Why is it when I go to some big box retailers and ask for some help in my buying decision there is nary a sales person present? And if I want an item gift wrapped after 6pm, the wrapping department is closed. Why is that? Is it because there are not enough "Yes Men" or Yes Women"? Have these people been trained to say, "we cannot solve this issue" as sweetly as possible; always smiling and saying "I wish I could help you, but the company says blah, blah, blah". Why is that?
Because they have no incentive to get to Yes.
In over 85% of the cases, they just don't care. The remaining 15% will try to help you, even working to gift wrap the packages themselves...under penalty of Big Brother and The Holding Company (Sorry Janis)
On the other hand, when I go to my local mom and pop retailer, they are almost killing themselves to wait on me, to sell me something, to gift wrap it,to thank me profusely for my business and to ask me to join their E-mailing list. Some will even deliver it to my home if it is too heavy. They get it. They get to Yes quickly and consistently.
If you find your employees are too busy apologizing to customers for lack of service or just lack the service skills they need to get to Yes, then send them to one of these big box retailers and let them ask for something out of the ordinary. They will soon understand the frustration your customer feels when your employees cannot get them to Yes.
If you find them saying that "the task is impossible or we don't do that here", ask them to go to the DMV or the Post office for a wonderful experience. "Can't mail that package; too heavy; box is too big; needs more wrapping and so on might be just some of the things they will hear at Uncle Sam's post office. UPS, Fed Ex and any of the "for profit" companies will gladly take your package and give you whatever you need to ship that puppy.
It doesn't matter if you are a small company, a big company, a government bureaucracy or a family entertainment center, ALL of your people need to get to Yes every time they interact with a customer. Every single time. With no exceptions.
If they don't believe how important this is or don't understand your insiistence on this issue, give them this sticker to put up on their refrigerator door: "Dear Customer; Thanks for the Food".
Maybe that will get them to Yes and get you to greater profitability.
Wednesday, September 2, 2009
Monday, August 31, 2009
The Labor Day Question
For the past 30 years, Labor day has always signaled the kick off of the league season. It was, and is, a time of wonderment. "Will our leagues fill in as they have in the past? What will my season look like? Can I fill those holes that I ended up with last year?"
With today's technological advances in data base marketing, the use of social media networking, emailing and IM'ing, you should have those answers now, before Labor day.
You do have them don't you?
If you do not have those answers, it's just another reason to get your data base tuned up and optimized to bring in new customers and to get existing customers to come back .
Speak to the experts at www.bowlingrewards.com
or the folks at www.kidsbowlfree.com
Otherwise, there will be surprises.
And surprises are only appreciated at Birthdays.
With today's technological advances in data base marketing, the use of social media networking, emailing and IM'ing, you should have those answers now, before Labor day.
You do have them don't you?
If you do not have those answers, it's just another reason to get your data base tuned up and optimized to bring in new customers and to get existing customers to come back .
Speak to the experts at www.bowlingrewards.com
or the folks at www.kidsbowlfree.com
Otherwise, there will be surprises.
And surprises are only appreciated at Birthdays.
Friday, August 28, 2009
Compared to Who?
It is that time of year again, when many entertainment venues, especially bowling centers, are working over time to make sure their league customers are coming back, that their centers are in the best possible shape and that their staffs are trained and ready to go.
At the same time this full court press on league development is occurring, these same venues also make critical decisions on open play pricing; new league and casual play product offerings as well as how to best communicate these offers to their customers. Too often, these decisions are based on what other bowling centers are doing. The comparison is usually only made between one center and neighboring centers.
Now, if there are similar centers with similar services and similar price/value products, how will the customer choose? What will make one center stand out over others? What benefit, or set of benefits that you can implement, will persuade the customer to choose your center instead of "the other guy"?
The problem is in the comparison.
You're measuring yourself against the wrong matrix.
Compare your entertainment center to Disney or Nordstrom or Zappos.com or any of the great service providers. These providers are your benchmarks, not the center down the street, around the corner or across town.
When I was a high school basketball player and wanted to improve my basketball game, I had to play against better players to learn better moves and to to have my skills challenged. It didn't do me any good to play against players of similar skill levels or lesser levels; after all what could I learn?
If you continue to measure yourself similar centers, you are comparing yourself to businesses with similar skill levels. What will you learn? What can you improve? What benefits and attributes can you take away from these other great providers and apply to your center?
Raise the measurement bar, compare yourself to better service providers and you will raise your customer awareness, initial attendance and repeat business.
So when you say your center is "better" or gives "great customer service", ask one more question, "compared to who?"
At the same time this full court press on league development is occurring, these same venues also make critical decisions on open play pricing; new league and casual play product offerings as well as how to best communicate these offers to their customers. Too often, these decisions are based on what other bowling centers are doing. The comparison is usually only made between one center and neighboring centers.
Now, if there are similar centers with similar services and similar price/value products, how will the customer choose? What will make one center stand out over others? What benefit, or set of benefits that you can implement, will persuade the customer to choose your center instead of "the other guy"?
The problem is in the comparison.
You're measuring yourself against the wrong matrix.
Compare your entertainment center to Disney or Nordstrom or Zappos.com or any of the great service providers. These providers are your benchmarks, not the center down the street, around the corner or across town.
When I was a high school basketball player and wanted to improve my basketball game, I had to play against better players to learn better moves and to to have my skills challenged. It didn't do me any good to play against players of similar skill levels or lesser levels; after all what could I learn?
If you continue to measure yourself similar centers, you are comparing yourself to businesses with similar skill levels. What will you learn? What can you improve? What benefits and attributes can you take away from these other great providers and apply to your center?
Raise the measurement bar, compare yourself to better service providers and you will raise your customer awareness, initial attendance and repeat business.
So when you say your center is "better" or gives "great customer service", ask one more question, "compared to who?"
Tuesday, August 25, 2009
Good to Great
In his new book, "Outliers", author Malcolm Gladwell claims that the difference between good and great is about 10,000 hours. In studying great musicians, artists, business people and other creative types who practice their trade, he noted that the "great" performers, those who are truly outstanding, have devoted 10,000 hours or more to their endeavors. These are the few who are truly great.
In real terms, that means if you had spent 20 hours a week at your chosen profession or craft for 10 years you would have put in over 10,000 hours, and because of that, you should be a great performer; a truly "world class" performer.
Being "good" at what we do makes us just average, but being "great" requires that we hone our marketing and management skills to a fine edge over a 10,000 hour period; that what we do every day is being done with a surgeon's skill. "Precision Marketing" as I call it means that we understand the problem definition process, understand strategy, tactics and implementation time lines. The great ones know how to get it done and how to get it done right. There is no room in today's brutally competitive environment to miss a note, to play off key or to miss a stroke. The great ones always perform.
For those of us in the entertainment business who have put in this kind of time, how many of us feel we are truly great? How many of us can look at issues and quickly, with precision accuracy, define the issues as well as developing potential solutions?
If you haven't put in your time and spent the 10,000 required hours, what would you do now to become great at what you do?
In real terms, that means if you had spent 20 hours a week at your chosen profession or craft for 10 years you would have put in over 10,000 hours, and because of that, you should be a great performer; a truly "world class" performer.
Being "good" at what we do makes us just average, but being "great" requires that we hone our marketing and management skills to a fine edge over a 10,000 hour period; that what we do every day is being done with a surgeon's skill. "Precision Marketing" as I call it means that we understand the problem definition process, understand strategy, tactics and implementation time lines. The great ones know how to get it done and how to get it done right. There is no room in today's brutally competitive environment to miss a note, to play off key or to miss a stroke. The great ones always perform.
For those of us in the entertainment business who have put in this kind of time, how many of us feel we are truly great? How many of us can look at issues and quickly, with precision accuracy, define the issues as well as developing potential solutions?
If you haven't put in your time and spent the 10,000 required hours, what would you do now to become great at what you do?
Wednesday, August 19, 2009
The Good. The Bad. And The Ugly
This is the story about a good customer service experience and a bad customer service experience from the same company, all in about a space of 37 minutes.
On a recent business trip, I was slowly making my way from Toronto to NYC, when a severe thunderstorm interrupted those plans and caused me to get canceled out of a connecting flight from Philadelphia to NYC. I quickly jumped on my cell phone and within a pretty short time was able to get a hotel room at the local airport as well as make train reservations to see a client in Annapolis the following day
In a fairly agitated state of mind, I told the Fairfield INN reservation lady my plight and asked for a room at the Inn. She proceeded to give me all the guarantee information and "if I should cancel I would be charged". She paid absolutely no attention to the fact that it was 1235am and I needed a room NOW; not after 6pm on the same day. When she made the reservation for me, she again repeated the corporate policy. I interrupted her and said, "thank you but I know all that". Her reaction? A very curt good bye accompanied by a very abrupt "hang up". Click and she was gone.
At that point, I did not know where to catch the shuttle bus to the hotel, what terminal I was at or when the driver would be coming to pick me up. A quick call to the Inn and they reassured me where to get picked up and that the driver would be on his way.
Once at the hotel, check in proceeded . As I inserted my key into the room and opened the door I saw two people were "kind of" sleeping there. After the appropriate screams, I went back to the desk manager and told him what had just occurred. The manager was mortified and immediately called the room, personally apologized to the people and told them he would give them a remunerative credit. He offered me an upgraded room at the same cost, apologized profusely and gave me a credit for a future stay.
Great service and bad service from the same company in one short period. The "good" was negated by "The bad". How often does that happen in your business?
To be remarkable, you have to be consistently consistent.
On a recent business trip, I was slowly making my way from Toronto to NYC, when a severe thunderstorm interrupted those plans and caused me to get canceled out of a connecting flight from Philadelphia to NYC. I quickly jumped on my cell phone and within a pretty short time was able to get a hotel room at the local airport as well as make train reservations to see a client in Annapolis the following day
In a fairly agitated state of mind, I told the Fairfield INN reservation lady my plight and asked for a room at the Inn. She proceeded to give me all the guarantee information and "if I should cancel I would be charged". She paid absolutely no attention to the fact that it was 1235am and I needed a room NOW; not after 6pm on the same day. When she made the reservation for me, she again repeated the corporate policy. I interrupted her and said, "thank you but I know all that". Her reaction? A very curt good bye accompanied by a very abrupt "hang up". Click and she was gone.
At that point, I did not know where to catch the shuttle bus to the hotel, what terminal I was at or when the driver would be coming to pick me up. A quick call to the Inn and they reassured me where to get picked up and that the driver would be on his way.
Once at the hotel, check in proceeded . As I inserted my key into the room and opened the door I saw two people were "kind of" sleeping there. After the appropriate screams, I went back to the desk manager and told him what had just occurred. The manager was mortified and immediately called the room, personally apologized to the people and told them he would give them a remunerative credit. He offered me an upgraded room at the same cost, apologized profusely and gave me a credit for a future stay.
Great service and bad service from the same company in one short period. The "good" was negated by "The bad". How often does that happen in your business?
To be remarkable, you have to be consistently consistent.
Saturday, August 15, 2009
Woodstock
Forty years ago this weekend,the seminal event that defined a generation took place in Bethel NY. At this "quaint little music event" held on Max Yagur's farm in Bethel NY, millions of young people, hippies, flower children and other labeled types of people descended on this town for a weekend of music, love and fun.
Who would have thought that 40 years later those who attended this Woodstock event would be reminiscing about it and telling their friends "I was there". It probably never occurred to these people that 40 years later this concert would be analyzed, dissected, defined, redefined and discussed to the degree that it has been discussed; so much so that the legend of Woodstock grew larger every year.
Many people who attended the concert did so on a whim, not knowing what it would mean to them for the rest of their lives, not knowing that amongst the music and good "vibes" there would be rain, mud, lack of food and shelter and massive traffic jams to endure.
No doubt Woodstock mania must drive the younger generation nuts because it is another reminder of how the baby boomer generation had endured the isolation; the feelings of being disconnected and stranded and how everybody slept in the rain because no one wanted to miss Jimmy or Janis or Richie sing their songs.
Current young people may have their own concerts with hundreds of thousands of people in some remote location listening to music, eating and drinking and just having a heck of a good time. With one exception, young people today would never be cut off from the rest of the world.
From texting to twittering to IM-ing to emailing, young people today never feel that sense of being 'cut off; of being isolated and alone. No, they are all connected and always will be. Even as I write this, there is someone in some garage figuring out a new social network idea to "revolutionize" the way we communicate and market our products.
The message to remember is: their "connectivity" and the ability to spread your message far more quickly then ever before, while perhaps started by the younger generation is by no means confined to the younger generation.
Give your customers a Woodstock experience that they will be talking about until they are "64"!
Who would have thought that 40 years later those who attended this Woodstock event would be reminiscing about it and telling their friends "I was there". It probably never occurred to these people that 40 years later this concert would be analyzed, dissected, defined, redefined and discussed to the degree that it has been discussed; so much so that the legend of Woodstock grew larger every year.
Many people who attended the concert did so on a whim, not knowing what it would mean to them for the rest of their lives, not knowing that amongst the music and good "vibes" there would be rain, mud, lack of food and shelter and massive traffic jams to endure.
No doubt Woodstock mania must drive the younger generation nuts because it is another reminder of how the baby boomer generation had endured the isolation; the feelings of being disconnected and stranded and how everybody slept in the rain because no one wanted to miss Jimmy or Janis or Richie sing their songs.
Current young people may have their own concerts with hundreds of thousands of people in some remote location listening to music, eating and drinking and just having a heck of a good time. With one exception, young people today would never be cut off from the rest of the world.
From texting to twittering to IM-ing to emailing, young people today never feel that sense of being 'cut off; of being isolated and alone. No, they are all connected and always will be. Even as I write this, there is someone in some garage figuring out a new social network idea to "revolutionize" the way we communicate and market our products.
The message to remember is: their "connectivity" and the ability to spread your message far more quickly then ever before, while perhaps started by the younger generation is by no means confined to the younger generation.
Give your customers a Woodstock experience that they will be talking about until they are "64"!
Tuesday, August 11, 2009
Maybe It's a Problem with the Bowl
Lots of small business owners bump their heads against figurative walls when trying to grow. No matter what they do, nothing seems to change.
I would like to suggest that perhaps the simple Goldfish can offer some aid in illustrating my point today. Anyone who has owned more than one Goldfish, for more than a month, can attest to the fact that these fish will grow only to the extent of the size of the bowl or tank they live in. So, if you're experiencing problems growing your business, maybe it's not the fish, maybe it's a problem with the size of your bowl.
Here's a little of what I mean -
If you want to grow, it's not enough to just do more of what you are currently doing:
You must grow your definition of what's possible
You must be confidently willing to charge much more than you do currently
You must clearly raise your sites on what makes an ideal customer for your center
You must re-evaluate how you go to work each day and what you decide is a priority
You must consider finding vendors that can help you get where you are going
You must make receiving a referral from every customer the goal of customer service
You must enjoy swimming in open water, trusting that the other side of the tank will appear!
OK, maybe a little goofy to make a point, but it's better than getting flushed down the toilet; the fate of far too many a Goldfish and small business
I would like to suggest that perhaps the simple Goldfish can offer some aid in illustrating my point today. Anyone who has owned more than one Goldfish, for more than a month, can attest to the fact that these fish will grow only to the extent of the size of the bowl or tank they live in. So, if you're experiencing problems growing your business, maybe it's not the fish, maybe it's a problem with the size of your bowl.
Here's a little of what I mean -
If you want to grow, it's not enough to just do more of what you are currently doing:
You must grow your definition of what's possible
You must be confidently willing to charge much more than you do currently
You must clearly raise your sites on what makes an ideal customer for your center
You must re-evaluate how you go to work each day and what you decide is a priority
You must consider finding vendors that can help you get where you are going
You must make receiving a referral from every customer the goal of customer service
You must enjoy swimming in open water, trusting that the other side of the tank will appear!
OK, maybe a little goofy to make a point, but it's better than getting flushed down the toilet; the fate of far too many a Goldfish and small business
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