Q&A with St.George Bank Limited - Customer Service Institute of ...

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It told me a lot about the pressures of an organisation, and the discontinuity between making budget and not making it. said, “Would Professor Sasser meet the special service agent”. I was feeling a little uncomfortable because I was going to talk about customer service and customer focus and these folks were really sort of showing me stuff I’d never seen before. They were doing a really outstanding job, so it was like, “What am I going to tell these folks” It told me a lot about the pressures of an organisation, and the discontinuity between making budget and not making it. We got into the golf cart. We went through customs...We took my passport and just sort of waved it. We were down in baggage claim in about ten, twelve minutes. And I said, “Wow, this is unbelievable.” So I asked the woman, “This service that you’re giving to me, do you give to other folks” She said, “Sure. We have a frequent flyer program, and this frequent flyer program identifies our very best customers. And our very best customers often fly one or two times a week. Now, you’re not in that category of frequent flyers, but because you’re talking with the top management group, you’re in that category for the day.” Now, first thing, is it okay to discriminate in favour of your best customers Can you use that information You’re not bothered by that She was trained to handle this service. She was pumped because she had degrees of freedom. She could have rented a limo, written a ticket for another airline if that was necessary. Anything it took to satisfy this customer at the very top end. So, I kept quizzing her about this and it was obvious that they’d done a lot of homework. They understood the value of this customer to them. After about twenty minutes, I ran out of things to talk about, and the bags still hadn’t arrived. The first-class folks had just come down, and I had expected the bags to be there when the first-class folks arrived. The standard would probably be that when first class arrives, have the bags there. Coach people came, no bags. Now we’re all waiting, and it takes an hour before the bags arrive. I’m a little upset because I need to get on with my presentation, getting checked out and so forth. But, I’m a little happy too, because now I have something to talk about. And so I’m holding this little story in my back pocket waiting for the appropriate time in my presentation. As I did my presentation, I started talking about the service bookends. The first encounter and the last encounter are where the people really remember—the service bookends. And as I started describing what had happened to me, I was very accurate. I told about everything. Up until this point, the faces were looking up, all the executives were looking me right in the eye. And I started telling this story. Once I got past that it was a great flight ... and I started waiting in baggage handling— the eyes—no more eye contact. It’s all gone. After the presentation people came up to talk to me. There was a person just standing over to the side. When the last person finished, this person walks over and said, “I’m responsible for baggage handling at the airport.” And I said, “I’m sorry that I told exactly how it happened. I didn’t make anything up. I thought you should know that ... it’s very complicated when you’re in the airline business, because there’s so many interactions on the trip. Some of them the airlines control, some of them not. But that last interaction can have a big impact. CUSTOMER SERVICE EXECELLENCE THE MONTHLY MAGAZINE OF THE CUSTOMER SERVICE INSTITUTE OF AUSTRALIA 13
I just wanted to drive home that point. Sorry, if I caused you any problem.” He said, “I’m not surprised it happened.” I said, “What do you mean, you’re not surprised” He said, “This is the last week of the month. This is the last month of the quarter. I have deliberately understaffed baggage handling to make budget.” Now, what about that He said, “I deliberately understaffed baggage handling to make budget.” First question is, did this person make budget Probably did. Probably it is a cost centre, and I suspect this person was rather close to either meeting or not meeting budget. And it also told me a lot about the pressures on an organisation, and the discontinuity between making budget and not making it. Not making it even by a little bit is bad. Making it is absolutely great. And therefore, this person did something because they were close to meeting their budget target. What’s the implication of this behaviour Does it have any consequences Economic consequences What are they Would someone who was on that airline this time would consider flying another airline the next time he or she had a chance to fly Most likely… Baggage handling…That’s not going to affect my revenue, right Whose revenue is that revenue that I’ve lost It’s my best customer! MEE BRETT WHITFORD Executive Director Brett Whitford Executive Director Customer Service Institute of Australia Brett Whitford is the founder and an Executive Director of CSIA. He is the author of five best selling business books on technology, best practice and customer service. His business experience is extensive, including joint ventures with International Prentice Hall. Brett is currently completing his new book on customer service, showcasing some of Australia’s top organisations. Brett founded Beaumont Publishing House at 22 and listed his consulting, Brett Whitford is the founder a certification and publishing company on the Australian Stock Exchange in December 2000. Director His of CSIA. He is the au experience and expertise makes him a highly sought after speaker and he often lectures selling for universities, business books on international conferences, radio and television. practice and customer servic experience is extensive, Brett, along with selected CSIA members, recently wrote Australia’s first Strategic Customer ventures Service with International Pr Management MBA unit for Deakin University. is currently completing his customer service, showca Brett is considered Australia’s leading customer service consultant. He has worked with some of Australia’s top organisations. Australia’s, and the world’s, top companies and government departments such as Nokia, Johnson & Johnson, Defence Housing Authority, Medicare Australia, Aurora Energy, Optus, Telstra, Brett Manitoba founded Beaumont Pub Telecommunications Services, Energex, Queensland Rail, Brisbane City Council, Manningham 22 and listed City his consulting, Council, Warrnambool City Council, Service Essentials, Westpac, ANZ, AAMI, Yarra Valley publishing Water, company Ergon on the Energy, Fone Zone, Colorado Ltd., and numerous other organisations. Exchange in December 2000 and expertise makes him a hi speaker and he often lectures international conferences, rad brett.whitford@csia.com.au Ph: +61 2 9386 4477 Brett, along with selected recently wrote Australia’s Customer Service Manageme Deakin University. CUSTOMER SERVICE EXECELLENCE THE MONTHLY MAGAZINE OF THE CUSTOMER SERVICE INSTITUTE OF AUSTRALIA Brett is considered Aus customer service consultant. with some of Australia’s, 14 and companies and government d
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