Employees hold keys for customer satisfaction

My friend and I ate lunch at a small town cafe, hoping for a meal like Mom used to make, served in a friendly, warm, kitchen-like atmosphere. It was not to be.

The food was mediocre, expensive and came in small portions. The only saving grace was a personable waiter who had to pay the owner a dollar when it was noticed that a glass of milk had not been served. When we paid our bill, I was asked with a tight grin, "Was everything OK?"

I quickly nodded while silently vowing that I would never step foot in there again. I was so angered at how the employee was degraded that I have surely mentioned it to 20 people. They will each tell 20 people ... and so goes the word-of-mouth advertising.

Achieving an A+ in customer delight means an A+ in employee delight as well.

"Service is our most strategic weapon. It's the only way we can differentiate ourselves in the marketplace," Louis Gerstner, chief executive officer of American Express Travel Related Services, says.

Involve employees in meaningful customer-service training, planning, problem solving, and high performance expectations.

People feel loyalty to their own creations. Be sure your employees have a mission that matters. Listen to your employees, solicit their input, and encourage employee innovation.

I conducted a survey of 40 businesses that revealed employees have little input in providing ways to improve customer satisfaction. Each business represented a different sector in retail, sales, and service, and all were located in a nearby town of more than 20,000 people.

Participating in the telephone survey were 36 employees, one business owner, two managers, and one branch manager. The top three employee responses to "What is customer satisfaction?" were: Prompt, efficient service, quality products or service, and courteous, friendly treatment.

Owner and manager responses were professionalism, responsible employees, convenient location, speed, and pride in work. These are more behavior-specific.

Sixty-one percent of employees reported they did not have any ideas to improve customer service. Of the 39 percent who did, only one-half had shared them with their supervisors. Eight percent reported sharing their ideas in weekly or monthly employee meetings.

These findings show a need for direction and specific employee learning opportunities. The majority of employees did not formulate or communicate to their supervisors recommendations for improved customer service, and no one other than the customer is in a better position to do so.

Nothing can cause a business owner to be happier than a happy customer, and nothing can cause more headaches and unwanted advertising than an unhappy customer. Few people will take the time and trouble to report to a business owner an irksome complaint or worthwhile suggestions, but everyone will share bad experiences with their friends.

The good news is people do enjoy recommending good service to their friends. Owners and managers should keep an open communication policy, encourage employee participation, listen to employee suggestions, request customer feedback, and provide ongoing employee training for excellent customer service.

(Dr. V. Betty Lorton is a business specialist with the University of Missouri Outreach and Extension in Greene County.)