Make It Easy

Do you ever get frustrated or angry tripping over company policies and systems that make buying very difficult? I have spent much of my free time in the past two weeks trying to engineer a rework of a odd-size cooktop to replace an obsolete cartridge. (Yes, I am a do-it-yourselfer whenever I can be. And when I can't be I like to have a pretty good idea of what I'm talking about so I don't get ripped off by contractors).

Essentially I wanted to get the sizes, plug to plug compatibility, and other relevant information without a sales pitch for a new cooktop which would mean a new countertop and possibly even a new venting system. Do you think I could find that information easily from the manufacturer? Or two local appliance stores including the one I bought the original unit from? And the big box stores - forget it!

There's an old saying in retailing that far too many companies lose sight of. If you are a marketer, salesperson, customer service representative, engineer, designer, parts manager, equipment service manager, executive or what-have-you, if you are a person who has something to sell then make sure you never lose sight of that old retailing principle: "Make it easy for the customer to buy."

About me: Dan Pelley's career experiences range from the shipping room to the boardroom and the college classroom. He has worked in companies as diverse as metal stamping, foundries, pharmaceuticals, computers and electronic components, hospitals, nursing homes, motor carriers, distribution, retailers, social services, government, quasi-government agencies, a major art museum and an airline. He shares his experiences through programs and seminars for companies in New England and through this blog.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Robotic Customer Service

What an awful experience. My refrigerator has a recall - seems some of them have a tendency to catch on fire. After checking my model number and serial number to confirm that my unit was in the recall group, I called the toll-free number to schedule a service appointment to have the manufacturer correct the problem. My call was answered by a pleasant-voiced automated system that was totally cold and aloof. The voice spoke slowly and enunciated carefully which I think is a necessary part of the process when machines talk to people. The process was very structured with never an opportunity to talk with a live person about any concerns I might have with a device that has already caused several home fires. No, the call was structured to maximize the manufacturer's efficiency while wasting my time slowly walking through a process.

We started with model number (say it slowly so the computer can understand you). Then the serial number (slowly now). Now confirming that my unit was an offender, I was strongly urged to allow a no-charge service call to repair it. Okay so far. Home telephone number was next (slowly) recited to the computer. Then responding to prompts to confirm the recited number, and my name, and my address. (Note this is a company that already sent two recall notices to that very same name and street address). Next I held on while the next available service date was determined. (The system actually put me on a brief hold for that). Then I was prompted to accept or declined the offered 4-hour time slot on the next available date. I accepted. Now, I think, I'm good to go.

But wait, there's more. Now I'm told someone over 18 has to be home while the repair person is there. Not a problem for me, but why bring it up after the appointment is made. What if that was a problem for me? Finally came the clincher from the robot: "The service person will call you before coming to confirm you are home."

Now isn't that just dandy. I planned to work in the yard while I kill my morning waiting for their person to come fix their fire hazard product. But since my home phone is a land line, that's not going to work. So I guess I'll find things to do, so I'll be sure to get their call, so I won't inconvenience their service person and end up having to rebook this fire prevention appointment.

That ended the call. I didn't time the process, but I do estimate I could have completed the transaction with a real person in about half the time. Assuming of course I didn't have any other issues or questions. After all, they got what they needed. Who cares if I wanted to know if I should be watching for things (like smoke or flames) or listening for things (such as a whine in the compressor motor or perhaps the interesting sound of Engine 1 coming down the street).

I hung up thinking how coldly efficient, distant and aloof this manufacturer is about an inconvenience imposed on its customers by its defective product. That feeling was reinforced by the fact that no one programmed their computer to sincerely apologize for the inconvenience. To tell people how concerned they were about the problem. To let people know how much they value their customers. No apology. No empathy. No care. Not once during the call.

About me: Before becoming a full time educator, my career experiences included being vice president of a consulting firm, vice president - finance of a publishing company, vice president - sales support services for a manufacturing company and vice president - operations for a distribution company. As a full time educator working principally in Rhode Island (RI), Connecticut (CT) and Massachusetts (MA). I am pleased to share my experiences and business philosophies with managers at all levels, and I encourage Pelleyblog readers to share their experiences, philosophies and general thoughts as well.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Not Acceptable

A supervisor told me of a customer service representative trainee who appears to be a lost cause. She has a cold personality and comes across to customers as being uncaring, distant and aloof. She views her job as a means to a paycheck and nothing more. Her attitude toward helping other CSRs is "what's in it for me?" The supervisor recites that her training is not going well as she refuses to seek answers to customer questions. Instead, she refers them (passes them off to) more experienced CSRs. The supervisor also notes that her personality tends to scare people away. The supervisor then went on to tell me that the company may be reluctant to let her go as "she would be the type to file a lawsuit against the company."

Assuming the facts are as the facts were recited to me, my reaction is pure and simple. Her behavior is not acceptable. Period. A CSR must have a warm, caring and professional relationship with customers of all types. A CSR must have the ability to "own the customer's problem" and see it through to resolution. An employee who doesn't want to help other employees is not a team player. An employee who refuses to do anything that is legitimately requested of them is insubordinate. An employee who views their job as a means to a paycheck has no place in a company that strives for excellence.

If in fact a company fears terminating a poorly performing individual, then that poorly performing individual wins. The customers lose. The co-workers lose. The supervisors lose. The company loses. Of course a terminated employee can always sue. But a well documented case of dismissal for non-performance of duties, lack of cooperation and insubordination should survive a legal challenge.

About me: Dan Pelley teaches Managing People, a 16-hour program concerned with the topics of motivating people, developing positive attitudes, being more effective in getting the best out of each unique employee, and handling people problems. The program is offered to companies as an on-site program, and it is also offered on an open enrollment basis in Danielson, CT and Lincoln, RI.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Blah Blah Blah

I went to the post office yesterday to mail a package. Thankfully there was no line although each of the clerks on duty were serving a customer when I arrived. As I waited I couldn't help noticing that one clerk was busy weighing, labeling and otherwise attending to his customer, while the other was obviously gossiping away with a customer she knew. And gossiping. And gossiping.

Finally the other clerk said "next customer please" as he completed his customer's transaction. My transaction involved an overseas shipment with insurance and a customs declaration. It took about five to seven minutes to process all the paper. Meanwhile the other clerk was gossiping away while first one, then another, and then a third customer waited in line.

With my transaction complete, my clerk wished me a "good day" and then said "next customer please." I walked past the people waiting in line as the other clerk continued to process her friend's transaction as a pace far slower than her mouth was moving as she gossipped away.

"What dismal service," I thought; "In the private sector it would be unacceptable. But then again, why should it be tolerated in a quasi-government agency? I wondered how the other clerk felt as he was busy serving customers while she obviously had little regard for her work. And most of all, where was the supervisor of that operation? Who was in charge of making sure customers are served in the best possible manner? Especially in an organization that is experiencing severe competition for its products and services."

About Pelleyblog: We are striving to be a communication device for managers where many people can share their thoughts, ideas, opinions, perspectives and points-of-view. We focus on topics of interest to supervisors, group leaders, foremen, department managers, project managers, team leaders, assistant managers, associate managers, office managers, nurse managers, crew leaders, unit managers, and other first-line managers. But managers at all levels, and people interested in management topics are welcome and are encouraged to join us both as readers and participants.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

That's Who I Want

Had a conversation the other day about people who are good team players. One person told us of a person he knew who was a caring helpful person with a great attitude. Whether external customers or internal associates, she would go out of her way to be as helpful as she could be. If a co-worker needed information, assistance, a favor or a ride home she was there to help. Although other associates may be ready to serve the customer now, many customers will wait to speak with her. They know she is someone who listens to them and wants to be helpful to them in any way she can.

The person telling us about this great team player summed it up by saying: "That's who I want on my team!" And I will simply say: "Me too!" And to those who aspire to customer service excellence, you know you're doing well when the customer's will wait to be served by you.

About Pelleyblog: Pelleyblog focuses on management topics for supervisors and other first-line managers. We are an extension of Dan Pelley Educational Services which conducts management development programs primarily in Connecticut (CT), Massachusetts (MA) and Rhode Island (RI), although we also serve the other New England states. Pelleyblog welcomes and looks forward to new readers from any geographic location.

Copyright © 2009 Daniel W. Pelley
All rights reserved.