Connecting: What message do you send your customers?

What do a dry cleaner, a grocery store worker, and the U.S. Postal Service have in common? Poor customer service! The dry cleaner didn't earn my trust, the grocery store worker didn't make me feel important and the U.S. Postal Service didn't solve my problem.

There is a saying: "You can't not communicate." Here are the customer service faux pas, the messages they communicate and their possible solutions:

No risk dry cleaner

A few weeks ago I stopped by a local dry cleaner to drop off some clothing. When the assistant saw that two of the items had beadwork, she said, "Would you mind signing a risk agreement?" After a brief conversation she explained to me that the manager likes customers to sign "risk agreements" on items that could be ruined. That way there is no risk to the dry cleaner.

The message: They are willing to take my clothes and charge me if they do a good job; however, if they screw it up, then they have my signature on a document that excuses them from the flub.

Sorry, I took my cleaning to another place.

The solution: Perhaps they need to cover their potential risk by charging enough to cover items that occasionally get ruined in the process. Perhaps they need to increase their insurance.

What they are saving in dollars is costing them in additional business.

Busy grocery boy

I stopped in at a local grocery store to pick up some fresh fish. There was no one at the counter and no bell to ring. About three feet away, standing by the packaged meat, was a young man visiting with what appeared to be his girlfriend, since they kissed and hugged two or three times while I waited at the counter.

My first thought was that he might be on break or might work in another department. I wandered down by him and looked around the corner. He was oblivious to my presence. I took my place in front of the counter once again and, in obvious disgust, he yelled, "Did you need something?"

No, I just enjoy standing at a fish counter so I can delight in the smell, I thought.

The message: I am annoying and I should recognize that he is busy and not interested with my concerns. He definitely didn't communicate to me that I was an important customer.

The solution: Never say, "Did you need something." Instead, say, "How can I help you?" Be the first to recognize your customers. If they speak to you first, you have failed. Don't ignore your customers, and apologize profusely when you notice that someone has been waiting.

Apologetic Post Office

One day something disturbing showed up in my mailbox. It was a sealed plastic bag, about 4-by-10, and inside was a torn shred of paper, the uppermost left side, both front and back, of one of my customer newsletters.

On the back of the bag was a generic apology from the plant manager of the U.S. Postal Service with no contact information or address.

The apology explained that with the volume of mail that passes through, some pieces are likely to become damaged due to automated systems.

They were able to identify me, the sender because my return address was on the largest part of the torn paper; however, it was impossible for me to tell who didn't get their newsletter.

Did they think they were giving me good customer service simply by owning up to their mistake?

The message: As long as we admit we were wrong, we do not owe you a solution. If you are at fault you will face the consequences; however, if we are at fault, we will apologize but we will not reimburse you for your troubles.

The solution: True, they couldn't repair a torn newsletter, and they did admit their mistake, but they could have at least reimbursed me with a free stamp. After all, they return my mail if I owe them so much as a penny!

In business, an apology is useless unless you do something to make it up to me or do something to solve my problem.

Everything we do communicates a message to our customers whether it is intended or not.

The messages I want to hear when I do business with someone? You can trust us. You are important. We are here to solve your problem.

(Marlene Chism is president of ICARE Presentations.)