“Let me transfer your call.” What goes through your mind when you hear those words? Do you have visions of being placed on hold, waiting for someone else to come on the line, repeating what you just said, and then hearing one more time, “Let me transfer your call?” Feelings of frustration set in and your confidence in the company you dialed begins to diminish. It’s a game of musical phones played to a tune that no one enjoys.

If you don’t like being transferred from person to person over the phone, your customers don’t care for it either. There are a number of ways to transfer callers without creating more problems along the way.

Listen to the caller’s issue. Even if you think you know immediately what people want and who can help them, hear them out. Don’t interrupt. You could learn something that will change your mind about how to handle the call.

Avoid saying the word “transfer.” Tell people that you need to “send” their call to another department or employee. Offer to “connect” them or “put them through” to someone else. Using a different term can save your callers undue anxiety and fellow employees from having to deal with edgy customers.

Check to be sure that the person to whom you are sending the call is actually available. Your customer will not be happy if the call unexpectedly goes through to a voice mailbox. If you know that the person who can help is not in, ask before transferring callers to voice mail. They may prefer another route.

Verify that you have the right person before connecting the call. If you aren’t certain, ask the caller to wait while you check. Tell callers why you need to transfer them.

Give your caller the name and the direct number of the person to whom you are directing the call. That way, if there is a disconnect, your customer knows whom to ask for when they call back. If you have the ability to stay on the line and make an introduction, that is all the better.

If you want to provide customer service that will delight your callers, offer your name and phone number and invite people to call you back if their needs are not met or their questions are not answered. Thoughtfully and carefully transferring calls reflects positively on your entire organization and will eliminate musical phones.

(c) 2006, Lydia Ramsey. All rights reserved. Reprint rights granted so long as article and by-line are published intact and with all links made live.

Do many of us realize that we are working an unpaid part time job for the grocery stores and some home appliance stores? We are ringing up our own goods, are not getting any price discount for doing so and are saving these retailers money.

Each self-serve lane contains two to three self-serve scanners. Retailers have an average of two to four self-serve lanes. Retailers are saving each store an average of four to eight cashiers’ salaries per store. One attendant is assigned to these self-service machines. Hypothetically, if stores are paying full time cashiers $7 per hour, they are now saving $14,000 annually in wage expenses for each cashier that they do not have to hire. Multiplied by four to eight cashiers, each store saves $56,000 to $112,000 per year on wage expenses. This simple calculation does not even count other benefits that companies pay to their cashiers, such as healthcare, vacation pay, sick pay, 401(k), pension benefits and tuition assistance.

Are these savings passed on to the consumer? Nope!

Why should we work an unpaid part time job for the grocery industry?

1. Self-serve scanning machines are not always user-friendly

When grocery bags get filled up and you have nowhere else to put your groceries, the machine will say something like “Please place your item back in bag” and not even let you know what the problem is. The machine treats you like you’re an imbecile. The machine is wasting your time while an attendant has to correct the problem.

2. Self-serve scanning machines do not always scan every bar code.

Some of the machines do not scan deposit bottle return slips, which requires an attendant to manually scan the deposit slips. If there is other merchandise that the machine will not scan, an attendant also has to manually override the system, which is consuming more time for the customer.

3. Self-serve scanners cannot correct price variations.

If an item should scan at a certain price, but the store’s system scans the item at a different price, an attendant has to manually override the scanner to give the consumer the correct price.

4. Risks of alienating senior citizens

If self-scanners are challenging for younger people, imagine how intimidating the machines must be for seniors. Sometimes, perception and not reality can dictate a retailer’s success. If seniors perceive that cashier-scanning is going to be phased out by self-scanning, seniors may take their business where the human touch is still being utilized.

5. Gas stations offer a price break for self-serve

Although full-serve gas stations are becoming more rare, those stations that still offer full-service and self-service combinations offer price breaks to those customers who pump their own gasoline. If gas stations can offer a price break to customers who pump their own gasoline, why can’t grocery stores offer a price break to customers who ring up their own goods?

6. Impersonal aspect could dissuade customers

Many customers go to the same store, restaurant or tavern because people who work at the establishment remember them. Remember “Norm” from Cheers? They want to go “where everybody knows their name…” A U-Scan Machine is not going to know you from Adam.

7. Self-scanning is currently not set up to handle large amounts of goods.

Currently, U-Scan machines are set up to handle about fifteen items or less, which is fine with the light shopper. What happens with customers who are purchasing over fifteen items? Are the larger-quantity purchasers being rewarded by not having to scan their own goods? Why do shoppers with fifteen items or less have the opportunity to do voluntary part time work for retailers? Is it a case of if customers purchase enough groceries, they don’t have to work for the store today?

Should this concept be called self-scan or self-scam? Fortunately, ringing up one’s own goods is still optional. Yes, it is still optional to do part time unpaid work for a retailer in which you are patronizing. Customers are doing the retailers a favor by purchasing goods at their stores. Is this how the customers are being rewarded? What will be next? Will customers go into a restaurant, order their food, be expected to prepare the food and pay the same price as if someone else had prepared the meal?

Here are 7 common mistakes well-intentioned professionals make when it comes to dealing with unhappy customers. Learn exactly what not to do so that you’re well positioned to completely regain the goodwill of unhappy customers after any service mishap.

1. Telling the customer he or she is wrong. You will be smart to NEVER tell a customer they are wrong or mistaken. Telling a person they are wrong arouses opposition and will make the customer want to battle with you. (Ever tell your spouse they are wrong?) “It is difficult, under even the most benign conditions to change people’s minds.” So why make it harder by starting out on the wrong foot? If you know your customer is wrong, it’s better to start off saying something like, “I thought the contract read otherwise, but let’s take look.”

2. Arguing with a customer. You must realize you cannot win an argument with a customer. Certainly, you can prove your point and even have the last word. You may be right, but as far as changing your customer’s mind is concerned, you will probably be just as futile as if you were wrong. Your goal in complaint situations is to retain the customer, not to be right. If you win the argument, you may very well have lost the customer. Think carefully about the response you want to give and ask yourself, “Is my reaction one that will relieve the problem, or will it just relieve frustration? Will my reaction drive my customer further away? What price will I pay if “I” win the argument?” The only way to get the best of an argument is to avoid it.

3. Telling a customer to calm down. Certainly, there are times when a calm disposition would make every one’s life easier, but telling your customer to calm down is rarely effective. Like you, your customers don’t like to be told what to do. Try this approach instead: “Clearly you’re upset and I want you to know that getting to the bottom of this is just as important to me as it is to you.”

4. Failing to apologize to customers in the wake of problems. One of the easiest and quickest ways to diffuse anger, create rapport, and regain goodwill with unhappy customers is to apologize. Offering an apology to a customer who experiences a problem should be a natural response from customer service providers. Yet, recent research reveals the startling fact that 50% of customers who voice a complaint say they never received an apology.

Not only does an apology give “soft benefits” such as creating calm, shaving minutes off of talk time, less stress on the employee, etc., it can also translate into significant and measurable savings in reduced lawsuits, settlement costs, and defense costs.

An apology does not have to be an admission of fault. It can be offered to express regret. For example, “I’m so sorry for any inconvenience this misunderstanding has caused you.”

5. Escalating voice. Avoid the temptation to yell just because your customer is yelling. You don’t want to get caught up in their drama. Instead, remain centered and calm, relying on your ability to communicate with diplomacy and professionalism.

6. Not allowing the customer to vent. An angry customer can be compared to an erupting volcano. When a volcano is erupting, there is nothing you can do. You can’t tame it, can’t speed it up, and you can’t control it. It must erupt. But erupting volcanoes eventually subside. Your angry customer &ndash who is intensely emotional &ndash is the same way. He must erupt (that is…express his anger through venting). You can’t tame the customer, you must simply let him vent. After briefly venting, most angry customers will begin to calm down. Let your customers vent.

7. Proclaiming to the customer: “This is all I can do.” You are there to help. Give your customer options and look for every way you can help.

Two important pre-reading notes: Before you chose to read or not read this article, let make two things clear. Everyone has Customers. Even if you work in an internal staff department in a large firm, you have Customers. They are the people you provide work to. And second, don’t be put off by the term Customer. Maybe you call them Clients, Students, Patients, or (heaven forbid!) Users. If one of those words works better for you, read that word every time you read Customer. Now that I have eliminated your reasons for not reading, please continue . . .

We can read lots of books and articles about Customer Service strategies and how to build processes that will serve Customers more successfully. All of these things are valuable, but if we put all of our focus on processes, systems, strategies and procedures we may lose track of something very important.

Customers are people first.

This means that each of your Customers, like everyone else, wants to feel important. It a universal truth - we all want that feeling, and will gravitate towards those that make us feel that way.

Hint: Having Customers gravitate towards you is a very good thing.

Here are seven ways that you as an individual, regardless of any corporate policies or systems, can make Customers feel more important, written from the Customer’s perspective:

Please use my name. I know I may have a Customer or registration number and that I might need to give that to you. But I also know that once you put that number in the system, you know my name. Use it. If I hand you my credit card, now you know my name too. Please use it.

I want to be a part of the “in” crowd. That’s why I like being invited into Frequent Flyer clubs, frequent buyer clubs or anything that provides me with discounts, special services, education or surprises. If you have this kind of club, invite me to join. If you don’t have one yet, please think about starting one.

Ask me for my advice. I have an opinion, and if asked in the right way, at the right time, when I know you really care about the answer, I’ll give you that advice. Opinion cards may be OK, but I would love to be asked personally. Give me the chance to tell you what I think, and I’ll reward you with more of my business. I don’t often get asked for my opinion and it feels good. And who knows, you might even get a great idea for a new product or service.

Acknowledge me. I know you are busy sometimes. I can see the line. I even understand that your system might be down, or that you have five people in the phone queue. I’ve been there, I work too. But when I call or come by, acknowledge that I am there and let me know you are glad I’m in the line. A smile and a hello, or a “We’ll be with you shortly” will go a long way. Acknowledge me and I’ll understand. Ignore me, and well, how do you feel when you’ve been ignored?

Surprise me. A little extra something with my order or a hand written note would be nice. A special discount “just because” or a free sample of dessert. It doesn’t have to be a big thing, and it doesn’t have to be every time. If you get a good surprise, do you want to share it with others? Me too.

Apologize. I hate it when people try to prove they were right, or don’t mention that fact that the order is three days late, or the surcharge can’t be removed, or the item is out of stock. But again, I know things do happen. When things do go wrong though, please give me a simple apology. Here’s the funniest thing. When you make a mistake, and then apologize (perhaps even including a surprise of some sort) I’ll love you more than ever. Apologies and good service recoveries are so rare that you can take my dissatisfaction and turn it into loyalty, if you will do this right.

Listen. Most all of the other things I’ve told you require you to listen. I can tell when you are really listening to me and that makes me feel very good &ndash because true listening is rare, sometimes even at home. Listen to my concerns. Listen to my ideas. Listen to my order, so we don’t have any misunderstandings. When you really listen, you can’t believe how good that makes me feel.

All of us can do most of these things each day. When we do we will make our work more enjoyable, easier, and quite likely will begin creating legions of loyal Customers immediately.

And before you go, read these seven things again, with the voice of one of your Customers in your head, as a reminder of how you can make each of your Customers feel more important.

Call it a blind spot. Call it regimented thinking. Call it the-way-we-have-always-done-it. But by any name, there are actions and practices that far too many businesses engage in that can unknowingly drive customers away.

When I observe such practices, I move from being angry to just plain sad. Really sad. Because the truth of the matter is that no one CONSCIOUSLY set out to ruin my day. No one sat in a board room and dreamt up procedures that would have us leaving in droves. No one woke up and said, “I can hardly wait to make you miserable.” It happened “because”. Because the truth of the matter is that it takes courage to stop and ask the critical question: Does this serve our customer? Our member? Our community?

We all “know” the rules of service. But sadly, sometimes we don’t take the time to think through just what our actions might be do or say to the customer. Here are some actions guaranteed to drive folks from the doors of an enterprise. It’s time for all of us to sit up and notice!

Over promise and under deliver.

Bring people to the conference with the promise of cutting edge material. Lure attendees into thinking that the hotel is a four-star marvel. Tell customers that they’ll have all the material they need in three days. Promise the meeting planner that the press kit will go out overnight. Then sit back and watch. Really watch. If it isn’t true 100% of the time, it’s a bait and switch promise.

Take the idea of “cutting edge material”. I’ve attended conferences in which the only cutting edge was the serving knife on a buffet table. Same ideas. Same methodology. Same format. Get a clue! Shake it up. Be provocative. If we say it, we better deliver.

How about that four-star hotel? Brochure looks great. The conference walk through is stunning. But then, could that ghastly-looking luncheon plate REALLY be the same chicken marsala you were served in the tasting? And, how about the fact that the hotel “forgot” to tell you that the major dining room would be undergoing renovation. Yikes!

The three-day guarantee. If you can’t deliver it all the time, it’s not true! Now, perhaps Three Day Blinds has reversed its practices, but years ago, I ordered window coverings for our new house. My mother was coming to visit us over Christmas and I needed shades. Alas, the third day came and went. I discovered that only “some” shades are three-day, not all. Beware of the implied promise.

Never walk the talk.

The brochure for the conference said, “a celebration of members”, a “community that listens.” Too bad it didn’t play out in reality.

The setting is New Orleans. A couple thousand folks have gathered for the “celebration” and the “community”. Alas, the reality is another fact. I discover that people are invited to parties based upon their status in the organization. The luncheon session I am addressing has some 50 “important people” file into the banquet hall and take their places on a stage that is three tiers deep. Talk about a “we”/ “they” set up. I am told, “This is the way we have always done it.” The intent to “honor” these 50 people was to have hundreds watch them eat and to also set up the boundary between the “us” and the “them”.

Come on. There are a few more creative ways to showcase the “us” that is far more inclusive, educational, and community building than a camera shot of folks eating. I end up addressing an audience while have my back to 50 plus people. It’s rude, off-putting, and the exact opposite of what the organization, in all good intentions, wishes to create.

Our lives had better mirror the words we use and the beliefs we profess to all. Otherwise, we’re merely impersonators. I watched a very well known speaker who specializes in relationship building turn into a snarling, demanding customer who treated the flight attendants like personal servants. How many disbelievers were created on that day?

Make technology your primary form of communication.

Make sure there’s a voice mail doom loop from which someone will never emerge to actually speak with a live human. Conduct all business via e-mail, assuming that a message sent is a message received. And while you’re at it, hit send as soon as a message is written.

These three practices can doom any business relationship. Amazing isn’t it: having a person answer the phone can actually be a competitive advantage! How easy do we make it for people to do business with us via the telephone or even our web site? I tried to book a reservation in a lovely hotel, only to be treated to a lovely online tour of the property without ever finding a contact number!

E-mail is great for data but not perfect for relationship building or critical pieces of information. In fact, often the E in e-mail stands for escalation and error. Two colleagues almost became bitter enemies over rapid fire e-mails that had the sting of a viper and the warmth of the Arctic. Neither thought to pick up the phone and talk things out. Thus, the lop-sided “chats” turned into internecine warfare. Talk about beating folks up!!

I discovered fascinating information about a client when we talked through my normal pre-program survey rather than depend upon an electronic transmission. I had thought my online survey was a time saving device. Instead, what it became was a gatekeeper, preventing me from digging deeper into an issue. Likewise, multiple choice answers on written or online customer service surveys will never result in information of substantive depth.

Forget the wisdom of the outer circle.

In organizational life, there’s always an “inner circle” of power and control. Boards of Directors wield it. So do powerful departments. When practices and policies come only from the inner circle, the rank and file is not only unheard, but can turn its back on the organization. Members leave associations when they feel discounted and “not in the know”.

Never say “thank you”.

Mother was right when she made us kids write notes to relatives after Christmas. It’s a forgotten habit that can go a long way to letting people feel appreciated. Likewise, pick up the phone and call a client or member who has a complaint and THANK THEM for making that complaint known. You’ll discover a huge dividend in goodwill after they recover from the shock of your call.

Three Practices to KEEP customers and members.

Common courtesy isn’t common. Be uncommon.

Service is an unnatural act. It takes emphasis away from ourselves and gives it to others. Be unnatural.

Time is the only non-renewal resource. Never waste people’s time.

Hope I haven’t wasted yours!

(c) 2005, McDargh Communications. Publication rights granted to all venues so long as article and by-line are reprinted intact and all links are made live.

In short, yes… uhm well, no… maybe sometimes? O.k., so you might have gathered by now that there is no “short” answer. Anybody who truly believes that the customer is always right hasn’t really given this policy much thought.

When was the last time someone came into your business, or called on the phone, or better yet emailed you with a throbbing case of the nasties? Our business is located just outside of the city with a bus stop in front. We also own several niche market web sites. Do you suppose we get our share of interesting characters?

Somehow, this philosophy/policy of, “The customer is always right” has been branded into the consumer’s psyche and repeatedly shoved in the face of business owners, managers, and employees. Having worked in Law Enforcement for several years, we’re taught by our instructors and leaders to consider “the spirit of the law” versus “the letter of the law.” These considerations dictate whether or not the cop is going to give you a ticket for going 5 miles over the speed limit. If we’re to follow the “letter of the law,” we’re going to go by the book each and every time without exception. It’s the “spirit” that allows us discretion to listen to a creative story of how your lover caught you with your spouse again and “thank God you’re here to protect me, Officer… and that’s why I was speeding. I was trying to get away!”

Shouldn’t we, as business owners and managers, have that same option of discretion when a less than reasonable customer approaches chanting that misguided mantra? Now, of course, this is not to say that we should not recognize our positions as “authority figures” and practice a higher degree of professionalism, diplomacy, and tact. All of which are vital to your business. Professionalism is the difference between giving the appearance of genuine concern, and wrapping your knuckles on someone’s forehead to see if anybody’s home. Diplomacy is being able to give your customer the perception that you owe them, and have provided them with, an apology by stating something to the affect of, “I’m sorry you feel that our policy has inconvenienced you.” instead of actually apologizing and admitting fault for something that your company is righteous in maintaining. Tact is being able to tell your customer that it appears that your (policy, sign, product, etc.) was simply misunderstood without having to tell him/her that they’re a complete moron.

Now, I’m also not condoning never admitting fault or accepting responsibility for genuine wrongs and doing everything within your ability to correct them. And there are schools of thought that strictly forbid admitting fault. Their mantra? “Better to ask forgiveness than permission.” However, by the very nature of such an absolute statement such as, “The customer is always right,” provides people, who for no other reason but a sense of entitlement, a free pass to come into your business with the expectation that they’re going to be able to conduct themselves however they wish. This includes treating you and/or your employees with utter disrespect and rudeness. As a result, our employee attrition rate is relatively low because we allow them the discretion of practicing professionalism, diplomacy, and tact. Fortunately, most of our clientele allow us the opportunity to provide them with genuine friendly service and resolve any issues with a mutually beneficial outcome. Unfortunately, every once in a while, you come across a customer, who no matter what extraordinary efforts you deploy to appease, is simply unreasonable. With that, you must then make an executive decision and these are just a few questions that should be considered in rapid-fire succession almost immediately. Is this customer worth keeping? How adversely will kicking him in the pants affect my business? Am I able to resolve this issue with little impact on my business or bank account? Am I going to diminish my employee’s sense of empowerment and/or sense of dignity by overturning their reasonable decision? I’m sure there are other considerations that you’re likely to make, but these are the very minimum.

Incidentally, the person responsible for us having to endure the phrase, “The customer is always right.” was a gentleman by the name of H Gordon Selfridge. Mr. Selfridge was the founder of Selfridge’s Department Stores widely known across the United Kingdom. Perhaps Mr. Selfridge was stuck in the “letter of the law,” as he died insane and bankrupt. Food for thought.

“Do unto others as you’d have them do unto you.” Don’t worry; I’m not trying to take you to Sunday school under the pretense of a business article! However, in one form or another we have learned this rule for as long as we can remember. Many people try their best to apply this rule in their everyday lives. But, how many of us try to follow such a simple principle when it comes to business?

If you think about it, it could single handedly be the most important rule to follow in business. After unpleasant sales encounters, most customers are not most upset with the product or service that they purchased. Sure that may have been the root of the problem. But, most people understand that we don’t live in a perfect world and sometimes things don’t work!

The reason most people leave these situations upset is because of the way that they’ve been treated. They feel that they have spent the money for your product or service that for one reason or another did not perform properly. This upsets them, but what really angers them is that they feel that no one cares.

We’ve all had negative customer service experiences. Those of us in sales have most likely been on both sides of such exchanges.

When we’re in the salesperson role, we may be running ragged from an extremely busy day. We may have issues going on in our personal life. We might simply have gotten up in a bad mood that morning. There’s nothing innately wrong with any of those things. However, it is our job to find a way to put all of those things aside to help the people we’re paid to assist. This is why I feel that sales people should really be required to take Acting 101! Ideally, we would always be able to genuinely be interested in listening to our customers and helping them find the solutions that work best for them. But, we all know that that’s pretty much impossible everyday, absent a fairly large prescription of Prozac! Salespeople are just that, people. We’re not always going to be at the top of our game, but we must be able to “act” as if we are. Convincingly, act as if we are!

On the other hand, being that salespeople are people, we are constantly faced with these situations in which we are the customer. Undoubtedly, you have run into a few salespeople who have irritated you or who may not be quite as helpful as you’d like.

Now, obviously, we will never be able to be perfect in all of our customer interactions. However, if we were to try and keep the good old “Golden Rule” in our consciousness at all times when dealing with customers, I think we’d find our jobs more enjoyable, our customers happier and yes, even our profits growing!

Every customer contact is a Moment of Truth that creates a Moment of Misery, a Moment of Mediocrity, or a Moment of WOW. In the Moment of Truth you can create customers for LIFE or you can initiate a slow and painful demise of your company one customer at a time.

A Moment of Mediocrity is what most often occurs in business to customer interactions and this is where the customer’s expectations were met - and those may even be low expectations. Customers who experience a Moment of Mediocrity, feel “satisfied” but will not reward the company with loyalty. These customers are only your customers because they haven’t found a better experience.

A Moment of Misery is created each time you fail to meet the customer’s expectations. Often, Moments of Misery result in damaging and highly persuasive negative word-of-mouth advertising and customer defection.

A Moment of WOW is created when you exceed the customer’s expectations. Service must be truly outstanding and service providers have to go “Beyond WOW” to create the Moment of WOW. Moments of WOW create a profitable base of loyal customers, which results in growth, increased profits, and lasting value. (For hundreds of ideas on how to create Moments of WOW, pick up my brand new book, Beyond WOW by going to Beyond WOW.)

Two years ago I stayed in a luxury hotel in Miami with a corner ocean view room. I paid $179 for a one-night stay and my expectations for service were high. I experienced a myriad of problems during my short stay and one situation stands out. The morning of my departure I called the Concierge to arrange transportation to the airport. Here’s a summary of this Moment of Truth:

Me, the Customer: “I need to be at Miami International Airport by 5:00 pm for a 6:00pm flight. Can you arrange transportation with Super Shuttle for me? ” Simple request - or so I thought.

Concierge: “Ma’am, you have to give at least a 24 hour notice for a shuttle to the airport. I cannot call for you. You can take a taxi or we can arrange a car for you for $99. ”

Me, the “paying” customer:”Why do you need a 24 hour notice for a routine ride to the airport?

Concierge: “It’s our procedure. You can take a taxi or I can arrange a car. Those are your choices.”

Me, the customer/ the reason you have a job: “Okay, can you just veer away from “procedure” and see if the shuttle can pick me up eight hours from right now?”

Concierge: “I can give you the number and you can call.”

I called Super Shuttle and the representative said, “Sure, the royal blue van will meet you out front at exactly 4:30.” See how easy that was? Why couldn’t the Concierge just pick up the phone and check?

Here’s what the Concierge should have said upon my request for a shuttle: “Ms. Golden, typically Super Shuttle requires a 24 hour advance notice, but I’ll see what I can do. If I cannot arrange transportation with the shuttle, we can get you to the airport by taxi or private car. Let me check on that and I’ll call you right back.” This response would have made the Moment of Truth a Moment of Mediocrity and perhaps I would have considered another stay at the hotel. But my moment was Misery and not only will I not return, but like every customer, I’ll spread negative word-of- mouth advertising.

A Moment of Misery is created every time you:

*Tell a customer “No” without first telling them what you can do

*Quote policy

*Fail to follow-up/follow through

*Make the customer tell and retell their story with unnecessary transfers

*Respond to complaints with an accusatory or interrogatory style

*Refuse to take responsibility for problems

*Fail to apologize to customers

*Tell a customer they are wrong - even when they are wrong

*Cut a customer off

*You only get one Moment of Truth with customers. What will it be?

We’ve all seen it. Julia Roberts is shopping on Rodeo Drive. She’s dressed in her “professional” gear and gets that infamous attitude from the saleswomen. And of course, we’re all cheering when she stops back by the store in her newly purchased couture, arms laden with shopping bags and delivers my favorite line of all time. “You work on commission right? Big mistake, huge!”

We all love to watch that scene and feel like we identify with Julia. However, I am going to admit something here. I think that, whether we’re willing to admit it or not, all of us in sales have been guilty of this crime. I know this is extremely politically incorrect, but come on now. The minute we encounter a customer, we form some sort of split second judgment as to what kind of client they are.

The problem does not lie in that initial judgment (even though it’s most likely completely wrong!). The problem is born the minute we allow ourselves to act based on that initial opinion.

The single most powerful sales and marketing tool we have is word of mouth from past and current clients. By the same token, the fastest way to lose business is for one person to have a negative experience with anyone associated with your company. If that happens, you’ve not only lost that person’s business, but most likely anyone that person happens to talk to while they’re still upset, and by proxy, anyone that second person talks to, and so on and so on.

So what lesson can we learn from everyone’s favorite working girl’s shopping experience? I know you’ve heard it over and over again, but seeing this happen over and over again in stores across the country, I think it definitely bears repeating. Ever person you come in contact with is a potential sale. Every potential sale is a potential commission for you and a potential increase in your company’s profits.

It’s really that simple, but from my personal experience as a customer, most salespeople don’t seem to get it! All customers want is to feel that you appreciate the fact that they’re spending money on your product. They don’t want to feel as if you’re looking down on them, and they certainly don’t want to feel as if they’re interrupting your day of leaning against the wall looking bored.

If you ask me, projecting an air of self-importance is the single easiest way to fail at retail or any other type of sales. So, the next time you encounter a potential customer try to remember that silver screen moment of Julia and try to decide if you want to be those women that everyone in the theater is booing or the wonderful people who make her feel like a princess!

As program chairperson of my SCORE * chapter I am always looking for new presenters to address the group. I frequently ask my fellow business counselors to give me some ideas for topics of interest to them.

In August one member approached me with an idea. He suggested inviting some of the clients that the counselors had worked with this year to one of our meetings to give us some feedback on our counseling techniques -both the highs and the lows.

Five clients were invited to our meeting and they were asked the first 5 questions of this Top Ten list. We learned a lot from the answers we got.

As 2005 comes to a close and we begin 2006 perhaps you are interested in finding ways to get clients to give you feedback about the products and services you offer. Here is a list of 10 questions you could use. Select a few that suite your situation. The key is to ask the question and then allow the client uninterrupted time to answer. Your job is to just listen!

1. What was the greatest benefit you derived from my service**? This question helps you to understand what is working. Sometimes you will be surprised by the answer. Our SCORE chapter has a limit of 3 counselors at one location to counsel one client. Our client panelists said the more counselors the better! We have now eliminated the restriction on the number of counselors.

2. What would you like to see more of when you work with me? For our session the panelists told us some counselors introduced themselves by telling about their business background during the sessions while others did not. The clients said they wanted to hear the qualifications of the counselors who were working with them. Are you forgetting to be consistent when delivering your product or service to your clients? We were! ☺

3. How could I improve my service? Clients often have ideas that are easy to implement but somehow you haven’t thought of. SCORE does both email and face to face coaching. These were face to face clients who wondered if they could get support between sessions through email. Easily done now that we know it might be helpful. (Our email addresses are already on our SCORE business cards!)

4. Is there anything you would like to see me stop doing? This question gives the client the opportunity to tell you about something that isn’t useful to him or her. It was suggested in our session that sometimes it is difficult for the business owner to meet with the counselor because the owner can’t leave his/her place of business. The SCORE clients wondered if it would be possible for the counselors to occasionally meet them at their own place of business. The answer was “Yes”. Again not something we had thought to offer consistently.

5. Is there anything you didn’t get from my service that you were looking for?

Here is an opportunity for the client to tell you other services that you might provide. If you are looking for ways to expand your offering this question is important. In the SCORE session one client wanted to know how he might get a counselor who actually worked in or owned the specific type of business that he had. Access to a database of the counselors in our chapter and their background would be helpful to the counselors and our clients. We will be putting one together. (We did have one counselor with exactly the right background for this client.)

6. Has my staff treated you with care, attention, and courteousness? This would be an important question for a service provider with an administrative staff to ask. Clients don’t always complain about their experience with your staff but might share something significant when asked.

7. Is there an issue that I have not spent enough time on for you? Sometimes clients allow you to move forward but are still thinking about a previous issue. This kind of question helps them to revisit areas they may have not understood and still have an unanswered question.

8. Am I doing what you want me to do? Most of the time we are doing what we think the client wants. It is good to check once in a while to find out if you are actually doing what the client wants.

9. Where have we been less than proactive in addressing your concerns? It may be that the client is expecting you to move into different areas that you think are being covered by other vendors or staff members. “Being proactive” may have a broader definition to the client than you are using. Asking this question might uncover new business.

10. Is our billing clear? Are you getting value for your money? The bill is often a source of anxiety for the client. He/she needs to know exactly what he/she is being billed for. Does your bill show that? This final value question is critical to insuring your client is satisfied with your product or service.

*SCORE &ndash This is an organization that is part of the Small Business Administration in the US. SCORE volunteers are experienced managers and business owners who counsel small business owners without charge.

**I have used the word service here and also client. You could just as easily substitute product and customer.