Archive for June, 2010

Serious Side of Fun

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Businesspeople are always on the hunt for ways to have fun at work to spice up their dreary office jobs, repetitive assignments, and projects that score high on the boredom scale. However, there are businesspeople whose job it is to provide fun for others. Those in the hospitality industry cannot survive on the business generated by the one or two night hotel room guest. Rather, they are constantly on the hunt for ways of selling services that include party planning, catering services, meeting facilities and more.

The Landscape

One of the best in the business works for the nearby Holiday Inn, in North Haven, convenient to Route 91 and Route 15. 

To contact Jillian Nurmi, Sales & Catering Manager use hinhsales@wnwhospitality.com

Jillian N. Nurmi, Sales & Catering Manager recognizes the importance of differentiating her property and her staff from the abundance of competitive options.  She very succinctly identifies her competition as, “anyone else that has meeting space to sell.  Whether it is a restaurant, banquet hall, or another hotel – if they have space to rent our or provide catering, then they are a competitor.”  Her focus is so laser sharp about this point, that she shares, “if they are booking a wedding, corporate event or a baby shower at their venue – that is one less piece of business that we received.”

With the competitive marketplace being so crowded, Nurmi prides her efforts and those of her staff as being differentiated from other competitors in the following ways:

  1. Providing “one stop” shop capabilities (meeting space, catering, overnight rooms, and a restaurant all on site without having to coordinate with multiple suppliers and vendors)
  2. Collaborative relationships with local service providers to supplement her property’s offerings (florists, DJs, photographers, videographers, linen rental companies, and providers of the unusual touches from balloons to cotton candy machines and  entertainers)
  3. A sales department that has broad experience across multiple client needs. Nurmi herself grew up celebrating Christmas and Hannukah and can easily transition and speak knowledgeably about parties for a  communion or baptism with one guest and then speak about a Bar Mitzvah with another.  The traditions and customs of the various parties are second nature to her.  Others in the sales department are focused on corporate or weddings and can put prospective customers at ease with their comprehensive understanding of those needs.

Sustaining the Enthusiasm

To the outsider’s eye, it would seem that it would be easy to become jaded about being in the business of staging and conducting parties.  Afterall, for the guest of honor it is a once in a lifetime event, but for the staff of the facility, it is just another day of work.  Jillian Nurmi is quick to dispute that.  She admits to getting excited every time she meets someone new and begins to visualize how to best handle their event needs.  She shared, “when people see me excited about their event, it makes them begin to see an even greater potential than they initially had envisioned.  I suggest ideas based on my experience that the client may not have considered.  Many people don’t have a clear vision of what they want and that is what I am here for.  People’s lives are very busy and it is our job to take this one evengt and make it worry-free.”

In terms of her staff, Ms. Nurmi proudly confided that her property is family-friendly and that the staff has been trained and is held accountable for integrating the fun aspects with the business necessitites.  As proof, she escorted me through the lobby and pointed out the staff joking with guests, animals being petted, even holding babies and inquiring about family members.  Nurmi further challenged that it would be unlikely to see that level of engagement at the Four Seasons Hotel!

Making It Happen

While a job dedicated to having fun and sharing smiles may seem like an ideal way to make a living, Ms. Nurmi does share that there are aspects to the business that require a more formal and process driven component.  Among those things are:

  1. Meeting several times prior to the event to check and double check that all needs are surfaced, wants and dislikes are identified, staff that will participate in the event are introduced to the clients, etc. 
  2. Not being a clock watcher – the job is not a 9-5 position.  Ms. Nurmi even wonders, “given that hotels are open 365 days a year no matter what the weather, traffic conditions, or economy, why even put locks on the front doors?”
  3. Having the patience to slow down and make the connection with people.  As she explains it, “we live in a microwave world of emails and virtual contact where everything has to be done immediately.  While we are very responsive to our clients and prospects, it is incumbent upon us to slow ourselves down and remember that this is a one-time event for the customer and ensure that they get the best ‘bang for the buck’ and present the customer with the options to make their party a unique and memorable one and not merely a carbon copy of any other event.”

While her business is the delivery of fun to customers and can be measured in smiles and laughs; Ms. Nurmi is also very aware that she only gets one chance to make each event the best it can be. Her future and the property’s future business depends on how well she can translate the good times into a serious business success.

When Negatitivity is a Positive

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Most business people can easily rattle off reasons why customers should purchase from their business rather than from the competition.  The ease with which most entrepreneurs can slip into discussions of their; experience, business model, qualifications, testimonials, etc. is almost second nature.  While it is important to be able to answer that question convincingly and with clarity; there is another question that all too often remains unasked and therefore unanswered.  Even worse, because it is neither asked nor answeered, it remains unacted upon.

To be the best, sometimes it helps to think the worst.

Why Not?

Equally as important as asking why prospects should buy your products or services is the need to ask the question in reverse.  Why don’t people buy your company’s products or services? When shoppers choose to buy something the business offers, but the customer chooses to buy it elsewhere – what are the reasons or contributing factors to that decision?

While it is not productive to ONLY seek out the bad, the mistakes, and dwelling on the negatives of lost opportunities and missed chances; there is value in truly considering what causes the customer to choose NOT to purchase from the business.  Once identified, then the business can determine whether it is worthwhile to change how it markets, sells, manufacturers/produces products or services to better fit the needs of the prospect that chose not to purchase with the company.

Where to Look

By taking an honest assessment of the business from the perspective of the prospect or customer and seeing what about trying to purchase from the company creates a hurdle or an obstacle, the business owner can remove those hindrances in the future:

  • Is the product or service a good fit or match for customer needs?
  • Is it priced fairly?
  • Does the prospect or customer know the product or service exists or is available for purchase?
  • Are marketing materials, advertisements, Public Relations efforts aligned with the reality of product or service performance?
  • When interacting with employees, do customers have a positive experience or not (do they have to wait unduly?  Are their questions answered accurately?  Are customer service calls handled efficiently? Is the store or website or any other contact the customer has with the company a pleasant one?

How to Start

As opposed to just mercilessly flogging oneself over every shortcoming and error from the past, it is advisable that only the most recent losses that SHOULD have been sales be reviewed. There is no sense going back into the long ago past and no relevance to review the prospect contacts where no real opportunity existed.  Once isolated on those exchanges alone – review:

  • was the value being offered by the company viewed similarly by the prospect or was there a misalignment between price/benefit/capabilities of the product or service?
  • Was the “sale” much stronger than the ability to deliver (the advertising worked to generate interest, but the clerks answering the phone did not have necessary information to answer questions)?
  • Did the conversation get too technical too quickly?  Far too often, the customer is not as well versed in the technology of a product’s performance and can get confused when the discussion becomes overly complex before the BUSINESS needs have been addressed.
  • Was there too much talk about the business and not enough questions asked of the prospect? The client or customer is approaching the business to get their needs met – not to be lectured to about the company.
  • When websurfers come to the website, where do they linger?  How long do they stay?  What are they looking for (determined by what pages visited) and how well do you explain how you do that or provide that?

Taking Action

Once you have honestly and earnestly reviewed your business and identified why prospective customers chosoe not to make a purchase with your company, it is time to take the necessary steps to remove those hurdles from future encounters.  Put into place the necessary changes that make sense to avoid losing those customers in the future.

However, do not merely copy what the competition is doing or try to replicate every other supplier of products or services the company sells.  Part of what makes the business unique and in many ways desirable to the existing customers and future prospects is the differentiation that the company has in the marketplace.  So, investigate why prospects choose not to purchase, make the changes that are appropriate, but do not lose the critical point of difference that makes the business identifiably unlike others.

Everyday Counts in Customer Service

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A close friend of mine recently shared a horrific experience she had with a major retailer that manufacturers their own product brand Her experience should serve as a wake-up call to EVERY company that thinks that customer service, repair, technical support, or other “after the sale” functions are less important than sales and marketing

She wrote a letter to the CEO of the company, which I will only excerpt here to make the salient points needed to communicate the importance of the function and customer care

Loyalty must be Earned Constantly

“I am – or more accurately was- a long time loyal (name of company) customer. My first credit card was a (name of retailer) card. I have owned (store brand) products for over 20 years. I have bought (another store brand products the retailer is known for) for my home. Over many years I have shopped at my local (name of retailer) store as well as on line for everything from clothes to lawn tractor parts. All of that ended today. “

The shopper had a long history with this retailer and was pleased to be among the customers for this particular retail outlet. However, as a result of a poor interaction, that is now called into question. The interaction is detailed below:

“Four years ago I purchased a (store brand “big ticket item”). This past week it stopped working. Clearly this was unexpected as my previous “big ticket item” lasted 15 years with the same type of use. I went on line on (date) to schedule a repair appointment. My appointment was to occur Saturday (specific date) from 8:00 am – 12:00 noon. This is how my day progressed.
• When no technician was present by 11:30 am, I called your 800 number
• I was told I was on the schedule for repair service and a technician would be calling me to inform me of his or her arrival time
• At 12:30 pm I still had not heard from the technician nor had a technician come to my home
• At 12:30 pm I again called your 800 number. I WAS ON HOLD AWAITING A CUSTOMER SERVICE REPRESENTATIVE FOR 49 MINUTES.
• A representative named Justin took my call. After listening to my information he put me on hold to call the department that schedules technician services.
• After being on hold he returned to tell me no technician was in my area today and I would need to reschedule. No attempt was made to reschedule for later on the day of my appointment. I informed him that was unacceptable and asked to speak with a supervisor. Justin put me on hold again and then explained that all he could do was transfer me to the escalated unit because “that’s all my supervisor could do”.
• I was ON HOLD FROM 1:05 PM TO 1:30 PM awaiting a representative from the Customer solutions / escalated unit
• I spoke with a representative named Nancy who put me on hold to check with the department that schedules the technicians. She informed me that no technician was available to come out to my home today because someone was a “no show” for work.
• I was furious. I had called at 11:30 am and was told I would receive service and a call from a technician. At 1:30pm that day I was told someone did not show up for work and so I was not going to receive a service call. I had not received a call that morning informing me that no technician was available in my area and requesting I reschedule for another day.
• Nancy put me on hold again to try and reschedule for later today. Our call was disconnected.
• I called your 800 number again and explained I needed to speak with the Customer Solutions unit. I was transferred.
• At 1:45 pm I was speaking to Kristin in the Customer Solutions Unit. Our call was disconnected.
• I called your 800 number again. I spoke with a well- meaning representative named Danni who tried to get a hold of Nancy in the Customer solutions unit for me. She was unsuccessful.
• Danni put me on hold from 2:05 pm to 2:15 pm as she tried to get in touch with the Customer Solutions unit herself. She indicated she could not locate Nancy. She also informed me that unit was experiencing difficulty with their systems today. She transferred me to her supervisor
• I spoke with her supervisor whose name is Arthur. He could not get a hold of the Customer solutions Unit. He could not arrange for a technician to come out today nor could he cancel my service agreement. He did let me know that the system had automatically rescheduled my appointment for (future date); a date I did not request, was not consulted about nor could I accept. I indicated that I wanted to cancel any further appointment as well as cancel my service agreement.
• Arthur transferred me to Cynthia at (another 800 number). She indicated that she could cancel contracts but not service agreements. Arthur had transferred me to the wrong department. Cynthia put me on hold to reach whatever department actually can cancel service agreements. She also canceled the appointment scheduled for (date previously established) that I did not accept but was scheduled anyway. She stayed on the line and warm- transferred me to Louis at (still another 800 number).
• Lewis canceled my service agreement and let me know that it would take at least 72 hours for the money to be credited back to me. He offered me a $50.00 gift card as I had been so inconvenienced today.
• This call ended at approximately 2:45 pm. I had been on the phone for 2 hours and 15 minutes. The only resolution was to cancel my service agreement, cancel my appointment and share my story as to how I became someone who will not shop at (name of retailer) again.”
The retailer has yet to respond, has not taken steps to make amends beyond the token offer of a gift certificate, and this longtime customer has taken to the internet, networks, social media, and every other way she can think of to get the word out about her dissatisfaction. Any company that refuses to see how responding to their existing customer base is critical deserves the same fate as this retailer.
Burying the carcass will be rather simple – all that will be left is the shriveled up remains of a once proud retailer that has lost the way that it once so clearly had mastered