Our Customers Go . . .
First Class All the Way

by Ray Morrill

It really is possible to turn complaints into compliments and to keep customers happy while maintaining professional integrity. All it takes is dedication to customer satisfaction and excellent service.

While not everyone is in a position to change rules and procedures, each of us can positively affect customer services. An old friend put it in a nutshell: "There is no limit to what you can accomplish if no one cares who gets the credit."

Customer service is not someone's job. It's everyone's job!

In his article "How to Have Happy Customers Guaranteed," Arnie Biondo raised the question, "How much does it cost to lose a customer?" While many public sector companies know the cost of losing a customer, how many of us in the recreation profession have ever given it much thought? It's a good bet that every unhappy customer will tell several others of their unpleasant experience. There is not only the loss of the fee which the original customer paid for the program or the use of that facility, but also the loss of revenue from potential customers put off by this customer's bad experience. Given enough of these negative experiences, the loss of support during a tax referendum or budget hearing could be substantial. Clearly, it is more costly to lose a customer than it is to satisfy one.

Today dealing with any customer is more challenging. Customers rightfully expect quality service for the money they spend, and are quick to respond negatively if they are not satisfied. How can we keep problems from occurring and respond to complaints most effectively?

Putting the situation in perspective and remaining flexible are key elements in dealing with problems. Replace rules with good judgment. Research shows that 40 percent of policies inhibit good service. If policies or rules are outdated or don't work, scrap them.

When dealing with a dissatisfied customer it's best to let them blow off steam first. Stay calm, listen to what they have to say, and then try to resolve the problem. Do not take what they say personally, and never argue or raise your voice.

Lisa Railing's training manual "How to Create the Right Customer Service Image" includes this advice: " When trying to explain rules, never belittle the customers by implying that they are dumb because they don't understand or don't agree. Keep the situation on a positive note, with your objective clearly in view, which is to help the customer understand and abide by the rules and regulations. Finally, give clear explanations about the rules you are attempting to enforce." Never enforce a rule without an explanation, and try not to be abrupt in your enforcement.

The Wheaton Park District's primary goal is simple: "That our commitment to excellence grow both in quality and programming and in service to our residents." In customer relations, the Golden Rule should always apply. "Treat people as you would like to be treated."

As employees, we are responsible for our customers during their visits to our facilities or programs. They have paid for the right to enjoy themselves. Often employees receive their salaries from the facility or program fee. If customers don't sign up again or use the facility in the future, there may not be enough revenue to fund our positions.

The American Management Association (AMA) quoted this statistic in Business Week: "A satisfied customer, on the average, tells three people about a good experience, while a dissatisfied one gripes to eleven." A few years ago Technical Assistance Research Programs (TARP) conducted customer complaint studies for the White House Office of Consumer Affairs. Among their findings:"Customers who have complained to the organization and had

Most dissatisfied customers want only two things—to feel that their complaint has been fully heard and understood, and to know what will be done about it. We must show concern about the problem by listening carefully and quietly. When the customer seems almost finished, perhaps ask one clarifying question to make sure you understand the problem, and to also show that you have been listening. Assure the customer that the problem will be discussed with the appropriate administrators and staff, and that the supervisor in charge will call to get more information if it is necessary. Finally, we must express our regret that the problem arose, and offer thanks for having it brought to our attention.

It is safe to assume that customers are satisfied when: their expectations are met; they receive value for their dollar; they get a positive response with a smile; they don't get the run-around; we are receptive to their needs; we listen with empathy; we show flexibility; we offer well-maintained facilities; we show that we are informed; we follow up on their complaint, concern or question; we deliver prompt service; we provide alternatives to meet their needs.

Who plays the key role in customer service? Not management, but rather our receptionists, secretaries, and front line staff. It is important to remember that the way we treat our employees will be reflected in the way our employees treat our customers. J. Willard Marriott Sr., founder of the Marriolt Corporation, said it well: "It takes happy employees to make happy customers."

Positive attitudes and positive thinking by all staff go a long way toward providing good customer service and user-friendly facilities.

In the July-August 1988 Harvard Business Review this relevant information was quoted: "British Airways conducted a market study and found that its passengers judged its customer service based on four criteria:

1) Care and concern (employees' friendliness, courtesy and warmth),

2) Initiative (employees' ability and willingness to jockey the system on the customer's behalf),

3) Problem solving (figuring out solutions to customer problems, whether unusual or routine),

4) Recovery (going the extra yard when things go wrong to handle a particular problem, which includes the simple, but often overlooked, step of delivering an apology)."

And, finally, one more vote for flexibility. Rules are never a substitute for good judgement. Flexibility allows us to be responsive to change, and to deal with each situation as it arises. Rules can be changed, and bad rules should be changed.

Who wins when we are truly dedicated to customer satisfaction and to excellent customer service? Everybody wins!

About the Author
Ray Morrill is superintendent of recreation at Wheaton Park District.