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Your CUSTOMER Satisfaction Is Tied To Your EMPLOYEE Satisfaction
Written by: Gary SilvermanArticle Overview: WHAT DO YOUR CUSTOMERS REALLY THINK ABOUT YOU? We constantly endeavor to achieve 100% CUSTOMER SATISFACTION. We invest our time and money developing surveys and devising ways to improve our rate of return on those surveys. We empower the information gathered to correct individual problems and micromanage our way to solutions. In fact, much of the comments we act upon don’t really reflect upon the way our business is actually being conducted. These knee jerk reactions create more problems than they solve. The most important feedback never makes its way to our “gatherers”. Our BEST customers don’t respond to surveys and the truly DISSATISFIED customers will never give us a second chance.
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Your CUSTOMER Satisfaction Is Tied To Your EMPLOYEE Satisfaction
The “Monday Morning Quarterbacks” run to the mailbox to make their opinion known. Chronic complainers should not be running our businesses. How many surveys do YOU get and personally complete? Not Many. Our time is too
valuable and we vote with our wallets. A wise businessman once told me that EMPLOYEE SATISFACTION is
the primary ingredient in CUSTOMER SATISFACTION. Employees create an environment that sets your business apart from your competition. It is truly a compliment when your customers want to work for your company. It is your customers who are measuring your performance daily based on their past experiences. They will notice any change in your business long before your computer will know. How many advertising dollars does a new customer cost? Is this an investment in replacing business or adding to your business? Once an existing customer leaves it is almost impossible to get them to come back. That cost is tremendous, yet it never appears as a line item on your financial reports.
OBSERVATIONS
As business people we are constantly critiquing the places we frequent. We judge with a high degree of expectation,
airlines, hotels, restaurants, retail establishments and service providers who we choose to spend our money with. We
even go so far as mentally injecting ourselves into their management team so we could improve their business. That’s because WE are now experiencing their FRONTLINE. Yet we don’t see the value in experiencing our own
FRONTLINE from the customer’s perspective. Why do we see things more clearly when we are not in control of the results, yet make excuses for the weakness in our business? A few months ago I went to a restaurant that had only been open a few weeks. Usually that’s the best time to test a new business as the staff should be new enough to maintain their enthusiasm. Usually there is an abundance of managers and owners on site so they can make the best impression and adapt the business to reality. Usually the foodies, local celebrities, and a food critic or two will be in attendance to test the waters. It was apparent that the investors had committed a large amount of capital to this endeavor by the design and overall appearance of the place. It was a work of art, quite striking. The management was particularly proud of their “show kitchen” where the diners could watch the chefs prepare the meals they were in anticipation of. They were all behind large panes of glass. What the owners did not anticipate was that this was also a “show kitchen” for their idle staff members who had positioned themselves behind those panes and were fooling around, flirting, and generally acting unprofessionally. This was the impression that stuck with me. I never returned. How many of you have had this type of experience and are you aware that similar events are happening in your business. This restaurant is no longer in business, I am not surprised.
Article Tags: abundance, airlines, best time, businessman, celebrities, chronic complainers, compliment, customer satisfaction, employee satisfaction, expectation, experiences, frontline, management team, monday morning, new business, perspective, retail establishments, service providers, surveys, wallets
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About the Author: Gary Silverman RSS for Gary's articles - Visit Gary's website Based in Atlanta, Gary takes a unique and innovative approach to the daily realities of the business world. A contrarian and eternal optimist his spin on life is always entertaining and thought provoking. With over 25 years as a top executive in the Retail Automobile Industry, Gary is no stranger to cyclical businesses. He focuses on simple solutions with proactive change, always looking for opportunities to expand the business within the business. As a trainer and seminar moderator, Gary tailors his message with a common sense approach to problem solving. Always committed to team building and personnel development, he manages with an eye on reducing turnover by creating an environment that builds a bank of promotable employees, believing this is the most effective way to advance a company to the next level. For the past three years Gary has been committed to measuring the “Customer Experience”. There is more to learn from prospects who are NOT buying from you than those who are. His analysis has been an eye opener to his clients which leads to extensive changes in the way they do business. Click here to visit Gary's website Trade Shows Versus Afraid Shows Categorizing Your Prospects FEE Fi Fo Prospecting Followup and Solving Around the Problem The Customer Experience versus Customer Satisfaction |
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