We should praise those companies that go above and beyond. A couple weeks ago I went to Kent’s Alignment in Newport, RI and was amazed at the level of service, flexibility, and honesty. They fixed the car and when I pulled out the plastic they explained that they did not accept credit cards to keep prices down, but I could just leave to go down the road to get money and come back. Trust. They explained what was wrong and did not rotate my tires since it would be a waste of money since one of them was bald. Cool, that is honest service.

Check out this comment that came in today from a fishing listserv I am active on. WOW, this guy is one of the few that goes out of the way to promote a business. You can’t pay enough to get this kind of positive marketing done. It went out to thousands of New England fisherman. Check out what Brian said on the Southern New England Angler’s listserv a few minutes ago.

“Yesterday for the first time I went to Jamestown Distributors in Bristol to buy some parts for my boat. The staff there went out of their way to make sure what I was buying would work for the project I was doing. If you’ve never done business with them, check them out, they have a huge online catalog.

Another company I had a recent experience with was Attwood Marine. I needed a new scupper flap on the boat. I had seen a posting in the Seaswirl owner’s forum to contact Attwood for the replacement. I followed the email link, it was answered promptly asking for the size etc. The rep then mails out two flaps to me free of charge. Brian”

Thank you Brian for sharing a positive experience. 1,000s of people reading this from a trusted source. Nice referral without doing anything. Attwood and Jamestown Distributors just did the right thing and treated him with respect and he was “WOWed” and compelled to tell everyone.

Back in the 80s an HP study shoed that for every dissatisfied customer they tell 20, yet a satisfied customer only tells 3. Brian beat the stats here and maybe the internet will balance out that statistic in favor of the companies going above and beyond.

Remember that Seinfeld episode where the arrogant cook had such addicting soup that people waited in line putting up with his arrogance just to get “the soup”? Everyone called him the Soup Nazi. I met the Banana Nazi last week while vacationing on Block Island, RI. My son was excited to go on a banana boat ride which is water tubing on steroids where 10 people hold on for dear life! My son was eager so I sucked it up.

The Encounter

The Banana Nazi starting barking out orders right from the start.

Banana Nazi: “You need to shower before you get on the boat, give me your glasses, hat, and anything else you have.” (No smile. Stone cold.)

I started thinking this lady must have had a rough summer and couldn’t wait for it to be over. She acted like the owner so I let her slide on this one. Maybe she was having a bad day.

I went on to say, “I can’t see without my prescription sun glasses so do you think I can wear them as we drive out to the tubing area? Also, I am a little light in the hair department so can I wear my hat to avoid sunburn of the head?” All said while chuckling a little to loosen things up and maybe brightening her day.

Banana Nazi: “Well, you are better off leaving your glasses here and being able to see the rest of the day than losing them aren’t you? The hat needs to go. I will do you a favor and put your stuff in my car so nothing happens.”

Again she was stone cold looking at me like I said something offensive or idiotic! I starting boiling a bit and thinking “She didn’t really say that?”. I couldn’t go on that boat blind no matter how she felt about it. I handed the Banana Nazi my stuff while white knuckling my glasses before she left me blind!

Banana Nazi: (No reaction as she took my stuff).

I was thinking “I don’t need this abuse and arrogance. I’m leaving.” Then looking at my son I had a change of heart. For my son’s sake I sucked it up and said “Thank you.” With a smile of course!

At that point we met two other people working the boat. They were great! Very polite and made the trip a memorable one. The driver with dread locks was awesome and fit the part perfectly, looking like he grew up water skiing and knew how to throw people! They explained to me right out of the gate why I could not wear my glasses on the boat. It made perfect sense since I was getting dragged out on the tube from the dock! Why didn’t she say that?

Customer service people make or break the deal. They got lucky this time.

Lessons learned:

1) Be careful with who works directly with customers. They may be blowing deals before you have a chance to know about it. The best customer service people are other-centered, patient, and listen to customers. What employees work directly with customers, but are not trained in customer service skills? Be careful.

2) Don’t assume prospects and customers know the reasons you do what you do. I now know why I could not bring my glasses and hat, but she did not listen to me, explain and communicate the reasons! Do customers know why you do what you do?

3) Customer Service people must start with communicating before we can show what your product or service does. It all starts with connecting and communicating the way your customers prefer. Be flexible and change your communication approach to fit your customer.

4) No product or service is so good that customers will put up with arrogance to get the goods. The Soup Nazi found this out the hard way and hopefully the Banana Nazi figures this out before it is too late.
Is your business just pumping out product? Are you in the customer service business? The end product is important, but customers want to buy from those they can connect with.

Thousands of business owners and executives participate in peer groups, typically comprised of six to eight people who meet every 6 months. The goal is to drive business by learning from each other and to leave with fresh ideas from a respected source. Usually the best-run businesses in their industry participate in peer groups because these owners continue to invest in themselves and their business, and they are open to criticism, objective feedback and fresh ideas. Each member benefits from:

*Learning what others are doing.
*Leaving with fresh ideas.
*Being held accountable for results
*Networking and cultivating friendships with successful people.
*Trending and driving performance over time.
*Hearing candid feedback and opinions from industry experts.
*Specific, expert advice from owners dealing with the same issues.

Standardizing Customer Loyalty Metrics

Most peer groups standardize on reports to pinpoint opportunities for improvement and growth. Many use benchmarks similar to those published by their industry; benchmarks such as wages, pricing, and financial benchmark studies. The best peer groups benchmark customer loyalty and share at each meeting a standardized SWOT analysis (strengths, weaknesses, opportunities, and threats) based on customer feedback. Benefits of implementing customer feedback into peer groups include:

*Customer-centered goal setting.
*Increasing customer loyalty levels with all members of the group.
*Challenging peer group members to drive improvements based on facts.
*Disciplined, focused discussions around marketing, customer service and sales efforts
*Quantified, fact-based decision making tied to customer needs.

Standardize on the customer loyalty question(s), the way customer feedback is obtained and how it will be shared. Make each owner responsible for bringing one improvement area and one opportunity for growth identified from customer feedback. Each owner brings his or her customer loyalty scores to the meeting, and those scores are displayed, side by side, to help during discussions.

We all stress how important loyalty is to our survival and growth, yet we know we can do a better job measuring, monitoring and leveraging customer information in a disciplined, deliberate way. Standardizing on how customer feedback is shared during peer group meetings and setting better, customer-centered goals is one more way best-in-class businesses continue to distance themselves from their competitors.

We are asked quite often to create a quote follow-up survey. We are asked to launch the survey to all open quotes that were sent out between x and y days before. It is a great idea, but response rates are very low. It is one thing for a customer to share after buying a service or product from you, but what is in it for a prospect or customer to tell you that they did not buy from you because they got a better deal, found a more perfect fit, you messed them up before, or they decided not to buy. Will they really click a survey link and fill out a form? I think it must be easier and more straightforward than that. Don’t make them jump threw even a little hoop to give you feedback on quotes.

The best way to follow up on quotes it either to call them directly. If you don’t have the resources then send out a simple, to the point e-mail blast. Smaller businesses sometimes have a difficult time following up on quotes so I recommend a very simple, personal, direct email Leverage your estimating and quoting software to pull all “open quotes” for a date range. Leverage the fields you have in your estimating system to use variable data and personalize the mass follow-up eblast.

Dear (first name),

This is a follow-up to the quote we sent to you on (quote date). Thank you for giving us the opportunity. We are very excited to work with you, but have not heard anything. Could you please give an update or status? Thank you.

Sincerely,
Your name
Title
Phone
Website.

Nothing fancy. It should be short, to the point, and ask the one question. You already quoted and maybe spent time with them understanding requirements for the work. Now is the time for them to decide or engage. Nothing is more effective than calling, but in these economic times you may not have that luxury and may need to batch process in a disciplined, automated way using technology.

I like to believe that most people in sales and service try hard to help customers and prospects make good decisions, but sometimes the people serving me use the same approach they do with everyone else. Why? Because they are not communicating with me the way I want and have a one size fits all mentality. They are not conscious of the other person. We all do it at one time or another, but the answer to this problem is “Style flexing”. I learned this in a leadership training back 20 years go and it really helped me with managing my team.

Style flexing is an easy concept to grasp, but difficult to do. Style flexing is not manipulative, but other centered. You need to concentrate on the other person’s needs and how they want to be communicated with when making decisions. One way to break this down is to look at each person’s leadership style. We are all leaders in some way and leaders make decisions. We all make decisions. There are four types of leaders; Peer Oriented, System Oriented, Boss Oriented, and Goal Oriented. We all know people who lead with one of these styles, but the best leaders are able to style flex when working with others and don’t get stuck in one leadership style all the time. By the way, we all use each of these orientations at some point, but have a predominant style. When we are under stress, one of our predominant styles jumps out in front and it is beautiful or ugly. Let’s see how this helps in selling and servicing customers and prospect.

Peer Orientation. These people for the most part need support and love badly. They need support, need others to make decisions for them, and decisions are made by committee. They love to chat and know how you are doing, they hate getting right down to business, and they want to get to know you extremely well. The problem is they have difficulty making decisions especially if it could hurt anyone or leave someone out of the decision process. Let’s have a group hug! A few things to consider when working with this group:

• They need assurance that this is the right decision.
• Don’t stress alternatives and variables. Simplify
• Help make the decision easy.
• Be friendly and polite
• Slow down
• You need to help or make the decision for them.

System Orientation. This group is very set on what has proven to work in the past. They are very conservative and systematic about decision making and are risk averse. At one point some of the major defense contractors got caught off-guard by new, more nimble competitors. They kept the management philosophy that “if it ain’t broke, don’t fix it. You would hear things like “We always did it that way”. In the computer industry names like Data General, Digital Equipment Corporation, and Wang found out the hard way that being conservative can put you out of business. The motto of this group is “Let’s go find the play book”. A few things to consider when working with this group:

• Answer all questions they have and get into the details
• Provide more facts than you would think necessary
• Encourage evaluation time
• Don’t let their skepticism get you down
• To close on an idea, be patient, but firmly by presenting facts

Boss Orientation. This group is great at making decisions and feel that everyone likes that they take control. Sometimes that is the case, but after the 20th time hearing “Just do what I say” can beat you down. The early 1900’s was big into this style of decision making. Entrepreneurs are typically this way since they don’t have time to think before making decisions since they are blazing the trail. They want control and it must be their decision. OK Boss, whatever you say! Here are a few pointers.

• Don’t let ego get in the way. Give in.
• Be prepared for a tough contest, don’t be sensitive, and no touching!
• You must provide facts, but let them develop the answer and make the decision.
• Give bottom-line answers and concentrate on high points
• Let their ego come through, let them feel important.
• Don’t feel rejected by their bluntness and don’t apologize.
• They will make decisions quickly which is great. Don’t close, they will close for you.

Goal Orientation. Everyone says they are goal oriented, but this group feels that you are OK and they are OK, but we have that mountain to climb. They understand compassion, but don’t let that get in the way of the big picture. They are long term thinkers and are able to balance priorities with decision making. They will get input from others, but not let them drive the ship like a peer oriented person. And they won’t get stuck looking at how things have been in hopes it gives them answers to the future. They will balance the approach with the end in mind. Here is how to work with this group.

• Be open and take time to explain the objective or hear it from them.
• Appeal to team involvement to make the best decision.
• Communicate vision and long term benefits. They will get it.
• Return on investment is always in the discussion. Be prepared.
• Share excitement. They are very positive and love driving goals.
• Have a well defined plan of action with appeal to future needs.
• The two of you will collaborate on the best solution.

In summary, a challenging aspects of Style Flexing is consciously analyzing the situation and how the person wants to make decisions. One size does not fit all. The second and most challenging part of this is that they are not going to change their style for you. You must change yours for them! Sound tough and uncomfortable? You may be reading and thinking you are more of a boss style person. Well, then if you are working with a high peer person you can’t get right down to business the way you love to operate. You will alienate them, they will feel they haven’t been served, and you will lose a customer or prospect. Style Flex to give others what they need to comfortably work with you and feel good about it. It is all about serving others and truly understanding them.

For Immediate Release

Contact:
Michael Casey, Survey Advantage
401-560-0311 ext 103
mcasey@surveyadvantage.com

Printers Software™ Announces Partnership with Survey Advantage™ to Help Printers Preserve Revenue and Generate Leads

Sarasota, FL– June 10, 2010 – Printers Software Inc.(PSI), announced today a partnership with Survey Advantage, a service provider offering low cost customer loyalty and lead generation programs. Printers Software offers a full suite of estimating and production software modules for the commercial printing industry and is considered one of the premiere Print MIS vendors in North America. Now Printers Software users have an early warning and alert system to preserve recurring revenue if customer loyalty is slipping. In addition, the program identifies sales leads within each account generating referrals. Printers Software has developed the necessary functionality so users may use the industry leading CustomerPulse™ program offered through Survey Advantage.

“Our customers now have a way to effectively leverage customer information to drive sales and preserve revenue, two areas on the minds of every printing executive today.” said Nick Grieco, Vice President of Printers Software. “We are excited to partner with an industry leader like Survey Advantage, whose full service approach helps increase the effectiveness of client management for our users.”

“Printers Software did an excellent job streamlining the solution. The whole process takes users less than 5 minutes a month to administer. It doesn’t get any easier than that.” noted Michael Casey, President of Survey Advantage. Survey Advantage enables printers to keep a “thumb on the pulse” of each print buyer. The partnership with Printers Software streamlines the entire customer feedback process.

CustomerPulse™ automates the time-consuming and tedious tasks associated with maintaining an ongoing customer feedback and reporting process. Starting at $49/month this low cost, fully managed service gives printers another way to keep lines of communication open.

To view a recorded demonstration of Printers Software CustomerPulse select demo or contact Michael Casey at 401-560-0311 ext 103 or mcasey@surveyadvantage.com.

About Printers Software

Since 1979, Printers Software Inc. has empowered leading printers to maximize profits through easy-to-use, proven solutions and world class support. They are the first and most experienced company to provide software systems for printing management. Presidio™ is the latest version of our award winning, fully integrated system that improves efficiency, reduces costs and increases profits.

Their Estimating, Job Ticket, Job Control, Data Collection, Inventory, Accounting, and eCommerce applications are among the most widely used by commercial and in-plant firms of all sizes. They are a recipient of the coveted NAPL Industry Award.

About Survey Advantage

Survey Advantage is the leading provider of customer research, customer retention, and lead generation programs for the graphic communications industry. CustomerPulse™ and MarketPulse™ were designed in partnership with the industry to improve productivity by helping operations manage their customer relations and overall operational effectiveness. Additional information may be obtained at www.surveyadvantage.com/printers, emailing info@surveyadvantage.com, or calling 401-560-0311.

Trust, Credibility, and Rapport. Customers don’t care if you have the best technology, have the best location, or hang out with movie stars. You won’t survive if your foundation is weak. If a customer catches you lying just once they question everything you say in the future. If your advice is out of date, they ask your competitor. If you just don’t quite gel with them and talk their language, they rather not spend time with you. Establish trust, credibility, and rapport to create your network of great customers.

Over the past two weeks while attending the MFSA(Mail & Fulfillment Services Association) and IPMA(In –Plant Printing & Mailing) Annual Conferences I noticed sessions were focused more on customer relations and less on technology. Keynote speaker, John Foley, President of InterlinkOne, presented at the MFSA Conference in Charleston, SC and stressed the importance of social networking to share knowledge, help others, and stay connected. John is successful because he lives by the three foundational principles of trust, credibility, and rapport. Next stop was IPMA’s annual conference in Albuquerque, NM where the keynote, Bill Farquaharson, President of Aspire, explained why customer loyalty isn’t dead, unless you do it to yourself. He stressed the importance of you showing customers how much YOU care. Show them the love!

Yes, you are only as good as their last experience with you, but build up an “emotional bank account” or reserve with your customers. You make a deposit in this emotional bank account every time you go the extra mile, give great advice, connect with a customer in special ways, or whenever they feel unique and special. You withdraw from your account every time you stretch the truth, miss commitments, give poor advice, have awkward communications, or ask them to jump through hoops.

Trust:
Trust involves your honesty and integrity. Trust takes much time to earn and little time to lose. Just ask Tiger Woods. Compare Tiger Woods to John Wooden. Both sports super stars, yet in my opinion, complete opposites. Today while flying back from IPMA I am reading all the John Wooden testimonials and stories in USA Today. During his 99 years with us he touched so many lives in special ways. Tiger is incredible to watch on the course, but John Wooden had such integrity and honor. What a remarkable person. What an emotional bank account he established with so many! What are you doing to build trust? Are you ALWAYS honest with your customers and employees, leading by example under ALL instances, both personal and in business. Trust goes a long way toward building that emotional bank account. Sounds simple, yet how many of us are challenged to remain trustworthy when under stress to perform? Don’t waiver on this core principle. Stay strong!
How can you build trust?
* If you mess up, claim it.
* Always explain facts and don’t stretch it
* Respect confidentiality under all conditions
* Don’t gossip or others will wonder if you will gossip about them

Credibility:
Credibility is a proficiency issue or how good you are. This involves being proficient at your craft, is measured through performance, and expressed by the company you keep. Pick your friends wisely and do things right. Know your customer’s business or industry to help add credibility and be more helpful. Roll out services and products only after you perfect them or have piloted first. Tell the guinea pigs that they are just that. Show honesty and set expectations upfront. Credibility is conveyed to customers by offering great advice, and delivering quality products and service. How can you drive credibility with your customers?
* Continue to learn. Never stop.
* Invest in education and show them what you are doing.
* Hang out with people who are credible
* Offer advice in areas you are proficient.
* Get to know your customer’s business and internal processes

Rapport:
This is extremely challenging and what is called the soft stuff. You want customers to like you and want to be around you. Most know what trustworthiness is and how to be credible, but rapport building doesn’t come natural to most. Rapport is how you connect with your customers and communicate on their wave length. Style flexing is changing your communication style to meet the needs of each customer. Not easy. Don’t show sensitivity toward George Steinbrenner when the Yankees are losing, or don’t get right down to business with Woody Allen. What can you do to build rapport with customers?
* Get good at style flexing. Practice.
* Get good at reading people and adjusting your communication style
* Change your mindset from one of “customers just need to get to know me better” to “I need to know how my customer is wired to be effective”.
* If you can’t style flex, then pick customers who appreciate your one size fits all
mentality.
* Don’t expect customers to change their communication style to fit yours.
* Get psyched about your customer’s business and get personal.

In summary, deliberately watch your emotional bank account with customers. You must earn their trust, prove you know your stuff, and be someone they connect with. Get all three in line and everything else falls into place. Don’t forget the best way to monitor these foundational principles is to ask customers through an effective, ongoing survey process.

Recently there was a discussion between business owners who were concerned with surveying their customers and causing a negative reaction. They shared how much they hate getting surveys. In a Business to Consumer relationship many times we get pounded with surveys and get numb to them hitting “delete” as quick as we can. But, I would warn you not to generalize. Know thy customer!

Depends on the relationship one has with the specific supplier, how important that supplier is to their business, how long the survey it, and most importantly if the company responses quickly the first time the customer shares their thoughts. If I have a good ongoing relationship with the supplier as a partner, they are important to my well being, the survey is short and covers points most interesting to me and not you, and the company responds quickly maybe even call me, then I feel it is a way to get things changed and get a reaction. I will fill out surveys for them.

Example, if I have a partnership type relationship with my printer, rely on them to perform to drive marketing efforts, the survey takes a minute, and they call to discuss, then I DO NOT get survey burn-out.

If you are just another printer, who puts out average work with no skin in my game, the survey doesn’t respect my time, and you do nothing when I gave feedback of any kind in the past, then I hate to get your survey, wouldn’t take it, and WOULD get survey burnt out quickly. I would be burnt out the first time I got a survey and maybe even use it as an excuse to stop using you because I was thinking of moving on anyway and needed a reason.

We get so many surveys, but the ones I take are the ones where I respect their business, enjoy working with them, they know me, or I know they will do something with my information.

I would argue that burnout is an indication that the supplier is missing something in their relationship with the customer or they lack an understanding of how frequently to go to the well for feedback or how to approach customers for feedback.

Associations, corporations, non-profits, small business owners always ask this question.  It is a loaded question, but here are a few things to consider.  Response rates can vary from <10% to >80% depending on a lot of things and how you approach the study.
 
1) Topic is very important.  How important is it to them to share their brain and heart??  Get inside their head and know their appetite for the topic you are throwing at them. 
 
2) Positioning is important.  You must sell the idea to participate.  I am not saying with incentives, but tell them why it is important TO THEM. 
 
3) Know your audience.  If your members are really engaged with you, you share lessons learned from previous surveys, then you have a great foundation for high response rates.  
 
4) If you don’t send out a survey a week to members then you have a good foundation.  Surveys should have meaning and pick your battles when asking members for help.
 
5) Try to keep them short whenever possible and tell them that.  “This is a five question survey that will only take 2 minutes”.  That will get better response then “This is a 125 question survey that will take you what feels like forever”. 
 
6) Think about each question before you send it to them.  Wording, clarity of purpose, understanding what information you want back and what format should be taken into account.
 
These all may seem obvious, but it is amazing how many surveys I get that start asking my gender, marital status, and income when frankly there is nothing in it for me, it is wasting my time, and I wonder what they plan to do with that information to get at me!   I just received a birthday card last week for a trip to the Virgin Islands.  It was my birthday the week before and that scared the *&*() out of me because they don’t know me, I don’t know them, it was a scam mailer, and I wonder what else they know about me.   Be relevant and respect your audience.

Many of us are timid to ask our most loyal customers for referrals.  We feel uncomfortable asking or don’t want to alienate an already loyal customer.  Sometimes we feel the loyalty may go down by being direct and asking the question “Do you know someone we could help as we help you?” 

A more subtle way to capture referrals is to tie the request for referrals into a customer feedback survey.  The way it works is that you send a customer a very short five question survey after your complete a job, complete a service, or ship a product.  One of the questions asks the ultimate question “How likely are you to recommend us to a colleague, friend, or family member?”  For all customers who click “Very Likely”,  you now know they are loyal, love you, are passionate about what you do for them, and are the customers most likely to recommend you.  They have self qualified themselves!  At that point when they click submit on the survey you direct them to a landing page to highlight your referral program along with any gift you want to offer.  It is that simple.  I have seen up to 5% of those filling out the survey offering referrals to help their supplier or vendor.  What an opportunity!   Just don’t forget to call them or thank them for the referral.  It is only common courtesy and it will feed the referral process.  

Just last week a small printer closed a $1,000 initial order with a referral by using this process and the newly acquired customer appears to be ready to give them future orders for other printing needs.  This process isn’t just for printers, but can work with insurance agencies, any service organization or business that relies on referrals to grow and prosper. 

So, don’t leave your loyal customers just buying from you.  Engage them in the selling process and expand your selling force.