The Culture of Service

My recent trip to Europe yielded many new perspectives. One of the biggest things I learned was around the notion of “service” and my expectations as a Canadian guest/customer.

Customer and visitor experiences are complex, but most agree that the journey starts with expectations. Coming up to my trip to France, Germany, and the UK,  many people warned me about France.  Through close friends (including someone who is French, raised in France) I had been warned many times to expect rudeness. A couple of days before my trip, an acquaintance posted a picture on Facebook of striking Louvre security staff with a caption around how of all the places he had visited, Paris was his least favourite (along with some expletives). The frustration was palpable. 

Based on this expectation I was overwhelmed at how pleasant my interactions in France were! To be fair, I stayed in an Airbnb for the majority of the time. And maybe it’s because I speak the language — but I found Parisians to be friendly and helpful; albeit I had to engage them a little more than at home. I was worried service staff would snob my French but … pas du tout! We ate lunch in a high end restaurant with no reservations (I walked in drenched from the rain, two kids I tow); nothing but polite and attentive service. We had pastries in a very popular touristy cafe and my gratuity was met with sincere appreciation. The ladies who worked at Berthillion waved us over when they saw us joining a longer line-up across the street, yelling “we sell the same ice cream here!”

Exceptional service is proactive and ‘wows’ the guest. An experience with what I would call “service excellence” took place at Gare de L’est train station in Paris. Their customer service desk prioritized people leaving on a train same day, using a “take a number” kiosk with a welcome screen in all languages, where “are you leaving today?” is the first question. While waiting for my number to be called an agent approached, asked what language I spoke, and reviewed my tickets (my concern was that the seat numbers looked like I would be sitting apart from my young kids). She quickly explained how the numbers worked, assured me we would be together, was proactive in explaining the boarding process, and mentioned that if I had any issues to ask the conductor who would be in the car.

Adequate service is not enough. By contrast, I had a very tough time in Germany. The restaurant where we ate dinner in Frankfurt our first night was efficient, but not friendly. The two servers engaged in the classic chit chat with each other, their backs turned to the dining room while we were waiting on drinks, our bill. It was a buffet, so not much service took place to begin with. I paid in cash with a 10% gratuity and the server seemed to wait, pointedly, for me to put more money in the tray. A hard pass from me.

Customers go through an emotional journey with a brand or destination. The following day we had a very stressful time at the Frankfurt station. We slept in a hotel across the street to ensure a smooth morning and arrived with more than an hour to our stated departure time for a train to Nürnberg. I searched in vain to find a kiosk to print my tickets as advised in my booking email. After lining up at information and chancing upon a sign at the front stating “we do not issue tickets” I trucked over to the travel office with my four-year-old in tow, advising my nine-year-old to sit on our bags and not move for any reason.

NOTaticket
I’m pretty clear this is not a ticket. 

I walked into the travel centre and, upon entering my info into the kiosk, I received an error message. A staff person tried to help, but couldn’t figure it out. So I went up to take a number. The machine was broken (according to the sign) so a woman handed me a printed number from behind her counter. While the number was random, after 30 minutes I noticed that other passengers seemed to be prioritized. I inquired at the desk – did they advance people traveling same day? I was met with a firm no.

Finally my number was called after 45 minutes. Had I known the wait would have been so long I would have run back to check on my daughter but I had to trust she was okay or risk losing my spot.

What took place at the counter was frustrating. I took notes as soon as I could because it was so antithetical to everything taught in service courses I still struggle to unpack it:

Me: “Hello, do you speak English?”

Ticket Agent: “Yes.”

Me: “My train is leaving in 20 minutes and I need to print my tickets. I’m a little stressed out because my daughter is sitting with our bags at the other end of the station. The kiosk didn’t work, can you help me?” (presents cell phone with email on screen)

Ticket Agent: (reviews email quickly) “This is your ticket”.

Me: ‘No, it says on the email to print it at the kiosk at the train station, but the kiosk didn’t work.”

TA: “You should use this email as your ticket.”

Me: “It says this is not a ticket.” (gestures to “this document is not valid for travel” in the email.)

TA: “I cannot help you, this is not a (rail company name) issued email. You should have purchased the ticket direct from us.”

Me: “I see. I didn’t know that when I was in Canada. But this is for a (rail company name) train. Perhaps you could look me up by name since the number didn’t work?”

TA: (enters last name) “No you are not in our system. You should call the number on your email.”

Me: “I’m afraid that’s not going to help with the train leaving so soon. Can you try something else?”

TA: “No, I’m sorry, you should have bought the ticket from our website. There is a number in your email and you can call it.”

Me: “Yes, I’m sorry but its the middle of the night in North America. Isn’t your company running the train?”

TA: (Blank stare).

Me: “I see your company logo, but there are other train companies operating out of this station. Do I have the wrong one? Who is in charge of the train?”

TA: “I don’t know what that means.”

Me: (holding back tears) “When I fly on an airplane, let’s say it’s an Air Canada flight. Or a Lufthansa flight. Those are the airlines in charge of the flight. Is your company not operating the train today?”

Finally another agent came to figure out what I was asking. She asked to see my email, and after insisting that yes, I had the correct company, and that the email was my ticket (and then being shown it was not a ticket) she asked me to go and use the kiosk as directed in the email.

Me: (looking at clock, more tears of frustration in my eyes) “the kiosk is the first thing I tried an hour ago and your colleague over there told me to come to this area”.

The second agent then re-scrolled through the email and quickly found another number next to my name. Bingo. Tickets were printed, put in an envelope, and handed to me without a word.

With paperwork in hand, I grabbed my daughter, loaded up with bags, and we made our way to the platform. It was rather busy, and as I scanned the tickets I noticed I did not have any boarding information comparable to my prior trip. No seats, no car. After flagging down a staff member on the platform, he told me how to watch for the correct car (those marked second class on the overhead sign) and that as a ‘no reservation’ passenger I would have to find a free seat. When we boarded it was another set of issues.

The journey with a brand involves multiple touchpoints. After being kicked out of the first set of seats, I placed the kids in one apparently free spot with our bags piled up and walked through the car to find the conductor. After waiting for him to scan tickets at the front and confirming he spoke English I asked how to identify a free seat.

Conductor: “You need to find an empty seat.”

Me: “Many of the seats are empty but they appear to belong to passengers.”

Conductor: “An empty one!”

Me: (Blank stare)

Conductor: “Look above the seat, if it is …”. And here he broke into German words.

I roughly gathered what he was saying; that the seat needs to be empty and have a blank sign above it. Back into the car I went. Oof. No seats anywhere together. I found one kid a window seat next to an elderly lady (I lifted him over her to place him in the seat since she did not move). I plunked the other kid in a nearby reserved but unoccupied seat as I came to figure out that seat was reserved starting in Hanau, the next stop.

ItsASystem
Any guesses what this means? (I googled it afterwards).

All the other seats in the car were occupied. I took a moment to stand with the rest of our bags in the hallway by the restroom, sweating from the ordeal. At that moment the older woman walked my son up to me. He was in tears, he wanted me back in the car. I went back into the car to retrieve his things, thinking he could sit with me in the hallway while I devised a better plan or found more seats in another car. At that moment, a mother gave up her seat across from her daughter and moved to the unreserved seat. I sat my son in my lap, fed him lunch, put him back in the seat for a moment to move my daughter to the next car, and then moved her back again after we passed Hanau and the musical seats repeated.

For most of the rest of the time in Germany I was VFR* and thankfully didn’t have to concern myself with relying on service professionals. The friend I was staying with was quick to sympathize, having had similar experiences herself. Her husband tried to explain this could have all been avoided had I booked directly with the railway — until I showed him the search results as they appeared on my phone. Ten links to third parties before the direct option showed up. He agreed at the very least they could benefit from some SEO and AdWords.

The customer is frequently wrong. I know how frustrating it can be, as a service agent, to have guests who haven’t done their homework (as clearly I had not). But as tourism professionals, it’s our job to orient customers to our processes in a friendly way. So I would invite the staff of that train company to check out the following steps of service recovery, and stat:

  1. Apologize. You can be sorry for the person, and their situation, without having personally caused it. “I’m sorry you’re having issues.”
  2. Attune. Get in touch with the person’s emotional state. “It must be stressful travelling in a foreign country with young children.”
  3. Take ownership. To the best of your ability, commit to solving the problem. “I am going to do my best to find a solution.
  4. Determine the cause and scope out options. “It appears your ticket was issued by a third party travel company. I’m not totally familiar with their procedures. Let me take a minute to read through this email.”
  5. Offer options. “First let me try all the numbers in here to see if I can issue you a ticket. If that doesn’t work we may need to call the company that sent you the email. I can do this on your behalf or I can phone them and hand you the phone.”
  6. When in doubt, proactively call on your team. “Before we call them, why don’t I see if a colleague has encountered a similar problem.”
  7. Be ready to ‘eat’ the costs to make it right. “Even though we didn’t cause this problem, we will issue you your tickets and deal with this at our end.”
  8. Help the customer avoid the same problem in the future. “Going forward, here is a brochure with how to book trains using our website.”
  9. Help the customer avoid any future problems working with your company. “Since you’re new to travelling with us, please note there are no seat numbers on your ticket. This means unreserved seating. Reserved seats will be indicated by a red light over the seat with the name of the passenger’s destination. Find seats with no red signs above them.”
  10. Ask the customer whether that solves their problem. “Now that you have your tickets and know how to find a seat, is there anything else I can do for you?”

Service challenges aren’t rocket science. But now that I’ve experienced this type of issue myself I feel even more pumped about customer service training back home!

Lol
PS: after my ordeal with the tickets, I ran into McDs to grab the kids’ lunch and naturally, they don’t have a customer bathroom; I actually laughed out loud. 

*VFR – visiting friends and relatives, not staying in hotels, and frequenting attractions and restaurants with the help of their local hosts

All Fired Up!

This Tuesday morning I joined fellow tourism nerds at a Tourism Vancouver presentation of Alex Hunter: The Art and Science of Wow.

Alex is a former Virgin America executive who travels the world as a branding and customer experience expert and keynote speaker. He’s also the host of Attaché, an award-winning online travel show, which brought him to the Vancouver Playhouse main stage.

Alex is a phenomenal storyteller; it’s challenging to take his fluid ideas and anecdotes and pull them together into something cohesive, so here’s what stood out for me:

The Internet Ruined Everything

Maybe it’s because Alex is a fellow Gen Xer who remembers the good old days of pay phones and print ads, but his statement that “marketing was the easiest job in the world until we ruined it with the internet” really struck home. He pulled up the following ad which summarizes the kinds of things Madison Avenue used to be able to get away with:

objectifying_4.jpg
That’s a firm nope from me, bucko.

The internet comment was tongue in cheek, but he’s right that the good old-fashioned decision-making funnel has been obliterated. We can’t grab consumers with a big message (sexually harass her and you’ll be cool), hit them with some PR/evidence (doctors recommend Tipalet), and then do a little price-based sales promotion to nudge them over the line (Tipalet: now 2 for the price of 1).

Consumers today are in a cycle with more points of engagement. Marketers must strike a reasonable balance between pre and post purchase connection because our targets are not in a funnel, they’re on a see-saw adding and subtracting brands under consideration in any given moment.

We’ve moved from a push to influence at the “consider” and “buy” stages to an emphasis on talking with (not to) our customers at the “evaluate” stage (even if that means exposing them to other brands) and at the “advocate” step (encouraging sharing with their sociograph in person and online).

The Loyalty Loop

So if there’s no funnel, Alex argues, we need to pay extra attention to loyalty, which has been something of an obsession for him. The ultimate goal is to get your consumers into what he refers to as the “loyalty loop”.

You can’t have loyalty without someone feeling something, or in the words of Matthew Weiner on Mad Men:

“You feeling something. That’s what sells.”

Alex then called out Apple users (guilty as charged). When I remember back to my switch from the frugal but frustrating combo of a Microsoft Surface and a Samsung cell phone to a MacBook and iPhone in one day, I recall feeling free and relaxed.

And since that day, when I interact with Apple, I know I’m taken care of. I know where to go to get my problems solved, and they’re solved promptly, frequently exceeding my expectations. Prior to this, the tech devices in my life were a source of stress and confusion. Say what you will about the corporation, but Apple really does handle UX very well. By helping me to chill, they’ve got me in the loop!

IMG_1852
Alex Hunter and the Loyalty Loop (yes I snuck this shot)

Emotion is Greater than Reason

Alex also introduced us to Dr Donald Calne. Well, not personally, although Dr Calne apparently lives in Kamloops. Calne is a neurologist who discovered, through scientific study that:

“The essential difference between emotion and reason is that emotion leads to action while reason leads to conclusions.”

So if we want our guests, visitors, and customers to conclude something about our destinations and businesses, then we can use reason. But if we want them to take action, we have to appeal to their feelings.

Hunter’s example was that of Coke vs Pepsi (specifically Diet Coke in his case). As a Coke drinker, I understood his story immediately. Because if somebody offers me a Pepsi as an alternative I feel incredulous and, frankly, insulted.

Coke is a special treat. It’s birthday parties, summer vacation, going to the movies in a real theatre, and Christmas dinner. Pepsi is … overly sweet Coke substitute. I will stick with water if that’s the only option.

As Alex puts it, “if brown water in a can can produce that reaction, no product or service is immune.”

The Small Stuff

Back in ye olden days, when I was a kid (so, the 1980s), businesses used to interact with consumers one-on-one. This is another thing the internet ruined, for a spell. We got so fixated on broadcasting wider and wider on the web, that we lost this connection. But we can get it back.

And it’s not that hard to do well. You’ve heard my example of being bowled over with the gift of well-timed water on a WestJet flight. And Hunter is loyal to a hotel in New York City where, time after time, they’ve stocked the fridge with Diet Coke, left a basket of his favourite snacks, and a handwritten note. The first time it was a surprise (based on a questionnaire he’d filled out). But they treat him to this every time he stays – prompting the comment “I am no longer a transaction, I’m not just a room night, I’m a relationship.”

We Are Magicians

We have all this data and the capacity to use what we know to create delight. And so many opportunities (touchpoints) to do this online and in person. But Alex cautions us NOT to tell our guests how we do it. He shared the story of a famous airline that used iPads to produce out-of-this world personalized greetings and experiences for their guests. Except in a PR move, they published a white paper on how they did it. They ruined the trick (“you don’t love me, the iPad told you”), and forgot the context of the relationship. To create magic for the guest, never forget that you are a magician.

IMG_1856
Just a few of the touchpoints for an airline customer.

The Handwritten Note

Take the time. Get the pen. Write the note. And for the love of everything, if you’re going to do a mail merge, do it correctly. Alex quit banking with an institution that sent him a “Dear null null” letter. I’ve broken up with a car dealership that uses my two middle names in all their communication. Get these things right the first time.

People Remember How You Make them Feel

There were so many nuggets in this presentation and the Q & A that followed. Ty Speer joined Alex Hunter on stage and they wrapped the session up with a from Maya Angelou:

“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel”

Alex Hunter made me feel excited to work in tourism, excited to bring the magic to my students, and pumped to be a better businessperson and host. You can check out his website here, or follow him @cubedweller

What makes a Super Host?

This summer my family and I pulled into our motel after a long day on the road. There had been an accident on the highway. We were cranky, and tired. The kids were DONE.

We stumbled into the office to check in, and a friendly woman appeared behind the counter. She offered my kids a glass of water and checked us in immediately. Five minutes later we were hydrated, settled in our room, and had the name of the best place to order a pizza.

It’s times like these that make me glad we live in a province of exceptional service providers. Tourism is about experiences, and the more we can foster remarkable front-line interactions, the more our guests are likely to recommend us.

Why do recommendations matter? Beyond TripAdvisor and other review-based platforms, recommendations are the heart of metrics like the Net Promoter Score, a tool whereby your detractors are taken from the promoters to give your experience an overall score. This score can be negative! It’s especially hard to achieve a positive score when you have multiple neutral customers. They don’t count in this calculation.

NPS is being used by Destination BC, Tourism New Zealand, and many other major brands.

One of the keys to helping BC achieve high scores with our visitors is consistent, industry-driven customer service training. That’s why it’s so exciting that go2HR has re-launched SuperHost, a training program first launched in 1985 in preparation for Expo86.

I recently had the privilege of piloting SuperHost with my students in the BCIT tourism marketing program. It’s a hands-on way for new entrants to the industry to learn what it takes to deliver remarkable experiences. The activities are fun and memorable.

Want to learn how you, or your team, can get the SuperHost designation? Visit https://www.go2hr.ca/training/superhost-customer-service-training for more info. Or contact me to set up a workshop!