Latest / Morning Joe with Gibrón / Who’s Watching the Customer Experience? Why It’s Important to Know

Transcript

Who’s Watching the Customer Experience? Why It’s Important to Know · Morning Joe with Gibrón

• 0:01
  Speaker 1: Well, just wouldn't be Morning Joe with Jabron if we
• 0:05
  weren't kicking the show off on National Coffee Day. The
• 0:15
  day when businesses that serve coffee, generally as a main product,
• 0:27
  will give you a discount Or maybe if you're a veteran,
• 0:31
  it might even be free. Who knows? We're going to
• 0:35
  talk about... Not coffee today. We're just celebrating. Morning Joe
• 0:45
  with Jabron. But today we're going to be talking about
• 0:50
  a different type of proximity. And the difference between value...
• 0:59
  adding value, and getting money. This is Jakaso, Morning Joe
• 1:07
  with Jabron. I'll see you on the other side. Hey, hey,
• 1:13
  you made it. And we're gonna talk about where value
• 1:19
  can be added and how that can ultimately increase your
• 1:33
  income your profitability of your company and you can look
• 1:38
  at the companies that do this what we'll discuss and
• 1:43
  see very clearly and I'll give you a personal example
• 1:51
  so I'll give you the personal example first and then
• 1:55
  maybe you can find the companies that are doing this
• 2:00
  Back in, seems like the beginning of time now, 1994, 95,
• 2:09
  somewhere in there, I had the opportunity to work at Kinko's.
• 2:14
  I said, Kinko's? A lot of people, Kinko's? I think
• 2:17
  I remember. What's Kinko's? Well, you'll find a link in
• 2:22
  this podcast and it'll tell you all about Kinko's. I
• 2:27
  even have some memorabilia. But Kinko's would bring box lunches
• 2:37
  to the employees, crew members. They would send us to training.
• 2:43
  We had training, color theory training. We had Stephen Covey
• 2:49
  training at University of Arlington. We had Xerox training at
• 2:55
  Xerox in Las Colinas. There was ongoing training. We had
• 3:05
  secret shoppers. People would come in or give us a
• 3:10
  phone call and see if we were saying and doing
• 3:14
  all the right things. They invested a lot in the
• 3:22
  people who took care of the customer. Oddly enough, Our
• 3:32
  team performed so well that myself and a couple of
• 3:37
  other store managers from different stores were asked to go
• 3:44
  talk to the founder of the company. Imagine that. So
• 3:48
  we had a meeting at the Hyatt DFW. And I
• 3:58
  knew it was something special. I see how great it
• 4:02
  was now. But in that meeting, I think there may
• 4:11
  have been 10 of us, including Paul and his assistant,
• 4:16
  Paul Orfala. And he asked us questions. You know, we
• 4:22
  went through a series of scenarios. And one thing I
• 4:29
  can tell you is he listened. And one thing I
• 4:34
  can tell you that he said, he said, stroke the
• 4:37
  hand of your coworker because they're taking care of your customer.
• 4:44
  So I digress and move forward and maybe you can.
• 4:53
  Morning Joe with Jabron, you gotta have it real. You know,
• 4:57
  if it ain't real, it might be Memorex. But moving forward,
• 5:06
  it was a couple of companies that may have come
• 5:09
  to mind, some you may have worked for. And I
• 5:14
  think one of the first ones that comes to mind
• 5:16
  is Chick-fil-A. Another one that comes to mind is H-E-B,
• 5:23
  grocery store. And I'll just leave it at those two.
• 5:29
  They so happen to both be... red and white and
• 5:34
  black in color, maybe that has something to do with it.
• 5:38
  But you can tell they invest. I was having a
• 5:43
  discussion last night with a friend and it's the first
• 5:47
  time she had been to HEB and I had been
• 5:53
  bragging about it for some time and finally she went
• 5:57
  and we were comparing the customer service from that and
• 6:01
  from Chick-fil-A and she kind of described Chick-fil-A as maybe
• 6:11
  almost robotic in a way. Their customer service, their disciplines
• 6:19
  and H-E-B was more friendly and genuine. So I guess
• 6:26
  it depends on obviously who you are and what you're
• 6:29
  looking for and your level of experience. But I think
• 6:37
  both of these companies, and I know for a fact
• 6:39
  both of these companies invest deeply in the foundation of
• 6:46
  their company through the hands of their co-worker. You know,
• 6:51
  you think the co-worker is listening. If you've got a
• 6:53
  co-worker who's disgruntled or has got problems or doesn't know
• 6:58
  their job well, that's embarrassing. It's embarrassing. I can remember
• 7:03
  when I didn't know something, and that's one thing people
• 7:06
  don't want to do. They don't want to be in
• 7:07
  the seat of not knowing. It's an opportunity to learn,
• 7:10
  but it also can be very embarrassing when you're wanting
• 7:15
  to represent the company and you can't. So education is
• 7:22
  a key to your customers' clarity about your product. your
• 7:30
  customer's experience, obviously, and the foundation of your co-worker to
• 7:38
  know they have a standing chance to actually learn something.
• 7:45
  Who wants to be written up because they didn't offer
• 7:49
  the customer a certain product? They were secret shopped and
• 7:52
  they didn't offer the Google Sticks, and Google Sticks is
• 7:56
  something that you've been pushing, or Another coworker, they didn't
• 8:00
  greet you when you came in. And that was a
• 8:03
  secret shopper walking in. You know, and now they're written
• 8:08
  up because they didn't have the proper training. You know,
• 8:12
  one thing I would do with my coworkers, they would
• 8:18
  mirror me. Mirroring is kind of good. You know, it
• 8:22
  shows the customer that you're invested in the staff and
• 8:28
  the co-worker gets to see real life examples of what
• 8:32
  could happen. And you want that person who's training them, obviously,
• 8:36
  to be cognitive level high. You know, you just don't
• 8:40
  want to stick them with Ralph because Ralph is the
• 8:43
  only person who won't say no. You know, you want
• 8:46
  to stick with someone who's going to nurture them and
• 8:49
  take care of them and give them the information they
• 8:52
  need to be successful in their role. So it boils
• 8:57
  down to nurturing and adding value through the hands of
• 9:02
  your coworkers. And it's a delicate thing because training can
• 9:10
  take some time, and that can be time lost if
• 9:16
  they find employment elsewhere and they take that skill elsewhere.
• 9:20
  but you can look in probably any leadership book and
• 9:27
  investing in your co-worker is invaluable to your success of
• 9:36
  your company. How do you know what they're doing? Is
• 9:43
  it your supervisor who's giving you the feedback? Is it
• 9:48
  a customer that's giving you the feedback? You know? Got,
• 9:53
  you know, what do they call it? Google reviews. Got, um,
• 10:00
  you know, comment cards. You know, and then you have
• 10:05
  secret shop. I would go with the secret shop. Outside opinion,
• 10:10
  bird's eye view, targeted questions, whether it be by phone
• 10:15
  or by a walk-in. You know, it could be a
• 10:21
  mail order, you know, depending on what your business is.
• 10:26
  You know, it could be response time. So many metrics.
• 10:32
  And if you ask a supervisor, well, they're busy doing
• 10:34
  their job and watching people, which is, you know, one
• 10:37
  of the things that they're there to do. But how
• 10:41
  are they doing? We got to find out with the manager. OK, well,
• 10:45
  they also have job roles and responsibilities as well. Who's
• 10:49
  watching them? So I'm going to squeeze this in. I
• 10:54
  haven't even gotten to the editing table on today's podcast.
• 10:59
  And just so happens that I bought a raffle ticket.
• 11:06
  And I bought a raffle ticket a couple of days
• 11:08
  ago at a business. And I didn't secure in finding
• 11:15
  out what the nature of the drawing was other than
• 11:19
  I had a chance to win something. And I bought
• 11:22
  a lighter, so, you know, $ 1. 29 or whatever it was,
• 11:26
  and gave me a ticket, wrote my name on the
• 11:29
  back of the ticket, and, hey, you get a chance
• 11:31
  to win. Didn't go through any of the information, you know,
• 11:35
  of what I'd win or anything. I didn't ask. I
• 11:38
  was there for a lighter, and I was about to leave.
• 11:41
  So I decided to go back today, a couple days later,
• 11:46
  and find out what was the drawing that uh, how
• 11:50
  do I find out, well, I got to the counter,
• 11:53
  and lady there told me it was, uh, they called
• 11:58
  three people last night, they already had three winners, and, uh,
• 12:02
  I would have received a text, and, uh, kept asking
• 12:07
  me my name, and I said, well, I didn't give
• 12:09
  my name, I just, you know, uh, put my, my
• 12:13
  phone number, but, you know, I, I, you know, she'd
• 12:17
  didn't tell me much, you know, she didn't really know
• 12:20
  a lot, and there was another gentleman sitting in the back,
• 12:23
  I said, well, you know, I'll give it another try,
• 12:25
  and she said, yeah, we're going to do another one
• 12:28
  near Halloween, I said, okay, I said, well, I'll be back,
• 12:32
  so I said, thank you very much, and she said, okay,
• 12:37
  and I turned to leave, and as I turned to leave,
• 12:41
  the gentleman that was sitting down in the corner said,
• 12:45
  did you tell him about The prizes? And she goes, prizes?
• 12:52
  Which ones? And he said, make sure you tell them
• 12:56
  about the prizes. And she said, I didn't know which
• 12:58
  ones they were. He said, it was in the text.
• 13:01
  So she's like, she didn't know. She was totally confused.
• 13:06
  And so he walked over and said, yes. And as
• 13:09
  he was walking over, he said, you got to tell
• 13:11
  everybody about what the prizes are. So he went through
• 13:15
  what the prizes are. got a b or c you
• 13:19
  can get this one or you can get that one
• 13:21
  or we have this luxury edition of this one and
• 13:25
  she was looking you know looking and he said all
• 13:27
  you have to do is purchase 30 dollars and you
• 13:30
  get a ticket and that's all he needs from me
• 13:34
  so I said oh okay well those are pretty cool
• 13:37
  well I'll be back you know and I left and
• 13:41
  that's when I began to make this pop-up about what
• 13:47
  happened because this is exactly what I'm talking about an
• 13:51
  employee had no idea about a promotion that was going
• 13:57
  on and the managers or whomever was sitting in the
• 14:02
  corner and she got embarrassed she was very embarrassed I
• 14:06
  could tell by the the the answers and response she
• 14:10
  gave him but you know this is her job how
• 14:12
  can you talk back to your manager She said, well,
• 14:14
  I didn't know. Nobody told me. He said it was
• 14:17
  in the text. It was in the group chat or
• 14:19
  whatever the case is. A group chat, a text doesn't
• 14:24
  necessarily explain. And how do you know they received it
• 14:28
  and can articulate what you're trying to do? Whether it's
• 14:34
  well written out or not. You know, and this is
• 14:39
  a small business. So you think she's going to be
• 14:42
  happy with the next customer? It could be something else
• 14:45
  she doesn't know. You know, she's cutting off guard. Now
• 14:49
  she's on edge. Now she'll be looking for another job
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  as soon as possible. Don't do that. Train your employees.
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  It's an emergency if you don't. Long story short, you know,
• 15:02
  you want to invest in your crew members. You know,
• 15:11
  and most often, Like I said, nobody wants to be dumb.
• 15:18
  And you feel dumb when you don't have the right answer.
• 15:22
  And if you haven't been tested on that answer, if
• 15:25
  you haven't been, not drilled, but incentivized to show your
• 15:34
  coworkers where they can go and where they will be
• 15:36
  able to go, like the old guy at Ashley's Furniture says,
• 15:43
  You're burning money. This is Picasso. Morning Joe with Jabron.
• 15:47
  Get that secret shop on.