All posts in Customer Service

WestJet’s Culture Starts at the Top

Like some of you, I fly a lot.

People who don’t get to travel often see it as a rather glamorous benefit of speaking. It’s not. It’s not really horrible, either. It’s just another form of commuting, albeit one that involves removing one’s belt as you go through the process. Along the way, I’ve certainly had some memorable trips. A couple of weeks ago when I was flying to Calgary for the Art of Leadership, I had one of my most memorable.

For those who don’t know, WestJet has always had a reputation for better customer service when compared to most other Canadian airlines and they’ve certainly showed a little more personality as they’ve done it.

I assume that their Brand Belief is something like, “We believe air travel should be fun.”
It’s an easy thing to say. But with over 8,000 employees it’s not that easy to execute.

With millions of cranky, twitter-enabled consumers on alert, ready to call out brands that don’t live up to their communicated promise, consistent execution by every individual involved in the process is critical to success. One snarky comment by a WestJet employee having a bad day can damage the reputation that everyone else in the organization has worked so hard to establish.

Sure, there are a million variables that can contribute to success. One of the most important, though, starts at the top. If the Senior Management can’t embody the brand, how can they expect the 8,000 people under them to?

Gregg Saretsky, CEO of WestJet, knows this.

On my flight to Calgary, he introduced himself.
He thanked everyone for flying Westjet.
He welcomed questions and complaints.
He helped the crew serve beverages.
He held a contest and gave away a free flight to a lucky passenger.
And he willingly let me interview him about why he did what he did.

He gets it. Here’s why:

He identified himself.
You want accountability? He welcomed complaints and while there didn’t seem to be any, he certainly gave me the impression that he would take of any that were shared. Too many CEOs hide behind the title and demand customers go through traditional channels. He put himself out there and made himself accountable for things he had little control over.

He lived the brand in front of his staff.
When I asked him about why he does what he does, Gregg simply said,
“Leadership is about showing what you believe in not saying what you believe in.”
People learn how to behave from those above them. I think you know how WestJet expects people to be.

Real customer feedback.
No focus group in the world could give the same clarity of feedback as someone who’s experiencing your product as they tell you about it. Go ahead and survey all you want but every once in a while, get out of the corner office and talk to your customers. They’ll tell you what you want and need to hear.

He promoted the business to a captive audience.
Gregg prefaced the “win a free trip” contest by explaining there were a number of ways that one could fly for free on WestJet and described their loyalty program and credit card. But he worked his way up to it and had permission to do it because he worked so hard to establish our trust before doing so.

WestJet really does care. Unlike many of their competitors, they have the guy at the top to thank for it.

Business should busk.

What marketers can learn from street performers.

I’ve always thought that buskers were “Carnies with Talent”, working their way around the world entertaining suburban dads decked out in a Tilley hat and a willingness to be embarrassed in front of a crowd of assembled strangers. Now, given your average street performer makes less than minimal wage over a 40 hour work week, it may not seem like there’s much to learn from them. But there is.

Busking is the epitome of the cold call.

No brand awareness. No liquidation sale. No inbound marketing techniques. A busker has the unenviable task of selling their product in an environment filled with the direct competition and booths with food and face painting that distract their customers even more. In one 20 minute set, they have to build an audience, deliver their product and then ask for voluntary payment. Is there a more pure business transaction in the world? I doubt it. Here’s what we can learn.

1. They build a unique product.
When you’re competing against other performers, you can’t simply do what the other guy is doing. Even if you’re juggling stuff, you have to look unique, act unique, sound unique and in some cases, smell unique. And when you hit the stage, you better have invested the time to perfect your product. Who’s going to invest the time watching someone perfect their bit when there are so many other perfect options available?

2. They use the audience to build an audience.
Stepping into an empty space, a busker has to immediately create interest in his or her product without the benefit of a social media agency to help them do it.

To build an audience, they simply start with one person. They’ll politely ask an innocent bystander to get involved. “Can you hold this? Can you stand there? Can you put your hand up?” Volunteers aren’t given the 3 year strategic plan and asked to share with their friends – they’re just asked to do something simple. They’re involvement intrigues others to at least stand around and wait to see what’s going to happen. Even the most skeptical will wonder what we’re missing when a crowd starts to form.

3. VIP access for early adopters.
Why hang around waiting for something to happen when there are so many other options? Well, anyone who has been to a busker festival knows that the early adopters get front row seating. They get to see more and hear more and if they’re lucky, there’s a chance that they’ll actually get to star in the show. There should be a reward for those who stuck with us even when there wasn’t any show to speak of. I hope I never forget that.

4. Make ‘em feel special.
A positive attitude creates a positive experience. Every time someone does something, says something, or volunteers to join the show, the professional busker initiates a response with the age-old, “Let’s give Phil a really big hand, folks…” And it doesn’t just make the volunteer feel ridiculously special. It creates intrigue for customers who may be bored at another show. We consumers don’t want to think we’re missing out on something. With this strategy, the bigger a crowd gets, the bigger the crowd will get.

5. They use humour.
I don’t think puns or sexual innuendo are funny. Apparently, I’m in the vast minority. While crowds bellowed at lame one-liners, I was heard muttering, “They think this shit is funny?” Oh well. Regardless of the specific tone of the humour, I think we can all agree that humour is critical when building relationships.

6. They ask to get paid.

Can you imagine if agencies had to complete a campaign before asking, “How much do you think that was worth?” Yikes. Part of me thinks agencies would actually make more. Well, that’s what these folks do every day of the week. And those who are good at it make more. When they make more, they can perform more.

The approach is usually honest: “I do this as my job and the festival doesn’t pay me.”
It’s rational: “Can you see a show this good for $10 for your entire family?”
It’s promotional: “If you give $20, you get a free DVD.”
It’s humourous: “If you give $10, you’ll go home happy. If you give $100, you’ll go home with me.”

I always feel bad asking for dough. I think I may change my approach.

It’s not like I’m asking brand managers to get a guitar case, work on stilts or juggle their product while it’s in flames. But there’s a lot we can learn from our nomadic creative colleagues. We all want to build community, give a good show and create applause. But unless people put money in our cap, we won’t survive.

If you want to check out more photos I took at Buskerfest, click here.

Compared to this, taxis suck.

When You Combine Great Tech With Great Customer Service, Good Things Happen…

While you may enjoy white-knuckling it through the downtown core challenging road ragers and over zealous bike couriers for asphalt supremacy, I‘d rather avoid the stress and hail a Beck chariot to drive me to my destination.

It’s easy. It’s fast. And it’s all all so civilized (even if some of the cars aren’t). But it’s not perfect.

The quality is inconsistent, the customer service is non-existent, and payment is a pain. Whip out a credit card and just sit back and watch the driver flutter between administrivial exasperation and technological bewilderment as they negotiate with the gods to get their payment device to connect. (Hint: Shaking it at the sky doesn’t work.)

Clearly, the taxi industry desperately needs to be reinvented.

Luckily, Uber has arrived.

Headquartered in San Francisco with an autonomous Canadian team, Uber isn’t even close to being a taxi. They’re an on-demand private driver in an SUV or town car powered by technology and with amazing customer service.

Here’s why this is a company to watch.

1. Tech to the core.

You can request a car to your location using SMS. Or their mobile website. Or their Android or iPhone apps. The whole service is GPS based so you know where the closest car is, you can visually track the progress as it makes its way toward you and you know precisely when it’s arriving. At the end, you’ll know exactly how far you went, the route taken and what your average speed was. Data geeks rejoice.

2. Giving and getting 5 stars.

Providing consistent customer service is difficult when your front line staff aren’t actually employees. Well, Uber has that figured out. Immediately after your ride has ended, you rate the driver contributing to their overall score. But here’s the best part: Drivers also get to rate customers. This fully transparent system ensures that both parties are on their best behaviour. Drivers get great customers. Customers get great drivers. “We believe in quality control on both the driver-side and the rider-side,” said Lucas Samuels, Uber Toronto’s Community Manager. “It helps us ensure a smooth experience for everyone, and helps drivers connect with our business and their favourite customers.”

3. Easy payment. As in no payment.

No, the rides aren’t free. But because there’s a credit card on file, you’re automatically billed once your trip has ended. Tips are included. No muss. No fuss. No pleading with the driver to take your credit card. An invoice with a complete breakdown arrives in your inbox immediately. The digital wallet may not be here but like the Starbucks app, they’ve built a great work around.

4. You can’t hail amazing customer service.

I’ve only rated a driver below 4 stars once. When I did, I was asked why. Lucas investigated my issue, looked at the GPS data and confirmed that the driver took an inefficient route. My card was rebated the difference between the most efficient cost and what I actually paid. I didn’t ask him to do it. He just did it. But what’s important is that he could do it because he had the data. Not surprisingly, data allows for wonderful customer service by removing the subjective bias that exists in most disputes.

5. A Community Manager who gets it.

In Toronto, Lucas Samuels is an outstanding Community Manager but it’s not by accident. All Uber CMs are thoroughly trained and are paired with a CM Buddy from another Uber city to talk about potential situations and share best practices. They also have a shared CM knowledge base to refer as needs arise. They’ve actually built their own outreach tools and are pretty active on most social channels. They listen, they respond, they solve.

There’s a great lesson in all of this. Lazy industries with bloated legacy infrastructure and substandard experiences can be easily trumped by tech savvy, convenient, and connected startups who put the customer first. Call it what you want. I call it Uber.

(This article first appeared in Dx3 Digest)

Do you hear what I hear? Listen closely, brands.

This past weekend, I was lucky enough to spend a few days in Vancouver after delivering a keynote to a great group from RBC. I’m no BC resident but I’m there enough to know what a Japa Dog is, when to avoid post-game hockey demonstrations and most importantly, where to stay.

Normally, I stay at the Westin Grand. The service is great, the rooms are nice, the location is pretty central and – as weird as it may sound – I love looking out at the Public Library. This trip was extra special, though. At one point, I simply tweeted this:

I certainly wasn’t fishing for anything. Hell I didn’t even think they would be listening. Like all good brands, they were. This was their response.

When I informed them that I was there, they asked if they could do anything to make my stay more enjoyable (nice touch). I privately messaged them (no need to air dirty laundry) that housekeeping had failed to provide shampoo in the room. They immediately corrected the problem.

But they didn’t stop there.

Mid-afternoon, they sent someone up to my room with a huge carafe of ice water, a tray of fresh fruit and chocolate and this thoughtful note:

Brilliant! While all of us celebrate huge customer service stories like KLM and Mortons, it’s small responses like this that separate the brands who get it from those who don’t. Here’s why:

1. They were listening. And they responded.
A lot of brands use SM channels to solve problems and avert PR disasters (as they should) but the potential is so much greater. Your clients ARE talking about you and listening gives you a chance to learn, be proactive, and be brilliant.

2. Operational integration.
Conversing with some SM teams is like talking to a call centre in India. Sure, they’ll pass your message along but you never feel like they have any power to do anything. When your product has a live, face to face component, they should have the power to affect it. Westin’s SM team had the power to fix a problem AND send a gift to my room quickly. Nice.

3. Transparency.
Even though I privately messaged them with my tiny and insignificant issue, they actually responded publicly with an apology. They actually shared their oversight with the world even though I gave them the opportunity to keep it private. Top marks.

4. Dialogue continuation.
When my friend Warren Porter responded to my tweet, they engaged with him, too. They even complimented him on his glasses (they are pretty nice). The Westin was like the friend you like introducing to other friends. They could have got in and got out but instead, they were genuinely interested in the conversation and stayed around at the party long after the finger foods were gone.

Congratulations to the Westin Grand management and staff for providing a great lesson on what brands can do to create magic for their customers. As a result, they’ll be hearing even more positive comments in the future.

Technology does not = innovation. Just ask a parking lot.

The other day, I had a meeting in an office tower I hadn’t been to. Don’t tell David Suzuki, but I drove. Luckily, there was parking in the building.

You all know how parking lots work: Pave or dig land and rent out the space for brief periods of time. (It’s like a short term motel without the bad drapes and naughty behaviour.) When someone enters, they punch a clock and when they leave, they pay someone sitting in a booth for their time. Simple enough.

How do you innovate such a simple system? Well, there’s a right way and a wrong way.

The wrong way to innovate
Some parking lots decided to invest in technology to cut costs by replacing the people with machines. Innovation! You grab a ticket when you enter, take it with you to the lobby and before you leave, insert it into a vending machine, pay your bill, and then insert the “I’ve paid” verified ticket on your way out without ever interacting with a human being.

That’s not innovation folks, that’s a recipe for decreased business.

Someone loses their job and the customer gets to do more work and experience more aggravation all so that an accounting line item is improved. Sure there are signs that remind us to take “Take your ticket with you” but you might as well say, “We’d like to make more dough. Please don’t screw this up.” Unless the savings are passed on to the consumer or re-invested in the product to add more value and differentiate you from the competition, it’s wrong. And it’s kind of evil.

The right way to innovate
Other parking lots have taken a different route. Enter your credit card when you enter, insert it again when you leave and you’re good to go. No muss, no fuss and no cursing yourself when you realize you’ve left your ticket in your car. While I don’t love that someone loses their job in the process, hopefully, the money saved can be re-invested to create other employment.

Now THAT’S innovation.
A win-win that satisfies the customer and decreases operating costs over time which can be reinvested to create even more value for the customer.

Who knew this much thought could go into a parking lot?

KLM gets it. Luckily, their passengers do, too.

When companies want to thank their loyal customers, the first thought is to bombard them with trinkets and trash – little gifts companies buy in mass quantities complete with logos, corporate colours and sadly, almost no value to the customer whatsoever. In the past, it was really difficult to really get to know individual customer interests so we were forced to purchase one gift for everyone and the lowest common denominator (and lowest price) ruled the day of customer appreciation. Luckily, we can kiss this approach (and the logoed golf shirts that came along with it) goodbye.

When you combine the new tools that give us greater access to our customers’ interests with the real time updates of their lives that are available, the potential to truly surprise and delight customers is unprecedented. And that’s not just good for customers. It’s also good for business.

KLM gets it. Do you?

Pizza Nova gets it. Pizza Pizza doesn’t.

Yesterday, I wrote about the customer service issue that Cammi Pham experienced with Canadian pizza retailer Pizza Pizza. Here’s Pizza Pizza’s response:

Good Afternoon Ron,
We’ve read your blog in regards to the social media driven, customer service issue. This customer’s complaint was handled immediately, complying several hours in advance of our 24 hour response guarantee. At this point, we are not able to release any further information with regards to this, as we take customer confidentiality very seriously. If there are any other issues directly pertaining to yourself that you would like to discuss we are open to chatting live. Thank you .

Pizza Pizza didn’t just fail to deliver a pizza to a hungry customer. They failed (and continue to fail) with their social media efforts, especially when compared to their competition. Here’s why:

No one wants to speak to a corporation.
Pizza Nova’s Twitter account is @PizzaNovaGuy. Whether it’s one person actually managing the stream or not, it certainly feels like it is. Pizza Pizza, on the other hand, tweets from the account @PizzaPizzaLtd. Yech. People like connecting with people. With corporations? Not so much. And the numbers prove it. Pizza Pizza has 587 more locations than Pizza Nova but close to 500 fewer followers.

Deals! Offers! Let’s talk about us!
One of the most common mistakes big brands make is using social media as a one-way bugle that provides a never-ending and piercing stream of infomercial-like offers, deals and promotions. On both Twitter and Facebook, Pizza Pizza excels at this. SM isn’t a commercial. It’s an operational service that listens, responds and keeps people interested and engaged. I’m getting tired of hearing it and saying it but clearly, this critical point still needs to be communicated.

We’ll deliver a response in 24 hours… or it’s free.
As noted above, Pizza Pizza gives themselves 24 hours to respond to a customer complaint. So, they can prepare, cook and deliver a pizza in under an hour but can’t respond to a complaint in less than 24? In the fast pace world of SM, that can be too long. I imagine (but can’t confirm) that Pizza Pizza’s community is managed by someone at their head office even though the bulk of their sales come after 6pm. If they serve their customers after normal work hours, they should respond to them then, too.

Focus
PIzza Nova doesn’t seem to maintain a Facebook presence at all. That’s a good thing. Facebook has proven be an unbelievable platform for brands but only when they have the resources to manage it. I’d rather a brand choose a platform that works for them and focus their time and energy into doing a good job there. To quote Steam Whistle, “Do one thing really, really well.”

Personality.
Let’s face it, pizza is a fun, easy and fast food. We don’t tuck linen napkins into our shirts when enjoying it and most of us want communications that are consistent with this. Take a look at this tweet from @PizzaNovaGuy:

Almost 25% of Pizza Pizza’s July tweets were template responses that seemed to be written by their legal department. And knowing what I know about large organizations, they probably were.

Clearly, people love the Pizza Nova brand. Of their 36 Tweets in the month of July, 29 were actually unprompted positive comments retweeted from other users. It’s amazing how easy social media can be when other people do the work for you.

Judging by the numerous complaints to @PizzaPizzaLtd, the passion for Pizza Pizza isn’t as strong. I think their social media process has a lot to do with that.

But it’s not the only thing.

As a huge organization, Pizza Pizza has a more difficult job. They have more drivers to keep in line, more locations to quality control and a ton more pizzas to deliver. They’re bound to make more mistakes. They have to dedicate more resources, provide more training and instill a culture of service from top to bottom.

Clearly, they have potential and hopefully, they can turn it around. They’re a successful organization, they have a great mobile app, and they do a lot of good for the communities they work in. They do have over 80,000 Facebook fans (which I guess is impressive) but as we all know, that doesn’t really indicate true engagement.

Get with it, Pizza Pizza. You’re an institution. I’d just prefer you didn’t act like one.

UPDATE: Here’s another Pizza fail.

Please tweet responsibly.

As we’ve seen, social media can be an unbelievable force that can help topple a dictatorship, expose a napping TTC driver or even just convince an airline to improve their customer service.
We citizens literally have the ability to change the world right in the palm of our hand.

If you’ve been treated poorly
or if you hate an ad
or if you don’t approve of a company’s environmental policy
or if you don’t like a political candidate well, choose to vote for someone else.
Or choose to not buy that product.

And while you’re at it, do what you can to convince others to follow your lead. Tweet about it. Start a Facebook page. Comment on a post. Expose the wrong, promote the right and leave the world (or at least a brand’s newsfeed) a little better than you found it.

But with that power comes a noble duty.
Please tweet responsibly.

Bitch about government but cheer about it, too.
Complain about staff who were rude but acknowledge the ones who were nice.
Give a restaurant a bad review but be sure to rave about the places that you love.

And here’s the most important part: If you have commented on, complained about, or campaigned against something or someone in the past, well then go out of your way to compliment them when they deserve it.

It doesn’t make you hypocritical.
And doesn’t mean you have to buy what they’re selling.

It’s just the right thing to do.