“Kaleidoscope — Delivering Innovative Service That Sparkles” by Chip R. Bell (Greenleaf Book Group Press, $15.95).Bell uses a kaleidoscope analogy for customer service because no two customers are the same — just like the different patterns in the kaleidoscope. Every interaction with a customer presents a new “vision” for the parties involved. His customer-service patterns […]
Get Instant Access to This Article
Subscribe to Hartford Business Journal and get immediate access to all of our subscriber-only content and much more.
- Critical Hartford and Connecticut business news updated daily.
- Immediate access to all subscriber-only content on our website.
- Bi-weekly print or digital editions of our award-winning publication.
- Special bonus issues like the Hartford Book of Lists.
- Exclusive ticket prize draws for our in-person events.
Click here to purchase a paywall bypass link for this article.
“Kaleidoscope — Delivering Innovative Service That Sparkles” by Chip R. Bell (Greenleaf Book Group Press, $15.95).
Bell uses a kaleidoscope analogy for customer service because no two customers are the same — just like the different patterns in the kaleidoscope. Every interaction with a customer presents a new “vision” for the parties involved. His customer-service patterns draw their shapes based upon nine interrelated factors. Here are two that frequently influence and shape every customer's experience:
“Grace — Honor your customer.” Every customer that walks in your business made a conscious choice. You should feel graced by their presence. How do you show that? Start with the greeting — a customer's first impression. Replace the pushy “How can I help you?” with “Thank you for coming in today. Please let me know how I may assist you.”
Next comes the second impression — engage the customer. When responding to a customer's questions, avoid giving one-word answers because they cut conversations short. When a customer knows you're interested in what they're saying about their needs, the greater the likelihood they'll return.
“Ease — Take care of the flow.” As customers walk through your store, they see things that you don't. Why? You're too close to the forest to see the trees. Bell advises that you ask them to participate in a “detail treasure hunt.” Set it up by saying: “Thank you for being our customer. We're interested in your input on the store layout, displays, smells, background music, etc., and its offerings so we can improve your shopping experience. I'd appreciate it if I could walk with you and talk about what you see.” During the walk, ask questions about why they're affected by certain things — positive or negative. As an incentive, offer a discount off their purchase, or a gift card. Use their input to rethink how to improve the customer experience.
Also, when dealing with complaints, don't become defensive. View them as opportunities to gain a customer's trust. Empathize; show that you understand their issue, and you want to make things right. Complaint resolution increases customer loyalty.
Think about it: Customers talk, tweet, post, etc. about their experiences. What do you want them to say about your business?
• • •
“Endless Encores — Repeating Success through People, Products and Profits” by Ken Goldstein (The Story Plant, $22.95).
Goldstein, the former CEO of shop.com, tells the story of business travelers Paul and Daphne conversing about business while waiting for their flight. Their conversation centers on “what's up and what's next.” To frame your mindset, assume Paul's role. Here are some lessons Paul learned:
Success fades quickly when you believe that prior years' hits will ensure ongoing relevance. Think of rock 'n' roll. Bands like the Rolling Stones and AC/DC have endured and prospered because they're introducing new songs. New material ensures they maintain and grow audience appeal.
Success involves risk; get comfortable with the uncomfortable. While your customers are satisfied with what you offer now, think outside their box. Ford Motor did that when it introduced Synch, a hands-free communication and entertainment system. Was it perfect? No. But it was first. Message: “What else can we do for customers that can build our core business, too?”
An idea is just that — until there's a team that can build it into a viable product. It's all about talent. That doesn't mean that all the right people are all in the right places. The key question: Does the team aspire to “extraordinary?” If so, it will self-select those who are willing to settle for less, and jettison them. Teams with extraordinary aspirations understand that collaboration hones their talents and skills, which helps them achieve personal goals.
Key takeaway: “The only thing over that hill is another hill.” Find a way to climb it, or rest on your laurels and play “woulda coulda shoulda” after watching others climb.
Jim Pawlak is a nationally syndicated book reviewer.
