7

Attentiveness

On Tuesday morning, Kelsey watched with interest as Professor Hartley called the students’ attention to the words on the projection screen:

“Once an organization has clearly identified its service vision,” the professor began, “the next step is to get clear on who its customers are and what they want. This is called being attentive to customers.” He tapped on his laptop and revealed the next slide.

“I’d like each of you to make a list, right now, of all the different types of customers your company, or a company you might like to work for, serves. I’ll give you six minutes.”

Kelsey quickly jotted down every kind of Ferguson’s customer she could think of. Her list read:

• Parents shopping for kids’ school supplies and clothes

• Teens needing high school or college supplies, clothes, electronics, or sporting goods

• Adults looking for clothes, electronics, office supplies, or sporting goods

• Customers with different income levels

The professor started walking around the room. “As you look at your list, think about this: Do all of these customers have the same preferences and needs? Or, to put it another way, would you treat all of these customers the same way?”

He glanced at Kelsey’s list. “Kelsey, you wrote teens and also parents shopping for their kids as two different types of customers you deal with. Do you treat those types of customers the same way?”

“No, not at all” replied Kelsey. “I mean, I’m polite and respectful to them both, but I talk differently to parents than I do to teenagers.”

“And why is that? Why do you talk differently to them?”

“I guess with teenagers, I try to relate to what I was interested in at that age so that I can connect with them. With the parents, I try to draw out of them what they think their kids need for going back to school and make suggestions. If the parents already know what they need, I like to help them find it fast, since they tend to be on a tighter time schedule than teenagers.”

“That’s a great example. Thanks” said Professor Hartley. “What Kelsey just explained, whether she realizes this or not, is something that many successful companies do to get to know their customers better. It’s called customer profiling. Customer profiling is a great way for people in an organization to get to know the different types of customers they serve and those customers’ specific preferences. That way, they can make sure they are not only meeting each customer’s individual needs but also looking for ways to continuously improve the service they are providing”

The professor asked the class to turn to a page in their textbook titled Customer Profile Questions.

“Let’s do some real work in class with this activity. I’d like you to take some time to answer a few questions about both your internal and external customers. Keep in mind, internal customers refers to other people or departments within your own organization that you and your department might serve. For instance, do you need to fill out paperwork on your inventory for another department, or to get reimbursed for something? Pick either a department or a person and answer the questions as they relate to that department or person.

“When you’re finished with that page, answer the same questions about an external customer. As you can see, you need to think about what this customer requires from you, what your typical responses are, and ways in which you can exceed their expectations. What could you teach them that would inspire their loyalty? How will you measure your success? Go back to the list you wrote down a few minutes ago and pick one of those types of customers to write about.”

As Kelsey was working on the assignment, she found it interesting to think about colleagues who worked in other departments within her store—like her friend Rachel in the jewelry department—and recognize that they were her customers, too. She’d never stopped to think about that before. When she got to the external customer section, she noticed that the answers she came up with while thinking of one type of customer were completely different from those she wrote when she thought of a different type of customer.

“Now that you’ve had some time to jot down your thoughts, choose a partner and share your answers. This will take a few minutes, but you’ll find it interesting to hear how diverse other people’s customers can be.”

The students began to move around and compare notes. Kelsey turned to the person next to her, a middle-aged man named Hank who had retired from the military a few years ago and opened a small neighborhood bar.

“Why don’t you go ahead, since I already gave my example,” suggested Kelsey.

“Okay,” said Hank. “So, in my bar, I’ve got this customer named Mark who comes in two or three times a week after he gets off work. He always sits at the bar. Mark’s requirement of me? Usually a beer. Ha!” Hank laughed and looked at the book for the next question. Kelsey smiled—Hank obviously enjoyed his job.

“Okay, so my typical response is to give Mark a beer and listen while he complains about his job. The way I try to exceed his expectations is to be sure I remember to call him by name—Mark—and give him a cold glass and a coaster for his beer. One time he asked for some popcorn, so now I put a bowl of popcorn on the bar when I see him walk in. What can I teach him? I guess I could teach him about the different draft beers we carry, because he always orders the same kind. Maybe I could start giving him a sample of a different kind of beer every time he comes in. He might like that.” Hank looked down at the book again. “And the way I measure my success with Mark is that he keeps coming back two or three times a week, sometimes with a buddy. Yesterday he even talked about bringing in his bowling team after their next league match.”

“So are all of your customers pretty similar to Mark?” Kelsey asked.

“Oh, no” said Hank. “For instance, there’s a nice young couple I’ve seen in the bar a few times on Saturday afternoons. They sit back in the corner at a table with their computers. I think they might be writers. They like it that we’ve got free Wi-Fi. They usually order wine and stay a couple of hours. They like those little bar pretzels better than popcorn, so I give them a bowl of those.”

After most of the students had finished sharing with their partners, the professor ended the class with a very interesting thought that stayed with Kelsey.

“Remember—Attentiveness to customers is not only knowing each of them and their personal preferences, but also paying attention to the impression you are making on them. You probably have heard about the importance of first impressions.”

At that moment, Kelsey could hear her mother saying, “You never get a second chance to make a first impression.”

“The interesting thing is this—research shows it’s the last impression you make that can actually shape and define someone’s entire experience. Everything can go great throughout a business transaction, but if the last interaction a customer has with you is bad, it can cancel out their entire positive experience up to that point.”

Kelsey immediately remembered the hair salon—she had been so impressed at first, but just a few minutes later, she had walked out, never to return.

“For homework, I’d like you to go online and find two organizations that do customer profiling. Research how they use that information to their customers’ advantage when serving them. Write up two pages and submit them to me before class. Also, just for fun, as you go through the week, pay attention to the first and also the last impression you have when you get service—and think about which impression really defines your experience.”

Because Alex was running late for Grandma Kate’s therapy appointment, Barbara offered Kelsey and Grandma Kate refreshments while they waited. “We have coffee, tea, soda, or water, if you’re interested.”

“I’d love a cup of tea if it’s not too much trouble,” Grandma Kate said.

“No trouble at all. Choose one you’d like.” Barbara opened a beautiful box displaying 10 different varieties of tea bags.

“Mmmmm—I’d like the chai, please,” said Grandma Kate after studying her choices.

“My pleasure. It will be just a few minutes. And for you, Kelsey? I know you usually have a water bottle with you. Would you like one?”

“I’d love one—thank you. I was in such a rush today, I forgot to grab mine.”

Barbara came back moments later, carrying hot tea in a pretty china cup and a cold bottle of water.

“Alex should be here in about five minutes. The road construction slowed everyone down today. I’m sorry you have to wait.”

Grandma Kate turned to Kelsey and said, “I don’t mind waiting at all when I have a good cup of tea. And look—they serve it in a china teacup!”

The receptionist and Kelsey smiled at each other. Kelsey was amazed at how the clinic seemed to know the little things that would make an 80-year-old woman happy.

“I’m so sorry to keep you waiting, ladies,” Alex said as he burst through the door a few minutes later. He approached Grandma Kate with outstretched hands. “Let me carry your tea for you as we go to the back.” He turned to Kelsey and said with a grin, “How are you doing, Kelsey? Still reliving that great peanut catch?”

“Very funny,” Kelsey said, and smiled.

The atmosphere at Kelsey’s store had been tense for several days. Senior managers had been either on the sales floor barking orders at the employees or in meetings. Kelsey wondered if they were getting more nervous because ShopSmart’s opening was now imminent. She tried to talk to Steven a few times when things were slow in her department, but he was preoccupied and didn’t seem to have time for her—and he’d canceled their pre-meeting huddle for Monday.

In the department meeting Monday morning, Kelsey found out why Steven had been on edge.

“We’re going to have a visitor in our store today” said Steven. “Eric Glatch, our vice president of operations, is going to be making the rounds through every department and then meeting with the store management team. As you know, sales have been pretty flat for a while and customer complaints have been increasing, so they’re sending in the big dogs to see what’s going on. With ShopSmart opening soon, the corporate office is concerned about our store’s numbers. Here’s the good news—Home and Office is the only department that has increased sales and hasn’t had any customer complaints!”

At this, Steven began to clap his hands, and soon everyone was applauding and smiling.

“You deserve the applause—you’re all doing a great job. I know you’ve been working harder, and I can see you coming together better as a team. I really appreciate that, especially since we’ve been so shorthanded. I’ve noticed better attitudes these last few weeks, too—and I know you’re all going to put your best foot forward today when Mr. Glatch is here. I’ll be on the floor with you most of the day. Let’s make sure every shelf is stocked and you’re all wearing your name badges.”

As everyone was leaving the meeting, Kelsey overheard Rob and Darla talking.

“It’s cool that Steven recognizes how hard we’ve been working. It feels good to know he’s paying attention,” said Rob.

“Yeah, Steven’s great, but one of the assistant store managers came up to me last week and bit my head off about a messy display,” said Darla.

“Hey, guys,” Kelsey joined in. “Let’s do whatever it takes to really impress our customers today. Maybe the senior management team and Mr. Glatch will notice.”

Rob and Darla agreed. Last week, Kelsey had heard Steven praising Rob for working harder and being more pleasant with customers. Even if people on the Home and Office team weren’t getting recognition from upper management, they were getting more respect from Steven—and their attitudes were improving as a result.

It was obvious who Mr. Glatch was when he finally showed up in Kelsey’s department just before lunchtime, since all the senior managers were walking in a group behind him. Everyone looked very serious. One of the managers introduced him to Steven.

“Nice to see you again, Mr. Glatch” said Steven as he turned to approach his team. “Let me introduce you to a few of my team members. This is Darla, Rob, and Kelsey.”

Each of them smiled and said “Hello” quietly when Steven said their name. Rob and Kelsey put out their hands to shake Mr. Glatch’s hand.

“Hello,” Mr. Glatch said coldly, with a broad wave of his arm.

“Our department’s sales numbers are ahead of plan by 4 percent. I’m also proud to report that our team here in Home and Office has had zero customer complaints this quarter,” said Steven. “As a matter of fact, we received a customer letter complimenting us on Kelsey’s excellent service.”

Kelsey smiled confidently. Mr. Glatch looked very stern as he raised his finger and pointed at Kelsey, Rob, and Darla, in turn.

“You all need to know that the office supply and home décor departments at ShopSmart are very popular,” he said. “We can’t afford to lose one customer to the competition—not one customer. Remember that.” He turned abruptly and walked away, the managers clustered behind him.

“Now that was inspiring” Rob said sarcastically after Mr. Glatch was out of earshot.

“Sure makes me want to work harder,” joked Darla.

Kelsey couldn’t get over how different Mr. Glatch was from Dan Murray, the man from ShopSmart who had spoken to her class. They had the same title—vice president of operations—but they were worlds apart in their leadership styles. She was sure Mr. Murray would have found some way to compliment each team member. Mr. Glatch’s behavior, on the other hand, was unfriendly—almost threatening. How could that kind of leader inspire anyone? she wondered.