We hear a lot about fake news these days – what’s real and what’s fake is sometimes hard to know. That’s not the case when it comes to customers “reading” your culture.
Let me recount my experience with 3 upmarket restaurants in Sydney, Australia.
Sydney has many fine restaurants. I will compare my experience at two of these – Aria is at Circular Quay looking at the opera house and the Sydney Harbor Bridge and Jonah’s is on a cliffside on Sydney’s northern beaches overlooking Whale Beach and the Pacific Ocean. Both serve fine dining at expensive prices with excellent food.
I decided to book Jonah’s for my wife’s birthday and asked for a table next to the window overlooking the ocean. I was told this was not possible and when I asked why, I was told by the manager that there are many factors that they use to decide who have the window tables – when the booking was made, how many people are in the party, what the booking levels are for that particular day. I was making the booking more than a week in advance and on a weekday at the earliest lunchtime sitting, but still could not be told whether I would get a window table. Choices were 12 noon or 1.30pm. He said, “ we are very busy, we get tours and we decide on the day where people sit.” There was an arrogant tone in his voice so I decided to try Aria.
The call to Aria was a totally different experience. “Yes, we can give you a window table, would you like a surprise cake for your wife’s birthday?” You can choose your time of arrival – “12.30pm is fine and you can stay the whole afternoon.” Aria is just as busy as Jonah’s but you have a completely different mindset. At Jonah’s it is all about their convenience, their operational procedures, their rules for organizing tables. At Aria, it is about what the customer wants and how can they be satisfied. You cannot fake it. The customer mindset exists or it doesn’t. The customer knows this with a simple phone call.
Then there is the dining experience. My wife and I went to Pilu, a Sardinian specialty restaurant at Freshwater beach on Sydney’s northern beaches. This too is an upmarket restaurant. What impressed us about this restaurant was the staff. The sommelier knew every detail possible about the wines, the server knew exactly what was in each dish and could explain it. Both established a relationship with us by telling us about their hometown in Italy. They were not rushed, were patient with our questions, answered them fully and made suggestions. At the time of payment, the manager told us how much of a team effort was involved and how his team worked together to make a memorable experience for their guests. At the end of the evening, they asked if we would like to give them information on our birthdays and we would be offered a 5-course degustation meal free at that time. We happily signed up and provided the information they wanted.
A customer culture only exists when it is authentic and all employees are part of a happy, collaborative team, knowing that it is the customer that is the center of their world. It can’t be faked. It’s the difference between getting the business and creating advocates and not getting the business and getting bad reviews.
How do you get it? You will find many of the answers in our book: The Customer Culture Imperative.
Posted in Authenticity, Customer Centric Culture, Customer Centric Values, Customer Communications, Customer Experience, Customer Service, Empathy, Honesty, Market Culture in Action, Market Culture Inaction, transparency, Uncategorized
Tagged Customer Experience, customer service
Recently I was talking with Dmitry Pukhov, co-founder and owner of a very successful event catering company in Moscow. When I asked him about customer-centric leadership he said the core characteristic is a desire to help people that comes from the heart. He said he believes that we all have a gene that can create a drive to provide service to others. But only some people have developed this gene – through their upbringing, experience, interaction with others who use it and mentoring from customer-centric role models.
There is some scientific evidence to support this. Research shows that people who are more caring and compassionate towards others share a common gene variation linked to the receptor for oxytocin (sometimes referred to as the “love” hormone) that plays a key role in the formation of social relationships and impacts our capacity for empathy. The science suggests that those with the “GG” variant of this gene are better with people and generally more caring.
But all is not lost for those of us that don’t have the “GG” genotype. There is also evidence to suggest that compassion and empathy can be developed through socialization with people that role model it and experiences that elevate it.
I asked Dmitry why his business is so successful – it has grown rapidly over the 12 years since he founded it – and he told me it is because being customer-centric and service focused has always been the driver in his business. He recruits people that exhibit the customer-centric gene and invests in the ongoing development of the gene in all his staff.
Are you using your customer-centric gene or is it dormant? If you want to know what to do to develop it, refer to our book: The Customer Culture Imperative.
In my travels in recent weeks I have experienced two examples of how a customer-centric attitude and behavior produce memorable customer experiences. Both of these were in hotels in different countries.
In Rome my wife and I stayed at Hotel Corso 281. We planned to go south for a few days by train and wanted to leave a large case at the hotel and pick it up again on our way from the Amalfi coast via Rome to Venice. Even though there would only be a 45 minute time between our change of trains in Rome, Delia, the front office manager assured me that they would send a taxi with my bag to the station as soon as my train arrived in Rome. So we took the chance. When I nervously called the hotel on the morning of our journey and spoke to the hotel front desk a different person was fully aware of my situation. As we pulled into Rome station I called again and another front desk person was fully aware and organized a taxi to send the bag. When the taxi arrived at the station it had a large sign with my name in the side window and I gratefully took my bag. Soon after I received a call from Delia to tell me the taxi driver reported to her that the bag had been delivered. We made the train connection all because of a display of team collaboration embedded in the belief that the customer’s needs must be met. When next in Rome we are going back to stay at Corso 281.
In Dubai I checked in to the Rihab Rotana hotel after a 7 hour flight from London. The front office manager gave me his card and also the card of the other front office manager who was off duty. He assured me to call them any time if there was a problem or something they could do. This gentleman, Mazen, was gracious, attentive and carefully explained all hotel services. This manner of care could be seen from all staff in the hotel – from housekeeping to concierge to the gym and pool deck.. Soon after checking into my room a bowl of fruit was delivered. Each day in my week long stay I was greeted by the smile of Daryl, a young lady in the restaurant who seemed to be there for all seven days of my stay. She told me that their team of five often had to work long hours and 7 days because when the hotel was very busy they had to make sure all guests received a great experience. Sometimes at the end of the day even though she had already been there 12 hours her greeting and smile never diminished. I will go back and stay at Rotana in Dubai.
While these things are small for service people with the right attitude and attention to customer needs, they are huge for the customer.
Bottom line – I am an advocate of both these hotels, they stick in my mind, I will go back and I will recommend anyone that asks to try them as well.
Do you attract the right talent to your organization? People that focus on the reason their job exists? Does the leadership of your organization focus its attention on delivering a great experience?
You can learn more in our book the Customer Culture Imperative
Posted in Competitor Insight, Customer Centric Culture, Customer Centric Values, Customer Communications, Customer Experience, Customer Service, Empathy, Employee Engagement, Market Culture in Action, Trust, Uncategorized
Tagged customer culture, customer service in action
Established businesses everywhere are under attack. The headlines are full of stories of business disruption. Entrepreneurs everywhere are building companies to unseat the entrenched firms.
While many think the answer is to invest in more technology, lobby government or follow their competitors actually the answer is right in front of them.
Our team in Sydney recently had the chance to sit down with Luke Jecks, the Global CEO of Naked Wines for his perspective. Listen to Luke talk about what he describes as the Kryptonite for disruptors, its a great lesson for anyone in business today:
So what’s the Kryptonite for disruptors? A Customer Culture or as Luke puts it:
“Love your customers”
If you spend time understanding and acting on your customers needs you will create loyalty that will keep you as immune as you can be to disruption.
So how did Naked Wines disrupt the wine industry?
Before Luke setup Naked Wines four years ago he was looking for an industry where customers felt disenfranchised. He found it in the Australian wine industry – a market dominated by two large retail chains owned by Coles and Woolworths that between them shared almost 70% of wine sales nationally. Not only did he find wine lovers who felt little connection with the vast array of brands but also boutique vineyards that were being squeezed out of the market by ever narrowing margins and an inability to finance the next vintage.
Luke knew that if he could create a personal connection between wine growers and consumers and a financial model that could provide more stability and certainty for wine growers he could build a new business.
He realized that he needed wine consumers as repeat customers and he came up with the idea of “angels’ – that is consumers as angel investors who would pay $40 per month and build up a credit in their account to be used to buy the boutique wines of their choice.
Four years after launch Naked Wines in Australia has more than 50,000 sustained angels, more than 35 boutique winery suppliers with an online communication and ordering system that connects them.
Annual Australian revenue of $30 million and more than $200 million globally is testament to the fact that the whole Naked Wines team have a culture that enables them to “love” their customers.
Isn’t it time to create a customerculture in your business and build up your disruptor defenses?
If you are interested in creating this type of culture in your organization why not attend one of our MRI Accreditation Workshops held all around the world!
Posted in Case Study, Customer Centric Culture, Customer Centric Leadership, Customer Culture and Profit Link, Customer Experience, Customer Insight, Customer Service, Disruption, Market Culture in Action, Uncategorized
Tagged customer culture, Customer-Centricity, Disruption, innovation, luke jecks, nakedwines
Tarpy’s Roadhouse just outside of Monterey, California is renowned for its good food, friendly hospitality and fast service. One person, Niranjan (“Nick”) Subedi, a native of Nepal, shines out as a role model in serving guests at the restaurant since 2000. A phrase known to every Nepali translates to “guests equal god” and offering all you have to a guest is considered a moral duty. Nick remembers every guest and their preferences even when they have not been back to Tarpy’s in a long time. Clint Eastwood, who lives in the area, is a big fan and he like many guests requests to be seated in the area where “Nick” is serving. Nick’s belief is that service is a duty and a pleasure and he shows this in his wide grin and attention to customers’ needs. But more than that he says: “I try to bring the human element to dining, to show that I love the guests”. He lives nearby with his wife in a house he owns “ because of my customers. I owe everything to them,” he said.
“Guests equal god”
It only takes one person like “Nick” Subedi to act as a powerful role model in a business reflecting strong customer-centric behaviors to lead others to do the same. If enough people in your organization follow this example you will have a strong customer culture – and a sustainable thriving business.
The credit department of most organizations is quick to ask customers to pay their accounts – particularly if they are overdue. If you get a call from a certain cable company in the US and are asked to pay your account, it should be easy to do so – but it is not! The options you are given as a customer by the caller are:
- you find your invoice and pay it
- you go to a shop and pay it or
- you go online and pay it
Each of these 3 options require you to do something – taking extra time you don’t have. The person calling you on the phone is not able to either send you another invoice (since you can’t find the original one) or take your payment by credit card. Their reminder call has already taken up your time and you are obliged to spend more time.
A simple change in process would add value for you as a customer. The current process reduces the value of your relationship with the company.
If customer relationships are important to your business find out if your finance department adds or reduces value for your customers. It may be inaccurate or confusing bills for the customer, difficulty in paying bills online or in person, unhelpful customer service people or confusing terms and conditions relating to payment. If it reduces value then you are at risk of losing customers through their frustration and dissatisfaction.
Being customer-centric is just as important for the finance department as it is for the marketing, sales and customer service groups. They need to have a view that they are not only collecting money, but they are in the business of retaining satisfied customers.
Without a strong customer culture, this behavior will continue, unquestioned as its just the way we do things around here…
Don’t let this be the case in your company!
The auto manufacturing industry will soon be under siege – impacts are already being felt with easy consumer access and convenience of services like Uber, better public transport, parking costs and restrictions in increasingly large cities around the globe and technological advances in communications propelling less commuting between home and work.
Traditionally auto dealers have focused on each transaction – just getting a sale – and not on nurturing the long term relationships with their customers that will make them lifetime brand loyalists.
Lexus is an exception. Nick Dieltiens, a customer centricity consultant based in Europe, tells us of his experiences when working with Lexus in Europe. First the mindset. It’s not about the “car”, its about the “customer’s journey”. This is illustrated by the fact that on the rare occasions when a Lexus broke down in the French Alps, Lexus arranged for a helicopter to be flown in to collect the stranded family and fly them to their destination.
Also, customer service people at Lexus in Europe are empowered to make the decision to take back a car if the customer is not entirely satisfied with the purchase. Nick tells the story of a senior Lexus executive taking back a car from a customer because the remote control would not connect to the customer’s garage door and the issue could not be fixed. So the executive purchased a Mercedes at a discounted price and provided it to his customer at that discounted price.
The next car the customer bought was a Lexus.
The customer culture in many Lexus dealerships in Europe is strong. Staff are trained to observe Lexus vehicles on the road. If one is see with a broken tail light, they would wave down the driver where safe to do so, give them their car, take the car to get the light fixed free of charge and return the car to the owner.
You may think this costs Lexus a lot of money. It may cost a little more in the short term, but it pays off in a big way with high customer loyalty in car servicing and repeat purchase.
The most important investment by Lexus is in building and retaining a customer culture! This will be essential for all auto companies if they want to grow their businesses in future.