NFIB

Sharing Your Customer Service Vision With Employees
03/ 12/ 2002

Small business owners usually have a vision for their companies that spans every aspect of operation, from product development and marketing to customer service. But as a business grows, the day-to-day interactions with customers almost always fall to employees, with the owner functioning at a distance from the frontlines. The result? The owner's initial vision of customer service and normal business operations may be diminished or even lost.

In today's Workshop, contributor Jeffrey Moses offers tips on inspiring employees to maintain your original vision of customer service.

Despite its competition with book superstores, The Tattered Cover Bookstore in Denver, Colo., has flourished. Since Joyce Meskis purchased the store in 1974, The Tattered Cover has grown from a small 650 square-feet operation to a highly successful business encompassing two prime locations and more than 350 employees. Through it all, Meskis' initial concepts of customer service have been maintained. "Joyce has a very clear vision of how she would like each transaction with customers to be handled," says Derek Holland, manager for The Tattered Cover's Cherry Creek store.

"Training begins with the initial interview," Meskis says. "In a way, we try to talk the person out of wanting the job. Many potential employees have enjoyed shopping in our store and think that working here will be just sitting on a bench discussing the great books. They're not aware of the enormous detail and dedication to customer service that is required." During the interview, Meskis says she wants the potential employee to learn as much about the company as the company learns about the employee.

Hiring is usually done in groups, with the new employee spending almost an entire day with Meskis. This usually takes place on a Saturday, when there are fewer chances for interruption. During the day she holds her "philosophy session," imparting a history of the store and instilling her view of customer relations.

"Service is what sets us apart," she says. "For this reason, I want employees to know that every exchange with customers should be as positive as is humanly possible. I tell stories and relate unusual circumstances, so they can be aware of how we've handled problems in the past."

Meskis knows it's impossible to train for every situation. "But we can give employees the tools so they can make correct decisions in a variety of circumstances," she says.

Two additional days of "nuts-and-bolts" training with management follow, but the interaction between Joyce, managers and employees never ends.

"Our customers feel that they own the store," says Meskis. "And that's exactly how it should be. They constantly give us feedback--about books, about our service, about our store layout, even about a favorite chair that might have been moved. Our general employee meetings allow this feedback to be discussed. It's important that everyone be aware of what customers are saying and thinking."

The Tattered Cover keeps key employees in touch with customer needs. Each book section has a specific buyer, who spends about 40 percent of his or her time reviewing and purchasing books. The rest of their time is spent working with customers. "This helps maintain a close relationship with the expectations of customers," Meskis says.

The book industry is in the midst of tremendous change. Margins are shrinking, and even the superstores are cutting back on their former deep discounts. The Tattered Cover maintains profitability primarily through meeting the needs of customers and providing outstanding, continual service. The only way it's able to maintain this excellent service is through the clear vision Meskis shares with employees.

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