Make a Good First Impression

IN YEARS GONE BY, the acquisition of new customers was a company’s primary growth strategy. But as we analyze our businesses, we see that understanding and retaining the customers we have is a simple and positive way to create more profit.

Most businesses consider customer retention a critical business strategy, not just a marketing tactic. There is a broadening awareness that creating value is a viable way of creating profit. And so most companies have put a priority on keeping customers (and keeping them happy). Today, marketing is no longer the only department held accountable for customer retention. Responsibility for taking care of the customer is everyone’s business. But those people who touch the customer directly every day, all day, are those who shoulder a large portion of that responsibility.

There is a good reason every customer service representative is told on their first day with a company that they are the company in the eyes of the customer, because it’s true. Often the only contact a customer has with a company is through customer service. We’ve all heard the phrase “you never have a second chance to make a first impression.” It’s estimated that 68% of customers have their first contact with a company over the phone. How well do you handle that impression-day in and day out?

Whether you run an established customer service center or are just starting one, here are some guidelines for creating the kind of environment to masterfully create positive impressions with customers.

* Know what you are there to do. Be clear on why customer services exist and the importance of the department to the overall well-being of the company. Be able to articulate your vision and mission in real, concrete terms, and connect each person’s job to the larger picture. There is nothing more frustrating for a new employee than to be unclear about what it is they are there to do.

* Elevate customer service to the position it deserves. These people touch your customers every day. Does your company respect and honor their role in the process of getting and keeping customers? Make sure you are always stressing the critical nature of their positions throughout the company. These are your primary touch points with the customers. If emotional bonding to the company is going to occur, it will occur here first.

* Scrupulously examine the culture. A customer-caring culture begins with an employee-caring culture. Does everything you say and do affirm the importance of people over process? Do you frequently ask for the opinion and advice of the people on your staff? Do you treat your people as well as you want them to treat the customers?

* Examine your own behavior as a manager. People do what you do, not what you say. One of the complaints I hear inside companies is about managers who don’t walk their talk. They get all fired up with an idea-and then they want you to make all the changes. Scream foul. It’s hard to tell your manager, or for people to tell you, that your style isn’t congruous with your story. But you can’t expect people to change if you are not willing to change.

* Develop a hiring procedure focusing on attitude. Profile what works for your company. Is there a particular type of person who does well in your culture (quiet and bookish, or zany and sharp)? If your market is grandmothers, you better have some highly skilled socializers; if you support high-tech to high-tech you will hire differently than if you sell high-tech to consumer. Focus on attributes such as creativity, resourcefulness, adaptability and flexibility. Remember the adage: Hire for attitude, train for skill.

* Create standards. If your company doesn’t already have standards, develop a non-negotiable baseline set for your group. Make sure they are in alignment with the company’s vision and mission, but make them relevant for your purposes. The standards need to be clear and articulated in plain language, and everyone must demonstrate that they understand them (in their own words).

* Institute a recovery process. Make sure everyone understands how the company wants employees to deal with angry customers. Knowing that customers whose complaints and problems are addressed on the spot are more likely to return and become loyal over time makes recovery a loyalty issue. Practice recovery skills like you would a fire drill.

* Create a positive environment. Use positive and empowering language. Watch the use of negative words-customers hate them. Make the company a fun, energizing place to work. Positive language, inspirational signage and a lighthearted outlook can help.

* Saturate the company with the faces and voices of the customer base. Help bring the customers alive. Get the staff out to meet customers or have them come in to meet the staff. Involve staff members in research work. Take photos or videos and bring them back to the office. Run a contest with your customers and get them involved with your people. Show pictures of staff members to customers and encourage customers to send you pictures of them and your product.