Category Archives: CLIENT RETENTION

Is Payment Not Privacy The Answer?

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“There’s big money in your personal data—for others. Why not you? It’s your data, after all.

If you were paid for the use of the digital data you generate—that is, you shared directly in the benefits that draw corporations to this juicy financial frontier—would privacy be an issue?”

How would your clients or customers respond to this income-generating perspective on who benefits from the data they create through their social media interaction and digital transactions?

If your business or practice stresses a strong client-centric mission—like “our clients come first”—is it ethical to use client data to earn profit without respecting clients’ role in its creation and sharing a “piece of the action” with them? Their share could be income or reduction of service fees, interest rates, or other valued service factors.

Sharing All But Profit

The “everyone else does it” argument for cutting data-creating clients out of sharing data-based profits may be wearing thin for these client users, especially as they bear the brunt of data-related risk:

  • Facebook (FB) has granted access or shared FB users’ data with Amazon, Netflicks, and others, but what did FB users get out of this business exchange? FB users were not asked for their permission to allow FB to earn money or engage in business relationships like these with corporations and who knows who else. When social media corporations like FB insist they “do not sell but share” user data, this still means they make money, but consumers do not and consumers may have their privacy jeopardized in the process.
  • The “free” online features and services that initially dazzled users have become compromised and degraded by practices centered on corporate goals and profit, not value for data-generating users.
  • Efforts to manipulate users to spend more time on social media platforms are directed at increasing value to advertisers and at generating revenue, not at client goals. For instance, when user viewing drops, FB sends out intrusive updates designed to entice engagement.
  • Privacy breaches and identity theft are becoming the norm. Will the ease of online shopping and communicating become overshadowed by data vulnerability, hacker devastation, and lack of compensation for data violation?
  • The big data bite comes from Artificial Intelligence (AI), which uses massive data banks of user information and digital activity to generate savings, efficiencies, revenue opportunities, share price increases, clout increases, and service provision for corporate benefit. Haven’t users earned a piece of the action?
  • Technology makes creating and tracking micro-transactions very doable. The degree of detail possible to collect and categorize data could make tracking each transaction in a shared-benefits arrangement straightforward. That’s blockchain. This means that attributing a reasonable percentage to the user who created the date is practical. Repeat use of the data would create a stream of income for users. Will sharing become the new brand loyalty strategy?

For Clarity: Don’t confuse this suggestion of payment with loyalty-reward-point programs which concentrate on gaining repeat business for the corporation—a grocery store, credit card, airline…. Consumers often pay higher prices and are limited to specific spending patterns to gain benefits—not dollar-for-dollar by a long stretch. This involves consumers spending and then jumping through hoops to receive benefits with earned-reward points they must keep track of to manage expiry dates.

New Client-Retention Frontier

Online users realize that the continuous treasure trove of data arises from every digital thing we do each day, each hour. It’s making corporations richer and more powerful. Online users are only now understanding that all their data adds up to big money for others, not for them. Corporate spokespeople—from FB’s Zuckerberg on down—talk about the importance of user privacy, but do not give privacy or respect for users priority over profiting from users’ personal data—considered the juicy corporate profit-center.

Privacy laws are emerging, but they offer too little advance protection for users. Penalties may be as ineffective as license-to-pollute fines levied against environmental violators. The 2018 EU General Data Protection Regulation (GDPR) [ https://eugdpr.org/ ], California’s 2020 privacy law, and emerging regulations are one approach to protecting privacy, but most, if not all,  protection provided occurs after the fact: after sharing, breach, misuse….

Missed Opportunity?

Do your clients or customers understand exactly where you and your organization stand regarding respect of client privacy and full disclosure of benefits gained from using their data, perhaps without preserving privacy?

Is this a new client-retention frontier for earning valuable client trust?

Are You An Ageist?

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When was the last time you wondered if you are an ageist, that is prejudice against age?

Even if you are approximately the same chronological age as your ideal clients and your peers, you may not be immune from ageism. This insidious prejudice could still be a strong negative influence.

Ageism or prejudice related to age which labels others as either “too young” or “too old” for certain things, is usually automatic and unconscious.

Most people, consciously and unconsciously, adopt different sets of stereotypes as their personal norm. For instance, individuals often apply their own standards to others whom they consider their equal in age. Since individuals usually see themselves as younger by a decade or more than others perceive them, effective communication can become complicated.

Even prospects or clients who are the same age as you, can believe themselves “too young” for some things and “too old” for others. This means they’ll decide this for you, too, whether you share their ageist standards or not.

Do not use age-related comments unless you know exactly why age is relevant to the discussion. It usually is not.</strong

For instance, to build rapport, professional advisors, who perceive new prospects to be older than they are, may use foot-in-mouth comments like “that’s just like my grandparents” or still bad “that’s just like my parents” to break the ice with these “older” people.

  • If prospects see the professionals as being of a similar age, the prospects may feel they have just been insulted.
  • If the prospects are older, the professionals may have lost credibility by pointing out the probably-irrelevant age difference.

How’s that rapport building coming along?

If you want to bring your thinking and communicating into the 21st Century, tackle ageist anchors which may hold you back, personally and professionally. When there is a difference in chronological age between you and your clients—in one direction or the other—you have opportunities to end ageist stereotypes and help clients appreciate themselves as individuals. Which ageist barriers stand in the way of your delivery of extreme service excellence?

Stereotypes represent bias and weakness in our knowledge and understanding. These mental shortcomings emerge as ageism, racism, sexism, and on the -isms go.

This disconnect is compounded by the fact that many of these perceived limitations and restrictions can be traced back to the 19th and 20th Centuries, if not before. Particularly shocking news if the 21st Century is the only one you’re worked or even lived in.

Consider ageism in yourself, your peers, your staff, and those who you answer to, including prospects and clients. Who believes the “too old” and “too young” labels? Remember, ageism is automatic and unconscious. Ramp up your powers of observation before you shrug this analysis off as unnecessary or start calling other people out before taking a long look at yourself.

Which effective communication strategies will achieve the greatest results with the maximum enrichment of relationships and workplace productivity? The key to improvement lies in appreciating individual uniqueness instead of repeating clichés and perpetuating prejudice in its most insidious form—humor. For instance, stop memory-lapse “jokes” like “I’m having a senior’s moment.” Become part of the solution.

How have you deliberately shed out-dated reactions and aligned your communication with 21st-Century realities about chronological age?

Raised Your Service Standards Lately?

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Professionalism materializes in client service, client satisfaction, and client results.

How would you characterize the standards by which you work and that define your brand?

Are they average? Above average? High? Very high? Exemplary? Top of the field?

How do you know which category your standards fall into?

Did you design services to fit your standards or did services evolve by chance? How do you monitor them? Are you sure you are measuring the right things?

How will you know when your standards and, therefore, your brand need improvement?

  • Ask most professionals and business owners about their business standards and they’ll tell you their standards are high or very high. I know because I’ve interviewed hundreds and hundreds of professionals, entrepreneurs, executives, business owners, and advisors. No one identified their standards as less than “high.”
  • Ask clients who observe these professionals up close how service could be improved and the clients have a lot of suggestions. They always insist they’d share these ideas with the professionals if they were asked. I’ve interviewed hundreds and hundreds of these clients, and asked them what could be done to improve service and returns—and they willingly told me.

Raising your standards essentially means competing with yourself because you know you can always do more, be better.

When you already feel successful, this is a greater challenge as complacency may override constructive curiosity, particularly when you perceive the competition as already “left in the dust.”

When it comes to service, what may be a small thing to you can be a symptom of an attitude which communicates to clients a lack of service:

  • If you don’t listen to a client, why should they listen to you? If you don’t respect a client’s opinion, why should they respect yours? Even if they stay with you, will they follow your suggestions? Will you receive all their business? Will they refer you?
  • Clients who don’t believe that the professionals they hire respect them, may not be as open about their concerns and extenuating circumstances. They may also hold back on disclosing how well-off they are for fear of being charged more. What they don’t tell the professional could compromise results. They may make only token referrals unless they receive benefits they value, which may be genuine respect.
  • If you are not from the same generation as your clients, ageism may be a factor as well. The “too young to know” and “too old to know” cross-generation reactions associated with ageism can accentuate differences of opinion and value systems. These reactions may be compounded by cultural differences and language challenges:
  1. Not listening to an idea may be an ageist brush-off or may be perceived as such even if it is not.
  2. Offering suggestions may be ageist criticism or may be perceived as such.

Recognizing exactly what you are doing and not doing, and all the implications of both, is often difficult.

That’s the invisibility of the box. Unless you hire a professional to critique you regularly, this is a task you have, consciously or unconsciously, decided to take care of yourself. How good at it are you? Mediocrity can creep in through sloppiness, poor time management skills, bad habits, insecurity, sensitivity to criticism, inflated ego, stress, and weak powers of observation.

Extreme Excellence: The New Service Model
Experience confirms that excellence in client service is simple, but that simple is not always easy.

  • You simply need to raise client expectations and, thereby, differentiate your business and services from industry stereotypes and from the competition.
  • Then, simply, unfailingly, deliver on more than clients expect, in ways that clients value, whatever happens—no excuses.

Your knowledge and experience enable you to fully envision what “excellence in client service” involves from the target clients’ point of view, online and off.

You’ve observed first-hand why constructive persistence is essential to consistently achieve high levels of excellence in a continually changing world. How do you put this awareness into action for clients?

Working to make yourself and services indispensable—making it all about you—so clients remain dependent on you for problem solving, leaves clients considering these services as an ongoing cost and the problems they address an ongoing worry. Clients don’t feel freed from the problem. They’ve just added the necessity of dealing with you. This fairly typical business approach could lead them to search out less expensive alternatives or worry-free service providers.

In contrast, the ultimate goal in 21st-Century Extreme Service Excellence should be to solve the problem so completely that you and your services are no longer necessary. Concentrate on doing such a thorough job for clients that you theoretically put yourself out of work, and you’ve hit excellence. That’s what your brand should consistently embody.

Aim to create independence for clients and you’ll make yourself invaluable to them. Your introduction of empowering choice for clients will make them committed to you and your services by choice:

  • Their comfort with you and your services will be greater than the clients’ determination to adopt do-it-myself solutions.
  • Clients feel no need to take on new responsibility and manage the situation or the problem because they have confidence in you.
  • They don’t want the job of training to anticipate the problem and stopping it before it takes hold—they’ve got you.
  • Clients take on some responsibility and work to reduce the problem, but they’re comfortable relying on you to fully resolve the situation and bring them peace of mind.

[Excerpt from “What’s Your Point? Cut The Crap, Hit The Mark & Stick!” — Chapter 10 Constructive Persistence & Branding]

Marketing Involves Distraction, Good & Bad

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Businesses and professionals, with good or bad intentions, create distraction.

Marketing, advertising, and promotion intentionally distract targets—consumers or business-to-business decision makers, depending on the business.

These self-serving communication approaches refocus prospect and client attention on the company (its products or services) which pays for the marketing and promoting.

In this highly-distracting world, do your target prospects and clients see genuine value in the additional distractions you subject them to?

  • Your marketing and promotion distract target prospects and clients in an attempt to shift their focus toward your service or products. You consider this interference “good distraction.” Would your target prospects and clients agree?
  • Competitors’ marketing and promotion distracts your target prospects and clients away from your company and toward competitors’ products or services. Would you consider this interference “bad distraction”? Would your prospects and clients agree with you?

I am someone’s target prospect. So are you.

This means we are regularly distracted and interfered with in the name of marketing, advertising, and promotion, whether we want to be or not.

Are you always caught by a marketing or promotion message at the best possible time to make a buying decision for that product or service?

Even if you’re interested, don’t these messages often catch you in the middle of something that is as, or more important, to you than spending your money in response to someone else’s distracting marketing or promotion message? How do you feel about the value of these marketing, advertising, promotional, and other self-serving messages in view of the time they cost you?

Emails and online advertising are honed and data-manipulated to attract select prospects and clients, but these intrusive sales pitches can miss their mark when timing is off—distraction plus.

When the sender—that’s the marketer or promoter—decides what’s the “best” timing for them, not targets. When targets find the messages unnecessary or untimely, the resulting distraction can be a nuisance, an annoyance, an interruption, or a major turn-off.

How are you sure that your marketing and promotion messages carry value in their own right? Is the timing ideal for targets or is the message just a waste of time? Do your selected prospects and clients respond to your marketing, advertising, and promotion? Would your targets label your messages “good distractions”?

From The Target’s Perspective

Targets can be distracted by the cloud of marketing, promotion, and advertising you, your competition, and your industry surround them with, online and off. These distractions can keep target prospects and clients from making clear, confident buying or selling decisions which are in their own best interest.

What is your full intent when marketing?

Most of us are consumers of real estate and its related services in our personal or business lives. This means you may relate to the following example of how one aspect of distraction affects real estate buyers. Prospects and buyers can be diverted from clear thinking and decision making by real estate marketing, promotion, and other deliberate marketing distractions.

Are you aware how your marketing, advertising, and other communication distractions could intentionally or unintentionally undermine targets’ decision making?

Is distraction an intended or an unintended consequence of your determined outreach to prospects and clients?

Source: “What’s Your Point? Cut The Crap, Hit The Mark & Stick!” by PJ Wade

For more on effective client communication and for client retention insight:

Coaching Skill & Recognizing Good Advice

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The under-valued, but essential 21st-Century skill is recognizing good advice—relevant, forward-thinking, practical insight—and knowing what to do with it.

This crucial skill expands opportunity as it overcomes or counterbalances deficiencies, increases advantages, and diminishes problems.

The results include lowering stress, reducing anxiety, and enhancing outcomes.

Change and uncertainty are now standards.

The pervasive influence of both means that to successfully navigate the future, you can no longer rely entirely on your own experience and knowledge to forge ahead.

Achievement in this ever-changing world demands flexibility and resourcefulness based on confident decision making, clear strategic thinking, and an open receptive mind—none of which are commonplace skills.

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Roots of Resistance to Change

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Roots of Resistance to change—yours and clients’—can cause problems and distractions.

Reactions to change, whatever they are based on, are most disruptive when they arise between professionals and their prospects and clients, especially when a transaction is involved. Resistance to change is usually grounded in frustration, vulnerability, past experience, or miscommunication, not in change itself:

  • Resistance can arise when the interests of one individual or group seem to be, or are, ignored, misinterpreted, or disadvantaged by others.
  • Entrenched roots of stereotypes and prejudice in one group may lead to other individuals or groups being labeled “resistant to new ideas or procedures” before they actually reveal their true reactions.

Roots: Resistance to change is not always the wrong reaction, nor is it always negative.
 Continue reading →

Mobile-Friendly: Are You Responsive?

What message do professionals deliver when their website or blog is not mobile-friendly?

With more and more people relying on smartphones to search the net, the mobile-friendly quality of your net presence makes a vital statement.

Google-recommended Responsive Web Design is the most common method of achieving mobile-friendly web pages configured to look great on small smartphone screens and on those of other mobile devices. Responsive uses computer code that responds differently to different screen sizes, but ensures page displays remain similar and readable on any mobile device.

Sticking with a non mobile-friendly site undermines your message, value, and connection to your target users.

Can you expect target users to trust that you are net-savvy enough to successfully tap the power of the internet for targets when your own net presence is stuck in the unresponsive “desktop dark ages?”

Smartphone internet use and mobile computing continue to dominate, so mobile-friendly design is essential. In April 2015, Google announced search changes that favor mobile devices. With this and subsequent edicts, responsive shifted from a target-driven alternative to a business essential.

The internet is increasingly defined by the rising mass of mobile computing devices. Mobile phones have replaced desktop and laptop computers on many levels. Websites and blogs that are not mobile-friendly are increasingly ignored unless they have unique, highly-valued content.

Websites designed and coded for larger screens do not automatically make a graceful transition to small screens.

Your beautiful desktop-designed non-responsive website can look hideous on a smartphone. Potential viewers must do so much pinching, scrolling, zooming, and squinting, they may give up and click on a competitor’s mobile-friendly website.

If you’re not sure if your website or blog (or the competition’s) is responsive, visit it on your smartphone or use Google’s handy Mobile-Friendly Test.

If the design is not responsive, a jumbled mess will appear on a phone screen. The responsive website page will remain readable on the full range of screen sizes.

The transition to responsive involves more that recoding.

Multi-column websites and blogs, originally designed for big desktop screens, will require an overhaul. For instance, a signup form prominently positioned at the top of the right-hand column may end up at the very end of the first column so few may see it and sign up.

  • Changes in content, layout, and overall design may be necessary for the best internet presence.
  • Simplification and content re-positioning may be required to maintain desired objectives.

The time, expertise, and expense involved in transition to responsive may be daunting for some site owners.

Here are strategies to consider:

  • Prioritize: Traffic, lead generation, and e-commerce are among the key reasons for investing time and money to go responsive. For example, suppose you have a blog and a website, and your blog draws significantly more target traffic. Start with the blog and overhaul the website later. Expanding the blog and phasing out the website may be another alternative.
  • Allocation of time and resources: Create an efficient sequence for continuous updating and modernizing. Responsive design may be the latest overhaul, but it will not be the last that technology and Google dictate.
  • Analyze Don’t Just Assume: Switching to mobile-friendly may not instantly create dramatic shifts in traffic or usage statistics since so many factors are involved. Reduced bounce rates may indicate phone users find it easier to stay and read, but relevant marketing and promotion are necessary to generate a flood of new business. Determine what your selected target markets expect from your online presence before you plunge into expensive, time-consuming redesign.
  • Relevant Content Rules: If content is not top-notch and video excellent, mobile-friendly design alone will not be enough to increase traffic and usage.

If you present yourself as a tech-savvy professional or a social-media natural intent on engaging target prospects and clients on their terms, transforming your website and blog into mobile-friendly territory is essential.

Take time to decide which redesign strategy is compatible with your short- and long-term goals:

  • Nowhere Fast: Those who find little or no business comes to them over the internet may decide there is no need to redesign. (There may be a very good business case for going responsive and optimizing the site to gain traffic, leads, and referrals, but that’s another article, for another time.)
  • Halfway There: Blogs are not automatically responsive. For instance, popular WordPress(WP) accounts for almost 25% of internet activity and powers many blogs. Earlier WP blog templates or themes were not responsive. Even now, new bloggers do not have to choose responsive themes. Transforming non-responsive WordPress blogs and websites may involve switching to a responsive theme.
  • All the Way: The process of transforming a website to responsive is not as simple as switching templates. Coding changes are just the beginning. Design—including layout, fonts, images, and site navigation—will need modification to optimize smaller reading “windows.” Although going responsive may be an opportune time for a full-site overhaul of content, navigation, SEO, and all related marketing elements, a phased-in re-do or scaled-down site are other alternatives. In some cases, recreating the site as a responsive WP site may be faster and less expensive. Google suggests other ways to optimize for mobile search.
  • Search Engine Optimization (SEO): Responsive design is one element in SEO which concentrates on continuous improvement of the site’s online presence. What is your SEO strategy?

If the website or blog drives your business, delaying the move to mobile-friendly may be expensive.

In this blog, we’ve been talking about communicating your value and intentions using technology. “Responsive” means much more. In both the technical and relationship sense of the word, how you manage interfaces like websites—between what you offer and what target prospects and clients value and need—is a measure of your relevance and responsiveness to them.

Target Test: Ask mobile-addicted prospects and clients what they think of your website or blog. If you hear complaints about what a pain it is, the site is non-responsive or very badly designed.

“No complaints” may be worse since it may mean users have bounced off to visit competitors.

Back to HOME… TheCatalyst.com

Stand Out: Get The Jump On Spring!

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How can you make this spring different for your targets?

How can you help them take advantage of unexpected changes and rise above seemingly undermining influences?

Most industries have seasonal patterns that are followed and addressed in annual marketing campaigns:

  • Your goal should be to remain a step ahead of the predictable. Can you see opportunities for setting new standards or revealing new goals?
  • Can you attract increased market share by redefining client goals and expectations for this season and following seasons?
  • Redefine the negatives of this season with new products or niches that address shifts in target lifestyles, workplaces, or family structures. Can you see new opportunity and benefits for your prospects and clients?

Or, look ahead and get the jump on the following seasons or the whole year. There are new opportunities out there to discover before you’re in the middle of others jumping on them.

For instance, if Facebook has been a fav of your targets, explore the changes in this platform to uncover opportunities to communicate your value to targets.

Each year, Facebook reports:

  • Increased daily active users (DAUs)
  • Increased mobile DAUs
  • Increased monthly active users (MAUs)
  • Increased mobile MAUs
  • Ongoing battles over privacy and lack of respect for user data

That’s just the change over one year! What’s next here or in any platform your target loves?

How was that reflected in your targets’ use of your Facebook contributions? What’s you’re involvement going to generate this year?

What could you help make happen this year for your targets?

If you don’t think ahead for prospects and clients who will? Wouldn’t you rather it were you?

For example, spring is traditionally accepted as the “big market” for real estate. In a blog I write for a client, my question was: “Are real estate buyers making a mistake when they wait for the ‘hot’ spring market with its price increases and multiple offers?”

This question and content has a double purpose:

    1. This query and the related content start the client’s clients—real estate and financial professionals—thinking differently about what they take for granted about this season and what they can do differently this year.

AND

    1. The question and content trigger fresh thinking and enhanced reception to new ideas in the professionals’ clients who could gain from thinking differently about their reactions to spring.

The ideas shared do not have to be “big” or outrageous. Sometimes, a gentle nudge is all that is needed to shift thinking into innovation mode.

FYI: The blog I write for this client deliberately builds on my work as a futurist, business strategist, and committed communicator to help real estate and related professionals and their prospects and clients think differently both about “Decisions & Communities.” This combined topic-title focuses on the real issues involved in real estate for professionals and their clients, not on rehashing the traditional.

Do spring and other seasons offer overlooked opportunities to cast new light on buying, selling, and user patterns for your industry, product, or services?

Can you see how to take a different perspective—drawn from a different profession, industry, or communication technique—to provide new insight, products, or services for helping target prospects and clients get the jump on spring and everything else?

FYI: If you’d like to be a buyer or seller, or a professional with a jump on the spring real estate market, visit “Decisions & Communities.”

Back to HOME… TheCatalyst.com

Eliminate “Two-Faced” Customer Service Experiences

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Even the most reputable company can create “two-faced” customer service experiences.

If face-to-face service creates a customer experience vastly different from the online shopping or call-center customer experience, customers can be left with a “two-faced” impression of the business.

  • One face, the pleasant, inviting marketing brand we have all seen
  • The other face, a negative reality which may appear as disinterest, dishonesty or deception.

“Two faced” may seem an overly-strong adjective since it smacks of deceit, but it’s not. Personal and emotional customer reactions are involved when services and products are bought and delivered, so customer perceptions define reality. Inconsistencies in service delivery may leave the perception of disinterest in customers or of dishonesty or deception.

Example: My Starbucks “two-faced” customer experience could have undermined years of “Grande decaf” loyalty.

Starbucks provides a globally-consistent example of extremely-responsive face-to-face service excellence. However, even this can be undermined by online or call center experiences that contradict the branded customer-centric experience of good-natured coffee delivery.

When you walk into a Starbucks or text ahead, you know exactly what to expect. The attentive all-about-you staff seem happy to see everyone who wanders in. This is such a predictable reaction that I often give Starbucks gift cards as thank-yous: A positive experience in exchange for the positives I received.

Then in one afternoon, I discovered this reliable positive brand could be undermined in this customer’s mind by a disagreeable online experience followed by a more frustrating, dismissive call-center conversation. Years of positive impressions dissolved into experiences of being dismissed and of not being valued. I felt fooled into thinking the frontline experience penetrated right through the corporate body, so that everyone I encountered would perpetuate Starbucks customer excellence.

My attempt at “just takes a few minutes” online registration of my card turned into a frustrating experience that took more than an hour. Since loss of my time ranks as a number one crime against this customer, I was beyond disappointed.

No preamble diminished the sense of intrusion brought on by the depth of personal details required by this impersonal online registration form. Finally, an account was created.

A few minutes later, I decided to log into my new Starbucks account. The login told me firmly I had no account. Wasting time sucked as much as not being valued.

Finding Starbucks humans to talk to seemed to be the solution. Finally dug out a phone number and connected with a Starbucks voice. I explained what had happened. My questions?

  • Where did my personal information go?
  • What happened to the account I created?

Now, I’m into hour two on this “just takes a few minutes” project.

The Starbucks phone voice told me to be patient. Curt and unsympathetic, the voice said it would take care of everything. More information required. Long wait on hold. I was informed there was no account on record. No answer was given to my queries regarding the information I input or how this could happen. The offered solution: Go back to the Starbucks store and get my money back. No apologies for inconvenience. No alternatives. No warm Starbucks fuzzies there.

An indifferent or bad online experience followed by a worse call-center experience may be enough to overshadow even the best face-to-face experience.

Returning to my local Starbucks #16896 reminded me how pleasant picking up my favorite coffee is.

  • When I handed in the gift card and asked for my money back, the cashier was puzzled, but immediately obliging.
  • The manager, ever watchful of workplace flow, noticed our exchange. He offered a new card which I declined saying only that the negative experience had turned me off and I’d had enough of that. He offered to make my current order complimentary to ensure today’s experience was a pleasant one.
  • Seamlessly, pleasantly, and without debate, he and the staff set about deliberately counteracting my negative Starbucks experience.

Act on Your Brand Definition to Achieve Extreme Service Excellence.

Are your main service delivery methods consistently strong enough to overcome negative experiences with your other service delivery methods?
Question: If I were a customer or client, displeased with any two of your company’s online, call-center, or face-to-face experiences, would the third delivery method be consistently terrific enough to erase the bad feeling generated by the two negative experiences?

Answer: If you say “Yes,” how sure are you? Assumptions are dangerous.

  • When was the last time you made a mystery visit, call or email to test out the actual customer experience for each of your delivery methods?
  • Are the nice service delivery people in your company counting on nice customers who will forgive them for making mistakes at the customer’s expense?
  • If redesigning your service model is practical and essential, where is the best place to start on the evolution to Extreme Service Excellence?
  1. How will you create a process that innovativly aligns with your style, brand, and the challenges your business considers top priority?
  2. Experiment with key variables for your industry and related industries since client needs rarely fall in one industry to the exclusion of all others. Overlaps between industries and niches can offer more opportunities since these may be areas ineffectively covered by everyone.
  3. Whether this is a creative thinking exercise or a practical evaluation, experiment before you finalize your process and begin making widespread changes.
  4. Don’t rush this process or turn it into a marathon. Work through a few ideas and then let things percolate. Haven’t you found that your subconscious keeps processing, even while you’re working on something else?

Whisper in the Ear: Experiment with service variations. Involve target clients in evaluation and valuation of new services and products rather than assuming you understand everything.

  • How will you monitor effectiveness?
  • How will you let participating clients know how much you value their insight and suggestions?

P. S. My Starbucks experience has left me less likely to give Starbucks gift cards as gifts to people whom I really want to thank. The possibility that they could have a “two-faced” experience similar to mine, has me hesitating. Still a great fan of the brand and I remain hooked on my Grande Decaf coffee, so I’ll keep showing up for more.

Back to HOME… TheCatalyst.com

Outsourcing: Knowledge Attracts Knowledge

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Professionals who employ their depth of knowledge to service clients, appreciate genuine expertise in others.

In delivering consistently high-quality services, professionals often have to outsource some or all of the work.

The challenge lies in locating complimentary services and products sold by professionals who also possess deep commitment to honing their expertise.

Tradeshows and conventions are terrific environments for discovering outstanding skills, products, and expertise without the hollow ring of “showing off” that marketing and advertising content can introduce.

For example, the annual IDS—Interior Design Show—is a professional-on-professional trade show that also invites end users to enjoy the mix of innovation and sustainability. If you’d like to observe professional communication in action, this is a great place to start.

Ask IDS Exhibitor Michael Pourvakil of Weavers Art about his business creating “the world’s most beautiful rugs” and it’s not long before he is extolling the value of professional interior designers.

Pourvakil explained, “The best products and best services are shown to advantage by interior designer expertise.”

The value of Weavers Art products and services is embodied in the “rugaholics”—Pourvakil and his staff—who curate the extensive and continually changing, internationally-sourced inventory.

They know that their expertise is amplified by the expertise of interior designers. At Weavers Art, they understand that this dictates their job is doing all they can to ensure working with Weavers Art is the best decision each designer makes.

Pourvakil stressed they do not sell on price since handmade rugs do not come down in price in a world where labor costs are increasing. The focus is peace of mind for all concerned which makes clear, accurate communication essential in every stage from design and creation to installation of the finished custom rug.

  • Does the process of servicing your clients involve the exacting delivery of products or service by other professionals? If so, how do you identify genuine talent and commitment when outsourcing? Or is price/cost the main focus?
  • How do you ensure you understand the specific value—from your point of view and your clients’—of outsourced professional expertise?
  • What steps do you take to guarantee respect for expertise—therefore, communication—works both ways and always benefits your clients?

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