Questions: The Customer is Always…?
September 27, 2011 by Joyce Richman · Comments Off
Q: How does a retailer, operating a very legitimate business, protect his/her company from misguided customers who are very clearly inappropriate in their demands and yet threaten all types of exposure and legal measures to get their way? Seems to me that this is a form of extortion… the customer isn’t always right!
A: I asked several local retailers their take on the subject and received a variety of responses from them. Here’s a sampling:
“It’s important that the store establish clear return policies, that all sales associates are aware of those policies and that all customers are treated equally. Management has to have back bone and not roll over when dealing with particularly difficult customers.”
Another storeowner suggests that you “find out what the customer really wants, which can be different from what they first tell you. There’s usually room to negotiate. When there’s not, you have to assess your risk. If what you’ll lose is greater than what you’ll gain, fold.”
A reaction that got my attention was the store manager who said, “if I’ve done all that is reasonable and acceptable and the customer begins to threaten me, I call over a sales associate to witnesses and document the encounter. I ask the customer to review the report and sign it as a fair and accurate representation of what has been said, which I then turn over to our company attorney. When the customer sees that strong-arm tactics don’t intimidate me, he or she usually backs off. We have a loyal following of customers who do repeat business with us, so what I’m describing is a highly unusual occurrence. But when it does happen, we’re ready.”
Here are a few responses that take us in a totally different direction:
“If sales and service associates and their managers were to handle the situation better at the outset it wouldn’t escalate to the point that the store owner would have to enter the fray.”
And this from a sales person: “We follow the rules that we’ve been given and don’t give in to customers whose requests are totally out of line. What typically happens is that the customer gets angry and wants to talk to the manager. The manager comes over and gives in. That makes us look bad in the eyes of the customer. No wonder they pitch a fit; they know some higher up is going to give in to them.”
The majority indicated that there has to be give and take on the part of both the retailer and the customer so that each can feel whole, or at least not harmed, as a result of a difficult exchange.
As anyone who works with the public knows, there are a wide variety of customers to serve. Most are pleasant, honest people who treat others with respect and want the same in return. Some are not so pleasant or honest, and that’s how it goes. If retail sales and service is the job you’ve signed on to do, it’s up to you to figure out how to deal appropriately with all your customers, not just the ones you like.
In all likelihood, you’ll receive training on the basics of the product you sell. If you need more help, ask for it. It’s less likely you’ll be taught the rules of good customer and quality service. Your boss will probably assume you have the good manners and good sense to relate to all customers in ways that are responsible and appropriate.
You’re paid to determine your customer’s needs, to match your product to that need, and to follow through with service that encourages the customer to buy again and often, and to bring friends with money.
Your effectiveness and success is based upon more than product and pricing knowledge. It’s determined by your ability to connect emotionally and intelligently with the customer. To do it all, takes attention and desire. In other words, you’ve got to care. If you don’t, the consuming public would rather you do something else with your professional life.
* * * *
Yes! You may use this article by Executive and Career Coach, Joyce Richman, in your blog, article in your blog, newsletter or website as long as you include the following bio box:
Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started her own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.
Both Sides of the Same Coin
May 17, 2011 by Joyce Richman · Comments Off
A recent reprint of an archived Ann Landers column from 2000 is just as relevant today as it was when it was first printed. It was practically on fire with letters from customers who were fed up with the attitude of retail clerks.
I was struck by the irony of what these letter writers were saying:
“If you don’t like people and consider them an interruption or a nuisance, go find another job.”
“Within driving distance of your store, there are five stores that carry the same items. If I am treated well, I’ll be back to see you. If you want me to come back, you will thank me for coming in and make me feel welcome.”
What’s the irony? The words they chose are almost identical to those I hear unhappy retail associates use to describe their bosses:
“If they don’t like to manage employees, and consider them an interruption or a nuisance, they shouldn’t be doing that job.”
“If they’d treat me well, if they made me feel welcome, and showed a little appreciation once in a while I’d want to work for them.”
And then there are the customers. Most are likeable and agreeable, just like most managers and associates, while others are ready to do battle over just about anything.
Some customers are somewhere in the middle. They just want to make a purchase and go home, unscathed from the experience.
Suit up, kids, we’re going shopping. Fly cover for me when I go into the department store and I’ll protect you on the ground at the toy store.
Yes, we know. People are stressed out and sleep deprived and that’s why they’re irritable. But is that reason enough to justify incivility or are they just excuses for uncivilized behavior?
Rude bosses, customers, and employees are so busy jabbing fingers at each other, someone’s bound to get stuck in the eye. Each group is competing for “most ugly” and it’s a toss up as to who’s going to win.
Before we rush to judgment, let’s put this into perspective. The Pareto Principle states that A small number of causes is responsible for a large percentage of the effect… usually a 20 percent to 80 percent ratio.
With that in mind, let’s address 20% of the managers who are creating 80% of this mess.
Managers: Some people are relationship managers, and others are not. It sounds like you’re part of the “not” population. You can learn how to do it right but it takes more than one training class and reading one book. It takes a commitment to doing the right thing for people, every day.
If you don’t have the energy or desire to manage with courtesy and consideration, please stand down.
Sales associates: Same song. Second verse. You’re in the relationship business, not the jewelry, men’s wear, or grocery selling business. If you take the time to understand your products and meet the needs of your customers, in a respectful manner that encourages them to return to do business with you and your company, you’ve done your job. If you don’t and you won’t, you’re in the wrong line of work. Your negative attitude shows and its generating much of the negative response you’re getting.
Customers: No matter the size of your purchasing power, that power alone does not justify your rude or arrogant behavior. No matter the rush you are in or your position in the community, the office, or your home, it doesn’t justify your push to the front or brusqueness from the rear.
Twenty percent. That’s all it takes to create chaos and hostility among the eighty percent on the receiving end of your bluster.
Eighty percent. Good for you. As managers, associates, and customers you do us proud. Keep it up and encourage the rest to step up or step out of line. All that shoving and poking is giving the rest of us a collective black eye.
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Yes! You may use this article by Executive and Career Coach, Joyce Richman, in your blog, article in your blog, newsletter or website as long as you include the following bio box:
Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started her own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.
Questions: The Customer is Always…?
February 8, 2011 by Joyce Richman · Comments Off
Q: How does a retailer, operating a very legitimate business, protect his/her company from misguided customers who are very clearly inappropriate in their demands and yet threaten all types of exposure and legal measures to get their way? Seems to me that this is a form of extortion… the customer isn’t always right!
A: I asked several local retailers their take on the subject and received a variety of responses from them. Here’s a sampling:
“It’s important that the store establish clear return policies, that all sales associates are aware of those policies and that all customers are treated equally. Management has to have back bone and not roll over when dealing with particularly difficult customers.”
Another storeowner suggests that you “find out what the customer really wants, which can be different from what they first tell you. There’s usually room to negotiate. When there’s not, you have to assess your risk. If what you’ll lose is greater than what you’ll gain, fold.”
A reaction that got my attention was the store manager who said, “if I’ve done all that is reasonable and acceptable and the customer begins to threaten me, I call over a sales associate to witnesses and document the encounter. I ask the customer to review the report and sign it as a fair and accurate representation of what has been said, which I then turn over to our company attorney. When the customer sees that strong-arm tactics don’t intimidate me, he or she usually backs off. We have a loyal following of customers who do repeat business with us, so what I’m describing is a highly unusual occurrence. But when it does happen, we’re ready.”
Here are a few responses that take us in a totally different direction:
“If sales and service associates and their managers were to handle the situation better at the outset it wouldn’t escalate to the point that the store owner would have to enter the fray.”
And this from a sales person: “We follow the rules that we’ve been given and don’t give in to customers whose requests are totally out of line. What typically happens is that the customer gets angry and wants to talk to the manager. The manager comes over and gives in. That makes us look bad in the eyes of the customer. No wonder they pitch a fit; they know some higher up is going to give in to them.”
The majority indicated that there has to be give and take on the part of both the retailer and the customer so that each can feel whole, or at least not harmed, as a result of a difficult exchange.
As anyone who works with the public knows, there are a wide variety of customers to serve. Most are pleasant, honest people who treat others with respect and want the same in return. Some are not so pleasant or honest, and that’s how it goes. If retail sales and service is the job you’ve signed on to do, it’s up to you to figure out how to deal appropriately with all your customers, not just the ones you like.
In all likelihood, you’ll receive training on the basics of the product you sell. If you need more help, ask for it. It’s less likely you’ll be taught the rules of good customer and quality service. Your boss will probably assume you have the good manners and good sense to relate to all customers in ways that are responsible and appropriate.
You’re paid to determine your customer’s needs, to match your product to that need, and to follow through with service that encourages the customer to buy again and often, and to bring friends with money.
Your effectiveness and success is based upon more than product and pricing knowledge. It’s determined by your ability to connect emotionally and intelligently with the customer. To do it all, takes attention and desire. In other words, you’ve got to care. If you don’t, the consuming public would rather you do something else with your professional life.
* * * *
Yes! You may use this article by Executive and Career Coach, Joyce Richman, in your blog, article in your blog, newsletter or website as long as you include the following bio box:
Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started her own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.
The Spirit of Service
January 4, 2011 by Joyce Richman · Comments Off
Don’t get me started on my telephone service. I’ve already blown too much time trying to report a telephone number that is out of order.
It started last night when I received voice mail from an out of state client requesting an urgent consult. He asked that I return his call as soon as possible. I began the quest as soon as I received his message.
His line rang busy. It continued busy into the evening. I tried his line again this morning, and to my frustration, the busy signal continued. Aha. I realized it was probably out of order, that I would report it, and get on with my life.
That wasn’t going to happen.
Remember how easy it used to be? Before they took away all the humans and replaced them with technology. I won’t bore you with the details. Suffice it to say, there is no “press” anything for reporting a phone line problem when it isn’t your own and it is out of town. And I did manage to talk to telephone humans. But they have no telephones.
“I don’t have a phone. I can’t report your problem.”
They can’t report problems. They give you numbers to call. Those numbers are connected to recordings that signal options that I don’t need.
Welcome to the high tech version of, ”it’s not my job”.
“It’s not my job” is an attitude that turns into a behavior that turns customers against servers, from whatever the source.
You’ve all experienced those frustrations, and you know the ”I’m climbin’ over this counter and we’ll see whose job it is!!” feelings, You also know that your experiences are not limited to any one telephone service, airline, or drycleaners.
Thankfully, there’s a flip side to the story:
I recently had an minor accident that required medical attention. Rather than head to a local emergency department and miss my flight, I figured that if it got bad enough, I’d take care of it at my destination. By the time I reached my hotel, I realized that I needed to get some help. The hotel staffers were excellent and went the extra mile to be sure that I was properly tended to. Even after I sounded the “all clear” they continued to check to see how I was doing.
I was so impressed with the hotel’s manner of service, that I spoke with the front desk manager and asked what she thought contributed to that outcome. This is what she said:
“I hire people who genuinely want to be here and want to work with the public. Although I look for individuals who are good with the details and getting the job done, our reason for being is to serve those who choose to stay here. We realize that it’s about choice. Demonstrating that we care about serving them, in an efficient, effective, and caring way, is what we’re all about.”
She went on to describe the ways that managers and supervisors are supportive of their staff and reinforce a “winning spirit” throughout their organization.
I wrote to the president of the hotel chain, praising what this young woman had been able to achieve at their hotel.
Fast forward. Another hotel. Another city. Another accident. Not mine, not terribly serious, but to my colleague, it was and it needed attention. He put in a call to the hotel operator. The operator suggested the concierge. The concierge was on break and the call rolled over to the front desk. The front desk had people to check out and she tossed the call to housekeeping. Housekeeping suggested maintenance and maintenance laughed out loud.
No one had a clue how to help nor demonstrated a desire to get any.
“I can’t help you. Good-bye”.
“I don’t know where you should go, call someone else.”
“No one can help at this extension. Call back this afternoon.”
In the former hotel, every staff person that I met was cheerful, helpful, and efficient. The employees in the latter hotel appeared neutral at best, rude at worst, and when they lost our stored luggage, inefficient, too.
I don’t know what isn’t working at that hotel, but whatever it is, it needs fixing. Is anything broken where you work? If so, it probably shows, to more people than you want knowing about it.
Employees should want to be where they work, or they should leave. They should be hired to do what they do best, in an environment that supports success.
Employees deserve feedback that is instructive, helpful, and timely. They should receive it from those who practice the way that it ought to be. Employees should realize that no one is obligated to spend their disposable time or money where it benefits them least. And if no one buys a ticket, no one gets paid.
* * * *
Yes! You may use this article by Executive and Career Coach, Joyce Richman, in your blog, article in your blog, newsletter or website as long as you include the following bio box:
Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started her own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.
