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Add You - Service Encounters of the Third Kind
Logo DesignA logo is a symbol that represents a particular company or a brand. Logos are a very important since they help in attracting customers. Remember that your logo is a business tool. The logo you have represents your very company. How it appears tells the potential customers what kind of business you have.Your logo design should be unique, functional, and effective regardless of the size and attractive regardless of the color. It should also represent the brand/company image well. The ultimate purpose is for the people to recognize your logo and associate yourself with it. Make sure that your chosen logo stands out in the crowd.A company’s logo should avoid complicated and intricate designs. Too complex a design hinders rapid visual identification and thereby defeats the purpose of the unique identification associated with the company’s logo. A busy, intricate logo may look wonderful but when the same logo is reduced in size for use on a business card it may become a meaningless blob of ink. Keep it simple and clean. Also, avoid using too many colors, highlights, special effects, etc. Most companies wish to use their logo for more than just a single application. Complex designs and color patterns tend to cost more to reproduce and often need to have an additional simplified version created. Another added expense.A Text-based design is often text only with exclusive typographic behavior. You should prefer a Text-Based design when funds are tight; your company’s name is logically distinguishing but not a household word just yet. Good examples of this are: Yahoo and Wal-Mart.A Letter-mark design is similar to text but is either an abbreviation or a company’s initials. Good examples of this are: IBM and BMW. Another type of design is Icon-based. This usually involve
In a Service Encounter of the Third Kind, your company looks to the customer with interest and patience, and asks the somewhat unlikely question: ‘What do you want to become?’
Most customers, if they are given an opportunity to reflect on this very open-ended question, realize that they are, in fact, still a bit uncertain about the future and will reply, ‘Actually we’re not entirely sure yet.’ And then, availing themselves of the sincerity and interest you have shown, might add, ‘Could we talk about it together?’
Your question, and their response, opens the door to a very different and collaborative conversation: a Service Encounter of the Third Kind.
Your company’s focus shifts again as you enter into a new dialogue with customers, seeking to understand and add value to their plans and possibilities for the future. These conversations, held in a mood of mutual discovery, are concerned with much more than just meeting a customer’s existing business requirements. By exploring scenarios and possibilities, you and your customers work together to resolve breakdowns that might emerge only in the future.
For example, innovative financial service companies in Japan consistently ask their customers, ‘What do you want to become?’ And customers consistently answer, ‘I want to become a homeowner, and I want to pass the home on to my children.’
But housing prices in Japan have climbed beyond the average customer’s reach. What was the jointly planned and innovative solution? Mortgages with payment terms spanning two generations – and customer relationships that endure beyond a lifetime.
In this third k
Research suggests that as many as 8 out of 10 employed adults are in the wrong job or career! They are in poor career-shape or have little or no career-stamina.If you are one of the 8 or your goal is to shape up, it is important to have a good understanding of some basic career management principles for a healthy career workout and to help you make the best decisions about your career on a day-by-day basis.Career Fitness TipsHere are 10 proven tips to maximize your career-workout: Set Goals You Know You Can Reach. Keep your goals realistic. Unrealistic goals leave many people feeling like a failure even after a career success. Rather than feeling good about what has been accomplished, many feel dissatisfied because they have not yet attained their dream career. To manage your expectations, set reasonable goals that can be worked on and achieved.Divide your career goals into manageable pieces. Bite off only what you can chew at any given moment. Resist the urge to multi-task when working on your career goals. If you overdo it and push yourself by trying to accomplish everything at once, you will become discouraged and lose your motivation.Work On Your Goals One At A Time. Prioritize your career goals and then work to achieve the first one. Continue to tackle each subsequent goal by completing it before starting the next one. Before you know it you will have accomplished all of your career objectives.Make Modest Changes To Your Work Habits. There are a number of “baby steps” you can take to advance your career. Instead of fantasizing about the perfect career, apply creative thinking and implement a few “quick wins” to boost your career.Develop A Career Roadmap. A career roadm
How can your company stay close to your customers even as times change, technologies change and expectations continually rise?
What can you do to ensure your company’s future offers are relevant and valuable in the market?
One powerful step forward is to explore your customers’ future needs and interests by cultivating Service Encounters of The Third Kind. In these unique encounters, your precious and loyal relationships for the future are built by your words and actions – today.
Let’s start by looking closely at Service Encounters of the First and Second Kinds.
Service Encounters Of The First Kind
In Service Encounters of the First Kind, your company approaches the customer with the most basic of all customer service questions: ‘What do you want (or need)?’
Your customer replies with equal simplicity, ‘I want your product X, by time and date Y, at your listed price Z.’
Your company’s priority and service focus should now be clear: Get the customer’s order right, and get it right the first time!
Campaigns to accomplish this objective are widespread and easy to spot. ‘Do It Right!’, ‘Zero Defects’ and ‘Six Sigma Quality’ are all examples of slogans companies use to focus their workers on getting the basics right, first time, every time.
In this kind of encounter, breakdowns in service delivery are bad news. They are to be identified, analyzed, solved and, most of all, eliminated. The service system must be streamlined and standardized in every possible way.
Companies that consistently succeed in this undertaking (delivering X by Y at Z price) earn their reputations in the market as steady and reliable suppliers. This leads, as it should, to customer satisfaction.
Training in these organizations is focused on product knowledge, technical skills, thoroughness, accuracy and adhering to proven procedures.
Marketing consists of powerful efforts to push proven products in the market. The customer is ‘sold to’.
Looking into the management mindset of these first kind organizations, we usually find a keen interest in cutting costs, increasing volume and decreasing cycle-time.
This need for speed is important: Competitors are often closing in with similar products, faster delivery and even lower prices. In this kind of competitive situation, profit margins are paper-thin and companies thrive only through continual increases in volume.
So far so good. But if we look into the staff mindset of such an organization, we find a different way of thinking altogether. Frontline service employees, focused on getting it right the first time, trained to carefully follow all procedures, and encouraged by management to achieve more and more results in less and less time, find themselves answering the phone, opening the mail or meeting the next customer in person thinking to themselves, ‘I hope this customer isn’t a pain in the neck!’
After all, customers with questions and unusual requests generally take more time, lead to more errors and can result in a general slowing down of the whole system.
No wonder so many customer requests for anything out of the ordinary are met with the retort: ‘We don’t do it that way’ or ‘That’s not how our procedures work here.’
Service Encounters Of The Second Kind
In Service Encounters of the Second Kind, your company approaches the customer with a question that goes beyond standard offers of X product at Y time and Z price. Instead of the basic ‘What do you want?’, your service representatives now pose a more inviting question: ‘How do you want it?’
Faced with such an open-ended question, the customer naturally replies, ‘I want it the way I want it. I want it special. I want it my way!’
Your company’s service focus must change if you are to deliver what your customer wants just the way your customer wants it. Special products, unique combinations, odd-hour deliveries, different schedules for pricing or payment – all are new challenges for your service team to understand and accomplish.
In Service Encounters of the Second Kind, breakdowns in the service delivery system are to be expected at first – and then overcome. Responsiveness and flexibility become your prime objectives. The organization focuses on being adaptable, accommodating and open to changing requests.
Your service system improves, not through vigorous efforts to standardize but through your willingness and commitment to customize!
Companies that succeed in this challenging undertaking (giving their customers what they want, when and where they want it and just the way they want it) earn their reputations in the market as quick, responsive and open to ongoing change.
When a company is recognized for welcoming and fulfil-ling unique customer requests, the result is not only customer satisfaction, but a well-deserved and valuable reputation for customer delight.
In these responsive second kind organizations, training programs include active listening, creative problem-solving, and attitude-building activities. Staff learn how to find a ‘yes’ for the customer rather than rolling out the standard ‘no’.
Marketing isn’t a broadside of mass advertising. Rather, it’s a selection of specially modified programs gently pushing customized products to key segments of the market. Customers aren’t ‘sold to’ here, they are served.
In the staff and management mindset of these organizations, we find a shared and sincere commitment to ‘bend over backwards’ for the customer.
For example, one adapting company proclaims, ‘We’ll go out of our way for you!’ But this catchy phrase reveals the remnants of a first-kind encounter company being forced into second-kind levels of service. Here management is essentially saying: ‘We still have our way. But don’t worry, we’ll go out of our way just for you.’
You can see this contrast in the advertising of two fast food restaurant chains. A&W features large posters that read: ‘You’ll love our way!’ (That’s Service Encounters of the First Kind.)
Compare this with the slogan and jingle for Burger King: ‘Have it your way!’ (That’s Service Encounters of the Second Kind.)
At which establishment will you feel more comfortable saying, ‘Two chicken burgers, please. One with extra ketchup and no pickles, and one cooked rare, hold the onions and two packs of mustard on the side.’?
Burger King goes even further with its follow-up campaign: ‘Sometimes You’ve Just Gotta Break the Rules.’ That’s a direct invitation to highly customized Service Encounters of the Second Kind: ‘Have it your way.’
Service Encounters Of The Third Kind
In Service Encounters of the Third Kind, your company welcomes the customer in a manner completely different from the standardized ‘What do you want?’ or customized ‘How do you want it?’.
In a Service Encounter of the Third Kind, your company looks to the customer with interest and patience, and asks the somewhat unlikely question: ‘What do you want to become?’
Most customers, if they are given an opportunity to reflect on this very open-ended question, realize that they are, in fact, still a bit uncertain about the future and will reply, ‘Actually we’re not entirely sure yet.’ And then, availing themselves of the sincerity and interest you have shown, might add, ‘Could we talk about it together?’
Your question, and their response, opens the door to a very different and collaborative conversation: a Service Encounter of the Third Kind.
Your company’s focus shifts again as you enter into a new dialogue with customers, seeking to understand and add value to their plans and possibilities for the future. These conversations, held in a mood of mutual discovery, are concerned with much more than just meeting a customer’s existing business requirements. By exploring scenarios and possibilities, you and your customers work together to resolve breakdowns that might emerge only in the future.
For example, innovative financial service companies in Japan consistently ask their customers, ‘What do you want to become?’ And customers consistently answer, ‘I want to become a homeowner, and I want to pass the home on to my children.’
But housing prices in Japan have climbed beyond the average customer’s reach. What was the jointly planned and innovative solution? Mortgages with payment terms spanning two generations – and customer relationships that endure beyond a lifetime.
In this third ki
I am often asked what is a reasonable fee to charge my clients. And on the opposite side of the coin – what should I expect to pay for a bookkeeper? A bookkeeper who is honest, trustworthy, reliable and knowledgeable is worth their weight in gold. You might find a good honest hard working person, but if they don’t have the knowledge and experience that you need then you only have part of the solution you are looking for.For bookkeepers check with your local CPA’s for a reality check of your worth. They often have a good idea of what the market will bear for your area. Consider your experience and education when setting your fees. If you are just starting out, you might want to consider the lower end of the scale. However if you are experienced in all phases of bookkeeping (generally called a full charge bookkeeper) you are worth more and should charge more. Specializing in niche business types such as construction, retail, artists and art galleries, medical, etc can add even more value to your services.As for those business owners looking for a bookkeeper, first determine what your needs are. Are you looking for someone to do data entry of receivables and payables and perhaps write checks? You might consider someone with less experience. However, remember your company is probably growing and you should seriously consider your future needs. Will you need someone to process payroll? Make general journal entries? Prepare internal financial statements? Do you need someone who can guide you through your financial record keeping needs as your company expands? Better to hire someone who is more experienced now as they will be a great asset to your growing company.A good bookkeeper is more than just a data entry person. They are an integral part of your company and as such you should take care to find the right employee or ser
Training in these organizations is focused on product knowledge, technical skills, thoroughness, accuracy and adhering to proven procedures.
Marketing consists of powerful efforts to push proven products in the market. The customer is ‘sold to’.
Looking into the management mindset of these first kind organizations, we usually find a keen interest in cutting costs, increasing volume and decreasing cycle-time.
This need for speed is important: Competitors are often closing in with similar products, faster delivery and even lower prices. In this kind of competitive situation, profit margins are paper-thin and companies thrive only through continual increases in volume.
So far so good. But if we look into the staff mindset of such an organization, we find a different way of thinking altogether. Frontline service employees, focused on getting it right the first time, trained to carefully follow all procedures, and encouraged by management to achieve more and more results in less and less time, find themselves answering the phone, opening the mail or meeting the next customer in person thinking to themselves, ‘I hope this customer isn’t a pain in the neck!’
After all, customers with questions and unusual requests generally take more time, lead to more errors and can result in a general slowing down of the whole system.
No wonder so many customer requests for anything out of the ordinary are met with the retort: ‘We don’t do it that way’ or ‘That’s not how our procedures work here.’
Service Encounters Of The Second Kind
In Service Encounters of the Second Kind, your company approaches the customer with a question that goes beyond standard offers of X product at Y time and Z price. Instead of the basic ‘What do you want?’, your service representatives now pose a more inviting question: ‘How do you want it?’
Faced with such an open-ended question, the customer naturally replies, ‘I want it the way I want it. I want it special. I want it my way!’
Your company’s service focus must change if you are to deliver what your customer wants just the way your customer wants it. Special products, unique combinations, odd-hour deliveries, different schedules for pricing or payment – all are new challenges for your service team to understand and accomplish.
In Service Encounters of the Second Kind, breakdowns in the service delivery system are to be expected at first – and then overcome. Responsiveness and flexibility become your prime objectives. The organization focuses on being adaptable, accommodating and open to changing requests.
Your service system improves, not through vigorous efforts to standardize but through your willingness and commitment to customize!
Companies that succeed in this challenging undertaking (giving their customers what they want, when and where they want it and just the way they want it) earn their reputations in the market as quick, responsive and open to ongoing change.
When a company is recognized for welcoming and fulfil-ling unique customer requests, the result is not only customer satisfaction, but a well-deserved and valuable reputation for customer delight.
In these responsive second kind organizations, training programs include active listening, creative problem-solving, and attitude-building activities. Staff learn how to find a ‘yes’ for the customer rather than rolling out the standard ‘no’.
Marketing isn’t a broadside of mass advertising. Rather, it’s a selection of specially modified programs gently pushing customized products to key segments of the market. Customers aren’t ‘sold to’ here, they are served.
In the staff and management mindset of these organizations, we find a shared and sincere commitment to ‘bend over backwards’ for the customer.
For example, one adapting company proclaims, ‘We’ll go out of our way for you!’ But this catchy phrase reveals the remnants of a first-kind encounter company being forced into second-kind levels of service. Here management is essentially saying: ‘We still have our way. But don’t worry, we’ll go out of our way just for you.’
You can see this contrast in the advertising of two fast food restaurant chains. A&W features large posters that read: ‘You’ll love our way!’ (That’s Service Encounters of the First Kind.)
Compare this with the slogan and jingle for Burger King: ‘Have it your way!’ (That’s Service Encounters of the Second Kind.)
At which establishment will you feel more comfortable saying, ‘Two chicken burgers, please. One with extra ketchup and no pickles, and one cooked rare, hold the onions and two packs of mustard on the side.’?
Burger King goes even further with its follow-up campaign: ‘Sometimes You’ve Just Gotta Break the Rules.’ That’s a direct invitation to highly customized Service Encounters of the Second Kind: ‘Have it your way.’
Service Encounters Of The Third Kind
In Service Encounters of the Third Kind, your company welcomes the customer in a manner completely different from the standardized ‘What do you want?’ or customized ‘How do you want it?’.
In a Service Encounter of the Third Kind, your company looks to the customer with interest and patience, and asks the somewhat unlikely question: ‘What do you want to become?’
Most customers, if they are given an opportunity to reflect on this very open-ended question, realize that they are, in fact, still a bit uncertain about the future and will reply, ‘Actually we’re not entirely sure yet.’ And then, availing themselves of the sincerity and interest you have shown, might add, ‘Could we talk about it together?’
Your question, and their response, opens the door to a very different and collaborative conversation: a Service Encounter of the Third Kind.
Your company’s focus shifts again as you enter into a new dialogue with customers, seeking to understand and add value to their plans and possibilities for the future. These conversations, held in a mood of mutual discovery, are concerned with much more than just meeting a customer’s existing business requirements. By exploring scenarios and possibilities, you and your customers work together to resolve breakdowns that might emerge only in the future.
For example, innovative financial service companies in Japan consistently ask their customers, ‘What do you want to become?’ And customers consistently answer, ‘I want to become a homeowner, and I want to pass the home on to my children.’
But housing prices in Japan have climbed beyond the average customer’s reach. What was the jointly planned and innovative solution? Mortgages with payment terms spanning two generations – and customer relationships that endure beyond a lifetime.
In this third k
Have you considered buying store returns?Every wholesale buyer eventually comes across offers for store return merchandise.It’s a difficult decision wether should someone get involved with store returns.While the profit potential is definitely there, there are also adverse factors to consider.To start with we need to have a clear understanding of what store returns are.Most major retailers have a program where they accept returns from their customers.Keep in mind that the returned merchandise does not always have to be in its original packaging.For instance, one major retailer, allows returns of children’s clothing for any reason for an extended period of time. I have been told that this period is now 6 months.Since the major retailers want the repeat business from their customers, they will even accept merchandise which might have been damaged by consumers.So what do retailers do with these store returns?They have a program where they contract out with salvage dealers, wholesalers, and fulfillment centers, who then sell this merchandise for them.So if the merchandise is likely damaged, why would you even consider buying it?For the reason that store returned merchandise is usually sold for as little as 10% of the wholesale value.Assuming the wholesale value is half the retail value, there are times when you can buy $5,000 worth of retail merchandise for as little as $250.But before you decide to stock your business with store returns you need to realize the following.About 50-75% of the merchandise will be clearly damaged. The remaining 25-50% will be merchandise returned because of size or taste issues.Meaning those customers are returning merchandise which doesn’t fit them, they changed their mind about it, or received it as a
In Service Encounters of the Second Kind, your company approaches the customer with a question that goes beyond standard offers of X product at Y time and Z price. Instead of the basic ‘What do you want?’, your service representatives now pose a more inviting question: ‘How do you want it?’
Faced with such an open-ended question, the customer naturally replies, ‘I want it the way I want it. I want it special. I want it my way!’
Your company’s service focus must change if you are to deliver what your customer wants just the way your customer wants it. Special products, unique combinations, odd-hour deliveries, different schedules for pricing or payment – all are new challenges for your service team to understand and accomplish.
In Service Encounters of the Second Kind, breakdowns in the service delivery system are to be expected at first – and then overcome. Responsiveness and flexibility become your prime objectives. The organization focuses on being adaptable, accommodating and open to changing requests.
Your service system improves, not through vigorous efforts to standardize but through your willingness and commitment to customize!
Companies that succeed in this challenging undertaking (giving their customers what they want, when and where they want it and just the way they want it) earn their reputations in the market as quick, responsive and open to ongoing change.
When a company is recognized for welcoming and fulfil-ling unique customer requests, the result is not only customer satisfaction, but a well-deserved and valuable reputation for customer delight.
In these responsive second kind organizations, training programs include active listening, creative problem-solving, and attitude-building activities. Staff learn how to find a ‘yes’ for the customer rather than rolling out the standard ‘no’.
Marketing isn’t a broadside of mass advertising. Rather, it’s a selection of specially modified programs gently pushing customized products to key segments of the market. Customers aren’t ‘sold to’ here, they are served.
In the staff and management mindset of these organizations, we find a shared and sincere commitment to ‘bend over backwards’ for the customer.
For example, one adapting company proclaims, ‘We’ll go out of our way for you!’ But this catchy phrase reveals the remnants of a first-kind encounter company being forced into second-kind levels of service. Here management is essentially saying: ‘We still have our way. But don’t worry, we’ll go out of our way just for you.’
You can see this contrast in the advertising of two fast food restaurant chains. A&W features large posters that read: ‘You’ll love our way!’ (That’s Service Encounters of the First Kind.)
Compare this with the slogan and jingle for Burger King: ‘Have it your way!’ (That’s Service Encounters of the Second Kind.)
At which establishment will you feel more comfortable saying, ‘Two chicken burgers, please. One with extra ketchup and no pickles, and one cooked rare, hold the onions and two packs of mustard on the side.’?
Burger King goes even further with its follow-up campaign: ‘Sometimes You’ve Just Gotta Break the Rules.’ That’s a direct invitation to highly customized Service Encounters of the Second Kind: ‘Have it your way.’
Service Encounters Of The Third Kind
In Service Encounters of the Third Kind, your company welcomes the customer in a manner completely different from the standardized ‘What do you want?’ or customized ‘How do you want it?’.
In a Service Encounter of the Third Kind, your company looks to the customer with interest and patience, and asks the somewhat unlikely question: ‘What do you want to become?’
Most customers, if they are given an opportunity to reflect on this very open-ended question, realize that they are, in fact, still a bit uncertain about the future and will reply, ‘Actually we’re not entirely sure yet.’ And then, availing themselves of the sincerity and interest you have shown, might add, ‘Could we talk about it together?’
Your question, and their response, opens the door to a very different and collaborative conversation: a Service Encounter of the Third Kind.
Your company’s focus shifts again as you enter into a new dialogue with customers, seeking to understand and add value to their plans and possibilities for the future. These conversations, held in a mood of mutual discovery, are concerned with much more than just meeting a customer’s existing business requirements. By exploring scenarios and possibilities, you and your customers work together to resolve breakdowns that might emerge only in the future.
For example, innovative financial service companies in Japan consistently ask their customers, ‘What do you want to become?’ And customers consistently answer, ‘I want to become a homeowner, and I want to pass the home on to my children.’
But housing prices in Japan have climbed beyond the average customer’s reach. What was the jointly planned and innovative solution? Mortgages with payment terms spanning two generations – and customer relationships that endure beyond a lifetime.
In this third k
Turnover issues can affect your company’s profitability, customer loyalty, sales, productivity, and employee morale. Below are examples of turnover costs from some reliable sources:1/3 of a new hire’s annual salary or wage Department of Labor Nonprofessional position - 1.5 times the person’s annual salary Professional position - 2.4 times the person’s annual salary Rutgers University - Graduate School of Business $500 for a fast food employee HR Focus§ $3,000 - 5,000 to replace a truck driver HR Focus · $2,000 teller position Credit Union Magazine 38% of an employee’s annual salary U.S. Chamber of Commerce (average for all jobs) There are many ways to calculate turnover cost. For example, one St. Louis photocopier company figures their first year cost to hire and train a new repair person is in excess of $63,000. Their turnover cost figure includes these tangible and intangible expenses.Tangible Costs(Easily identified) Advertising cost for open positionRecruiting agency feeTravel expenseInterviewer (s) time – First interviewInterviewer (s) time – Second interviewTraining cost for new hireRelocation expenseTemp-to-permanent feeHiring bonusExit interview costAdministration costs for terminationSeverance/separation costs
Marketing isn’t a broadside of mass advertising. Rather, it’s a selection of specially modified programs gently pushing customized products to key segments of the market. Customers aren’t ‘sold to’ here, they are served.
In the staff and management mindset of these organizations, we find a shared and sincere commitment to ‘bend over backwards’ for the customer.
For example, one adapting company proclaims, ‘We’ll go out of our way for you!’ But this catchy phrase reveals the remnants of a first-kind encounter company being forced into second-kind levels of service. Here management is essentially saying: ‘We still have our way. But don’t worry, we’ll go out of our way just for you.’
You can see this contrast in the advertising of two fast food restaurant chains. A&W features large posters that read: ‘You’ll love our way!’ (That’s Service Encounters of the First Kind.)
Compare this with the slogan and jingle for Burger King: ‘Have it your way!’ (That’s Service Encounters of the Second Kind.)
At which establishment will you feel more comfortable saying, ‘Two chicken burgers, please. One with extra ketchup and no pickles, and one cooked rare, hold the onions and two packs of mustard on the side.’?
Burger King goes even further with its follow-up campaign: ‘Sometimes You’ve Just Gotta Break the Rules.’ That’s a direct invitation to highly customized Service Encounters of the Second Kind: ‘Have it your way.’
Service Encounters Of The Third Kind
In Service Encounters of the Third Kind, your company welcomes the customer in a manner completely different from the standardized ‘What do you want?’ or customized ‘How do you want it?’.
In a Service Encounter of the Third Kind, your company looks to the customer with interest and patience, and asks the somewhat unlikely question: ‘What do you want to become?’
Most customers, if they are given an opportunity to reflect on this very open-ended question, realize that they are, in fact, still a bit uncertain about the future and will reply, ‘Actually we’re not entirely sure yet.’ And then, availing themselves of the sincerity and interest you have shown, might add, ‘Could we talk about it together?’
Your question, and their response, opens the door to a very different and collaborative conversation: a Service Encounter of the Third Kind.
Your company’s focus shifts again as you enter into a new dialogue with customers, seeking to understand and add value to their plans and possibilities for the future. These conversations, held in a mood of mutual discovery, are concerned with much more than just meeting a customer’s existing business requirements. By exploring scenarios and possibilities, you and your customers work together to resolve breakdowns that might emerge only in the future.
For example, innovative financial service companies in Japan consistently ask their customers, ‘What do you want to become?’ And customers consistently answer, ‘I want to become a homeowner, and I want to pass the home on to my children.’
But housing prices in Japan have climbed beyond the average customer’s reach. What was the jointly planned and innovative solution? Mortgages with payment terms spanning two generations – and customer relationships that endure beyond a lifetime.
In this third k
Most marketing people think of newsletters as quaint old things, like handwritten letters or mimeograph machines. While marketing is not immune to fads, newsletters are an absolute evergreen. After all, how can direct communication with your customers ever be a bad thing? And if you do it right, your customers will actually look forward to hearing from you!One reason newsletters are so hot is that no one is doing them. Some marketers may think they're hopelessly old school. Others may have tried to do them and failed (they're harder than they look). And still others are so buried under the avalanche of everyday emergencies that doing something as benign and friendly as a newsletter sounds almost unproductive.Newsletters are powerful. Think about what they are for a minute: it is a way for you to communicate directly with your customers at regular intervals. Most other marketing communications efforts are hit-or-miss. You place an ad that is seen by people who might be interested in your product but also by many others that will never want your product. A brochure can be put into the hands of many people, including a lot of highly disinterested parties.But a newsletter goes right to the heart of your business: your real customers. The mailing list of your customers is pure gold. These are people who know your company, know what you sell, and have at least given you the impression that they like what you do. This isn't just preaching to the choir, it's fish in a barrel.Think of a newsletter as permission to have a standing meeting or get-together with your customers at regular intervals.Newsletter writing is not the same as writing copy to persuade. With non-customers, you have to convince them to try your product or service. With customers, that persuasion is no longer necessary. You can talk in detail abo
In a Service Encounter of the Third Kind, your company looks to the customer with interest and patience, and asks the somewhat unlikely question: ‘What do you want to become?’
Most customers, if they are given an opportunity to reflect on this very open-ended question, realize that they are, in fact, still a bit uncertain about the future and will reply, ‘Actually we’re not entirely sure yet.’ And then, availing themselves of the sincerity and interest you have shown, might add, ‘Could we talk about it together?’
Your question, and their response, opens the door to a very different and collaborative conversation: a Service Encounter of the Third Kind.
Your company’s focus shifts again as you enter into a new dialogue with customers, seeking to understand and add value to their plans and possibilities for the future. These conversations, held in a mood of mutual discovery, are concerned with much more than just meeting a customer’s existing business requirements. By exploring scenarios and possibilities, you and your customers work together to resolve breakdowns that might emerge only in the future.
For example, innovative financial service companies in Japan consistently ask their customers, ‘What do you want to become?’ And customers consistently answer, ‘I want to become a homeowner, and I want to pass the home on to my children.’
But housing prices in Japan have climbed beyond the average customer’s reach. What was the jointly planned and innovative solution? Mortgages with payment terms spanning two generations – and customer relationships that endure beyond a lifetime.
In this third kind of customer service, companies must be willing to adapt, modify and in some cases entirely reinvent the purpose and procedures of their business. Rather than ‘standardize’ or even ‘customize’ existing products and systems, third-kind companies must make a commitment to ‘customer-ize’ – to become whatever customers need them to become in order to work together in the future.
For example, railroads in America thought they were in the train business many years ago and nearly went bankrupt asking the customer, ‘What type of train car do you want to travel in, where do you want to go to and at what price do you want to travel?’ They built coach cars, dining cars, sleeping cars and more.
But since they never asked the customer, ‘What do you want to become?’, railroad companies did not foresee the need for airborne shipping and travel, and missed evolving into airline companies altogether. Today, government financial support is necessary just to keep American railroads alive.
Companies that do evolve get noticed and earn the respect of customers as relevant, dynamic and constantly changing organizations. They are focused on and committed to the future – not stuck in the success of their past.
Committing to Service Encounters of the Third Kind means you and your customers enter into an intimate and closely linked evolution. As changes in the business environment demand greater innovation, more flexibility and even faster response, you learn to adapt, anticipate and actively support each other.
This association is not based on customer satisfaction or even on customer delight. Instead, the inventive and interactive quality of this relationship is founded on a level of customer loyalty that is precious to both parties, and can be vital to a vibrant future.
Competitors can steal away a satisfied customer by offering a little bit more satisfaction, and can even lure away a delighted customer by offering a little more delight. But a loyal customer is one who sees his future emerging in part due to your commitment. ‘Win-win agreements’ and ‘building synergy’ become passwords for communication between your company and your customer. Adding long-term value is a goal you take responsibility for together.
Training programs in third-kind companies highlight the principles of cooperation, collaboration, creativity, invention and design. Real customers and suppliers are featured and included in the real-time training programs.
The customer is no longer sold to, nor simply served. He is genuinely cared for through a conscientious relationship that builds trust and momentum over time.
Your service representatives do not ‘hard-sell’ or ‘push’ their products. Instead, they work closely with customers to ensure that appropriate products are ‘pulled’ from your organization. Customers also influence the development of your organization’s future competencies, capabilities, and commitments.
Staff and management share the same mindset toward the third-kind customer: ‘We make your concerns our concerns.’ And in such an atmosphere of growing trust, your customer can make similar long-term and loyal commitments back to you. The customer comes to count on you, rely on you and evolve with you.
In the fast-food industry, for example, McDonalds is now test-marketing an all-soy ‘veggie burger’. This is in direct response to customers who said, ‘We are becoming more health conscious and we want to eat healthier foods.’
Third-kind insurance companies now reap an ever greater slice of the savings and investment pie. Agents no longer ask the simple question, ‘Do you want whole life, term or endowment?’ Instead leading companies provide their representatives with entirely new categories of investment and insurance products addressing individual concerns and responding to changing needs.
While these are some of the success stories, other companies have missed the importance of third-kind service and teeter dangerously close to the edge of obsolescence.
General Motors, for example, suffered a serious erosion of market share and loyalty before they heard what their customers were saying: ‘We want to become more efficient, more cost conscious, and more environmentally friendly.’ Other companies listened and delivered appropriately designed new cars. Customers responded, giving back profits and gains in market share.
Intricate slide rules were famous for aiding calculation in my father’s day. Manufacturers diligently asked the engineers, ‘How do you want it?’ and built an impressive range of slide rules in response: wooden, plastic, steel, large, pocket-sized, flat, round and double-sided.
But they never asked what customers were ‘becoming’, so didn’t hear their customers’ growing urge for things instantaneous and electronic. The firms that built a wide range of precision slide rules are now gone. Not one slide rule maker is among the calculator and computer manufacturers of today.
From carbon paper to photocopies, buggy whips to stick shifts, typewriters to computers, copper wire to fiber optics, smoke signals to wireless, each evolution begs the question, ‘What happened to those companies?’ Did they make the switch? Did they survive? Did they move from ‘What do you want?’ to ‘What do you want to become?’
In an environment of continually accelerating change, the only certainty we have is that the future will be different from today. The opportunities for evolution and collaboration with your customers will be endless.
What about your company? Will you gradually go out of business with a standardized service system that provides efficient answers to questions your customers no longer ask?
Or will you change the tone and tenor of your service encounters from the order taker asking, ‘What do you want?’ and the order maker’s, ‘How do you want it?’ to the loyal business partner who patiently and intelligently asks, ‘What do you want to become?’
This change requires a new mindset and new methods for engaging with your customers and suppliers. It’s called Service Encounters of the Third Kind. Learn it.
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