The recently published book “Value Moments”™ by Robert Keay explains in detail the process and benefits of having a fast feedback service quality measurement system in place which enables the organisation to maintain its Policies and Processes in tune with its customers’ current expectations on a day by day basis and thereby achieve a higher level of satisfaction and enjoy the commercial benefits that ensue from sustained customer loyalty. The customer being the only source of revenue for any organisation.

This post reports on a sample of Value Moments™ experienced recently and leave the reader to consider the degree to which the information could be useful or not in the development or reinforcement of their service quality policy.

1. Waitrose. A major UK supermarket chain, not the largest, part of the John Lewis Partnership and operating in the upper quartile of the sector.

   The situation: My wife purchased 4 filet steaks for a special dinner we were giving for two close friends from the UAE. On serving the meal one of the steaks was full of fat and gristle.

   The action: The following morning I returned the offending steak to the supermarket explaining the nature of my dissatisfaction.

   The response: I was immediately offered an apology and given a double the purchase price refund. No referrals to supervisors, no form filling, no hassle, all done in minutes.

   What Value Moments™ feedback would help the company reinforce the behaviour and recognise the value of their policy as a driver of customer loyalty?

2. The Four Seasons Hotel Canary Wharf London. A 5 star hotel situated in the heart of London’s newest and most prestigious business district.

   At check in on the second of my two week stay I was asked for a credit card with the news that they would take £100 ($150) per day for incidentals to be refunded at the end of the stay. The cost of my visit was being paid in full by the organisation for whom I was working and having had a really serious problem with another major hotel chain in the past I am extremely wary of this kind of arrangement, not from the paying point of view but from getting the money back when they charge you incorrectly. I pointed out there would be no extras so I had no need to provide the card. If I needed any additional facilities I would pay at the time of purchase. I was advised that in the circumstances it was their policy to empty the mini bar, disconnect the telephone and exclude the Pay Movies facility on the TV. So a trust based stand off. They are the supplier, I am the customer so what to do?

   No effort was made to check who I was or who my client was or the level of revenue the client organisation was delivering in terms of other bookings over the 2 week period. I suggested that if that was what they wanted to do they should go ahead. I also mentioned it was a shame they do not trust me (as a UK resident, without a criminal record and they also have my address and as non-executive Chairman of the organisation for whom I was working they also have their address) but was just told “It is policy”. Within minutes of entering my room a knock on the door signalled the arrival of a lady who carried out their wishes and emptied the minibar. My calculation was that the cost price of the entire contents of the minibar was less than 5% of the daily room rate so if I had been that one villain with the intent of depriving them of the minibar contents the risk was still minimal in the context of the whole of their total bed night revenue.

   Another curious dimension of their policies is the fact that they serve only an a la carte breakfast. Given their location in the heart of the business district my assumption (which may be incorrect but there is little else to do in Canary Wharf but business) is that most guests will be business people, usually famous for being in a hurry, who would prefer the convenience and speed of a buffet. As mentioned above during the period of the stay the organisation booked in and paid for a large number of very senior business, political and academic people from all parts of Europe at the hotel, many of whom commented on the inconvenience of this arrangement.

   Overall, a very nicely appointed hotel, pleasant, helpful people.

   What Value Moments™ messages could help them better understand their customer segment as a whole and the role individual customers play in influencing future business?

3. Mastercard.

   The situation: I have a Mastercard which I use for everything and pay off in full every month. While paying for gasoline at the busy filling station I use for 90+% of my purchases. At the point of payment the payment stalled and I was told by the attendant on the till that Mastercard needed to talk to me.

   He had then to telephone them while the queue behind me began to grow. As soon as he was through to them they started their so called “Security Check protecting me from fraud”. I tried to explain the very embarrassing situation they were placing me under and requested that as they had now established my identity could they do this at a more convenient time? To no avail. They relentlessly pressed on with their process to my increasing embarrassment and the visibly increasingly noticeable irritation of the queue which was now out of the door and of the obvious frustration of the filling station manager. So regardless of my explanation my voice was completely ignored, I was embarrassed and irritated, made to feel like a criminal and now carry that with me and more importantly worry about a recurrence every time I use that card.

   What Value Moment™ messages should they receive to help them balance security checks with an awareness of the customer situation?

4. The Rotana Hotel Abu Dhabi, the Venue of The UAE National Customer Service Week

   At check in I was advised I had been upgraded! Not knowing exactly what that meant I nevertheless felt a little better about the day, such things have a way of lifting the spirits. Perhaps it was a fine gesture inspired by Customer Service Week. Having completed the formalities I was taken into the care of a young lady whose duty was to escort me to the correct floor and direct me to my room. On leaving the elevator the young lady pointed out the Executive Club. Here guests could enjoy free wi-fi all day, coffee and pastries, complimentary cocktails or soft refreshments and canapés in the evening and all day use of the delightful lounge. I had lots of work to do as well as my presentations so that sounded like good news.

   But then the bad news. I was advised in brief, abrupt terms that these facilities were not for me. I could not use those facilities as I was “only an upgrade”. That made the good feeling evaporate as quickly as it had arrived. Naturally I recounted that experience and made it a part of my presentations and in so doing discovered that others, including the CEO of one of Abu Dhabi’s biggest banks had received the same treatment and had the same feeling.

   So what is the economic argument at work here? I asked the hotel if they could tell me the cost per guest they allocated for the use of the executive facilities. The answer was US$12.50. So as everyone knows lots of work has been done on the cost of acquiring a customer and it is usually a very big number and from this experience we know that the cost of losing a customer, or in this case many very influential customers and a three day conference is $12.50.

   What Value Moments™ could help them do a better job of understanding their customers and the even more importantly better understand the reason why they were staying at the hotel in the first place?

5. EON. UK.

   The situation: Utility companies attract a large amount of bad publicity on the quality of their service. My mother, who still lives alone and cares for herself, recently celebrated her 98^th birthday and the family joined her for the day. At one point my mother mentioned she had just turned on her electric home heating and it seemed to be out of phase. A check on the supply meter showed the timing clock was incorrectly set. A small thing but it meant it was delivering warmth to the house at the wrong times. The clock can only be adjusted by the supply company. The day was a Saturday, a call to the electricity company was greeted by an AVR message stating that assistance would be very limited due to a systems update. However the call eventually made it through to a real person, a lady who listened to the story and said she would attempt to help by working around the system. I was asked twice to wait briefly and on each case she returned to the telephone telling me what she had done and what she would do next. She promised to have an engineer attend the issue before 11pm that day.

   The outcome: The issue was resolved in two hours.

   An example of a committed, empowered employee enhancing the image of the whole, huge organisation through the delivery of creative customer service management.

   What Values Moments™ feedback would help to reinforce these actions and make it a part of business as usual?