How to Deliver Great Customer Service

High Tech Charm School Delivering High Quality Customer Service to Demanding Customers Bob Dahlberg Bob . Dahlberg at comcast dot net

High Tech Charm School Agenda • Course Objectives • Service Theory • Organization Roles • Key Skills • Summary © Robert W. Dahlberg 2 For Rambus, Inc. May, 2005

“Charm School" Objectives • Inspire Service Orientation You will create THE Service Standard by which our competitors are measured • Break 20+ Years of Engineering Conditioning There are no A+'s for being technically correct Key Message • Ensure that you know the tricks of the trade © Robert W. Dahlberg 3 For Rambus, Inc. May, 2005

What's Different about this Job??? 1. You will NOT be dealing with engineering objectivity Rather, human emotion, --> Customer's career is on the line --> Accentuates need for service excellence --> Accentuates need for Business answers, not technical answers © Robert W. Dahlberg 4 For Rambus, Inc. May, 2005

What's Different about this Job??? 2. Rambus FAEs/AEs/SEs are prime solution providers “Rambus is the leader in high-speed chip-to-chip interfaces and solutions” You are Rambus to the customer Think service and solutions, critique the services you see and receive © Robert W. Dahlberg 5 For Rambus, Inc. May, 2005

What Each of Us Do Sets an Impression Is Rambus: Competent? Customer oriented? Good partner? info@rambus.com Customer www.rambus.com Error portal Tapeout Trade Google training Press receptionist Messages Contract Customer Experience “Customer Corridor” Product Sales Voice mail FAE AE Manager LegalCollections Trade Job Interview SE Dept. Shows Tech © Robert W. Dahlberg 6 For Rambus, Inc. May, 2005 Conf’s

A Guillotine Story • Once upon a time there was a Lawyer, Doctor and an Engineer.... © Robert W. Dahlberg 7 For Rambus, Inc. May, 2005

"I Know My Rights!" I want to be face up, and no blind fold! "I want the same!! "I want the same! © Robert W. Dahlberg 8 For Rambus, Inc. May, 2005

“Hey Wait a Minute!..." There's gum in the track! © Robert W. Dahlberg 9 For Rambus, Inc. May, 2005

The Bottom Line: • Being technically correct or elegant DOES NOT MATTER • Business Results Matter… Key Message © Robert W. Dahlberg 11 For Rambus, Inc. May, 2005

Charm School Agenda • Motivation • Service Theory • Organization Roles • Key Skills • Summary © Robert W. Dahlberg 12 For Rambus, Inc. May, 2005

4 Steps in Learning Depressed "Best" Conscious Awareness Happy Lucky Unconscious Incompetent Competent Competency © Robert W. Dahlberg 13 For Rambus, Inc. May, 2005

What Is Customer Service ? Knowing Customer Requirements. Then Setting, AND Exceeding Expectations © Robert W. Dahlberg 14 For Rambus, Inc. May, 2005

Customer Service, So What???? Bain Consulting Group Fun Fact: It costs 5X more to win a new customer than it does to retain an existing one Concentrated Customers 20 IDMs (no Intel) 75% Chip Rev Cisco = Networking © Robert W. Dahlberg 15 For Rambus, Inc. May, 2005

Service Theory 101 Advertised "Best" Claims Explicit Airlines FedEx Service Deliverable "Worst" "Internally Implicit Focused" Engineering Co.'s Random Consistent Service Delivery Source: The Alexander Group © Robert W. Dahlberg 16 For Rambus, Inc. May, 2005

Getting to Best Advertised Claims "Best" Explicit Goal Service Deliverable Implicit "Worst" Random Consistent Service Delivery © Robert W. Dahlberg 17 For Rambus, Inc. May, 2005

Best = Explicit AND Consistent • Explicit = Product Specification • Consistent = Standard Operating Procedures © Robert W. Dahlberg 18 For Rambus, Inc. May, 2005

Rambus Being Explicit • Explicit = Product Specification Data Sheet © Robert W. Dahlberg 19 For Rambus, Inc. May, 2005

Consistency: Standards Standard Demo Standard Eval Standard Support Web E-Mail Telephone On site © Robert W. Dahlberg 20 For Rambus, Inc. May, 2005

Optimizing for Service Quality Service Quality = (What you deliver) Be Consistent - (Customer's Expectations) Be Explicit © Robert W. Dahlberg 21 For Rambus, Inc. May, 2005

Optimizing for Service Quality Service Quality = (What you deliver) "Promise only Be Consistent what you can deliver and … deliver more" - (Customer's Expectations) "The secret to exceeding expectations is to set them” Be Explicit © Robert W. Dahlberg 22 For Rambus, Inc. May, 2005

Roles and Responsibilities “FAE/AE/SE “Sales” Manager” “Pre-Sales” “More-Sales” Customer FAE/ AE/ SE © Robert W. Dahlberg 24 For Rambus, Inc. May, 2005

“Sales” Responsibilities • Job One: Maximize Customer Orders • “Manage” the customer Coordinates early technical support with Support team Ensures customer deliverables arrive as planned Responsible for all contractual issues Works with “factory” to generate final schedule and commitments to customer Attend status meetings, design reviews • Manages all non-technical communication to customer • Runs interference for Support team as required “bad cop” © Robert W. Dahlberg 25 For Rambus, Inc. May, 2005

“FAE/AE/SE” Manager • Job One: “success” of all customer engagements • Pre-sales Assists Salesperson with initial customer contact, as needed Assigns FAE/AE/SE and supporting resources to projects Reviews and provides input to benchmark/Eval plans • More Sales Reviews and provides input to support plans Attends and audits internal/external design reviews review • Recruit, retain, motivate FAE/AE/SE staff © Robert W. Dahlberg 26 For Rambus, Inc. May, 2005

FAE/AE/SE Responsibilities • Job One: Make customer successful • Pre-sales responsibilities Demos Analyzes customer requirements and identifies technical roadblocks and issues Primary technical interface to customer Assist in benchmark tasks “good cop” • More-sales responsibilities Primary technical interface to customer Responsible for creating and executing support plan Teaches customer to fish (how to support themselves.) Communicate weekly project status to internal/customer Performs hands-on work as required in project plan “good cop” © Robert W. Dahlberg 27 For Rambus, Inc. May, 2005

FAE/AE/SE Charter -- NOT!! Surrogate Salesperson • Quote product/service price • Call the resource shots • Order entry paperwork • Quote product pricing • • • Approve evaluation Approve benchmark Negotiate license agreement 0% • Sign SLA agreement • Sign NDA • Expedite Contracts Dept. • Expedite Operations Dept. • Tell account why we can't support them © Robert W. Dahlberg 28 For Rambus, Inc. May, 2005

FAE/AE/SEs Are the Good Guys • Let the Account Manager play the "Bad Cop“ • NEVER tell a customer: "You are too small for me to spend time with you", or "the AM says I can't spend time with you“ • Better: "The salesperson prioritizes my time, please take up that issue with her" Then give the salesperson a heads up! © Robert W. Dahlberg 29 For Rambus, Inc. May, 2005

Key Skills • Establish Credibility • Problem Solver • Recovery • Business Answers • Saying Yes and No • Crisis Management © Robert W. Dahlberg 31 For Rambus, Inc. May, 2005

Steps to Establishing Credibility 4. Intent 3. Commonalty 2. Competence 1. Propriety © Robert W. Dahlberg 32 For Rambus, Inc. May, 2005

Propriety • Meet customer expectations of appropriate business behavior: •Dress •Punctuality •Manners •Respect •Language •Honesty © Robert W. Dahlberg 33 For Rambus, Inc. May, 2005

Competence • Establish your ability to solve problems by Providing information on your background Demonstrate your knowledge of the customers design situation Warren Buffet © Robert W. Dahlberg 34 For Rambus, Inc. May, 2005

Commonality • Find areas of common interest: Discuss a third party that you both know Meaningful interests and common beliefs The Master: Jimmy Carter Farmer Engineer Nuclear Engineer Navy Veteran Governor Church Deacon Father © Robert W. Dahlberg 35 For Rambus, Inc. May, 2005

Intent • Convey a sincere interest in the customer's benefit: Follow up on commitments Body language Care Mother Teresa © Robert W. Dahlberg 36 For Rambus, Inc. May, 2005

3 Things You Can Count on Death, Taxes, Technology is fast changing What was true yesterday may not be true today © Robert W. Dahlberg 37 For Rambus, Inc. May, 2005

4 Steps to Establishing Credibility 4. Intent Convey a sincere interest in the customer's benefit: a. Follow up on commitments b. Body language 3. Commonalty Credibility Find areas of common interest: a. Discuss a third party that you both know b. Meaningful interests and common beliefs is 2. Fragile Competence Establish your ability to solve problems by a. Providing information on your background b. Demonstrate your knowledge of the customers design situation 1. Propriety Meet customer expectations of appropriate business behavior: dress, manners, language © Robert W. Dahlberg 38 For Rambus, Inc. May, 2005

Introducing … © Robert W. Dahlberg 39 For Rambus, Inc. May, 2005

Rambus Hall of Shame… Rambus Hall of Shame… • "We've known about that problem for a year!“ Customer: "So why didn't you tell me about this problem last year!!" © Robert W. Dahlberg 40 For Rambus, Inc. May, 2005

Rambus Hall of Shame… Rambus Hall of Shame… • ""That problem will be fixed in the next release (I hope)" Customer: "You told me that the problem would be fixed!!" © Robert W. Dahlberg 41 For Rambus, Inc. May, 2005

Rambus Hall of Shame… Rambus Hall of Shame… • "Yes the product can do XYZ in the next release (I hope)" Customer: "This time you said it could do XYZ, But it never has!" © Robert W. Dahlberg 42 For Rambus, Inc. May, 2005

Strengthening Your Credibility • "I Don't Know" is OK Follow-up strengthens credibility and customer relationship When in doubt, communicate © Robert W. Dahlberg 43 For Rambus, Inc. May, 2005

Is The Customer Always Right?? NO! © Robert W. Dahlberg 45 For Rambus, Inc. May, 2005

Beware: Solutions Disguised as Problems • Customers usually talk in terms of solutions, not problems Customers want to be helpful • Uncover their positive intent © Robert W. Dahlberg 46 For Rambus, Inc. May, 2005

Rambus Example • “My board has un-optimized channel routing – fix it!” Problem or solution? • "Mr. Customer, what would optimizing the channel routing do for you?” “I have intermittent channel error, and routing is the cause” • Solved by optimizing clock centering, which required no board change! © Robert W. Dahlberg 47 For Rambus, Inc. May, 2005

Problem Solving • Resist the temptation to jump to conclusions, give a quick answers • Key: solve the “right” problem • Ask, Listen, confirm © Robert W. Dahlberg 48 For Rambus, Inc. May, 2005

Dig Deeper -- Ask One More Question • There are no stupid questions • Assume = Ass of U and Me • Asking is powerful tool to give you thinking time © Robert W. Dahlberg 49 For Rambus, Inc. May, 2005 Johnny Cochran

The Alert Listener • Confirm what you heard “I understand your concern to be <playback what you heard>” • Clarify what you heard “I am not sure I understand, please explain one more time” © Robert W. Dahlberg 50 For Rambus, Inc. May, 2005

Quiz • The customer yells: • "Hey!! I need a screw driver with a longer handle, and I need it Now!!!!" What do you do??? © Robert W. Dahlberg 51 For Rambus, Inc. May, 2005

Problem Solving Summary ??? • Customer’s often ask for help with an ill- conceived workaround to a more fundamental problem • Strive to uncover the business problem behind the question, not the techie • Listen, confirm what you hear ??? © Robert W. Dahlberg 53 For Rambus, Inc. May, 2005

What Do Customers Want? British Air Study: 1. Friendly, caring service 2. Flexibility 3. Problem solving 4. Recovery: • Apologize • Take responsibility for fixing • Go the extra step Source: Kaset International © Robert W. Dahlberg 56 For Rambus, Inc. May, 2005

The Value of Fast Recovery Customer Repurchase Rate 90% 82% 80% 70% 60% 54% 50% 40% 30% 19% 20% 8% 10% 0% Complaint not Complaint Complaint Complaint made, no mentioned, resolved resolved resolution not resolved quickly Source: Technical Assistance Research Project © Robert W. Dahlberg 57 For Rambus, Inc. May, 2005

Give Business Answers • You are not in Engineering School any more! There are no A+'s for being technically elegant © Robert W. Dahlberg 59 For Rambus, Inc. May, 2005

Our Ultimate Customer • The Person Who Signs the Checks! • Time to Revenue © Robert W. Dahlberg 60 For Rambus, Inc. May, 2005

Give Business Answers • A Business Answer Focuses the Customer on what is Important: Her Business & Her Job © Robert W. Dahlberg 61 For Rambus, Inc. May, 2005

Business Answer Advantages • Forces a customer/business orientation (not techie) • Focuses the discussion on business goal (what), not means (how) • Generates two sided discussion / discovery © Robert W. Dahlberg 62 For Rambus, Inc. May, 2005

When in Doubt…. • Come back to business objectives… Schedule Cost Performance © Robert W. Dahlberg 63 For Rambus, Inc. May, 2005

Saying Yes “You can't pull a rabbit out of a hat unless you put one there first.” -- Harry Houdini • Say Yes Only When You Can Deliver Or commit to when you will have a plan © Robert W. Dahlberg 65 For Rambus, Inc. May, 2005

Saying “No” • Answer with 2 Answers “Here’s what we can do” “Here’s what you can do” © Robert W. Dahlberg 66 For Rambus, Inc. May, 2005

“No”: Example • We cannot get ABC on DoReMe “Here’s what I/we are going to do” “Here’s what you can do” © Robert W. Dahlberg 67 For Rambus, Inc. May, 2005

Crisis Management • React Now, Think Later: " I sent a e-mail to 5 people (but it was not directed to any one person)" "I'll fly in tomorrow (now who will do that demo)“ • Better is: Think now , react later © Robert W. Dahlberg 69 For Rambus, Inc. May, 2005

Think Now, React Later • Understand what is really going on Ask questions to give you time to think • Think through the sales implications Defer to the Account Manager • Understand and Set Priorities If you don't someone else will! Put the customer's issues down on paper • Take Ownership of Problems Until you get positive acknowledgement that Someone else has accepted ownership • Ask for due dates (the acid test!!) © Robert W. Dahlberg 70 For Rambus, Inc. May, 2005

Charm School Agenda • Motivation • Service Theory • Design Center Roles • Key Skills • Bringing it all together Becoming a Counselor © Robert W. Dahlberg 71 For Rambus, Inc. May, 2005

Desired Customer Perception: “Rambus is the leader in high-speed chip-to-chip interfaces and solutions” © Robert W. Dahlberg 72 For Rambus, Inc. May, 2005

Success: Customers Depend on Us • A Counselor is a Trusted Advisor that the Customer Depends Upon • All our actions add up to Rambus, Inc. • Service Team Goal: Become a trusted advisor © Robert W. Dahlberg 73 For Rambus, Inc. May, 2005

Each of Us… A Counselor Traits towards The Customers “Good Enough” Counselor Attitude Satisfies Clients Anticipates & Exceeds Client Needs Active Proactive Expectations High Set and Exceed Expectations Communications Cheerfully Responds Listens, Matches Needs with Solutions Relationship Customer Accepts You Client Respects / Needs You Friend An Advisor / Confidant Knowledge Learns as Needed Always Seeks / Offers Knowledge Actions Somewhat Conscious & Consistent Deliberately Conscious / Consistent Viewed By Organization An Asset Business Generation Team Member © Robert W. Dahlberg 74 For Rambus, Inc. May, 2005

How to Deliver Great Customer Service

by Bob Dahlberg on Jun 28, 2009

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