• Bill Leinweber

  • About Bill Leinweber

    Bill Leinweber's mission is to help businesses and organizations grow by combining efficient processes with great customer and employee experience.

    Bill is the Chief Experience Officer & Owner of Landmark Experience LLC, a consultancy, where he loves to help business leaders walk in their customers' shoes and devise memorable and meaningful experiences for both customers, guests, visitors, employees and business partners. After all, have you ever heard of customer loyalty and business growth without GREAT customer experience?

    Bill's 30 year career spans retail and office products distribution operations in both small, family-owned and global mega-businesses. He has managed customer service operations, sales support, customer on-boarding and business intelligence teams while also serving as an internal consultant and subject matter expert. Bill has helped his past employers improve their customer engagement processes and achieve their goals of customer experience excellence and loyalty.

    Bill loves to talk and speak about customer experience as well, so don't be afraid to ask!

    Bill Leinweber
    Landmark Experience
    513-227-9037
    www.LandmarkExperience.com

What Are You Doing to Your Customer’s Memory?

A Drive Down Dogwood Lane

I grew up on a great street in Mentor, Ohio, about 25 miles east of Cleveland. My parents picked a terrific location to raise six kids. Our street was exactly a half-mile long with long straight-a-ways and a couple of serpentine curves. Back then, we used to say it was a “dead end” street. The houses weren’t very fancy by today’s standards, three bedrooms and two baths for eight people.

The cool thing was that our house was fourth from the end of the street so the only people driving past our house were the Martinson’s, the Phelp’s, the Staebler’s, the senior and junior Douglass’s and Mr. Hockenbrach. Mr. H drove pretty fast but otherwise, for a kid on a bike the traffic was practically nonexistent. It was awesome when they re-paved our street into a smooth, asphalt “raceway.” Our lot was one of the few that didn’t border woods or a fence in back. Our backyard was like a meadow, blending seamlessly into the neighbor’s yard on the street behind us. Beyond the cul-de-sac were our elementary and junior high schools, playgrounds, football stadium and a big woods with a pond. There were tons of other kids in the neighborhood of all ages.  At the corner of our backyard was the biggest maple tree around, well over a hundred years old. And you could see it from the end of the street, even from the school yard. I have very fond memories of growing up on Dogwood Lane and I can still remember the smell of the grass, aromas of dinner from open windows, the breeze, and the feeling of safety, although at the time, I didn’t know I felt safe. I just did.

Memory Shock

About six years ago I was visiting my family in Cleveland and decided to take a drive down good ‘ole Dogwood Lane. It was nothing like I remembered. My mind’s eye contained frozen snapshots of time. But on Dogwood Lane, life marched on as it has everywhere. The trees and shrubs had grown unbelievably, to the point where once exposed houses are now totally hidden. The houses no longer looked new and fresh. In fact, some were pretty run down. One driveway had a car up on blocks. Revisiting Dogwood Lane was a shock to my system. My “memory self” was out of alignment with my current “experiencing self.” I regretted taking that drive. Maybe Dogwood Lane was never as great as I remembered.

The reminiscing drive down Dogwood Lane made me realize how different the experience may be from our memory of it. Truth is, there’s the experience and then there’s the memory of the experience and they’re not necessarily the same.

How does this translate to customer experience?

You often hear me say that the best customer experience is memorable and meaningful. Memorable. That’s critical.

Now, I get it. A single customer interaction isn’t going to etch a memory the same as 18 years of growing up on Dogwood Lane. However, THAT a customer remembers the experience at all is as important as WHAT the customer remembers about the experience.

If you have time, here’s a wonderful 15-minute TED talk by Nobel laureate and founder of behavioral economics, Daniel Kahneman about happiness (“experience”) vs. memory.

WordPress:

Customer Memory In Your Business

Here are 3 things to consider about the customer experience and memory in your business:

1) Design: When you design and shape your customer’s experience, are you asking yourself, “What will the customer remember?” And as part of the design of the experience, are you deliberately creating a memory at all?

Example:

At my local grocery store, they have a little “mini clinic” inside the store. You can get flu shots, have minor injuries checked, and other non-emergency treatments. Today when I walked into the store, there were several very ill patients, heads in their hands, waiting for treatment. This is not particularly something I want to see when I first walk into the store to buy my food! I couldn’t get the image out of my head. Unpleasant memory.

2) The Ending: We’re most likely to remember the very end of the experience and that memory will shade the entire experience. In your customer’s experience, what is the ending like?

Example:

At the end of her voice mail greeting, my colleague Melissa doesn’t say, “Have a nice day.” She doesn’t say “Have a good day.” Melissa says, “I hope you’re having a splendid day.” Now splendid is not a word you probably hear every day, or even every week! But Melissa came up with a way to express her wishes in a unique way that stands out. It’s different and that makes it memorable. So, you’re not  comfortable with the word ‘splendid.’ No problem, come up with something else.

3) Service Recovery: How you handle customer issues when something goes wrong cannot be understated. Whether it’s your customer service department, your sales rep, technical support or other customer-facing staff, the customer will surely remember this “ending” interaction. Here’s a hint: Better to have the memory of the bad experience fade and the customer left with the great memory of how you resolved the issue.

Example:

My colleague’s web hosting company accidentally wiped out his About Me page – and couldn’t recover the content! He had to reconstruct the content and re-load it into his website. Aside from a humble apology, the hosting company gave him a generous credit toward his next renewal which just happened to be later that week. Small cost for the vendor and left the customer with an upbeat memory.

I regularly preach that a distinguishing customer experience doesn’t have to cost a lot. Sometimes by just making the experience different, you make it memorable and better.  Just ask yourself, “When this interaction is over, what will the customer remember?”

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I help business owners improve customer service, create memorable customer experience and engage employees, through evaluation, benchmarking and training. If you have a business problem you’re trying to solve, let’s talk.

Bill Leinweber
Bill@LandmarkExperience.com
(513) 227-9037

The Language of Customer Experience

Watch your language.”  In my mind’s ear, I can hear my mother’s voice speaking those words if, as kids, we got a little too rambunctious with our vocabulary.  Mom also had a great way of making sure we could imagine being in the other person’s shoes.  That’s probably why, in part, I have such a heightened sense of the spoken and written language in the spectrum of customer experience.

I often wonder if people actually stop to think about the meaning of the words they’ve chosen when addressing customers.  The nuances are subtle. (Is that redundant? Can you have an obvious nuance)?  Let’s put a bit more thought into the language we use with customers, shall we?

A phrase comes to mind, spoken by Queen Marie of France in the movie Ever After – A Cinderella Story. Choose your words wisely, Madame, for they may be your last.”  The Queen is speaking to Rodmilla (played by Angelica Huston), as she stands before the court after Rodmilla’s lies and deceit have been exposed.  Okay, it’s true that customer experience isn’t usually that dramatic a life or death situation.  However, the Queen’s point is that words elicit emotions within the listener.  So in customer experience, shouldn’t we choose our words wisely and positively touch the customer emotionally?  It may be our last chance to impress them.

I’ve gathered a couple of examples for your consideration.  However, before I get to those examples, after reading this please don’t go writing my sponsors about “Bill’s total disregard for colloquial speech,” —  Y’all.  I do also understand that different regions and parts of the country and the world have their own unique words and phrases but, let’s set that aside for a moment.

I’m Sorry to Hear

The scenario for my first example is this.  You’ve just received a shipment for something you ordered online.  The contents of your shipping container were poorly packaged and the product got smashed to smithereens in transit.  You call the vendor and, to the customer service agent, you explain both the unfortunate situation as well as your total displeasure that the product has been rendered useless to you on the very day you had hoped to begin using it.  The customer service person says, “I’m sorry to hear that you’ve had a problem…”

Do they actually regret that you had a bad experience OR are they just sorry to hear about it?  Is that agent saying they wished someone else had heard about it?  I don’t like “sorry to hear.”  Either be sorry, or be regretful or be apologetic but don’t be sorry that you heard that my carton got smashed in transit.  If you hadn’t heard of my malady, you wouldn’t be able to help me resolve it, right?  Now, I’ve heard some people claim that you shouldn’t say you’re “sorry” unless you were deliberately responsible for causing the mishap but I think that’s hogwash.  (Is hogwash the solution prepared in advance to wash the hogs or the runoff afterwards?  My money is on the runoff.)  A better response is, “I’m sorry your order arrived damaged…” or “I regret that you had this bad experience…

You get my drift.  Show a little sincere empathy.

At My/Our Earliest Convenience

In this next example, you happen to be calling your janitorial service to compliment them on the great job they’re doing and you reach their general voice mail after hours.  You listen to the recorded greeting before leaving your message and you hear, “Thanks for calling ABC Janitorial Service.  The office is now closed.  Please leave your message after the tone and we’ll return your call at our earliest convenience.”  A variation on this theme would be, you’re calling “Mary” and Mary’s greeting says, “I’ll call you back at my earliest convenience.

So, you’ll call the customer back when you’re good and ready?  You’ll return the customer’s call at a time that is most convenient to you?  Shouldn’t convenience be on the customer’s terms?  Of course it should.  This is a distortion of the message you, as a caller, would leave on the customer-recipient’s voice mail such as, “Hi Mary.  It’s Bill Leinweber calling.  I’m sorry I missed you but I would love to discuss your responses to our recent customer survey.  Please call me at your earliest convenience.  My number is…

Defer your messaging to the customer’s convenience for the optimum customer experience.

You doing okay?

We were in a restaurant the other day and had just each taken a couple bites of our food.  The restaurant manager started making his way, table by table, across the dining room and when he arrived at our table he said, “You guys doing okay?

I’m willing to bet this restaurant chain’s management training program has a half-day module where they tell the managers how important it is to get out on the floor every hour or so, greet guests and schmooze and make guests feel welcomed.  On the surface, it’s a great idea.  Here’s the restaurant’s chance to have yet another positive, face to face interaction with a guest.  But if “You doing okay” is the best the manager can muster, they have a huge opportunity here.  “How are your meals, gentlemen” or “Have we made you feel welcomed and comfortable” or “Is there anything else we can bring to you?”  I can think of a hundred things better to say than “You doing okay?

Coach your managers and supervisors on what to say then let them personalize the message to their own personalities.

Your Call Is Important To Us

You’ve probably heard me talk about this one before because it is a pet peeve and I cringe every single time I hear it.  I’m not sure which call center industry prodigy coined this phrase and why it seems every business on planet earth has copied it.  “Your call is important to us” is both condescending to the customer and unimaginative.  I cringe further when “Your call is important to us” is followed by “Your wait time is approximately 7 minutes…”  If your customer’s call is truly important to your business, then don’t just say it is important – demonstrate it! At what point, after how many minutes on hold, does the customer begin to believe despite the claims, that their call is in fact unimportant?

The customer assumes their call is important to you.  Otherwise, why would they even be doing business with you in the first place?  Simple rule here – don’t say stupid things to customers.  Instead, say something like, “We’re glad you called us today” because aren’t you really glad the customer called you and not your competition?  Or “We’re looking forward to speaking with you shortly” or even “An agent will be available soon.”

What are you saying to your customers?

Re-read what you’ve written.  Listen to the words you’re choosing when speaking to your customers.  Of course, you should be doing more listening to customers than talking.  But when you do speak, the words you use are an important part of the customer’s experience.

Now, (as my mom would say) I can get off my high horse.

Your Employees Are Your Customers

Here is a suggestion for you business owners and leaders:

  • Treat your employees as you do your customers.

Now, I suppose I should qualify that and say, if you don’t treat your customers very well then ignore the previous statement. Here’s another thought:

  • Your Employees Are Your Customers

Does this sound like some radical thinking to you? If so, read on.

Open any corporate annual report (and I’m serious, nearly any single one) and you’ll read somewhere in the CEO’s opening comments, “Our employees are our most important asset…” or some variation of that sentiment. And while the statement is probably true, it is a bit of a tired phrase. That said, if your employees are in fact your most important asset, why wouldn’t their experience be at least as great as your external customers receive?

To truly be “customer centric” (and from what I hear, everyone wants to be so), an organization needs to see the customer in all groups and the word “customer” must apply to all groups and everyone in your organization needs to feel it and believe in it. That, to me, is customer centric.

According to Deloitte LLP’s fourth annual Ethics & Workplace Survey, one-third of employed Americans plan to look for a new job when the economy gets better. Within the group who plans on looking for greener pastures, 48 percent cite a loss of trust in their employer and 46 percent say that a lack of transparent communication from their company’s leadership are their reasons for looking.

These statistics indicate you could be on the verge of losing essential talent in your organization. So how do you put your employees in a “customer channel?” Quite simply, apply the same rules of customer service, process improvement, Voice of the Customer and customer experience management to your employees’ experience. Sure, easier said than done but well worth the effort if you want to be and remain an employer of choice.

Take a hard look (literally) around your company and ask yourself, how easy IS it to be your employee? Look at your employee experience through the same lens you use to evaluate your external customer experience. When was the last time you conducted an employee climate survey – and took solid actions on the results? Are your employees enjoying memorable, meaningful experiences and feeling valued? Or do you see these types of examples:

Do you expect your sales reps to spend every waking hour in front of clients, scheduling appointments, making the sales pitch, honing their sales skills and “managing their time wisely” so they can exceed your sales targets? Then when the sales rep sits down to complete their monthly expense report, your clunky, ill-conceived expense reporting system is so cumbersome, bureaucratic and user unfriendly that the rep wastes two or three hours of their own time trying to get reimbursed for legitimate expenses?

Are communications in your company unfocused, unclear and fraught with hurried ambiguity only to leave employees feeling confused and suspicious?

On the surface, is your culture a happy, “team environment” with “mutual respect and accountability” but the obvious chief motivating undertone when employees engage with one another is, “This isn’t going to make me look bad in front of the boss, is it??”

Do you expect your customer service team members to sacrifice lunch or break time for your external customers’ behalf but when a team member needs a little break or time off, they get grief from their boss?

One company that is at least trying to drive the same external customer mission to their employee customers is office products giant, Staples. Who hasn’t heard of the “Easy Button?” Press the button and a voice says, “That was easy!” Well, when I sat across the table from their head of employee benefits during their vision benefits implementation meeting, she pointed to a poster on the wall in the conference room. “Do you see what that says,” she asked. “We want our vision benefits conversion and implementation to be ‘Easy’ for our employees.” Clearly that simple mantra has made it out of the marketing and public relations silos and across boundaries into employee engagement. Not always perfect, I’m sure, but the effort and awareness is there.

Focus on making your organization REALLY “customer centric” by recognizing all your customer groups, including your employees. Weave that message through your company culture and belief system. Your external customers will likely be treated even better by employees who feel they are within the customer circle.