From Ordinary to Outstanding: The Case for Service Excellence

I have a very good friend, and before I even met him, I’d heard all about the extraordinary service he gives to his guests. Honestly, he’s become something of a legend in the service industry. His clients are raving fans, spreading the word far and wide, and some even follow him from island to island as he moves around. Now, not all of us can be legendary, but that doesn’t mean we shouldn’t strive to be. After all, every industry is a service industry, whether you’re making widgets or serving tea.

You don’t need to be in direct contact with customers to think about service. Every part of an organization impacts the end-user of your goods or services—the customer. There was a time when I thought the phrase “customer service” was just some cruel joke, and I’m sure I’m not alone in that feeling. But here’s the thing: if service is merely “customer service,” it can go either way. The only way to really make your service count is by making it excellent. And that starts with creating a culture within your organization that’s steeped in service excellence. And when I say organization, I’m not just talking about the big companies. I mean everyone—from the little hole-in-the-wall spots to those with big, fancy offices. Every organization, big or small, can and should deliver excellent service.

It baffles me that some of us seem unfazed by bad service. We keep going back to those same places over and over, almost like we’re gluttons for punishment. But let’s face it, ours is an economy that heavily depends on service. We need to wake up to the fact that your customers hold tremendous purchasing power. If you don’t treat them with the respect they deserve, they’ll simply take their business elsewhere.

Online shopping is already taking a chunk out of brick-and-mortar shopping, just look at how busy those mailbox businesses are—not just during the festive season, but all year round. Sure, people are price-sensitive, but they’re also willing to pay a little more if they consistently receive excellent service. And let’s be clear—excellent service isn’t just about asking the customer, “Can I help you?” It’s about going above and beyond for them. Bad service can start with something as simple as not acknowledging receipt of an email or letting your company’s phone ring off the hook.
I had an experience recently that perfectly illustrates this point. I went into a boutique because I wanted to buy a blouse. When I walked in, the owner was at the counter, chatting with a customer. I greeted her with a “Good afternoon,” but she didn’t even acknowledge me. That was fine—I knew what I wanted, so I went straight for the item. But when she finished with the customer, she walked her to the door and then stayed outside, talking to someone sitting on a bench just outside the store. She never came back inside to check on me. Now, there could be several reasons for this, but my gut tells me she pre-judged me and decided, consciously or unconsciously, that I either couldn’t afford her prices or wasn’t there to buy. The kicker? If the owner is giving this kind of unacceptable service, what can we expect from the employees? Luckily for her, the staff naturally gravitated toward service excellence despite the example set by their boss.
Another thing that drives customers crazy is inconsistency across an organization. If your business has multiple branches, your service should be consistent across all of them. Everyone should be on the same page, speaking the same language. The only way to achieve this consistency is to build a culture focused on people—not just your external customers, but your employees too. You can’t give your employees bad service and expect them to give your customers excellent service. Something’s obviously wrong with that picture.

Not having a culture of service excellence is costing your organization big time—it’s hitting your bottom line hard. It’s not enough to give your employees a one-time customer service training session and expect a service culture to magically take root. Training has to be ongoing because providing excellent service is a never-ending exercise. Building a customer-focused culture requires a top-down, bottom-up approach. It’s not just about paying lip service to the idea of service—management must see it as important before employees will.

Some customers will buy from you out of necessity, but others will simply go without your product or find it somewhere else. There are restaurants I won’t dine in because their service isn’t just bad—it’s consistently bad and getting worse. On the flip side, there are places I go to mainly because I know some of the servers and trust they’ll take care of me. I’m not fussy—I just expect you to “woo” my money out of my pocket.
And let’s not think for a moment that only restaurants or retail stores are affected by poor service. Every industry is impacted. It doesn’t matter what business you’re in or whether you’re a one-man show or a massive operation—service excellence must be your top priority.

In today’s competitive business environment, it’s the only thing that truly sets you apart. Customers have a strong voice, and they speak with their feet. So, what are you doing today to make your service count?

Here’s to your service excellence!
Judy