Car dealerships and car salesmen get a bad rap for being crooked, uncaring and even slimy. However, this last spring my husband and I had a wonderful customer experience with the purchase of our 2011 Jeep Liberty.

We were previous Jeep owners and we were partial to purchasing another Jeep. However, with all of the changes in the SUV market and the cost of gasoline, we were hesitant. After spending weeks looking through advertisements and test-driving other vehicles, we headed to a Five Star Chrysler Jeep dealership near our home. A friendly salesman greeted us and as we discussed our concerns he answered our questions and recommended we start our decision process by test-driving a Jeep Patriot, which he told us to take for the day.

Upon returning the vehicle, we explained our aversions and he scheduled us to test-drive a Dodge Journey the following Saturday, again for the day. After returning the vehicle and reviewing the pros and cons, we went back the following week and took a day to test-drive the Jeep Liberty, which we ultimately decided to purchase.

The salesman made it a point to create an easy and stress-free customer experience. He was engaged with our concerns and worked with us to ensure we made the right decision rather than just selling a car. The real difference was test-driving a car for a day without a sales rep in the passenger seat. In my opinion, this tactic creates trust between the customer and the dealership.

Our exceptional experience didn’t end there. A few days later we received a call from the dealership asking for feedback on our sales rep, our purchasing experience, and what they could do to improve things in the future. That same week we received a hand-written note from the General Manager thanking us for our business. A few months later, we received a call from our salesman asking if we were still happy with our choice and reminding us that our first oil change was complimentary. Then last month, when my husband brought the Jeep in for service, the salesman greeted my husband in the customer lounge, asked if he needed a ride home rather than waiting, and offered to help my husband with his Christmas shopping – he had a brand new convertible in the show room that was just my color, and he was sure I’d love it. As expected, a few days afterwards, we received a friendly call from the dealership asking how our service was and if we had any concerns or suggestions.

This dealership obviously puts an enormous amount of emphasis on the customer experience and the customer relationship, even after the sale of the car. Because of this, we feel good about our purchase decision, as well as taking our vehicle there for service, and we have referred this dealership to others. I wish the retailer that sold us our big screen TV had the same customer experience and engagement policy!

My wife and I have been looking for a new TV over the past few months and have spent considerable time researching online. After much scouring, we finally found the product we wanted on sale at a large electronics retailer. We were ready to buy.

Our first attempt to make the purchase was through the company’s website, where I learned that I could not order this particular product online. When I attempted to have it sent to the nearest store I was informed that it couldn’t be sent to any of the stores within the state of Minnesota.

This seemed odd since the website said the TV was available, and we really had our hearts set, so I called our local store to see if they might be able to acquire one so I could make the purchase in-store.

The associate there told me that their store had eight coming in on a shipment, but that it wasn’t clear whether any were available. Really? I’m sitting here, ready to spend, and your computer can’t even tell me whether the televisions you’re receiving are available to purchase?

Frustrated and nonplussed, I hung up and decided to try one more store. Here, I was connected to a much more accommodating associate who went to great lengths to try and track down the product I wanted, looking through their inventory and checking with several other stores.

Eventually it became apparent that I would not be able to purchase this item without driving out of state. The disappointing news was made easier to swallow by the helpfulness of this employee, and I ended up purchasing a different TV from the store.

Overall, it was an uneven experience, but fortunately ended well thanks to a positive final interaction. A less patient customer might have given up after the first try, however. This serves as a reminder that quality customer service should be uniformly applied across all operations, because a company’s promise of customer-centricity only works if embraced by every employee that interacts with the customer.

I took my pet to the groomer last week. It was my first time visiting this particular location.

Several days later I received a card in the mail from the groomer’s office. I opened it, expecting to find some sort of upsell or promotion, but there was none of that. This was a true, traditional ‘Thank You’ card, expressing earnest gratitude for my business. How refreshing!

These days, many companies are so focused on turning new customers into money-generating tools that they skip the middle step of solidifying a relationship. Too often, I’ve soured on a brand experience because the employees had been trained to start cramming membership upgrades and offers down my throat right off the bat.

Sending ‘Thank You’ cards after doing business is a small, inexpensive step that can go a long way toward leaving a good impression and encouraging future transactions.

As with any relationship, moving a customer from first-time buyer to loyal brand advocate requires time and effort. The fact that this company held off on trying to upsell me in our initial interaction increases the chances that I’ll become a devoted customer of theirs over the long run.

I took my family on a Disney vacation over the summer. If you’ve never been before, you’ve probably heard that it is a ridiculously expensive family getaway, but the value that we experienced was well worth it. I’d spend the money again without hesitation.

Why? What made the experience so great?

Our very first contact with Disney was the cheerful parking lot attendant who asked, “Is this your first visit?” He ended our interaction with, “Have a magical day!”

“What did he mean ‘Have a magical day?’ ” my daughter asked. Not only was I picking up on all this, but so were the kids. Every interaction with every Disney employee — Cast Members, they are called — was like this. When we purchased our park passes we were again asked if this was our first visit. Those who were first-timers were given a “First Visit” button, returning customers were given a different button thereby enabling every Cast Member to identify us by our customer life stage. Every Cast Member we interacted with was an engaged employee.

The customer is at the core of the business model and we felt it everywhere. They knew our needs before we did. At Disney’s movie-themed park, Hollywood Studios, we were scrambling to get to the parade route in time for the afternoon parade. We arrived in the square that the parade passes through only to find it completely lined with other, more timely families, with the parade just a hundred yards away.

As we looked for a spot, a Cast Member approached us. She didn’t say, “I’m sorry, you have to clear the parade route,” or even, “How can I help you?” Her first words were, “How many?” With the parade bearing down on us, I replied, “Seven.” “Right this way.” She parked us on some steps – front row seats! Not only did she know our needs without asking, she had an instant solution.

Disney can execute! Parades always on time. Perfect costumes and performances. The balloon sellers always had a full stock of offerings. The bathrooms were always clean (and air conditioned!) – we found one paper towel dispenser that had run out of paper towels, in one bathroom, in five full days of park visits. The Fastpass system allows park guests to reserve a time slot on a ride while they do something else, like enjoy more rides — an operational efficiency that they invested in to improve the customer experience.

What drives the value for the customer? Disney’s customer-centric approach and operational excellence on the delivery.

But what really struck me in retrospect was this: Why weren’t my previous Disney visits as magical as this one? After all, I had been to Disney parks on several occasions in the past.

The answer is that the Disney experience is focused on the family. The quintessential family vacation defines their high-value, core customer. This time I was the core customer in the center of their customer-centric business model, which was executed flawlessly. And boy, could I feel the magic!

The other day one of our newer employees asked me what we meant by “the customer rules,” a phrase often used in our marketing efforts here at Bridgz.

I thought for a moment and said, “Let me tell you something that happened to me personally early this summer.”

I explained this employee how I wanted to buy a new gas grill for my deck. My old one had run its course so I was on the hunt for a replacement. It was a Saturday morning in June when I went to the mailbox and pulled out a colorful mailer from one of the big-box retailers touting their summer savings.

Front and center on the cover was a great-looking gas grill, which carried a great price to boot. I promptly decided that this was the one for me. I grabbed my car keys and headed for the door when my wife asked, “Where are you off to this morning?” I showed her the mailer with the grill on the cover and said to her, “I’ve found my new grill and I’ll be back soon.”

Before I made it to the garage door she suggested I look online to see if the retailer might deliver the grill for a nominal fee, saving the work of hauling it myself. That sounded smart, so I went to the computer and investigated. Lo and behold, they offered to deliver the fully assembled product for just 50 dollars. This seemed like the perfect solution so I was ready to buy. Just then I noticed another link at the bottom of the specifications that simply said, “Customer Feedback.”  So, I clicked on it.

There were just three commenters, identified by first names with a last-name initial.  The reviews basically said this grill didn’t get hot enough. I quickly felt my excitement drain and suddenly my intention to buy turned into disappointment with the product, and the retailer too.

The feedback from these three strangers stopped me dead cold, as their dissatisfaction outweighed the retailer’s quality printed piece with slick photo and elegantly written copy. With nothing but a few words on a web site, these individuals had the power to alter my buying behavior.

Today the power of one is real. Access to web sites where customers can express their opinions about a product, service, brand or company is a formidable tool.  Beyond that, social media provides a powerful voice for both positive and negative feedback, costing an individual nothing but time. This big-box retailer probably spent thousands of dollars creating and mailing this flyer to households across the country, only to have three unknown consumers derail at least one of their sales.

That’s what we mean when we say the customer rules.

Today’s post comes from Bridgz President & CEO Jim Bergeson.

A recent post from Elizabeth Glagowski on The 1to1 Blog noted that Sprint is banking its future on enhanced customer engagement. As a longtime Sprint customer, the entry resonated with me.

Glagowski wrote:

From 2008 to 2010, the company was in crisis mode. It focused on customer satisfaction as the key to getting back on track. [VP of Customer Experience Jerry] Adriano says the company dug in to stabilize the customer care organization by meeting expectations, addressing discrete pain points, improving first call resolution and satisfaction within channels, and encouraging employees to consider the importance of the customer experience.

The company wants to go even further for 2011-2013. “For us it’s about a shift,” Adriano told the audience. “It was about satisfaction and now we want to drive loyalty and advocacy. We want interactions to be one of the reasons you stay with us and recommend us. We want to exceed expectations.”

In the world of wireless telecommunications, competition is stiff. More than most, this is an industry where customers are in control, with Sprint vying for business alongside such hulking entities as AT&T, Verizon, T-Mobile and Virgin. If you anger your subscribers, they won’t hesitate drop you and head elsewhere (at least once their current plan is up).

I’ve been with Sprint for many years, and I’ve been frustrated on many occasions by the underwhelming device offerings and their coverage.
Let’s face it, no matter which provider you use, cell phones can cause a lot of annoyances. Interactions stemming from these experiences can shape our image of a brand, and I will say I have never come away frustrated from an interaction with one of their employees, be it on the phone or in person.

It sounds like I’m not alone. A Consumer Reports study late last year found that Sprint had “pulled even in overall satisfaction with Verizon” and “even scored better than Verizon in some aspects of customer service,” which was deemed a “remarkable turnaround” in light of the fact that Verizon had dominated the ratings over the past seven years.

Despite their drawbacks, I’ve stuck with Sprint and will continue to do so, largely because of their reliably good customer service. For me, and apparently for many others, this trumps other important concerns.

All businesses, not just those in the wireless telecommunications industry, should take this lesson to heart.

When I was in high school and college, I tried my hand at a variety of different summer jobs. Two notable, and very different, experiences I had during these years were short-term gigs at Kohl’s Department Store and Blockbuster Video.

Aside from the fact that these businesses offered very different types of products, I was struck even back then by the stark philosophical differences between the two, specifically in the ways they trained their employees to deal with customers.

From the day I started with orientation at Kohl’s, I had the “Yes We Can” policy – which states that workers should basically do whatever is needed to meet a customer’s requests – hammered into my brain. Employees were treated well and very actively encouraged, through incentives and bonuses, to treat shoppers well.

At Blockbuster, there was almost no emphasis on going above and beyond to make customers happy. The computer system was antiquated and difficult to use. Giving a refund was a chore that required going through a manager, who was sometimes unavailable. Employees made dreadfully low wages. All in all, little effort was made to create an enjoyable atmosphere for either employees or customers.

At the time I had not begun my foray into the world of marketing so I really didn’t fully understand the vital importance of the customer experience, but I was still struck by the company’s “hands off” approach. With Netflix and Redbox already on the rise, Blockbuster’s key distinctive advantage was the in-store experience, and yet they didn’t seem all that interested in making it memorable or delightful.

Within the past year, I’ve seen Blockbuster file for bankruptcy and Kohl’s rank second out of 143 companies on the Temkin Experience Ratings. As a person who’s seen both companies from the inside, neither of these things surprised me.

Temkin has since left Forrester to form his own company, the Temkin Group, where he continues his research, examining how Corporate America is responding to changes in the marketplace — most notably the shift from product push to demand pull in a customer-driven economy.

In his most recent report, “The Current State of Customer Experience,” Temkin summarizes his findings from surveys conducted over the past six months with 140 large North American companies. Though he sets the bar fairly high in defining what constitutes a customer-centric organization, the results are rather sobering. Based on his evaluation criteria, only 3% of companies in the US are customer-centric.

That’s not to say more don’t want to be; the majority of companies surveyed are talking about the need to shift to more customer-centric business practices, but most are still in the early stages of organizational and cultural change necessary to make that transition. A significant barrier is that CEOs are not leading the charge, as most are still focused on short-term profitability and shareholder equity.

According to Temkin’s research, improving profitability is deemed a primary objective voiced by 95% of respondents. Only 43% of firms feel that improving work environment and engaging with employees is a top priority.  Across different customer interactions via different channels, relatively few believe they regularly delight their customers — even online. Only 57% have a formal voice-of-customer program.

The most surprising thing in this report is not that only 3% of companies are customer-centric organizations, but that 35% are “customer oblivious.”

One would think this is not good in a customer-controlled marketplace. It does however provide an indication of where competitive advantage can be gained.

As customers, we wait for things every day. We stand in that longer-than-usual line to make a purchase. We search the store for an available expert to assist with a question. We hold on the phone for customer service to take our call. But when that waiting time is up, the action that we encounter can make all the difference in the long run.

Stop to notice the difference in your attitude when the action is one of general inquiry (“How can I help you?”) versus appreciation (“Thank you for waiting.”). It’s those first two words – ones we are taught in our earliest years, “Thank You” – that can go a long way in creating and sustaining customer relationships.

The power of “Thank You” extends into every aspect of a customer’s experience and can contribute to a much more emotional engagement.  For example, when someone makes a purchase, whether a $25,000 car (something they had aspired to buy) or $50 in groceries (driven by necessity for their household), hearing a genuine “Thank You” can mean more than the extra coupons or branded merchandise often provided.

When companies say “Thank You,” the customer hears: “We recognize that your time is valuable. We know you have a choice and we appreciate that you have chosen us. We care what you think and hope you’ll consider us the next time you have a need.  We value you.” Without that perception, the customer may think twice about where to go the next time they have a similar need. Aren’t those two words worth it?

Thank you for taking the time to read this.

Since then, I’ve opted for alternative brands of headphones and recommended that others do the same.

If companies want to maintain a presence online and in social media – giving the appearance of an interactive and customer-friendly operation – it is imperative that they not let complaints and inquiries slip through the cracks.

Jimmy John’s, a popular sandwich shop nationwide, does it right.

I had a disappointing experience when purchasing lunch from Jimmy John’s a few weeks ago, and while stewing in irritation back at my desk I posted a tweet grumbling about the sloppy service. Within minutes, the company responded to me via their official Twitter account, asking me to email them with specifics on the experience.

I did so. They apologized for the inconvenience and offered to buy my next lunch, promising they’d do better. A few days later I received a $10 gift card in the mail along with a personalized letter signed electronically by Jimmy John himself (while I doubt the restaurant’s founder actually penned the letter, it was a nice touch). I used the gift card up quickly and have kept going back for lunch on a regular basis.

The effort on the part of Jimmy John’s in this instance was hardly grandiose; a quick Twitter response and a few short emails, followed by the issuance of a relatively trivial $10 gift card. But for me, that small effort has gone a long way toward proving the company’s commitment to getting it right.

In the digital age, that’s the type of responsive service that will help companies win in an increasingly customer-centric marketplace.