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Cutomer Service Determines Your Future

Craig A. Steffen

It was the best of times; it was the worst of times. 

I recently returned from a baseball trip with an old buddy I’ve known since my high school days.  We traveled to three of Major League Baseball’s newer stadiums to admire their architecture and to critique their design and business choices.  We are avid fans of the game and business people.  Between us, there are only two stadium we have not yet visited. 

As my buddy and I traveled east to see new and renowned ball-yards, we experienced in one place, an organization that exhibited a passion for their customers.   At one point, we watched in amazement as a food worker came out from behind her counter to assist a misty-eyed adolescent after he had spilled his order immediately after having paid for it.  The worker helped to clean up the mess and gave the lad a new tray of food – no charge.  Later, an usher brought late-comers to their assigned seats, only to find them already occupied by others who were not holding ticket stubs to that particular section.  Because there were several empty seats in the area, the usher said, “I don’t really care where you sit so long as you all get along – enjoy the game.” 

In stark contrast to this example of customer passion, was our experience at another of the new ballparks.  We arrived at the stadium well before game time in a light rain.  We enjoyed the game for several innings, fortunate to be under cover.   Though the paid attendance was more than 30,000, by the 7th inning of a tie ballgame there were no more than 8 or 10 thousand fans remaining.  As the rains increased, those fans that were originally seated in unprotected areas naturally sought to move to vacated seats located under cover.   

We watched in horror as usher after usher aggressively approached each of these already drenched fans and chased them out of these empty protected seats simply because their ticket stub showed they were supposed to be somewhere else.  These fans were publicly accused, verbally abused and physically removed – in some cases by security personnel.  They were treated exactly as one might expect a shoplifter to be treated.  What was their “crime?”  They simply had a natural desire to come in out of the rain and enjoy the great American pastime. 

The particular franchise in this second example is one that annually struggles to put a competitive team on the field because of financial constraints.  Though they have a beautiful new ballpark, they rarely sell-out.  Their payroll is among the bottom few in all of Major League Baseball.  Each autumn, when other teams dream of pennant races, this team is selling off recognizable stars for unknown minor leaguers in order to reduce payroll. 

The franchise in the first example has no such financial constraints, though their ballpark is now more than 10 years old.  They continue to be among the top few in annual attendance even though they have the misfortune of being in one of baseball’s most competitive divisions.  They are also one of baseball’s most profitable franchises despite a long post-season drought. 

Coincidence?  My experience says NO!  Both franchises want to put a winner on the field.  Both franchises want to operate in the black.  Yet one is financially stable while the other struggles publicly year after disappointing year. 

I’m certain there are multiple factors in the dichotomy of these two teams.  But I am convinced that one prominent factor is a misplaced passion.  One team exhibits a passion for customers that leads them to their goal of stable profitability.  The other has a passion for profitability that blinds them to the mistreatment of their customers, and thus keeps profitability consistently out of their grasp.

Is it easy (even enjoyable) for your customers to do business with you?  Do your customers rave or rage about your service to them?  Before you answer those questions, consider the lessons of the aforementioned “tale of two cities.”

 

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