactive restructuring is far more likely to succeed than reactive restructuring.

I can think of two large, long-established Canadian retailers who waited too long and then reacted and one that took immediate, positive action in the mid 1990’s and has, as a consequence, been hugely successful.

12-Feb-2006

Vol. 5 No. 2 February 6 2006

The Tale

I have often had folks working in retail say to me, “Yeah, it’s easy to be a superstar when you work in a big store selling great products but, how can we be outstanding in our little place selling what we do?” And my answer is always, “You do it in exactly the same way as you would do it in any business. It is not the product but rather it is how you sell it that makes you a superstar.”

Several days ago, I stopped at a small gas bar to fill up my car. I paid at the pump but then decided to go inside to get a cup of my favourite coffee. There was a bit of a lineup so I decided that I should have one of my favourite donuts to tide me over during the 45 second wait.

I was third in line and could not help but overhear the lady at the cash talking to the folks ahead of me. It was obvious that she was upbeat and very interactive and was in fact offering them additional products and services.

When it was my turn she greeted me warmly, confirmed that I had a medium coffee and a low calorie donut and then gave me the total. As she handed me my change she said, “And how about your lottery ticket; $10 million dollars, you know.” I said, “Really? $10 million?” She replied, “Yessiree, $10 Million big ones. How many would you like?” I said I would take $11 worth, she took my money then printed and handed me the ticket. When I thanked her, she quickly responded “It is my pleasure, sir. Good luck on the draw.”

As I walked away, I heard her offering first a car wash and then a lottery ticket to the next person in line. He took the car wash.

The Topic

This woman, in her role as cashier and guardian of this tiny little convenience store demonstrated clearly that it is possible to be a superstar while performing what may at first glance seem to be the most menial of tasks. She chose to do her chosen job as though it were the most important job in the world and in so doing elevated both her own performance and the customer experience to an exceptional level. I am prepared to believe that many drivers would choose to return because they know that the experience would be out of the ordinary. People do, after all, choose to shop where they are made to feel comfortable.

Today’s Tip

Whatever your job, take some time to consider what you might do and how you might do it in order to raise it to a higher level than you and others ever imagined possible. I for one will always admire and respect excellent performance in a seemingly routine job far more than I will mediocre performance in a lofty position.

30-Jan-2006

TIPS, TOPICS & TALES

Vol. 5 No. 1 January 13, 2006

The Tale

I frequently spend three hours or more in my car traveling between my home in Eastern Ontario and client offices in Toronto. During the day I most often listen to classical music on a succession of FM radio stations as I move in and out of range of the various frequencies. In the evening, I listen to hockey or basketball live broadcasts when they are available. Time does pass more quickly when I am listening to programs that I enjoy.

However, it is a challenge and certainly a bit risky trying to locate stations while I am also trying to stay between the fences. Often, I give up and just listen to myself sing for short periods. Now, that is not even a little bit pleasant.

Over a number of weeks, I had been hearing and watching innumerable advertisements for satellite radio and was therefore delighted when I received my very own for Christmas. Over one hundred commercial-free channels available everywhere; I could not wait to get started. But, wait I did.

A day or two after Christmas I decided to call and get my system activated. Not surprisingly, I got a recording telling me that they were unusually busy after a successful Christmas selling season. Duh! No kidding, eh. I waited on hold for about forty-five minutes and then, frustrated, hung up and went back to work. I tried several times again the next day and then took a couple of days off to consider my next move.

Two days later my wife and I were driving to Toronto. I asked her if she would be willing to call and stay on hold for as long as was necessary to get the thing activated and she agreed to make the sacrifice. About an hour later, a woman answered. I spoke to her and gave her the information that she requested. She seemed rather insecure and lacking in an understanding of the process but, she finally assured me that my radio was activated and that I would have a signal within a few minutes. She did try to talk me through some of the functions but again she did not seem to be familiar with the radio’s operation. Then she suggested that I just ‘fiddle with it for a while’ and that I would eventually sort it out. By the next day, there was still no sign that it was working and so we started the telephone calling routine again.

This time I spoke to a lady who did seem to ‘know her stuff.’ She quickly determined that my radio had not been activated, took all of the information again and within seconds I had a signal. I am really enjoying it now and am pleased that my wife was sufficiently patient and determined to get it done for me. She did, after all, buy it for me in the first place.

Several days later I was attending a meeting in Toronto and the topic of satellite radio came up. I mentioned the challenge that I had faced. One of the other participants had also received a satellite radio for Christmas-from the same company-and had not after sixteen days managed to get his activated. Of course, we spent the next several minutes criticizing this company for failing to make provisions for activating the number of radios that they would sell and for apparently showing a total disregard for customer convenience and comfort.

The Topic

How many times have we all experienced something similar: a company that promotes, advertises and sells it products in large numbers but never puts in place the systems to support its customers after the sale? Large, well established companies seem to be able to get away with it for we are, after all, a forgiving lot, we consumers. But smaller businesses often struggle at the beginning for failing to establish an adequate infrastructure.

Today’s Tip

Always ensure that you can deliver at least what you promise. Take care to set only those expectations that you can reasonably achieve when you promote your products or your service. Decide first how you will deliver before you start to sell. Remember that unhappy customers talk a lot more than do happy customers.

Please feel free to forward this tip to those who may benefit from it. Subscribe at davidcarr@sympatico.ca

David Carr Author of Simply, Retail Selling - Workbook - E-list special price: $25.00 David Carr & Associates Retail Consultants & Trainers Phone 613 923- 5658 Cell 416 414-3433 http://www.davidcarr.ca

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03-Jan-2006

I have said often that people buy when and where they feel comfortable and people feel comfortable with people that they like. Yes, there are of course other considerations but I am certain that if you think of one business that you patronize frequently, you will soon realize that you truly like the people working at that store.

We are approaching a brand new year and this would be an ideal time to review your own behaviour and the behaviour of those with whom you work to determine how ‘likeable’ you are with your customers.

Here are some thoughts to bear in mind as you consider what you can do to make certain that your customers ‘like’ you and are comfortable shopping in your store. These are included in my pamphlet, “Building Positive Relationships One Customer at a Time” that is available on my web site.

We have long known that people buy, regardless of the product or service, when and where they feel comfortable. In addition, it is well known that people feel comfortable for a variety of reasons. Among those reasons, as we mentioned earlier, are a number of ‘stuff and things’ considerations; the physical environment, accessibility, reputation, advertising, display, location and many, many more. However, ultimately, customer comfort is influenced most by interpersonal relationships and the communications skills of the service providers.

1) PEOPLE BUY FROM PEOPLE THAT THEY LIKE

- We all like people that show an interest in, respect for and an understanding of us as individuals

¨ We like those that treat us as unique and worthy

¨ We like those that eagerly learn about us and avoid assuming things about us that may or may not be accurate

¨ We like those that value us and our opinions

¨ We like those that are competent

¨ We like those that are highly motivated

¨ We like those that are successful

2) WE LIKE PEOPLE THAT KNOW US WELL

¨ We like people that inquire about our needs and wants, sincerely and with good purpose

¨ We like people when we are confident that they do, indeed, understand our wants and needs

¨ We like people that confirm their understanding of our wants and needs

¨ We like people that address and satisfy our needs

¨ We like people that express pleasure in addressing our needs

¨ We like people that act as though it is a pleasure to assist us

¨ We like people that express a desire to assist us in an ongoing relationship

14-Dec-2005

The Tale

My wife and I were in Toronto this week where I attended a brief business meeting on Monday morning. Then, not surprisingly, we spent hours visiting several major shopping malls in search of Christmas gifts. The experience was pretty much as it has always been: busy stores, out-of-stock items, long line ups, searching for staff to answer questions, frustration, irritation and much stress.

Over an over I asked myself: “Did these stores not know that Christmas was coming? Did they not know that it would be busy? Did they not know that they could make a lot of money at this time of year if they focused on making it easy for customers to make purchases?” The answer appeared to be a simple, “No!” Tired of listening to my grumbling, my wife pointed out that the experience was troubling for me because retail customer service is my life’s work. “The rest of us,” she suggested, "Just accept it.” Uh, huh and as long as they do, retailers will not change the way they treat their customers. The fact that customers accept shoddy treatment leads retailers to believe that they are getting it right. But, there is hope.

We visited outlets of four major electronics retailers in three separate malls looking for a specific product, an I-pod. We searched unsuccessfully for several minutes in each store, before heading off to locate a staff member who was willing and able to assist. In each case, the result was the same: out of stock. In the last of the four stores, a nearby male customer overheard us speaking with a sales associate and took the time to tell us where we could locate the product. It was available, he said, in the corporate store of the manufacturer of the product located in Yorkdale Shopping Centre. So off we went, not really expecting that we would be successful.

Using the mall directory we soon located the store. It was packed with a seemingly endless stream of customers heading into and out of the fray. Undaunted, we plunged in and immediately noticed that this was different. There were simple display cases with lots of space around them and a multitude of sales associates interacting proactively and quickly with customers. A young man approached us within seconds and asked what he could assist us in finding. We asked if they had the specific product that we were hoping to find. He immediately assured us that they had lots of them, and pointed to a very short line in front of a cashier. “Simply tell her what you want and she will take care of everything,” he said.

The cashier finished up with the customer ahead of us, asked us which product we wanted, turned around, picked it up from a large display organized by product, rang it through, accepted payment and handed us the boxed item in a bag. Off we went, thoroughly delighted. The entire delightful experience lasted no more than four minutes. I turned to wife and said, “They could easily be ringing tens of thousand of dollars per hour through these cashiers.”

The Topic

This store was designed specifically to achieve the two objectives that should be the exclusive focus of every retail business:

1) To ensure that each and every customer gets everything that they want and need, both quickly and easily while they remain completely comfortable

2) To maximize revenue and profits

Today’s Tip

Review your business and determine what you might do differently to make the shopping experience more convenient for your customers. Are there things that you do to make life more comfortable for you but that may not be best for your customers? Do you have processes and policies in place that you might mistakenly believe your customers appreciate and that might in fact make them uneasy?

Look at your business and your behaviour through the eyes your customer. Perhaps you will see things somewhat differently.

24-Nov-2005

Vol 4 No 31 November 18, 2005

The Tale

Several days ago my newly-retired wife suggested that we subscribe to our local newspaper. She had become accustomed to reading it at work and was eager to keep abreast of local goings-on. So, I picked up the telephone to call.

A lady answered and asked pleasantly how she could be of assistance. When I replied that I would like to subscribe for home delivery she proceeded to ask a series of appropriate questions: name, address, preferred starting date, etc. It appeared that she was well trained and was eager to provide excellent customer service. I was pleased.

Then she said that there were some choices to be made. “Would you like to take it for a week to begin with or you could subscribe for one month” she asked. I suggested that I would like it for a longer period and she said, “Well you could take it for three months and then renew after that if you wish.” Again, I asked if I could take it for a longer period and she said that I could subscribe for six months if I preferred. Not to be deterred, I plunged on and said, “Could I possibly subscribe for a whole year?” She said that I could indeed, took my credit card information and assured me that delivery would begin the next day. And, so it did.

The Topic

Far, far too often I find that I have to struggle to upsell myself when I go shopping. In fact, many of our mystery shoppers report the same phenomenon; retail sales associates who appear not only reluctant to offer anything but the least expensive products but actually seem to resist customers’ attempts to lead them to higher end products, accessories and add-ons. The cost of this behaviour to any business must be huge.

Customers often accept a sales associate’s recommendations, believing that the ‘expert’ knows what is best. Unfortunately, the least expensive product is not always the perfect choice and may in fact fall short of the customer’s wants, needs and expectations. Why then do Sales Associates behave in this manner? There are two reasons: one is historical and the other personal.

Firstly, there is that long-standing perception that sales people are always trying-for selfish reasons-to sell the most expensive products regardless of customers’ wants and needs. Secondly, sales people just naturally expect that the needs and wants of others will be similar to their own.

Of course, if a sales professional qualifies customers (as they most certainly must) skillfully and completely, they should then recommend confidently and without hesitation the most appropriate product regardless of its price. Not to do so would be counter to the best interests of both the customer and the seller. The customer would not have everything that they need and can afford and the seller would not achieve the maximum available sales revenue.

Certainly we are different in our wants and needs. Often the difference is based at least in part on our financial means. Those who have greater financial resources generally choose higher quality and therefore more costly products and services. It is therefore inappropriate for sale professionals to recommend only those products or services that they would choose for themselves.

Today’s Tip

Never recommend any product or service based on anything other than your complete understanding of your customers’ wants and needs including their ability and their willingness to purchase and pay for high end merchandise. It is better for a couple of reasons to recommend a little high than a little low. The most important of which is that you are far more likely to underestimate what your customer will choose to pay than to overestimate.

Please feel free to forward this tip to those who may benefit from it. Subscribe at davidcarr@sympatico.ca

10-Nov-2005

The Tale

As I have mentioned in earlier tips, we are doing some minor renovations and some redecorating in our 22-year old home. In addition to making it more comfortable and attractive we are eager to make it more energy efficient. Insulating the attic and the crawl space were high on our list of priorities and a few months ago I began looking for estimates.

I called a contractor located only a few miles from our rural home and left a voice message. I waited several days and when I did not hear from them, I called a second company located in Kingston, 35 away. Two days later, I had an estimate, had signed a contact and had a date set to have the crawl space sprayed with insulating foam.

Three days after that, the first company I had contacted, called to follow up. Of course, I told them that I had contracted with someone else to do the work. Without apology, he asked me if I would call them on a future occasion when we needed work done and I said that I would. Anyone can have a bad day and may deserve a second chance. So, several days ago when I decided to get an additional R20 added to the attic, I called them again and again left a voice message. Several days later they had not yet called and I set out to find another contractor.

The company that did the spray foam in the crawl space does not do any other type of insulation but when I called them, they gave me a name and a number to call along with a strong endorsement. I called, left a message and later that day, they called they called me back, gave me a rough estimate over the phone and set an appointment to do the work. I am sitting at this moment awaiting their arrival scheduled for 11:00am when they will begin the work.

And, oh yes, last evening I had a voice message from the company that had twice missed out by not returning my call in a timely fashion. I don’t think that I will bother contacting them again.

The Topic

Consumers, without exception, pick up the phone to call when their interest in a product or a service has reached a peak. That is, when they are or, uh, when their interest is greatly aroused. They may have been considering calling only for minutes or, as in my case, for months. But in any case, when they call they have made one very important decision: to move to the next step.

You will certainly recall that a sale is made in a series of little steps or mini sales as the customer agrees to move forward from one confirmation to the next until both the seller and the buyer have reached the same conclusion at the same time: this is the product or service that will satisfy fully the customer’s wants and needs. The first mini sale occurs when the prospect picks up the phone for in so doing, he or she has confirmed for you that their interest is at its highest level so far and that they wish to move to the next step and begin the sales interview.

Today’s Tip

When a prospect contacts you by phone or by email or by returning a post card or whatever, respond immediately, always. You will never have a better opportunity to learn about their needs and wants because they will have called after reviewing their needs and making the decision to move forward. And, you will have a much better chance of earning the business if you are the first one to show that you are not only eager to earn the business but that you are willing to put customers’ needs ahead of your own. And that of course includes adapting your schedule to suit your customer’s needs. Treat every phone call as the very serious inquiry that it is and watch your business grow.

01-Nov-2005

THE TALE

I recently had a travel experience that proved to me that almost any business can get it right on occasion.

In celebration of her retirement, my wife and I had planned a mid-October trip to Alberta and the Canadian Rockies. We would fly into Calgary, rent a car and drive to Banff, Lake Louise and Jasper. As a special treat, I had used Aeroplan miles to book Executive Class flights on Air Canada.

I had flown several times earlier this year and as I have in the past, I endured any number of unpleasant experiences: late departures, delayed luggage, our-of-order washrooms, unintelligible in-flight announcements and of course, surly staff. As a result, I did not have particularly high expectations for these flights.

We arrived at the airport at 6:15am for a 7:15 departure. I was delighted when I was able to access immediately an express check-in kiosk. We had our boarding passes within seconds and ten minutes later our bags had been checked in and we were off to enjoy a coffee. Right on schedule at 6:45 we heard our boarding call and off we went to the gate. We boarded, settled quickly and at exactly 7:15 we were on our way to Calgary.

The flight was great, the food was fine and the flight attendants were both helpful and friendly. We arrived in Calgary right on time and had our bags within fifteen minutes. That was outstanding especially considering that on a recent trip to Vancouver I waited an intolerable 65 minutes for my baggage to appear.

Although we had a great time for four days, we soon discovered that many of the attractions that we had hoped to see were already closed for the season. So, we decided to come home early. I called Aerolplan and to my pleasant surprise, they changed our flights at no cost although they were unable to give us seats in Executive Class.

We arrived at the airport just in time and approached the gate as other passengers were boarding. I inquired at the gate about moving up to Executive Class and was offered and accepted two seats that were not together. The two agents at the gate, a lady and a gentleman were warm, friendly and light-hearted. As we boarded, the in-charge flight attendant, a mature woman noticed the seating arrangements and said, “You just wait here for me, Mr. Carr.” One minute later she returned to announce that she had arranged two seats together for us.

Again, we had a superb flight, on-time departure, on-time arrival, speedy baggage retrieval and we were soon on our way home.

THE TOPIC

Although I have in years past had some very pleasant air travel experiences, these two flights were exceptional in every way. Further, the service when I called to make changes to the return flight was also exceptional. I felt very much that the agent was committed to ensuring my complete satisfaction and continuing comfort.

There is no doubt in my mind that Air Canada is capable of providing outstanding customer service. I have experienced it first hand on two successive flights. Unfortunately, they have not yet figured out how to do it consistently. That is, of course, the challenge that all service providers face; how to get it right every time.

THE TIP

Take a look at the service that you and your company provide to your customers. Do you get it right, really, really right on occasion? If so, what would you have to do to ensure that you get it right most of the time? Review each aspect of the service and see what you must do to ensure consistent delivery. Try to enhance one thing at a time and be certain to put into place strategies and processes to ensure that you achieve your service objectives. Of course, you must also have the commitment of all employees to have any chance of succeeding. Remember that if you can do it once, you can do it every time.

12-Oct-2005

Vol 4 No 28

October 12, 2005

The Tale

We are continuing with the renovating of our home and have recently begun work on the master bedroom. We will be replacing the carpeting with hardwood flooring and painting, redecorating, etc. We decided to shop for flooring at a Canadian big box building supplies retailer. They were prompt and efficient in measuring the area and preparing an estimate.

Before we could proceed, we needed to remove all of the furnishings from the room and get the redecorating completed. As that work was progressing, we decided to revisit the retail store to look again at the flooring that we had selected and to review the proposal that they had prepared. We were pleased to discover that the flooring was on sale and headed to the Customer Service Desk to inquire about having the proposal adjusted to reflect the sale price. The very pleasant young woman at the desk confirmed the sale price and immediately adjusted the proposal to reflect a $280.00 saving for us. She did a fine job and I congratulated and thanked her.

She then went on to suggest that we might want to go ahead and schedule the work because they were having a Scratch and Save Day and we might save an additional 10-25%. Wow, that would be great except that we were unable to make the commitment at that time because of personal scheduling issues. After some further discussion she gently and skillfully recommended again that we should take advantage of the ‘Scratch and Save’ opportunity.

Again, I declined but thanked her for offering to ensure that we benefited from the best possible price. With a pleasant but rather sheepish grin she said, rather apologetically “Well I just want to make sure you don’t miss a good opportunity.” I smiled and replied, “You should be very proud of what you just did; you are a superstar.”

When she looked at me quizzically, I told her that I am a retail sales training consultant. She giggled and said, “Oh dear! What did I do?” Of course, I told her that she had done exactly what she should have done and that she did it exceptionally well. Again, I told her that she was an exceptional retail sales professional and that I appreciated all that she had done.

The Topic

I am always a little dismayed when I hear a retail sales professional apologize after doing exactly what they should be doing, selling. Selling is never about pressure but rather is always about discovering and satisfying customer needs and wants and ensuring customer comfort. A sales professional can only achieve these objectives by conducting a complete and skillful sales interview with each and every customer. And a complete interview, in addition to skillful Greeting, Qualifying and Matching must include skillful Closing. Sales professionals have an obligation to themselves, their employers and their customers to ensure that each sales interview includes one or more opportunities for the customer to confirm that they have decided to purchase the product or service being recommended. Nothing less is ever acceptable.

Today’s Tip

‘Closing’ is a good thing. We should all be proud when we close skillfully. And we should never, ever feel that closing is a bad thing or that we should be ashamed or apologetic when we do close. Please remember that when you visit the dentist’s office, they book your next appointment before you leave. That is closing. It is good for you and it is good for the dentist. And they are neither ashamed or apologetic. Close and be proud and, watch your sales numbers grow.