leadership dot #5056: add-ons

Travel deal website Trivago seems to have taken a lesson from the airlines by trying to extract money from consumers for every little thing. Now, if you want customer service to answer the phone “faster,” you need to pay $4.99! (No mention of how long you will be on hold if you opt for the free standard phone support.)

In addition, the site got on the bandwagon of pervasive tipping, and now suggests an extra contribution of 3-10% to allow them “to keep developing more ways to save!” It sounds more like they are developing more ways to reduce the discount they are purportedly providing you.

Instead of bolstering profits, the nickel and dime mentality chips away at customer satisfaction and the brand’s reputation. Cut out all the extraneous charges and provide your service at one fair price.

Thanks, Meg!

leadership dot #5014: in-between

We fritter away so much time on our own, but when others make us wait, it seems like a travesty. Organizations have tried all kinds of tricks to reduce the psychological burden of waiting, including artwork, interactive displays, and winding paths to the destination. Delivery services let us track our merchandise every step of the way, so we know when that pizza or package will arrive at our door instead of constantly checking for it.

Logan Airport in Boston found a novel way to help passengers forget the wait for their luggage by installing a free nostalgic arcade in baggage claim. The hours flew by when my brother and I were in heated Pac-Man battles in the 1980s, and it is presumed that the same suspension of time would occur while waiting for the carousel to start rotating.

If you know that your audience will have to wait — whether for an appointment, entertainment, or their luggage — consider the wait time as an integral part of the overall customer experience. The smoother you can make the in-between, the better people’s overall perception of your organization will be.

Thanks, Meg!

leadership dot #5002: grumble

I was in a hospital gift shop where the two volunteer clerks were engrossed in conversation about the sparseness of the vending machine outside the store. “We should be in charge of that,” said one. “It’s terrible that there is nothing for visitors to eat when the cafeteria is closed,” said another.

They were both right: the vending machine had a meager selection of non-nutritious offerings, and if it were to be the source of your only “meal,” it would be seriously lacking. But in their attempt to provide better service to the hypothetical customers, they completely ignored the one in-person customer they had. Moreover, the conversation did not include any hint of action steps, and I got the sense that they were complaining, rather than improving.

Think about your response the last time something irked you. It’s easy to post a grievance on social media, complain to a confidante, or curse to yourself, but taking steps to resolve it takes some work. Your response may be as simple as using a city’s portal to report a need or sending an email to someone who can address the issue, or it could be more involved, such as preparing a proposal for the action you recommend. But the key is to do something to make things better, rather than just grumble about it.

leadership dot #4979: failures

I ordered a pair of Keds, and this is how they arrived: the box was torn and bent, one shoe was unlaced, and plastic bags were at the bottom of the box. They had obviously been returned — and also obviously had failed the quality inspection process.

It would be a perfect prop for a training seminar on the proper process for handling returns. Someone might not think it matters, but these shoes did not even look new and definitely could not be given as a gift.

If you have something that goes wrong — a bungled return, a misprinted piece, a customer complaint, or a defective product — save the evidence for future onboarding or training. Seeing the error is much more powerful than hearing about it.

leadership dot #4899: ruined

The local Chipotle has a business card holder with cards for the general manager and field leader. I always thought it was a nice gesture to feature them openly so guests could contact them.

Unfortunately, I needed to do so. I sat on a bench that had been slathered in furniture polish, with residual polish remaining. I had to leave the restaurant, go home, wash my jeans, coat, and purse, along with the seat of my car, where it transferred from my pants. It also got on the back of my brand-new sweater, and after three tries at the dry cleaner, the stain remains.

I contacted the people listed on the handy business cards — and heard nothing. Not as much as a reply, let alone an apology or compensation for my troubles and dry cleaning bill. It makes me angrier that they pretend to want feedback, but in reality, ignore it.

If you have any type of comment mechanism, take it seriously or don’t offer it at all. Raising expectations that you care makes the fall harder when it becomes apparent that you don’t.

leadership dot #4878: queso

Chipotle ran a 3-day deal offering free chips and queso to customers who ordered through the mobile app, and I was happy to take advantage.

When I went to pick up my food, there was a long line of people waiting, and one poor guy was frantically making all the to-go orders. Contrast that with three employees who were prepared to serve the walk-ins — but were standing around with no customers because more had ordered through the app to receive the deal.

Chipotle corporate incentivized mobile orders, but Chipotle local did not make staffing adjustments (or did not know) to accommodate the likely change in ordering habits. Thus, the free side of queso came with a side of frustration as we waited.

Much of the dislike of change could be mitigated if the people making the alterations considered who would be affected and communicated with them in advance. Don’t let the chips haphazardly fall wherever they may; let others plan for the change that is coming.

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leadership dot #4832: shovel

Here’s an example of an organization anticipating customer need and proactively meeting it.

The Green Bay, Wisconsin airport (GRB) knows that it snows a lot during the winter months, and consequently, it’s likely that those parking there will become snowed in while traveling. To facilitate their exit, the airport has shovels positioned throughout the lots for customers to use. How convenient!

Think about what people might wish they had and meet the demand in advance. Some buildings have umbrellas to borrow. Others put out dog bowls on summer days. Hotel rooms supply amenities that may be forgotten. It’s one thing to provide what is requested, but you can set the bar higher by anticipating and delivering before the ask.

Photo credit Shelly Morris Facebook

leadership dot #4822: think twice

Our Kohl’s has recently redesigned its checkout area to be the central point of service for all transactions. This includes purchases, of course, but also Kohl’s store returns, online order pickup and returns, Amazon returns, and Shopify returns. When I arrived at the store as it opened to process my return, there were already 16 people in line — none of whom were buying anything.

The line moved slowly as the cashiers encountered several bottlenecks. There were only two Amazon scanners, even though more than two people had those types of returns. My cashier did not know how to process Shopify returns, so another left her post to train her. The clerks were confused as to which box returns should be placed in. It was maddening for all.

When I received my return confirmation receipt, it included a coupon for 20% off on my next Kohl’s purchase. I threw it away, not because I couldn’t put it to use, but because I was not going to wait in this long return line to buy something.

I believe Kohl’s needs to decide if it is a store or a return depot. While they are undoubtedly benefiting financially from processing all these return transactions and from driving traffic to their stores, the current setup seems to drive people away from buying there. Before you consider add-on services, think twice about how it will impact your core purpose and return to that.

leadership dot #4815: updates

I have been engaged with two veterinary practices while I deal with a torn “ACL” in my dog Emma. Both could have done the surgery that was ultimately required, and I believe both would have done it well, but it was an easy choice to pick one vet over the other simply because of their communication practices.

At one place, Emma would go in for therapy, I would pick her up, and not much more was said. They didn’t share the plan, benchmarks, or progress; instead, they counted on me to trust that they were doing the right things. At the hospital that did the surgery, I received a packet of information and a meeting with the doctor to discuss options before I even booked the operation, and then throughout, I received regular texts, “Emma is going into surgery,” “Emma got through surgery well and is in recovery,” etc. I met with the doctor when I dropped her off and had an extensive review and “saw pictures of Emma’s new hardware” (i.e., x-rays of the pins and plates in her knee) when I picked her up. The same communication occurred when my other dog was spayed, including a weekend call from the doctor to check on her. As a nervous “Dog Mom,” the communication was comforting.

Remember that you are always delivering more than the product or service itself. The communication surrounding it goes a long way toward determining how people feel about what they received.

leadership dot #4812: fraud

I woke up yesterday to find a Fraud Alert text from American Express. When I called them, I learned that someone had tried to use my card to buy a $25 Starbucks eGift card. I think about the systems AMEX must have to flag such a minor purchase, especially at the holidays, when everyone is buying things outside their norm.

Not only did American Express deny the charge and alert me, but of course, they are issuing a new card. When I groaned at the prospect of changing my number in so many places where it is linked, plus the inconvenience of being without a card while I waited for a new one, the agent assured me that I need not be concerned. They were overnighting me a new card; they would automatically link my new card to all the places that I had recurring payments; I could use my current card for all physical transactions until the new card arrived, and they instantly linked the new number to my Apple Pay so I could use that for any online transactions today. Except for that initial phone call, I had to do nothing.

Two lessons as takeaways: 1) Create systems that catch minor issues before they become a major disruption, and 2) Develop processes that resolve any problems in the most seamless way possible. AMEX showed that doing these two things can make a bad situation a win-win for both the company and the customer.