17 minute read
Making customer service part of your brand
A logo is only half the battle. Th e author combines his training skills with the teachings from his favorite business book to help you sell more tires and service
It would be a gross exaggeration to say I’m an avid reader of anything outside the sports pages on the Web. For me to pick up a book and read it from cover to cover says a lot about the book, not to mention my interest on the subject.
Normally, I have litt le interest or time for books that promote business and marketing, or selfhelp books that have the proven By Kevin Rohlwing solutions to make me bett er at everything. Which means any business book that I have read more than once is a huge deal in my world.
About 10 years ago, I started taking an interest in branding and came across an excerpt in an airline magazine on the subject. It left me wanting more, so I wrote down the title and author and started looking for it at my local bookstores. I found it a short time later and couldn’t put it down once I started reading. Since then, I’ve bought copies to give to new employees.
When most people think of a brand, the image of a logo, name or symbol immediately comes to mind. You don’t need to see the silver lett ers “GM” on a fi eld of blue to know what company it represents, nor do you need to explain the meaning of fi ve interlocking, multi-colored circles with three on the top and two on the bott om. And while marketing experts spend millions of dollars creating brand identities that are easily recognizable by consumers, recognition is only half the batt le.
Th is book goes beyond the old brand thinking of logos and tag lines to create a new defi nition that encompasses more than what you see and hear.
It taps into the feelings that are created by those identifi ers so executives and managers can focus on the core values that matt er to consumers.
The name of the book is “A New Brand World” by Scott Bedbury with Stephen Fenichell. Bedbury was the Nike marketing executive who guided the “Just Do It” campaign that catapulted the company from the number three athletic shoe manufacturer to the largest footwear and apparel company in the world. He also managed the marketing eff orts for Starbucks in the late 1990s when the company expanded from the Seatt le area to thousands of stores across the globe.
In his book, Bedbury chronicles his experience with both companies and uses it to teach valuable lessons regarding the evolution of the new brand world:
“A brand is the sum of the good, the bad, the ugly, and the off -strategy. It is defi ned by your best product as well as your worst. ...It is defi ned by the accomplishments of your best employee — the shining star in the company who can do no wrong — as well as by the mishaps of the worst hire you ever made. It is also defi ned by your receptionist and the music your customers are subjected to when placed on hold... Th e brand is defi ned by derisory consumer comments overheard in the hallway or in a chat room on the Internet. Brands are sponges for content, for images, for fl eeting feelings. Th ey become psychological concepts held in the minds of the public, where they may stay forever. As such, you can’t entirely control a brand. At best you can only guide and infl uence it.”
While the impact of “Just Do It” on the growth of Nike is impressive, I believe Bedbury’s discussion on Starbucks is the most relatable to the tire industry. Tires, like coff ee, are more or less commodities in the eyes of many consumers, so the success of Starbucks is all that more amazing when you consider the coff ee market just 10 years ago. What’s even more impressive is the fact that Starbucks does not run commercials or print ads as part of its marketing. Old-fashioned word-of-mouth advertising continues to be successful, in part because Bedbury helped Starbucks crack their brand’s genetic code:
“Cracking your brand’s genetic code is not strictly about product, about the past, or even about things — it is about tapping into an essence and an ethos that defi nes who you are to the folks who matt er: your core customers, your potential customers, and your employees.”
Let’s start with the core customers because they are the ones who matt er the most. For Starbucks, the members of this group will travel miles out of their way with total disregard for time and fuel economy to get a cup of coff ee. Th ey’ll use words like “consistency” and “quality” when rationalizing the extra eff ort it oft en takes to fi nd a loca
tion. Of course, in order to maintain any level of excellence in thousands of stores, every employee must buy into the core values that their brand represents.
Starbucks took a commodity like a cup of coff ee and its people turned it into an experience that includes high-quality, precision-brewed cups of coff ee. It doesn’t matt er where you go, the consistency of the product and the experience continues to result in extreme brand loyalty. Th is is exactly why Bedbury emphasizes the employees as part of the genetic code:
“Th ough it is important to demonstrate consistency to the outside world that you know what your brand is about, ultimately it is even more important to fi rst demonstrate this internally and continue to do so at every opportunity.”
Tire retailers can learn a lot from Starbucks. Tires are a commodity just like coff ee like coff ee because many consumers see few difew differences between one brand and nd another or the company that installs it. Many of them are looking for the best price, just like it was in the old days of coff ee. If the tire industry wants to charge a premium for installing the same tire as everyone else, then retailers must commit to o a much higher level of customer mer service training in order for it to or it to become part of the brand.
It begins with the person who answers the phone. Is the voice pleasant, one that shows genuine appreciation the customer called? Or is it laced with indiff erence, one that says “I just want to transfer you as quickly as possible so you are no longer my problem”? In some cases, a a cheerful introduction and the name of the person n who can help may be all that is required to put the he customer at ease.
And if the counter person is busy, a promise to call o call back within a set time frame is a great way to get your get your customer to leave a message — as opposed to a voicemail a voicemail that, at least in the consumer’s mind, may never get returned. get returned. Th en when the salesperson follows through and schedules d schedules an appointment, the tire buyer already will have increased ve increased expectations about the brand because the fi rst impression impression will have been notably unlike his or her previous experience s experience with other companies.
As soon as a customer arrives at the location, another important message about the brand is communicated. Every impression infl uences customer loyalty, so housekeeping is a major factor in sett ing the tone that separates one retailer from another. When your store is clean the fi rst time and every time aft er that, the repeat consumer sees that housekeeping is an important part of the culture. If the company has multiple stores and they all maintain the same level of cleanliness (especially rest rooms), then it truly becomes part of the brand, and customers will recognize that.
I believe once the smell of sanitized rest rooms, scented candles, fresh popcorn or cookies/coff ee wears off , true customer service ultimately comes down to three key att ributes: att itude, confi dence and gratitude. Th ey apply as much to your technicians as they do to your counter people, but we’ll start with how they can make a diff erence the minute the customer walks through the door.
1. Att itude: Once again, is it warm and welcoming or rushed and bothered? People need to feel that the people with whom they are talking are actually glad to see them. If the salesperson is busy, a simple acknowledgment that he is aware the customer is
waiting waiting is enough for most is enough for most people. Positive employees who are generally in a good mood people. Positive employees who are generally in a good mood and happy to see customers can build the type of brand loyalty d h t t b ild th t f b d l lt that Starbucks continues to enjoy. 2. Confi dence: Listening is a skill upon which almost all of us could improve. Customers must believe salespeople are truly interested in what they have to say. Th en they can respond confi dently with the perfect solution because they have the training to explain the features and benefi ts of each option. 3. Gratitude: Genuinely show you appreciate your customers’ business by telling them so, and making sure they
understand your procedures and services. Th e goal here is to View’s CEO and President Nick Mitsos — MTD’s 2011 Tire make the customer want to return for another transaction. Dealer of the Year — in the September issue of MTD.) Finally, salespeople should ask their customers if they are 1. Focus on att itude: Do your technicians take the time happy with the level of service and explain the complaint to wipe off any excess oil under the car aft er an oil change, or resolution policy. just ignore it and let it drip on the customer’s garage fl oor? Do
If there is no complaint they take the time to make resolution policy, then dissatisfi ed customers will If the salesperson is busy, a simple sure their hands and shoes are clean when they get in just never come back. If acknowledgment that he is aware the vehicle? If he has a poor I’m going to believe that att itude, and fails to treat customer service is part of the customer is waiting is the customer’s vehicle like someone’s brand, then the it’s his own, all the good will salesperson should ask me if enough for most people. created by excellent phone I’m happy and let me know skills and a clean, informawhat I should do if I’m unhappy for any reason. When customtive showroom can be undone in seconds. ers have the phone number of a manager or the owner, then I can tell you there is a quick-lube place around the corner they will believe that the company is serious about exceeding from my house that will never get my business again because expectations (see sidebar on page 46). the technician didn’t wipe up the excess oil. It is convenient
But the customer service experience does not stop at the and the counter people are pleasant, but I will never go back sales counter. Every technician in the shop must buy into because its technician didn’t care. the same concept of exceeding expectations no matt er what 2. Focus on confi dence: Every technician must believe rolls in the bay. Th ose att ributes that must be inherent to the he knows exactly what needs to be done and have access to sales staff also need to be in place for the employees who have the tools and training to make sure the service is performed litt le to no contact with the customers. A good example of a correctly. Guessing and rigging are not part of the customer company buying into an “exceeding expectations” philosophy service “brand,” so training and proper equipment are neis Mountain View Tire and Service Inc., which is known for cessities. Scratching the rim fl anges on alloy wheels should providing the “WOW Experience.” (Read about Mountain never happen with modern day machines if the employees
know how to use them. If technicians don’t have the right on how to answer the phone, ask for the sale, and resolve a equipment or training, they cannot be expected to have a lot confl ict. Th ey become confi dent in their ability to handle just of confi dence in their work. about any situation because every person in the building has 3. Focus on gratitude: Th ere has to been a genuine sense been trained in several diff erent areas. of appreciation when technicians get the opportunity to In case you haven’t noticed, the new car dealers and national work on someone’s vehicle. Th ey must be conscious of every automotive repair companies are spending millions to market detail so a customer immediately recognizes that someone the fact that they are in the tire business. Th ere has never took great care of her car. Technicians, like salespeople, have been more competition for the independent tire dealer, so to make sure they do everycompanies that want to thing they can to make the Complaint resolution policies are stay in business must be driver want to come back for needed service or preventive nothing more than signs on the more aggressive in their approach to training. maintenance. I’m not talking about mints on the dashboard walls if nobody follows through When you cannot compete on price, there or personal notes — or maybe I am. and resolves the dispute. has to be something else to diff erentiate you from
My golden rule of training the big boys. Starbucks always has been “to change behavior in a positive manner.” It did it by combining high quality coff ee with highly trained doesn’t matt er what type of training takes place, the goal should baristas in comfortable sett ings that create an atmosphere be to improve the level of performance so things get bett er. and an experience. And even while other retail cup of coff ee
All commercial tire dealers are required by law to provide companies have stepped up, Starbucks remains the gold standard training for every employee who handles an infl ated truck because the core values of the company are communicated to tire, so many of them use TIA’s training program for OSHA the employees on a regular basis. compliance. But the progressive companies also will provide While I seriously doubt that the Starbucks crowd will ever the same training to the sales and offi ce personnel so they are show the same level of passion for tire and vehicle service, I familiar with the terminology and diff erent types of fi tments. know the tire industry can learn a lot from its example. Th e Th ose same employees would also receive extensive training formula appears to be so simple that it could be copied by
anyone, but there have been plenty of failed entrepreneurs who thought it would be easy to charge more for a bett er quality cup o’ joe. It also takes highly motivated and trained employees who understand that every detail plays a vital role in defi ning the brand to the customers.
Each of the three key att ributes of customer service must be in place in order for them to translate to the brand. Att itude is everything, which means most people can spot an order taker or commission hound in seconds. Th e same can be said for confi dence. Employees who are well trained don’t have to struggle with the answers, look it up or check with the manager. Th ey are sure of themselves and their recommendations because they truly understand what is best for that particular customer and vehicle. And since they regularly receive training on how to communicate with consumers, they have confi dence in their ability to handle any potential objections.
I have to admit that gratitude training may be diffi cult to fi nd. I’m not sure how you teach someone to be thankful that there is enough work to guarantee a regular paycheck. My guess is that some people are just born and raised in a way that makes them appreciative of everything they have. Th ey understand how the world works, so it’s natural for them take pride in their work and their customers. I’ve always said that I can teach any employee to do just about any job, but I cannot teach them to care. And while complaint resolution policies and procedures are a great way to demonstrate a higher level of commitment to customer service, they are nothing more
than signs on the walls if nobody follows through and resolves the dispute.
I follow Chicago sports teams religiously (except the White Sox). Walter Payton is the greatest running back I’ve ever seen, but he didn’t win the Super Bowl until they gave him a passing game, a defense and “da Coach.” Michael Jordan the player probably wouldn’t have become “Air Jordan the brand” without Scott ie Pippen and Phil Jackson.
Two young hockey players named Toews ( Jonathan) and Kane (Patrick) do not lead the Blackhawks to a Stanley Cup unless the entire organization buys into the concept of “One Goal” (winning the championship). And while the Cubs are fortunate to have an iconic landmark like Wrigley Field, the organization has wasted millions of dollars on talented players because talent doesn’t guarantee team leadership and chemistry, which has made it impossible to create a brand that puts the focus on winning championships.
Successful sports teams are no diff erent than tire retailers in that regard. Th ere must be a leader at the top who sets the tone for the entire company and holds everyone accountable. Star employees must lead by example and inspire co-workers to raise the level of their games so the team can succeed.
Expectations must be clearly communicated and reinforced on a regular basis so all of the employees understand how they shape the genetic code for the brand with each work order. And fi nally, there must be constant training for every job description in order to create a culture where customer service is the top priority.
Starbucks turned a cup of coff ee into an experience because every employee gets it. Tire retailers can use these same principles to distance themselves from the competition by making customer service part of their branding. ■
Kevin Rohlwing is senior vice president of training for the Tire Industry Association (TIA). He can be reached via email at krohlwing@tireindustry.org.
5 stats that will startle you
Living up to expectations is not enough
Why is exceeding a customer’s expectations so important? Consider these statistics:
• 86% of consumers quit doing business with a company because of a bad customer experience, up from 59% just four years ago. Source: Harris Interactive, Customer Experience Impact Report • 91% of unhappy customers will not willingly do business with your organization again. Source: Lee Resource Inc. • It takes 12 positive service experiences to make up for one negative experience. Source: “Understanding Customers” by Ruby Newell-Legner • For every customer complaint, there are 26 other customers who have remained silent. Source: Lee Resource Inc. • Happy customers who get their issues resolved each tell four to six people about their experience. Source: White House Offi ce of Consumer Affairs, Washington, D.C.
