Creating Devoted Customers with Imaginative Service

Imaginative Service: Managing the Trust Gap

We all live our lives on promises.  From the time a child can grasp the concept of “cross my heart and hope to die,” there is a forever realization that anxiety can be only reduced through proof of trust while waiting for a promise to be kept.   From “Scout’s honor” to “I do” to “the whole truth and nothing but the truth,” we seek cues that allay our worries.   Lifeguards, the bus schedule, and the spotlessness of a hospital room are all obvious artifacts of promises waiting to be kept.

Smart organizations––those that retain the best customers the longest time–– understand that managing the trust gap can never be taken for granted.  They know customer trust must always be treated as a fragile bond, as if it can be shattered with a single malfunction, misunderstanding, or mishap.  Examine how service superstar JetBlue went from champ to chump with a single incident of extreme delay on the tarmac.  Prudence suggests building up the customer’s storehouse of trust through repeated reminders of promises kept.   JetBlue is back on top only because of that storehouse before the big delay.

Every time a customer deals with a service provider a “trust walk” is involved.  Whether the customer experiences that walk as a high wire over crocodiles or a safe path surrounded by sensitive caregivers depends on efforts taken to manage the subtle signals of trust at risk.  Where along your customers’ service journey might trust be a customer concern?  What steps are you taking to examine your customers’ experiences through the lens of trust? 

Imaginative Service: Delivering Concierge Service

Great concierges are intensely loyal to a customer.  Read that line again and pay attention to the singular object of the phrase “loyal to.”   They do not think of the target of their service efforts in the plural . . . they think only in the singular.  They are service choreographers—managing an amalgamation of diverse elements, big and small.  A waitress might be friendly, but if she can’t get orders right, her weaknesses overshadow her strengths. The call center phone rep might be knowledgeable and efficient, but if he has little patience for customer problems, his cognitive gifts are lost amid the interpersonal flaws.

Effective service choreography means combining a “jack of all trades” capacity with an exceptional resourcefulness.  Like seasoned event planners, concierges manage the flow and pace of the experience—concentrating on the ease, agility, and effectiveness of the service they provide.    They are superb at “backward serving.”  That means having a clear picture of what the outcome should be, then working backward from that goal to ensure the reality matches the vision.   It means having a sixth sense for anticipating what can go wrong in service encounters.   Only with this clear picture and early warning capacity can you set about ensuring the experience product matches the experience plan.

An example of great concierge service can be found at the Marriott in Windsor, CT. Joel runs the lounge on the concierge floor every weekday morning. You'll meet Joel as soon as you step off the elevator on the 8th floor and experience his incredible welcoming spirit. It begins with a fabulous smile and a sincere "good morning" and either a "how are you doing" or a warm "welcome back"! Joel watches over every guest and every detail. There is not a special request that Joel can't handle! Returning guests know they can get a cup of early morning coffee before the lounge opens at 6:00am because Joel will have everything ready to go at 5:30am. On your way out you will receive a warm thank you and an inquiry from Joel as to your check out date so he mentally notes who he should see the next morning. Is it any wonder Joel was the number 2 rated Concierge in all of Marriott last year?

 What are you doing to help your customers view you as a great concierge?  Are you paying attention to the details with the same vigilance as the big stuff?  Do your customers get the feeling they are your only customer?

Imaginative Service: Serving From the Heart

Service:  n. ser’· vice  1. assistance that benefits another. 2. contribution. 

When we take the car in to be repaired, we bring certain expectations along with the vehicle.  We expect the work to be done accurately with limited waiting.  We expect the mechanic to “clean up after himself.”  We expect the repair to solve the problem.  We also expect to pay a fair price for the work.   We only positively recall such a standard encounter if the experience exceeds our expectations.  Positive service memories are only about unexpected service gifts--contributions that exceeded expectations.

Enhancing the worth of the server-to-customer exchange comes from a spirit of generosity.  If the auto mechanic takes the time to explain the repair in a way that helps prevent a future occurrence or if the service writer leaves an ice-cold bottle of water in the car cup holder, we would describe that repair-for-money exchange as “great service” and tell our neighbors. 

Customers feel valued when something special has been added to their experience.  Generosity at the front line does not mean “giving away the shop;” it means finding simple ways to enrich the experience.  Generosity becomes imbedded in cultures when leaders lead with an attitude of abundance.  Would your customers describe you as a “giver” or a “taker?  Are you contributing to the relationship value or solely focusing on the transaction costs? 

Evidence: The Missing Link in Culture Change

A compelling demonstration of culture change success is a book with the word “Way” in its title.   The Disney-Nordstrom-Marriott-Southwest Airlines Way says that particular culture was sufficiently consistent and effective that it could be codified and portrayed by a business writer.

There are other books without “Way” but aimed at a simpler theme.  The Starbucks Experience, The New Gold Standard, The Perfect Store, It’s Not About the Coffee, More Than a Motorcycle parade their subjects as achieving “exemplar” status—a role model to be studied and emulated.  

They all had a dream—a persuasive vision about a unique customer experience.  They all had clear direction—standards, norms and metrics that guided operation and practice.  But the link that turned a compelling dream into cultural DNA was evidence—concrete indicators that ferreted out clear demonstration from mere intention.    Evidence is the physician’s link between symptom and diagnosis; the contractors link between blueprint and final inspection. 

Becoming an organization known for consistently great service requires more than high hopes, super training, terrific support, focused coaching and memorable celebrations.  It takes key performance indicators—evidence—that make the definition of mediocrity and excellence unmistakable and irrefutable.  Doctors do not prescribe medications based solely on an impassioned patient’s “I feel really bad.” 

Do your associates know what great service looks like in action?  Are service objectives laced with concrete evidence of results or are they merely filled with arguable examples of activity?  Greatness is about what we do, not about what we intend.

Imaginative Service: Adding a “Jack-in-the-box” to the Experience

There is something magical about a jack-in-the-box.  First, the toy is always colorful.   Most make happy music as you wind the crank.  But, the coolest part is the fact that you never know exactly when the “jack” is going to pop out of the box.  What makes this toy such an alluring novelty is the element of surprise.

 Imaginative service is like a jack-in-the-box--colorful service punctuated by a joyful surprise.  Like the toy, imaginative service is service with novelty.  And, the root meaning of the word “novelty” is “new,” as in fresh and original.

A colorful gumball machine sits on a small table at the entrance foyer to Miller Brothers Ltd., an upscale men’s clothing store in Atlanta.  Beside it is a large bowl of pennies.  Guess where Junior goes while daddy is trying on trousers?  Novelty at it’s finest.   A dry cleaner in Charlotte gives a candy kiss to every customer.  But, the familiar chocolate candy has a surprise—an almond in the middle.  Novelty!  Compliment Mama Cole’s awesome banana pudding pie at Cole’s Café in Washington, DC and Mama just might surprise you with a copy of her secret recipe!

Customers love novelty, especially in a time of dreary and worrisome news.   What “new” can you add to your customer’s experience?  How can you deliver service with an imaginative surprise?

Imaginative Service: Saving “Mad Scientists”

James Cameron is a “mad scientist”—and the director of the two highest grossing films ever made—Titanic and Avatar.  Apple Computer founder and CEO Steve Jobs is a “mad scientist.”  So were Ludwig Beethoven, Henry Ford and Amelia Earhart.  Who could deny their gigantic contributions or their incredible gifts?

We use the label “mad scientists,” not as a reference to some evil maladjusted type like Dr. Strangelove, Dr. No, or Frankenstein, but rather as the catch-all phrase for the gifted eccentric and unconventional wild ducks that occasionally enter organizations.  Some are nerdy, some are whiz kids without manners, and some are amazing talents marching to their own drum.  For most organizations they bring mixed blessings.

All “mad scientists” have common noble traits—brilliant, visionary, perfectionists and passionately driven.   They are also very challenging to work with, extremely bull-headed, egotistical, irreverent and sometimes borderline crazy.  Organizations cannot tolerate many “mad scientists.”  They disturb the sanctity of stability.

“Mad scientists” ask tough questions that can make mediocre performers feel inadequate.  “Mad scientists” ignore tidy rules of corporate civility in pursuit of their bold visions.  They poke around in areas outside their sandbox and beyond their pay grades.  While most “mad scientists” would get an A+ in creativity, their impatience with diplomacy nets them an F in “emotional intelligence.” 

Some organizations try to expel all “mad scientists.”  Unless these misfits are protected by being in the top slot—like film director, CEO, or owner--they get labeled, ignored and ostracized.  Instead of having someone run interference, “mad scientists” are too often marginalized.  Rather than accommodating their “weirdness” while acclaiming their enormous triumphs, they are asked to “play nice.”  Their performance reviews give short shrift to their vast achievements while spotlighting only their “does not play well with others” dimension.  They are told to get a coach or read a book or see a counselor.  Failing to be valued for their contribution, most exit for larger pastures, not just greener ones.  Consider the loss to the organizations they vacate. 

Every thriving organization needs a few “mad scientists.” They can make us better and more vigorous.  Sure, they are complex, challenging, and downright difficult.  But, they can springboard us to greatness.  Of course they can make us wring our hands and shake our head.  They can also insure our advancement and competitiveness.  Celebrate “mad scientists.”  They are very rare and we need them.

Imaginative Service: The Hazards of Indifferent Service

I fired my insurance agent this week…and, hired a new one!  The old insurance agent did absolutely nothing wrong and his office clerk was always friendly if I called.  He just never did anything other than write my insurance policies and send me annual premiums.  He never called to thank me for my business, opting instead for a form letter at renewal time.  And, this is a small insurance office in a small town, not some mega-business with a gazillion customers. 

The straw that broke the camel’s back was when I called on Wednesday afternoon at 12:05pm to inquire about getting a new umbrella policy.  I received a phone recording stating his office always closes at noon on Wednesday but would reopen at 9am on Thursday.  There was no answering service to channel my call should this have been an insurance emergency.  If this were 1950, such a practice might make sense.

My new insurance agent (from the same insurance carrier, mind you) is always available.  In our first phone call he took a quick look at my five policies—home, two cars, a boat, and a valuables policy—and informed me that the homeowners policy I had was an old one and he could provide me a newer policy with better features and with a 40% reduction in my premium.  I wondered why my “terminated” agent never bothered to move me to this better policy.  Maybe he was busy out getting new customers and letting his old ones sneak away to a competitor. 

When customer acquisition costs are many times greater than customer retention costs, failing to invest in your current customers is downright foolish.  Are you showing your customers perpetual TLC or do they only get your indifference?  Take your customers for granted and they will be vulnerable to the Sirens call of the competitor nearby.

Imaginative Service: Delivering Service that Creates Customer Advocates

We walked into the Marriott Windsor, on a Monday about 8:20pm after a two hour flight from Atlanta to find a crowd at the Front Desk. Looking for dinner we headed directly to the restaurant and requested our favorite server, Lacey. Lacey gets great service and of course remembered us from our last visit.

After a warm welcome she raced to deliver our favorite beverages which she remembered as well. She updated us with the dinner specials, answered our questions with infectious enthusiasm and gave us a few minutes to select our choices. When she returned to take our order we told her we had a “special service challenge”. As we expected Lacey was up for the challenge! We explained the crowded front desk situation and wondered if we provided our ID and credit cards could she “check us in” and get our keys while we enjoyed our dinner? “I bet we can do that for you guys” Lacey confidently replied. Let me get my manager.

Less than 1 minute later Jason the restaurant manager appeared and stated he could help us. We provided our IDs and credit cards and Jason vowed to return momentarily with check in completed and our room keys. He kept his promise and in about 5 minutes presented us with our room keys while returning our IDs and credit cards. “I noticed you were both Platinum and requested the extra points for you both. Is that your preference?’ Jason asked. Absolutely perfect we replied!

We were amazed by Jason’s attention to detail and desire to provide a great guest experience. We have long been impressed with the hotel’s restaurant and staff and now we know one reason why – Jason! He is a great service leader continually role modeling the service experience he is looking for from his employees. As usual dinner was delicious and Lacey’s service was over the top.

John returned to the restaurant the next evening and had a repeat terrific experience with Mandi. Although he had not been served by Mandi in about 6 months she remembered his drink preference as well as his many dinner preferences; no croutons on the salad, balsamic vinaigrette on the side, no starch, extra veggies, and no bread! Her entrée suggestion was right on and her attention to his dining experience over the top. No wonder this is one of our favorite Marriotts!

Jason, Lacey and Mandi demonstrate the most important foundational elements for great service – a spirit of greatness and a confidence they can provide a consistently great service experience! Their attitude, warmth and commitment are inspirational and contagious! They are true service professionals and made our experience an exceptional one that we will remember warmly for a long time.

How many “Jasons, Laceys and Mandis” do you have in your organization who deliver a great experience to your customers every time with their special brand of TLC?  Are your customers advocates for your organization? We are big time advocates of the restaurant at the Marriott Windsor!

Imaginative Service: Unearthing the Anthropology of Twitter

When I was a little boy my best friend and I constructed a “phone line” using a long string with an empty bean can on either end.  The coolest use of the “phone” was from tree to tree.  When you spoke right into the bean can, the sound carried over the string to be heard by the ear in the can on the other end.  We could tell smutty jokes and trade secrets without parental eavesdropping.  Now, we have Twitter between “trees.”  And, all your friends can have a string connected to your “bean can.”

Organizations are trying to figure what to make of Twitter and how to capitalize on this social media.  Since they can “listen in” on the “crowdalogue,” some treat it as tool to monitor “chatter” hopefully revealing customer issues and interests.  Some are using it as an early warning device actually intervening to right a service wrong in the making.  But, few are tapping into Twitter anthropology—the bean can side.

Customers want connections that are personalized and specific.  They do not want to waste time with scattergun clutter from marketers.  They want connections that are authentic and natural, not PR pap sanitized and hyped by some speech writer.  They want connections that engage their heart as much as their reason—service creativity that creates a story to share.  Remember, the goal of communication is not simply to listen.  The goal is to turn understanding into meaningful action.  Are you using Twitter to monitor or to make a difference?