The Top CEOs Share their Best Practices for Exceptional Customer ServiceDocument Transcript
Top CEOs Share Their Best PracticesFor Exceptional Customer ServiceHere is an article on Leadership from Forbes CEO series by Robert Reiss, Host ofthe CEO ShowRead this to see how seriously CEO‘s take their Customers and the ideas that emanate.Simplicity, going back to basics, and just doing things right, much of which does not costanything. It is simple!As always, if you need help, contact………Gautam MahajanPresident-Customer Value FoundationMobile: +91 9810060368email: email@example.comAs corporations seek new ways to connect with customers, I set out to uncover insightsfrom some of the top CEOs. Interestingly what emerged are some unexpected answers,like the value of simplicity and the power of the handwritten letter – both of which haveelevated in importance in a complex fast-moving digital world.Specifically, on June 7, 2012 I held a discussion with three CEOs who are leaders inconnecting with customers: Bob Evans, CEO, Churchill Downs which hosts the seminalcustomer event with over 165,000 people — The Kentucky Derby; Dan Hesse, CEO,Sprint Nextel who The American Customer Satisfaction cited as the #1 most improvedservice company in America over the past 4 years in their evaluation of 47 industries;Tom Fricke, CEO, HMSHost, a 115 year old brand with 34,000 employees who serveover 1 million customers a day through the ownership and operation of most major retailand food & beverage at roadsides and in airports. My co-moderator was Ron Frank,who heads up internal strategy at IBM.How have you changed your business around customers?Bob Evans, Churchill Downs: ―Five years ago or so our business was 100% horseracing from six thoroughbred racetracks, and we had little information about ourcustomers because it was mostly cash-based, live wagering. Now we‘ve diversified.
We‘ve built a regional casino, bricks-and-mortar gaming business and we‘ve built anonline gaming business. Because of our online growth now virtually every click providesinformation and we know a lot more about our customers than we ever did. This hashelped us do more things directly with our customers and has helped drive our financialsuccess.‖Dan Hesse, Sprint Nextel: ―In the past four years, we‘ve intentionally eliminated 85% ofour rate plan combinations or choices. Customers like simplicity and they‘ll pay apremium for simplicity. Steve Jobs focused on taking features out of devices andproducts. We‘ve found that strategy works.‖Tom Fricke, HMSHost: ―Virtually everybody in America has gone through an airport andhas been a customer of ours even though they may not realize it. We have learned thatmany people like being at their gate in advance. So we‘ve just created a new app whichwe‘re testing at a few airports called, ‗B4 You Board‘, which allows people to pre-orderfood from restaurants in that particular terminal and have the meal delivered to them attheir gate or schedule to pick it up. Our mobile app is just one example of HMSHost‘s,and our parent company, Autogrill Group‘s, innovative approach to enhancing the travelexperience for people on the move.‖.‖What’s on your customer dashboard?Dan Hesse, Sprint Nextel: ―I have three: churn, meaning customers who leave, thenumber of calls to customer care, and customer satisfaction surveys.‖Tom Fricke, HMSHost: ―I have two: Our monthly mystery shop scores, and capture ratewhich for us is measuring the percentage of the people walking through a terminal whoare actually stopping and engaging with us.Bob Evans, Churchill Downs: ―Just one: market share. It‘s the relevant market for eachone of the businesses, so for our casino in Greenville, Mississippi, I care about howwe‘re doing in that market.‖Anything special you do to connect with customers?Dan Hesse, Sprint Nextel: ―Handwritten letters. I know it‘s kind of old fashioned, but Ithink in today‘s digital world customers notice and appreciate that we take time to writeletters to them. One employee and his team started a letter-writing campaign, thankingcustomers based upon their longevity. They would do it every Thursday, and it‘s nowmushroomed, and it‘s become ―thank you Thursdays‖ company-wide. Our employees sitdown with a list of customers, which includes something about the customers, like howlong they have been with Sprint, and they handwrite letters thanking the customers fordoing business with Sprint.‖Tom Fricke, HMSHost: ―We have a secret shopper program where we will visit everyunit in every airport at least once a month with a secret shopper and we get feedback
on such simple things as the person behind the counter looks me in the eye, smiled andsaid good morning or good afternoon. All of our efforts are focused on making thetraveler‘s day better, a aim to which all HMSHost associates aspire with every customerinteraction. Our Five Star Customer Service standard reinforces and measures thiscommitment to making the traveler‘s day better. We set a target score for the year totrack our performance and progress. As CEO, I review all comment cards, positive ornot, and recognize associates whose exceptional performance merits specialdistinction. Beyond just the scores, Five Star is designed to focus our associates onfriendliness with the guest.‖Bob Evans, Churchill Downs: ―What‘s important is the broader concept of everyonegoing above and beyond for our customers. So personally, I try to find seemingly trivialthings to do for customers because if the organization sees me doing that, there‘snothing too small for them not to worry about as well. Here‘s one example that comesup all the time at Churchill Downs. People don‘t know how to get from where they are towhere they want to go at our huge property. It‘s very large and confusing so I can tellthem, or I can take them and I look for fortunes to take them because that reverberatesthrough the whole organization. If I‘m willing to take them for the next 15 minutes fromhere to there, then anybody can do that.‖What characteristics lead to exceptional customer service?Tom Fricke, HMSHost: ―I would say attitude and integrity.‖Dan Hesse, Sprint Nextel: ―I think empathy and a drive for excellence.‖Bob Evans, Churchill Downs: ―I love people who are just unwilling to stop until it‘s right,whatever that is, they don‘t stop until it‘s right.‖What are some additional insights about service?Tom Fricke, HMSHost: ―A traveler‘s most important impression or experience oftencomes from customer service—that personal contact with our sales and wait personnel. We strive to make our guests feel not just important but genuinely welcome. With allthe move toward and the discussion around social media and the ability for customersto comment immediately on Twitter and Facebook and all the other elements, the mostimpactful thing that I do is go visit our operations to personally engage with associates,and the second most impactful thing are handwritten notes to highlight and praiseexcellent customer service in action.‖Bob Evans, Churchill Downs: ―I think increasingly products and services are beingcustomized to what the customer wants. Simpler is better than complex but in the endthe customer wants what they want. At the Kentucky Derby this year as example, wehad 165,000 people over 147 acres. We have a very diversified crowd from the privatejets and limos in designer clothes to half dressed in the infield swilling beer and sliding
in mudslides. So we design customer experience by location and what specificcustomers are looking for.‖Dan Hesse, Sprint Nextel:―Three thoughts. First, Great customer service actually costsless because you can save expenses if you don‘t have to fix problems or correctwrongs. Second, the key to great service is employees. We‘re focused on empoweringall employees to serve customers. I give out a quarterly award we call the ―elevatorspeech‖ award, which is for non-front line employees, because there‘s a 20% chancethat anyone our employees meet is a Sprint customer. Third, compensation. Everyperson, from me to someone in the mailroom, has their compensation linked tocustomer satisfaction and simplifying the customer experience.‖So, as I consider the comments from three CEOs who are leaders in the customerexperience, it becomes clear that the more complex our world gets, the more valuethere is in authentic, clear, customer connections. Ron Frank of IBM summarizes, ―Asorganizations become more intelligent, top CEOs are focused on drawing deep insightsfrom customer data making it possible to understand customers and engage with themas individuals. In parallel, some have leveraged more traditional ways to connect withtheir customers and the teams that serve them.‖Contact Customer Value Foundation for help.Gautam MahajanPresidentCustomer Value FoundationK-185, Sarai JullenaNew Delhi 110025Mob: +91 9810060368Tel: +91 11 26831226email: firstname.lastname@example.org: http://customervaluefoundation.comGO TO TOP Unsubscribe me from this list