It seems that some businesses have over-complicated delivering good, solid customer service.  The focus is often on technical processes rather than a genuine, natural service flow.  For example, a service person will think, "I have to do this first, this second, third...etc."  The result of that is an impersonal disconnect with the the customer who is trying to do business with that company.  We have all been on the receiving end of the person behind the desk or at the checkout counter who is so lost in their "processes" that greeting the customer, helping them, or taking their money will only happen when they have finished their paperwork, computer transaction, conversation, and so on.  A big miss.

Something that is always relevant and seemingly misunderstood is the Customer Experience. Harley Manning and Kerry Bodine of Outside In defines this as, "Customer Experience is how your customers perceive their interactions with your company."  Here's some compelling proof on why this topic deserves focus and understanding: Over a recent 5-year period when S&P 500 was flat, a stock portfolio of customer experience leaders grew 22%!  

To further break down what's the "customer experience," it's the product and services you offer, how you manage your business, and what your brand stands for.  It 's what a customer perceives will happen when they try and buy your product, use it, and/or what would happen if there is a problem with it.

Did you know that 1 out of every 4 working adults in the U.S. is a salesperson (The Simple Truths of Selling, by Todd Duncan)?  That certainly means there's a lot of competition in this profession, and success can't come easy. How do you separate yourself from the crowd and get noticed? What makes a successful salesperson today and in this economy?  This would be a great time for me to introduce a new ground breaking sales technique that is a sure thing. To tell you the truth, there isn't one.  The business section of any book store is filled with resources on learning how to sell, how to be a better sales person, improving sales techniques…etc.  However, the truth of the matter is that successful selling comes from the basics, not from new methodologies that seem to distract from the authentic sales exchange.

How many times have you been in a store, restaurant, or on the phone, and questioned the proper "fit" of the person's skills in relation to the job they were working?  The waiter who is unfriendly, or the person answering the phone who puts you on multiple holds, disconnects your call, or transfers incorrectly?  How about the person at a home improvement store working in "lawn and garden" who can't answer any of your lawn and garden questions?  One of my personal favorites is the person who works in a family fun vacation destination, such as a theme park or resort, who, based on the poor delivery of their service, alters your "fun" experience?  So who is to blame for this improper fit?  During that moment of frustration, it is easy to blame the service person at the restaurant, home improvement store, or on the phone, but as we peal back the layers of "why," there are many reasons for this bad fit and disconnect.

16 years ago Joseph Pine and James Gilmore wrote an incredibly insightful book called, The Experience Economy.  This book continues to be one of my favorite reference books. You might be thinking, "16 years ago isn't exactly current information and material to reference."  Well, think again because here's a timeless statement from the book, "If societies are to seek continued economic prosperity, they must stage experiences to add sufficient value to their economies to employ the masses (goods and services are no longer enough)." Creating memorable customer experiences must be a business discipline in all organizations who wish to survive and achieve successful longevity.

We can all agree that training is an essential step in keeping your associates well educated in their jobs, as well as for performing to the needs and expectations of the company.  Companies have high hopes that the associates they invested in will arrive back at their positions with all sorts of new and improved long-term behaviors as a result of the training.  These visions are often inaccurate.  Know that I am not knocking training; I agree and support the need to continually challenge and educate your associates.  Where I believe there is a big disconnect is in this disillusion that, say, just one training class will encourage sustained improvements through the duration of the employees' employment.  What about providing the tools and expectations to your associates to maintain and grow the new training skills?