Outfox the Big Box

SQ on the rise? Slipping or static?

The Service Quotient—neither number nor formula—reflects quality and care delivered by a shop or practice. influences whether consumers rave (or rage) about your business and whether they’ll return. SQ exposes gaps and gaffes competitors can exploit to pilfer your once-loyal clientele. All even more crucial in today’s Covid-19 world.

Our new EB series, The Service Quotient, was prompted by readers hungry for creative strategies that don’t drain resources or demand extra time.

EB took the task to Shep Hyken, chief amazement officer for Shepard Presentations, who advises AT&T, American Express, and American Airlines, among other Fortune 100 clients, on customer service and loyalty.

Hyken, a best-selling author whose latest book, “The Cult of the Customer,” was released in March 2020, outlines four steps to take upon confronting any customer issue, followed by fresh ideas to enhance service.

1. KNOW YOUR MILE

“You have a great advantage big-box and online retailers don’t: You can ‘do local’ better than anybody,” Hyken says.

Understand who your community is and own your mile (or miles) by offering service in the form of local support, such as buying uniforms for school teams.

“From there,” he adds, “start to create experiences for them, tied to where they are, where they live, and what they are about.”

2. NOT ONE PERSON’S JOB

Customer service is not a “department,” Hyken explains. “It’s not one person’s job to handle complaints and problems. It’s everybody’s job to realize where they fit in the customer journey to make the experience great.”

Hire staff members with a service mentality who value interactions over transactions.

“Have confidence to recommend a competitor” if you cannot satisfy a need, à la Macy’s and Gimbels in the 1947 classic film “Miracle on 34th Street.”

3. FIXING IT IS NOT THE END GOAL

Exceptional customer service is not merely fixing a problem. It is restoring confidence.

To regain trust, first acknowledge the problem by responding, “Wow. I would be upset if that happened to me, too.” Apologize. Discuss how the issue will be addressed, either resolved on the spot or what measures will be taken to correct the matter. Take ownership and act with urgency, Hyken says. “It is the urgency side of this that will restore confidence. This is very tactical.”

4. BE SMART IN SURREAL TIMES

In chaotic times—whether a global health crisis or financial upheaval within your own shop—cost-cutting is not an option, so cut overhead in ways that are not visible.

“Big mistakes companies make during times of crisis is they cut things extremely visible to customers and the customer has this negative experience,” Hyken says. “The next time they need what you sell, and it’s not a bad time, they still remember the negative experience.”