The Equinox, Manchester Village, VT
Presented By: Linda Wallingford
10460 Roosevelt Blvd., Suite 287
St. Petersburg, FL 33716
727.324.3006
lcwallingford4@aol.com

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Improving editorial and advertising content
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Building recognition and loyalty through stronger brand promotion
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Reforming management and culture
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Providing superior customer service

5 Reasons Subscribers and Single
Copy Readers Continue To Read
Your Newspaper?
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A typical business hears from only 4% of its dissatisfied customers. The other 96% just quietly go away and 91% will NEVER come back!
This represents a serious financial loss for those companies whose employees do not know how to treat customers, and a tremendous gain for those companies that do.

A survey on why customers never come back found the following…
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3% move away
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5% develop other loyalties
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9% leave for competitive reasons
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14% are dissatisfied with the product
• 68% quit because of an attitude of indifference toward the customer by the owner, manager or an employee.

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Only 5 years ago, a typical dissatisfied customer would tell eight to 10 people about his or her problem.
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One in 5 would tell 20.
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Now, with the internet, a dissatisfied customer can tell the world about their interaction with your newspaper!

A graphic complaint prepared for:
Joseph Crosby
General Manager
Lisa Rinker
Front Desk Manager
DoubleTree Club Hotel
2828 Southwest Freeway
Houston, Texas

In the Early Morning Hours of
November 15, 2001, at the DoubleTree Club
Houston, We Were Treated Very Badly Indeed.
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We are Tom Farmer and Shane Atchison of Seattle,
Washington.
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We held guaranteed, confirmed reservations at the
DoubleTree Club for the night of November 14-15.
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These rooms were held for late arrival with a major credit card.
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Tom is a card-carrying Hilton HHonors Gold VIP…
• Yet when we arrived at 2:00am… we were refused rooms!

Refused Rooms… Even When We’re
“Confirmed” and “Guaranteed”?
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Mike, your Night Clerk, said the only rooms left were off-limits because their plumbing and airconditioning had broken!
• He’d given away the last good rooms three hours ago!
• He’d done nothing about finding us accommodation elsewhere!
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And he was deeply unapologetic!

Quotations from Night Clerk Mike
“Most of our guests don’t arrive at two o’clock in the morning.”
-2:08 am, November 15, 2001
Explaining why it was
OUR fault that the DoubleTree Club could not honor our guaranteed reservation

We Discussed With Mike the
Meaning of the Term “Guarantee.” guar·an·tee
(g r n-t ), n.
1.
Something that assures a particular outcome or condition: Lack of interest is a guarantee of failure.
a.
A promise or an assurance, especially one given in writing, that attests to the quality or durability of a product or service. b.
A pledge that something will be performed in a specified manner.
(Save this for your future reference .)

Quotations from Night Clerk Mike
“I have nothing to apologize to you for.”
-2:10 am, November 15, 2001
Explaining why we were wrong to be upset that our “guaranteed” rooms weren’t saved for us

The Career Path of Night Clerk Mike
(He peaked last week.)
November 15, 2001:
Rude Hotel Clerk
1995:
Subway Sandwich
Maker
2004:
McDonald’s
Sandwich Maker
1985:
Paper Boy
2014:
Septic Tank
Cleaner

Mike Wasn’t Too Optimistic About
Finding Us a Place to Sleep.
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2:15 in the morning is a heck of a time to start looking for two spare hotel rooms!
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Mike slowly started dialing around town.

Quotations from Night Clerk Mike
“I don’t know if there ARE any hotel rooms around here… all these hotels are full.”
-2:12 am, November 15, 2001
Just starting to look for alternate accommodation for us, even though he’d filled his own house up by 11:00pm

Mapped Against Other Hospitality Providers, Your
DoubleTree Club Fared Badly on November 15, 2001 .
GROWTH-ORIENTED
DESPISES &
MISTREATS
CUSTOMERS
TREATS
CUSTOMERS
WELL
HEADING FOR COLLAPSE

Mike Finally Found Us Rooms Here.
• Shoney’s Inn & Suites is a dump.
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It is six miles further away from downtown
Houston, which makes a difference in morning rush-hour traffic.
• Had we wanted to stay at Shoney’s, we would have called them in the first place.
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We could only get smoking rooms.

Even After We Left the DoubleTree Club, Our
Troubles Weren’t Over, as This Timeline Shows.
Jon, a colleague, was arriving in Houston on an overnight flight … and coming to join us at the DoubleTree Club first thing in the morning. As we had to go stay elsewhere, we wrote
Jon a note and left it in care of Mike the Night Clerk.

We Are Very Unlikely to Return to the
DoubleTree Club Houston.
Lifetime chances of dying in a bathtub: 1 in 10,455
(National Safety Council)
Chance of Earth being ejected from the solar system by the gravitational pull of a passing star: 1 in 2,200,000
(University of Michigan)
Chance of winning the UK Lottery: 1 in 13,983,816
(UK Lottery)
Chance of us returning to the DoubleTree Club
Houston: worse than any of those
(And what are the chances you’d save rooms for us anyway?)

The average business spends six times more to attract new customers than it does to keep old ones.
Yet customer loyalty is, in most cases, worth ten times the price of a single purchase!

Revenue Lost to the DoubleTree Club
Houston as a Result of our November 15 Incident
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
Calendar
2001
Calendar
2002
Our firm's total expenditures on
Houston-area lodging
Dollars we'll be spending at the
DoubleTree Club
Houston
Shown in U.S. dollars

We’ll Be Sending This Presentation to Promus Properties.
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And to some friends.
• We hope they’ll share it with their friends!
• If you’d like a hard copy, email us at:
BearX220@hotmail.com.
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Good luck!
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And give our best to Mike!

• www.bestbuysux.org
• www.whypaypalsucks.com
• Don’t Buy a Kia
http://members.tripod.com/~aiki_joe/ i_hate_kia/

5 Reasons Customers Stop
Subscribing/Purchasing Your
Newspaper
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How easy is it to do business with us?
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What methods do we use to follow-up with our readers?
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Do we measure reader satisfaction?
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What are we doing to position our brand and image in our markets?

We don’t get a second chance to make a first impression.
When customers feel good about that first interaction with your newspaper, they’ll come back for more - they will become loyal customers and will tell others about their satisfaction!

• Ask questions
• Solve problems
• Offer solutions
• Don’t assume
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Up sell Partial Subs
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Seek feedback
• Are creative
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Communicate
• Plan ahead - work their plan
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Know that actions speak louder than words

Let’s first define what superior customer service means...
Dealing with any customer situation efficiently, professionally and in a manner that leaves customers committed to your newspaper and/or purchasing your products – including your on-line and niche publications.

There is a vast difference between guessing and knowing what our readers want.
We know what our readers want and, moreover, we know what is important to them!

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Our readers want:
- Excellent Content
- Timely Delivery
- Great Value
…

A genuine commitment to providing what is truly important to them!
For us to really listen and communicate with them.
And, for us to do everything we can to provide the level of service they expect and deserve!

Keeping loyal readers who are already familiar with our product requires something as basic and affordable as providing superior customer service.

C
S
C

Staff members understand the importance of their jobs in contributing to the success of their department and the newspaper.

Do your newspaper's various divisions operate independently of one another?

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Lost revenue
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Duplicated efforts
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Missed promotional opportunities
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Morale issues
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Employee turnover

An image of our desired future.
How we expect to travel to where we want to go.
or
What our newspaper is here to do.
Milestones we expect to reach before too long.

Possible Attitudes Toward a Vision
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Genuine Compliance: Sees the benefits of the vision. Does everything expected and more!
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Formal Compliance: On the whole, sees the benefits of the vision. Does what is expected and no more.
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Grudging Compliance: Does not see the benefits of the vision. But also, does not want to lose job. Does what he or she has to do, but also lets it be known that he is not really on board.

Possible Attitudes Toward a Vision
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Non-Compliance: Does not see the benefits of the vision and will not do what is expected. “I won’t do it and you can’t make me”.
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Apathy: Neither for nor against vision. No interest. No energy. “Is it five o’clock yet?”

What Are The Top 10 Attributes of
Successful Circulation Employee?
• Organization
• Flexibility
• Excellent Customer
Service Skills
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Accountability
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Follow Through
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Thoroughness

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An general understanding of other team members’ duties.
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Excellent Communication Skills - Verbal
& Written
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Knowledge of accounts and key people
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The ability to partner with other team members to increase their account base, bring in additional revenue and build relationships.

E mpowered people have the necessary information to make the right decisions and act; they don’t have to wait for multiple levels of approval.
mpowered people identify problems and fix them.
They do what it takes to keep customers happy. These people don’t have time for turf battles because when everyone shares power and a common goal, turf becomes irrelevant and teamwork becomes imperative.

I will.
I prefer.
I choose.
I will choose an appropriate response.
I can create an effective presentation.
There’s nothing I can do.
That’s just the way I am.
I can choose a
different approach.
I control my own feelings.
Let’s look at our alternatives.
He makes me so mad.
They won’t allow that.
I can’t.
If only.
I have to do that.
I must.

Continual Training Is Imperative
• Telephone Techniques
• How to Multi-Task
• Prioritization/Time
Management
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Working Proactively
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Maximizing
Productivity
• Building Your
Interpersonal Skills
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Projecting a Positive
Attitude in a High Stress
Environment
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Maximize Your
Contribution to the newspaper and coworkers.

• …the more valuable to the organization you become.
• …the more advancement opportunities present themselves.
• …the more assistance you can provide to your internal and external customers!

First Impressions Are
Lasting Impressions
5 seconds!

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Do we look professional and interested and engaged ?
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Do we greet customers and acknowledge their presence whether on the phone or in person?
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Do we make customers feel welcome and appreciated ?
or…

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Do we treat customers like they are just another inconvenience… interrupting your conversation, thoughts, etc.
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Do we treat customers like they are just a number ?
• Are we desensitized to the customers’ needs...
not willing to give them the level of service they expect and deserve?

People don’t have to do business with you!
Where else can they find news and ads?

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Readers want to feel welcome .
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Readers want to feel appreciated .
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Readers want to feel good about you and the products and services your newspaper provides!

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Our customers hear and see how we interact with each other!

Would you believe…
Halllo… Oliver??
Yes, Commissioner Gordon.
One ringy dingy…two ringy dingies…three ringy dingies.
Have I reached the party to whom
I am speaking?

Answer Promptly!
If a caller has been waiting, THANK THEM for waiting. Answer cheerfully. Use the caller’s name during the course of the conversation to personalize the call.
Be Prepared.
Know your product. Be thoroughly informed, particularly about any complaint procedures. If you don’t know the answers, ask questions.
Personalize your voice.
Your personality IS NOT eliminated when you answer the telephone. Smile, putting a natural smile in your voice is contagious!
Really listen.
Actively listen to what your caller is saying. Avoid making a customer repeat himself/herself. DO NOT interrupt the caller in mid-sentence. Avoid using industry terms. The caller does not know what they mean.
Use salesmanship.
Everybody sells. Give the customer all the facts. Anticipate possible objections or concerns. Be of service to the customer.
Show an interest in the customer’s needs. Be enthusiastic and sincere.

• You want to cancel your subscription? Sure…I can take care of that…
• Starting delivery? We’ve got a deal on Sunday only for 13 weeks. Why don’t you start with that?
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Would you like us to bill you?
• We’ve got 30 people waiting, I’m taking my lunch. They’ll call back. They always do.

I Don’t Know.
Find out.
“I’ll find someone who can help.”
We Can’t Do That.
Tell people what you can do.
You’ll Have To.
Use “you’ll need to” instead.
No.
The word “NO” should never begin a sentence. Offer a positive alternative.

• Important
• Effective
• Exclusive
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Immediate
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Easy
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The Latest
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Advantages
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Affordable
• Confidence
• Right Now
• Benefits
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Exclusive
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Dependable
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Economical
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Available
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Valuable

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PLEASE.
• YOUR WELCOME.
• THANK YOU.
• HOW CAN I HELP YOU?
• WHAT CAN I DO FOR YOU TODAY?
• THAT’S NO PROBLEM.
• THERE SHOULDN’T BE A PROBLEM.
• SURE!
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CERTAINLY!
• YES!
• I’D BE HAPPY TO...
• I’D LOVE TO...
• YES, I CAN...
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YES, WE CAN...
• I’D LIKE TO SIGN YOU UP FOR...
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LET ME GET YOU STARTED FOR...
• LET’S SET YOU UP FOR...
• I’D HATE TO SEE YOU CANCEL.
• I’D HATE TO HAVE YOU CANCEL.
• I UNDERSTAND.
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I UNDERSTAND COMPLETELY.
• I UNDERSTAND YOUR FRUSTRATION.
• I APOLOGIZE FOR ANY INCONVENIENCE.
• I’LL SEE TO IT, THAT...
• I’LL MAKE SURE THAT...
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I HAVE YOUR INFORMATION, AND WILL
SEE TO IT...
• I’LL CERTAINLY FIND OUT FOR YOU.
• I’D BE HAPPY TO FIND OUT FOR
PROBLEMS ARISE.
• HERE’S WHAT I CAN DO FOR YOU.
• HERE’S WHAT WE CAN DO.
• LET ME DO THIS.
• LET’S DO THIS.

How to Transfer a Telephone Call
Explain to the caller that you would be happy to connect them to the appropriate department/person they are trying to reach.
Identify the party or department to whom you are transferring the caller to before you attempt the transfer.
Example:
I will connect you with the classified inside sales department. In case we are disconnected and for your convenience, the number is 216-999-5555. One moment please while I connect your call.
Or
I will connect you to Ms. Maxwell's office. In case we are disconnected and for your convenience, Ms. Maxwell's number is 216-999-1234. One moment please while I connect your call.
Then…

Connect the call . Stay on the line if at all possible until the customer has reached the appropriate party/department. If you have the caller's name and/or reason for the transfer, give that information to the party/department to whom you are connecting the call.
When the person/department you are connecting the caller to answers the phone…
Identify yourself and announce the call.
Example:
Hello. This is Mary from Editorial. I am transferring Mrs. Smith to you. She wants to place a classified ad. Go ahead Mrs. Smith. You have the Classified
Advertising department on the line.
Or
Hello. This is Susan from Promotions. I have Mr. Rogers on the line for Ms.
Maxwell. One moment while I connect the call. Go ahead Mr. Rogers. You have Ms. Maxwell's office.

Rephrase the caller’s words to let them know that
YOU understand what the call is about. If there is a need to call the customer back, make sure you have a number where they can be reached during the day!
Ideally, all customer concerns should be addressed within 24 hours.

A caller’s perception of a problem is their reality.
No matter how small their concern might seem to you, it is important. Show the caller that you appreciate the fact that they cared enough about your product to call. After all, if it were not for them, you would not be in business.

Avoid making excuses such as, the computer was down, it’s not my department’s fault, he/she didn’t follow through, etc.
Excuses exasperate any situation and are a tremendous waste of everyone’s time.

Ask questions to insure that you have the necessary information to resolve the caller’s concern(s).
It’s too late after you disconnect the call!
Be thorough and accurate when writing messages and conveying a customer’s wants and needs to other individuals.

T ake ownership. Once you hear the caller’s concern, it becomes...
YOUR CONCERN!
R esolve it! You’ll feel great about your efforts and the customer will feel great about you and your company.

How to Calm the Upset Customer
Customers, in general, are not angry at you!
They are angry or upset about a situation or an event.

Sorry…seems to be the hardest word.
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Apologize
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Empathize
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Reassure
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Ask the customer what will satisfy them.
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Tell them that you VALUE them and the relationship.

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=

• when employees think of customers they usually think external customers – readers, advertisers…the community at large.
• the quality of service provided by staff dealing directly with external customers is, to a large extent, dependent on the quality of support provided to them internally
• for internal customer service to thrive in an organization it must be demonstrated by everyone… in every aspect of there work whether they deal with external customers or not.

• Our Co-workers
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Other Departments
• How do you treat coworkers?
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Do you share successes and failures?
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Do you try to make others look bad… thinking you’ll get ahead?

• You do it…that’s not my job.
• Who do they think they are… asking me for help?
• That’s their problem…not mine.
• I’m not getting paid for that…why should I care?

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They ask if anyone needs helps and will accept assistance from others.
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Work well with others to accomplish set goals and objectives.
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Have no time for turf battles and gossip
…they are irrelevant.
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Leaders are often the first to be promoted!

For internal customer service to thrive in an organization it must be demonstrated by everyone… in every aspect of there work whether they deal with external customers or not.
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Acknowledgment.
Excellence in internal customer service delivery by individuals and teams should be acknowledged and rewarded.
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Long-term commitment.
Internal service delivery improvements will not happen overnight and requires a continuous effort by all departments and employees.

(from a Governmental task force on internal customer service.)
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When you answer the phone, do you identify yourself and your department?
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Do you apply the same levels of urgency and service to internal vs. external e-mails, phone calls, correspondence?
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When other departments contact you for help, do you regard it as a worthwhile and important use of your time?
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Do you enjoy working with other departments at the newspaper?

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Can you see the greater good that comes from helping other departments solve their problems or fulfill their needs?
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Do you provide information or advice to other departments on time?
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Do you arrive on time for internal meetings?
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Do you provide regular updates and briefings on your work to the rest of your department/ newspaper?

How can we incorporate superior internal customer service in our day-to-day operation?
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The Chronic Complainer
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The Rule-Breaker
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The Annoying Braggart
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The Lone-Wolf

t

Yes!!!!
A solid grasp of product and company knowledge, along with continual training, will give you and your team the tools necessary to increase revenue by gaining and retaining advertisers!

The Importance of Product and
Company Knowledge

• Features and Benefits
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Overcoming Objections
• What’s New
• Role Playing

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Scavenger Hunts
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Daily Challenge
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Morning Snapshot
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Operation Smile
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Mystery Callers
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Monitoring

What is your Product or Products?
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List 10 things you KNOW about your product?
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• ________________
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List 10 things you KNOW about your company?
• ________________
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What obstacles do you face in providing superior customer service to the internal and external customer?

What are some of the positive steps YOU can take to overcome some of these obstacles?

#4 Unconscious Competency
You no longer need to think on a conscious level how to perform a specific action. At the point of unconscious competency a habit is formed. We can get good at things that serve us or good at things that don’t.

Creating Raving Fans
- Blanchard and Bowles
Your customers are only satisfied because their expectations are so low and because no one else is doing better.
Just having satisfied customers isn’t good enough anymore. If you really want a booming business, you have to create “raving fans.”
Harvey Mackay
When a customer complains, you know you are hearing the truth ... their perception is their reality.
When a customer is silent or says “fine” with a slight smile, perk up your ears--you’ve got a real problem.

Consistency
Creates
Credibility Customers who have been burned before don’t trust easily.
You are trying to pull them in and they are trying to resist.
Consistency will overcome resistance.
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Those who believe that the newspaper can succeed are instrumental to that success. It only takes one negative person to destroy part of your customer base and chip away at any continued growth.
You can make a difference! There is much more to customer service than meets the eye. Dedication, commitment, goals and emotions play an important role in the level of customer service you and your organization provides to your customers!

Raving Fan
1. __________________________________________________________________
2. __________________________________________________________________
3. __________________________________________________________________
4. __________________________________________________________________
5. ___________________________________________________________________

Revenue Lost to the DoubleTree Club
Houston as a Result of our November 15 Incident
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
Calendar
2001
Calendar
2002
Our firm's total expenditures on
Houston-area lodging
Dollars we'll be spending at the
DoubleTree Club
Houston
Shown in U.S. dollars

Understanding the Lifetime
Value of the Customer

A home delivered subscriber (based on current Friday thru Sunday home delivery rates) takes the newspaper for 20 years .
How much money will that customer pay the newspaper?

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Mrs. Smith purchases a Sunday newspaper from her local store every Sunday. She has been doing so for the past three years.
How much money has she spent?

26 seven-day subscribers cancelled today because of poor service
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How much revenue is will be lost annually?

My Top 10 Learns As An
Advertising and Circulation Manager
1.
Training should be continual and mandatory. While some organizations will tell they have neither the budget nor the ability to spare the time to train their employees, my message to them is you can’t afford not to!

2.
Product and Company Knowledge.
Simply put, you can’t sell and service what you don’t know.

3.
Communication must be wide open between all levels of management, their staff and among other departments.
Call center staffs are often the last to know about important changes in the product or company.
Because these folks are a vital link between readers/advertisers and the company it is imperative that they be informed and trained immediately on any pending product enhancements, changes, etc.

4.
Recognition means more than money.
The staff wants to be recognized and appreciated for the effort put forth day-in and day-out.
Working in a newspaper’s advertising or circulation department can be very intense. Every customer must be treated as if they are your only customer.
When a representative is on their 30th call of the day, the ability to make a reader/advertiser feel appreciated and valued requires dedication, commitment and talent!

5.
Challenge. Implement programs such as “the daily challenge” or form teams to help achieve certain goals. Everyday should be as exciting as the previous day. The staff will look forward to coming to work because they won’t want to miss out on the excitement!
6.
Competition is healthy. Share with the staff information about other like-size newspapers
…answered call percentages, ad revenue gains/losses, benchmarking studies. Let them know where they stand.
Involve them in developing the road map to becoming #1.

7.
Everybody Sells! There is a huge difference between an operator and a well-trained customer service representative. An operator answers the telephone and transfers the call. A customer service representative is employed to sell –gain and retain!
Gone are the days of the “phone boards”. Skilled call center reps have a tremendous impact on our ability to gain and retain advertisers and readers as well as bring in revenue.
8.
Avoid Burnout.
It is a manager’s DUTY to make sure his/her staff does not burn out. Burn out creates employee turnover, morale issues and customer dissatisfaction.

9.
Work the Floor.
You can’t manage your operation sitting in your office. Walk the floor…listen to calls…take calls. Talk to your staff! You’ll be surprised at the difference it will make and how much more engaged they will become.
10.
Have Fun! When conducting on-site training throughout the country, the one thing that I hear continually is that “work is not fun anymore”.
Why? Because we are often consumed with the
“bottom-line”, we fail to realize that our staffs are not smiling…not happy. Simple solutions are easy to implement. You and your staff will be glad you did!

The most important person to come into this organization whether in person, on the phone, or by mail.
The person who ultimately pays my paycheck.
I really work for her.
Not someone with whom I should argue.
Dale Carnegie said:
“The only way to get the best of an argument is to avoid it”-especially with customers.
Someone with whom
I will learn patience, even though he is not always patient with me.
Someone who can make or break my day, depending upon how I react to her comments.
I can easily control my life by controlling how I respond to situations.
Someone who has biases and prejudices just like I do.
He may not like my hair;
I may not like his clothes.
Yet he is a special human being and my customer.
Someone I take care not to offend.
Even when she is wrong, I point out the mistake indirectly and politely.
Someone who is sometimes a challenge.
I embrace the challenge and am glad when I can turn a frown into a smile.
Someone who is very special.
She is my customer for a few short minutes and I focus on serving her needs 100% when I am helping her.
Someone with whom I will go the “extra mile.”
He may not realize it, but I realize that the difference between mediocre and excellent is just 10%.
Rebecca L. Morgan