ALEXANDRIA, Va. — Apple. Southwest Airlines. Disney. It may seem like they’re not connected, but there is one core business value that links them: excellent customer service.
Each is known for going above and beyond to provide the best service to each and every one of its customers.
Above and beyond, that’s a key phrase. These companies not only meet expectations of their customers, they exceed them.
During a recent Textile Rental Services Association (TRSA) webinar, three members of the textile services industry—Eli Cryderman of Gurtler Industries, Tyler Fowler from Mountville Mills, and Zach Sonnenklar of Iron City Workplace Services—discussed the customer service values of these companies and others and how the laundry and linen industry can emulate them to improve customer service.
CUSTOMER SERVICE MODELS
In the laundry and linen industry, there are several areas where customer service comes into play, according to TRSA. One of the most obvious is route service and sales.
But customer service goes beyond the employees who have customer contact. It also includes having a management structure built on service. It includes the care that is taken when laundering textiles. It includes managing customer inventory and dealing with anything out of the ordinary.
When a company looks at the customer service culture of companies like Ritz-Carlton and Zappos, it has to translate those models into the textile industry model.
Zappos, an online shoe and clothing company, encourages employees to be adventurous and have fun, to be creative and build a positive team, and deliver “wow” through service and humility.
Disney is well known for its customer service, and that’s because the front-line employees are considered the “bottom line” for the company. Each “cast member” is trained to pay attention, be friendly, and exceed guests expectations.
“There are a lot of differences between Disney, Zappos, and our industries and the businesses we work in on a daily basis, but really we all rely on a lot of different types of people, systems, and processes to deliver our products to our customers,” says Fowler.
Apple has a simple goal: make its customers happy. To do that, the company uses the “5 Steps of Service” (A.P.P.L.E.):
- Approach customers with a personalized, warm welcome
- Probe politely to understand the customer’s needs
- Present a solution for the customer to take home today
- Listen for and resolve issues or concerns
- End with a fond farewell and invitation to return.
UPS has the closest link to the textile service industry because both deal with service and delivery. UPS created standards so that customers would associate the company with excellent customer service—create a culture of trust. For UPS, that was achieved by its dress code and its “code of etiquette.” This includes fresh shaves, clean uniforms, no smoking on the job, and politeness in all situations.
“In our industry, the trucks and service reps are the main communicators of our overall brand,” says Sonnenklar. “Service reps are walking billboards, for lack of a better term. It’s important for them to look professional and for the trucks to be spic and span.”
Like the laundry and linen industry, UPS’ growth and success doesn’t depend on breakthrough products or ideas. Its success comes from continuing to provide the best service possible, adapting with changes in the times and technology.
“Even thought UPS dominated the ground delivery system, they chose to listen to their customers and adapt,” says Sonnenklar. “Similar to the way our industry evolved from just doing uniforms and textiles to now offering a wide range of facility services and other workplace services that benefit our customers.”
CREATING A CULTURE
The key to the customer service models of each of these companies, and how companies in the laundry and linen industry can emulate their success, is by creating a culture of customer service. Company owners and management must accept the customer service model and provide that excellent service to both customers and employees. Yes, to employees.
“Every employee is important and their job is important,” says Cryderman. “It’s the little things that each employee impacts, from the person feeding the ironer to those pushing the carts around. If that sheet falls on the floor, do you throw it in the rewash, or do you just fold it up and put it back on the cart?”
While it is important to create a customer service strategy, complete with mission statements and core values, unless employees are trained and listened to, the strategy will fall flat.
“Some of the best ideas can come from employees at any level,” says Sonnenklar. “It’s important to promote feedback on any idea.”
When a company makes a change in its customer service model, it is easier to hire people who buy into and fit into the company culture. However, you can’t leave veteran employees behind. Employees need training on how to provide customer service, from basic strategies to methods to use within the textile service industry. It may be a little more difficult with the veterans, but it can be done.
“Tough answer if an employee doesn’t see the value of the change is ‘evolve or die,’” says Cryderman. “However, a better way is to look into why is there resistance to a cultural change. Is it a lack of understanding by a veteran employee? Maybe it hasn’t been communicated to them or maybe they think they’re going to lose their job. ... Give the employee the chance to see the value of changing the customer service model.”
“You have to be creative to find out what motivates an employee,” Fowler adds. “That may be different from a route service rep to a customer service agent, but the result has to be consistent across the board. You think about any new hires or any employees that you have in your business today, it’s essential that they understand the culture of taking care of your customers. They have to thoroughly believe it to live it every day.”
This means that employees need to be able (and allowed) to make decisions that benefit the customer—without having to go through channels. The company leaders provide employees with the framework and boundaries for these decisions, and then those leaders support the employee in order to provide customer service that goes above and beyond.
Miss Part 1? Read it HERE.
Have a question or comment? E-mail our editor Matt Poe at [email protected].