Category Archives: Compliance Management

Don’t Get Frozen By ICE

ICE

Ensuring all I-9 forms are compliant when onboarding a new hire can be an excruciating task.  However, maintaining compliance is necessary, otherwise it can lead to hefty fines.  According to the Associated Press, the U.S. Immigration and Customs Enforcement (ICE) fines have skyrocketed to over $10 million.  ICE also issued over 3,000 Notices of Inspection (NOI) in FY 2012.

What industries does ICE target?  Primarily restaurants, retail, and hospitality due to high turnover rates, hourly workforce wages, and hiring a large number of immigrants, as well as high school diploma or below – educated employees.  If I-9 forms are not completed accurately, it may result in a fine of $110 to $1,100 per employee, depending on the percentage of non-compliant or missing forms. ICE also has the right to increase or decrease fines based on employer size, good faith of employer, and violation type.

Here are just a few examples of businesses that have been fined by ICE these past few years.  In California, a small Mexican restaurant, La Hacienda Mexican Cafe was fined more than $22,400 for not completing I-9 forms for 24 of their employees.  In Maryland, Tandoori Nights who maintains around 39 employees, faced a hefty fine of $90,508 based on 10 non-compliant forms.  In Colorado, Empire Dairy received a fine of $49,500 based on 62 non-compliant forms, with a total of 76 employees.

As you can see, these fines can be detrimental to your business.  So, how do you avoid fines?  Here are 8 ways to reduce your risk of I-9 non-compliance.

  1. Make sure all employees complete the form I-9.
  2. Review and make sure all sections of the form have been completed properly.
  3. Ensure section 1 is completed by employee no later than the first day of employment.
  4. Complete section 2 within three business days thereafter.
  5. Examine documents provided by employee validating their identity, and record the information on the form I-9.
  6. Use E-Verify to ensure legal workforce.
  7. File and retain form I-9 for three years from the date of hire or one year from the date of termination, whichever is later.
  8. Use a secure, online onboarding system such as GoHire, which ensures completion of form I-9, provides the option of E-Verify, and stores all forms virtually.

Being compliant is important and should be taken seriously.  Paperless onboarding your employees with a system like GoHire provides the security of form I-9 completions and proper storage of forms so that maintaining compliance is stress-free.  Take the next step at ensuring compliance so you don’t get frozen by ICE.  Go paperless and onboard online with GoHire!

Disclaimer: The content of this post does not constitute direct legal advice and is designed for informational purposes only. Information provided through this website should never replace the need for involving informed counsel on your employment and immigration issues.  To learn more about I-9 compliance, go to http://www.uscis.gov.

Jodi Sabol | Marketing Consultant | Red Book Connect

WANTED: Franchisee and Franchisor Common Grounds NOT Battle Grounds

   It is rare enough to be an idea generator, and even rarer to be an innovator—one who actually turns those ideas into reality. For those of us who are entrepreneurs, this is the birth of a business concept. Exciting stuff.

Success flows as others want more and more of what you’re providing. You’re out growing yourself rapidly and the demand has warranted expanding into multiple locations. Stupendous.

Your purpose is so wonderfully niche yet appeals to the masses that you’re approached by others who share the same passion. They want to help, and they want a piece of the pie. Let’s franchise away.

A herculean effort now rests on your shoulders. You know it’s death to lose focus on what made you great in the first place. That is your brand. You’ve already proven it’s what the market wants. Now you need the drive of others to make it bigger, better. But with that things change. Others own a part of you, are within the fabric of your brand, are in charge of delivering your vision, and are directly creating your customers’ experiences…. And some are going rogue.

What I heard over and over again at the International Franchise  Association show was the exhausting concern around ensuring the standards that grow brand equity are shared well with the people running each location in a way that empowers them to improve their investment.

Franchisors are guardians of the brand and see franchisees as their number one customer. They support franchisees to fully realize and employ all that the brand stands for. Franchisors have a responsibility to all of their investors (franchisees) to protect the brand by administering standards, which in turn protects their constituents’ investments. If one franchisee does not support the basic standards it lowers the value of their sister franchisees and devalues everyone’s share of the system. The brand is put at risk.

Franchisees made a personal investment—they are owners of the brand not paid help. They bought into their particular franchise concept for a reason. They believe in it and are there to make a living. Franchisees are entrepreneurs through and through, but they also like the foundational and supporting structure the franchise system brings. They know how to run their business as they are on the ground each day doing just that. Thy have their own ideas on what will bring success that may differ from that of corporate headquarters.

Common ground exists for franchisors and franchisees when it comes to their dedication to the brand promise. They also agree that replicable standards are required in order to deliver the consistent quality experience expected by their customers when they interact with any aspect of the brand.  A question from the IFA member crowd was, “How do we make a standard truly a standard? HOW!?!”

Three points came out loud and clear in our group effort to find ways to create more common ground and fewer battlegrounds:

FIRST | Set your standards clearly throughout every turn of your system. (Franchise tool standardization: Franchise Agreements, Operation Manuals, Employee Handbooks, Training Programs, Manager’s Red Books, Internal Communication Channels, Hiring, Back Office Systems, Workforce )

SECONDLY | Communicate and explain the “why” behind the standards. Show and share the value that is gained when adopted and executed effectively.

FINALLY | Develop robust, easy-to-use tools and resources to help execute the standards easily and consistently.

Finding equilibrium in the throes of a franchisor and franchisee relationship is not simple. Yet being a team that is all on the same page, connecting in spirit and action, has the promise of being an American Dream experience like no other. And when you realize that franchising provides 1 in 8 jobs in the United States the pride in making what we do the best it can be… is just one more reason to be that much better.

By, Shiloh Kelly, Vice President of Marketing, Red Book Solutions | 20 years Cross Industry Experience | Corporate Marketing and National Sustainability Lead, BlueLinx |Chief Strategic and Creative Officer, Limelight Advertising | Strategic Marketing Manager, Vail Resorts

The Power of Revenue Generation for Managers

When it comes to doing business, every place is different, even from location to location. And yet, there are aspects that are the same in all businesses.

These basic commonalities come to life in the idea of the Power of 3:

  • Revenue Generation
  • Business Processes
  • People

In our everyday vernacular, “revenue” is the top-line for location sales. The more formal definition is income that a company receives from its normal business activities, usually from the sale of goods and services to customers. And for managers everywhere, this is the frequently checked indicator of their success or failure.

Revenue is a key indicator of business performance; it allows the manager and owner to keep a pulse on where they are headed, what is working and what to watch out for. Adding the cost of revenue completes the picture.

To maximize revenue, successful companies create objectives to drive the right behaviors in their business.  In the Power of 3 these are:

•              Customer Acquisition – attracting new customers

•              Customer Satisfaction – keeping the loyal customers coming back

•              Customer Profitability – making more money on each customer or transaction

According to Guarraia, Carey, Corbett and Neuhaus in “Lean Six Sigma for the Services Industry”, research shows companies that apply an upfront diagnostic to identify critical opportunities yield the biggest gains.

Revenue grows when you analyze the business and identify the biggest opportunities to increase profits, set performance goals as measured against internal and external benchmarks and prioritize areas of improvement and opportunities to yield the greatest economic benefit.

I am reminded of a client who owned a high-volume restaurant within a casino hotel.

To increase revenue, we first, diagnosed the operation and  all agreed we needed a strategy with tactics to increase the customer per person average check (PPA). That was more important than attracting new customers. Why?  Their average spend per customer was well below their competitive set.

By re-engineering their menu and adjusting prices on new menu items to match their competitors they could increase their PPA 10.08%. In addition, they eliminated a “loss leader” breakfast special resulting in lost customers. This was by design – the special was a lot of work for the staff with limited return.

After executing a comprehensive plan against  the Customer Profitability component of P3, the restaurant  exceeded their revenue goal while sustaining a modest customer count decrease. Success!

Examples of other tactics that could be employed include:

1. Customer Acquisition – Differentiation by distinguishing core offerings from the competition and the use of technology and social media to raise awareness

2. Customer Satisfaction – Innovation by enhancing the customer experience through raising loyalty and creating repeat visits

3. Customer Profitability – Adaptation by using deals and pricing while maintaining a value perception, allowing for greater per transaction or sales margins

By executing the Power of 3, companies and their management teams can compete for new customers, improve the customer experience and enhance the customer value perception. These companies benefit greatly by being on the right road to achieving greater revenue.

By, Debra Koenig, President of B2A Consulting | 30 years of experience as a  business executive with leadership and consulting skills in Fortune 500 and private equity portfolio companies.

“There is a better way to do it – find it.” – Thomas Edison

Is the digital or the mobile age focused on doing it a better way?  Technology has improved things in so many ways, but in so many ways it has made our lives more difficult. Regardless, technology is changing so rapidly and is doing such amazing things that we all need to get on the wagon or get left behind.

Michael Porter, the leading authority in strategic planning, states the companies that become best-in-class at fulfilling a particular market niche are the companies that achieve the highest ROI.  In Joan Magretta’s book, “Understanding Michael Porter”, she points out how companies like IKEA, Nucor, Walmart and even McDonald’s found a niche, leveraged that niche and became the unrivaled leader serving that niche.

As companies enter into the technology race, one of their biggest challenges is staying true to why their customers buy from them.  Technology can be very cool, however there is a cost to all the features. If all of the cool additional features you are adding to your products or services aren’t the reason your customer buys from you, then you are just wasting money.  Ultimately you could be losing market share because you are no longer competitive in the areas most important to your customers. Technology can also be overwhelming to us average users.  Sure, we may think we want to experience all of the cool stuff that is available but if it is more difficult or clutters up the original value of using it, then we put it aside altogether. The beauty of many of the Apple products from the iPod to the iPad is the initial ease-of-use and clear simplicity to consume exactly what the user wants.

I speak to this because at my company, Red Book Solutions, we are on the cusp of a major, innovative shift in how our flagship product can be consumed. We are well down the road in developing our mobile/digital application of The Manager’s Red Book.  We purposely delayed this next step because technology just wasn’t in a position to deliver a viable product that could offer the services we believe were core to why people bought from us—until now.  We believe our core value proposition is delivering a tool that helps managers get organized and fully prepared for their day so they can achieve higher levels of profitability in their business or location. The key to why corporations, franchisors, franchisees, location managers and owners buy is that the tools are all about them focusing on their way of doing business. Our 100,000 clients want full customization that is kept current and fresh and is delivered at a price that does not dent their wallets.

Moreover, our product couldn’t be tied down to a clunky machine, it had to be on the move with our managers like it is today. We needed to wait until technology truly became mobile without interruption. We believe a mobile/digital application must not only deliver these core areas but should be robust enough to evolve to continuously make it better.  The Manager’s Red Book has always been a plug-and-play solution. Our mobile/digital solution will be plug-and-play as well. We believe this is critical because most multi-unit location operators do not have the bandwidth to add another extensive training session to their managers’ already overloaded plates.  They need help and results now. We are excited that technology is going to allow us to build the right tool that is even greater at making good managers better.

So technology is pushing us this direction.  What direction is it pushing you?  Porter might suggest that you determine why your customers buy from you and make sure the new ideas you implement are consistent with making this experience best-in-class in your clients’ eyes, not just yours. Don’t spend your time chasing the shiny new gadget or toy that your customers don’t really want.  As Cam Lanier, the CEO of Instawares Holding Company once said to me, “Don’t make dog food the dogs won’t eat!”

By Greg Thiesen, President and CEO, Red Book Solutions and B2A – Over 30 years of experience in various areas – President and CEO of  Red Book Solutions and B2A, Turnaround Specialist with Doering and Eastwood, Chief Financial Officer and Chief Information Officer for a major division of Conagra, Inc. and Senior Manager and a Certified Public Accountant with Ernst and Young.

Learn more about the upcoming digital solution and all the changes happening at Red Book in the New Year in this new press release.

Part 2: Task and Compliance Management

Free webinar: http://bettermanagers.com/bms2

Helping Your Business Achieve “Flow”

Today our jobs, as managers, are more demanding than ever. Balancing what needs to get done on a daily basis can seem virtually impossible. We must pay attention to what works and amplify it. Success comes when we are able to maintain those actions consistently over and over again for a period of time. When things get missed the implications seem magnified. That is why Task and Compliance management is imperative. The better you manage tasks and comply with core standards, the more productive you and your team will be.

Imagine this situation in your place of business. A guest opens the door to your restroom that looks as though it hasn’t been touched in months. What sort of impression does that residue leave? What on earth could’ve happened to have its basic upkeep overlooked? Many of us have unfortunately seen or experienced it, and we don’t want to be known as that establishment.

What Is Task and Compliance Management?

Both of these items tend to run hand-in-hand. Task management is the process of managing a task (a piece of work assigned or done as part of one’s duties) through its life cycle; including planning, testing, tracking and reporting. Compliance means conforming to stated requirements. At an organizational level, Compliance Management ensures that the actions of a set of people comply with a set of rules (defined for example within laws, regulations, contracts, strategies and policies) and set of company standards (values, mission statement, vision statement, goals). Task and compliance management work together in organizations to excel in their workflow.

Let’s first explore task management, which allows you to achieve goals, collaborate and share the knowledge and responsibility with co-workers. Effective task management encompasses managing all aspects of a task, including its status, priority, time, human and financial resources assignments, recurrences, notifications, and so on. These can be lumped together broadly into the basic activities of task management. Task management, together with priority and time management, help us achieve the goals we set. We believe that task management is equally powerful because a task is a fundamental unit of anything we do. If we do something wrong at the task level, it will affect the entire project or business plan. We’ve gathered task management best practices, starting from creating a task through its completion to provide you with practical and useful techniques for managers to work more efficiently and create the elusive flow.

1. Setting tasks
Break the task down until it is manageable in your environment. If the task you set is too big, you or the person you delegate this task to may procrastinate.
Don’t keep the details of the task only in your mind. Almost all tasks may contain some additional information, which you won’t be able to remember in its entirety. There are a lot of details one needs to account for in order to perform a task properly. The more you need to remember, the more likely you will forget something important. If you build a checklist, it will be easier for you to avoid distractions and concentrate your efforts.
2. Planning tasks
No priorities, no effectiveness. Prioritize, or lose time. Prioritizing, as any other task management tool, is well-known but rarely used. There is often a temptation to do the tasks we like to do or want to do first; yet, we should do the most important mixed with the most urgent tasks first. If you don’t prioritize your tasks, you will never achieve your goal and you will keep on spinning in circles, which will get you nowhere. To learn more about how priority/time management can benefit you, view our Priority/Time Management Webinar.
3. Scheduling tasks
Most recommendations say to do the most challenging tasks at your peak energy time. Different types of tasks require different types of attention and should be scheduled for specific times in your day when you are most aligned to accomplish these sorts of tasks.
Interruptions are a normal part of work life. We all know our productivity would be higher if there were no interruptions, but we also all know that’s just not realistic. The best way to go about these interruptions is to balance your time for your own tasks and time for “consulting” by establishing regular interruption hours. This will discipline your team to prepare the questions or describe the problem more precisely and ideally come to you with appropriate solutions.
4. Delegating tasks
Make sure your team members know and understand the goals. When employees don’t know why they are doing certain tasks, the tasks can be done in a way that you didn’t want, not done on time, or not completed altogether. When assigning tasks, make sure they are assigned to the right person who has time and the ability to complete them.
5. Doing tasks
Focus on what you are doing in that moment. Simple advice, yet very difficult to follow as our attention is distracted not only by other people, but by our own off-topic thoughts. If you get stuck, it’s best to take a break or move to another task, then refocus back as you may have gained more energy as well as a new perspective.
Create a “cheat sheet” for common tasks. We tend to look for the same information over and over again, which takes time to find the source and look through it each time we need something. By creating a cheat sheet, we can gather this information in one place and keep it on hand; freeing up our time and memory from looking for these items.
6. Tracking tasks
Track tasks by project or group. Tasks within one project or group often need to be done in a certain order, following one another or depending on one another for completion. If you sort these tasks by number, you will be able to see if the order in which the tasks were supposed to be done was followed or if some of the tasks were missed.
Track ‘completed’ tasks to ensure they were completed in full, not in part. You don’t want them suddenly sneaking up on you later.
7. Reporting tasks
Many employees consider reports to be a constant evil which eat up time and don’t provide any results that could be used to do their job. Creating a report that is easy to use, changing a task status, increasing the percentage of completion, etc., will make reporting less painful. Remember, data and reports alone are meaningless unless they are evaluated and actions are put in place to deliver maximum results. Share information, celebrate good work, and discuss trends that you find.

When we include compliance management into the steps above, we create accountability, transparency, and a high regard for company or managerial goals and missions, and most importantly, laws, regulations, and ethical conduct. We must make sure all data that is fed to compliance officials is accurate, complete, consistent, and appropriate. By publishing a set of policies and procedures, which comply with the rules your company must follow, employees are able to see what must be accomplished and ensures that they are following them to a “T.”

Effective compliance management will help your team understand the vision of how the location needs to be presented. It will protect and enhance your brand and reputation by helping you avoid the adverse affects of non-compliance issues such as litigation, fines, prosecution, and bad PR. The risks, costs, liability, and damage to brand reputation associated with non-compliance can be immense.

Company standards help to assist employees in decision-making, particularly where they may have doubt as to company policy, expectations or meeting regulatory requirements. These sort of polices and programs help to promote commitment to integrity set forth in your company’s values and code of conduct and to ensure compliance with laws, rules, and regulations.

Managers need to be support implementation of ethics and business conduct programs, and monitor compliance with the company’s values and ethical business conduct guidelines through such programs. Managers also need to create open and honest environment in which employees feel comfortable bringing issues forward.

By following company standards you are able to conduct business with the highest level of integrity, meet legislated requirements and protect your company’s reputation in a rapidly changing global environment. To ensure your tasks are in compliance with government regulations and your own company standards, implement these compliance management best practices into your everyday demands.

Create checklists and protocols
Schedule and conduct regular audits and assessments
Suggest recommendations when non-conformance is found and look for the root cause of the conformance issue
Give specific feedback on how the standard is being missed
Track and report all issues to improve compliance and implement best practices via checklists and protocols

Once you have created a process for setting up and following tasks to be in compliance, make sure you continue to obtain input from employees and look for ways that you can make the process flow even better. Whether you’re working on a simple project or collaborating with a team on a thousand-task project, you have to manage your productivity to be successful and drive performance. By using these task and compliance management best practices you will be able to create a work flow that not only saves you time, but also increases the productivity of your business. It’s a win-win for you and your entire staff.

This Year Will Be Different

It’s the beginning of a New Year and all of your Key Performance Indicators (KPIs) have been set and all of the managers within the company have committed to achieving these metrics.  This is the year we are going to achieve every one of these KPIs.  Heck, while I am at it I am going to stick to all my resolutions as well.

My guess is you have all experienced this unbridled enthusiasm to set, with good intention, lofty goals and achieve them, but few have ever truly done it.  Even sadder is when we don’t succeed; our ability to come up with excuses and rationale for the lack of success is really quite remarkable.  What is beyond sad is we actually believe the excuses and when we start planning for the next year, we convince ourselves that these issues won’t happen again.  We fall blindly into the same traps over and over again. This year will be different! In reality there is no excuse for not learning from past mistakes.

I recently stumbled across a thought provoking quote from Jack Dixon, a well known author, that puts this crazy merry-go-round into perspective:

“If you focus on results, you will never change. If you focus on change, you will get results.”

This quote fits perfectly with a very famous quote from Albert Einstein:

“The definition of insanity is doing the same thing over and over again expecting a different result.”

The premise to both of these quotes is if you want to achieve the results you have never achieved in the past, you have to make changes. The changes do not have to be major changes. In fact in his book, the “One Percent Solution” Bijan Afkami states that if you could just make a one percent improvement every day or even every week on whatever you are focused on, in a very short time period you will have achieved significant improvements.  However, you still can’t achieve even a 1% improvement unless you make real changes. 

So what kind of changes do you need to make to achieve your goals?  I suggest you ask yourself the following set of questions.  If you answer “No” to any of these questions, that could be an indication of where you might want to start making changes:

  1. Do you have an adequate system to measure the driving forces behind your goals?  An increase in sales can come from various areas – new customer acquisition, increasing the frequency of customer visits, and/or gaining a larger share of the customer wallet.  Although the goal is to make the changes to achieve results, you have to be able measure to see if the changes you are making are taking you in the direction you want to go.  
  2. Do you have adequate systems and processes in place to ensure that your people are performing the tasks required to achieve your standard level of performance in the particular area you are focused on?  Many times the systems and processes themselves may be inadequate or are flawed in some way, submarining the goal from the start.
  3. Is everyone who can affect your goal specifically aware of the measurements, the systems and processes and the reasons the goal is important?  If your people are not specifically aware of what to do and why it is important, their performance will fall short. 
  4. Have you created a sufficient reward system, either positive or negative, to ensure that people have the desire to achieve the goal?  Desire or lack of desire is the biggest reason goals succeed or fail.
  5. Do your people have the ability and the knowledge to perform the tasks required to successfully achieve the goal?  If not, it is your responsibility to ensure that these people are adequately trained, or find better people.  Hoping and praying they will figure it out is a sure recipe for another great excuse.
  6. Are you disciplined to consistently review the results, communicate them with the people who are driving the change and, most importantly, continually tweak and improve the systems and processes until your goal is reached?  It is not sufficient to just inspect what you expect; you must make changes from what you find.  These changes can happen within your systems and processes or with your people.  Grumbling at everyone to work harder isn’t the answer.  

Many of us have heard or muttered the saying, “Managing would be easy if it weren’t for the people, the competition or the customers.”  Unfortunately, there is not much of business without any of these.  There was no promise that managing would be easy, but it can be fun and you can achieve your goals. You have to be committed to constantly changing, if only 1% at a time.   

By, Greg Thiesen, President and CEO, Red Book Solutions and B2A – Over 30 years of experience in various areas – President and CEO of  Red Book Solutions and B2A, Turnaround Specialist with Doering and Eastwood, Chief Financial Officer and Chief Information Officer for a major division of Conagra, Inc. and Senior Manager and a Certified Public Accountant with Ernst and Young

Great Customer Service is about Actions and Words

In business you get what you want by giving other people what they want. ALICE MACDOUGALL

Earlier this year, I was a on a business trip to Chicago when low and behold, the airline lost my luggage.  Through the process of getting it back I found it quite funny that, as the customer, I had to do all the leg work—call this number, and call this department, fly back to Denver and backtrack to the last time I saw it (of course I am making the last one up, but that is actually how I felt!).  Later that night, still with no luggage, I decided to go to one of my favorite restaurants for dinner, The Capital Grille.  As I was sitting at the bar I started speaking to another seasoned business traveler, exchanging airline tales of woe. The entire time the bartender was listening in and said to me, “So sorry to hear about your troubles.”  About 30 minutes passed when the restaurant manager approached me and handed me a card that simply said:

“Welcome to Chicago and please do not let one bad experience ruin your trip.”  Along with the card was a $50 gift card to The Capital Grille.

The airline which will remain nameless, still failed to call me about my lost luggage and when I called again and waited on hold for 22 minutes, they still could not locate it.  I can deal with my luggage being lost; it is bound to happen from time to time. What really bothered me was how as a frequent traveler, loyal to that airline, I was made to do all my own work for somebody else’s mistake!

On another recent business trip I found myself in Orlando, again having dinner at The Capital Grille, (what can I say the hamburger served at their bar is delicious!)  When my burger came I asked the bartender for some plain yellow mustard, and he kindly said, “Sir, I must apologize all we have is Dijon mustard available, but let me see what I can do.”  Five minutes or so went by when the bartender returned with a bottle of good old yellow mustard.  When I inquired about where it came from, the bartender said to me, “We ran down the block to another restaurant.”  WOW!!! Enough said.

I am constantly singing the praises in this day and age about companies such as The Capital Grille, Nordstrom’s and Chick-Fil-A. The employees at these companies understand that it is okay to go out of the way to make a customer feel appreciated. They work hard to make sure any problem the customer may encounter is dealt with using a certain flare that screams, “We care!”  It is very unfortunate to think that exceptional service has become the rarity in today’s society. Maybe this is part of the reason for our decline in spending.

If we don’t take care of our customers, someone else will.
UNKNOWN

I no longer use the airline that I had problems with, not because of mistakes but how the mistakes were handled.  Now I know that losing my business and by writing a blog, the airline will really not be affected, but I do hope that I can spread the word that there are great companies out there that do not want to lose your business!  We should support those, and those of us in business should strive to enhance every customer experience at every opportunity.

 Facts about customer experiences and referrals

  1. 96% of unhappy customers don’t complain, however 91% of those will simply leave and never come back – 1st Financial Training services
  2. A dissatisfied customer will tell between 9-15 people about their experience. Around 13% of dissatisfied customers tell more than 20 people. – White House Office of Consumer Affairs
  3. Happy customers who get their issue resolved tell about 4-6 people about their experience. – White House Office of Consumer Affairs
  4. Happy customers who get their issue resolved tell about 4-6 people about their experience. – White House Office of Consumer Affairs
  5. 70% of buying experiences are based on how the customer feels they are being treated – McKinsey
  6. 55% of customers would pay extra to guarantee a better service – Defaqto research
  7. Price is not the main reason for customer churn, it is actually due to the  overall poor quality of customer service – Accenture global customer satisfaction report 2008
  8. 94% of customers do not want to be transferred to another representative more than once – Mobius Poll 2002
  9. 80% of customers prefer to speak with a representative at the weekends – Mobius Poll 2002
  10. 84% of customers are frustrated when a representative does not have immediate access to account information – Mobius Poll 2002
  11. Customers who rate you 5 on a scale from 1 to 5 are six times more likely to buy from you again, as opposed to if they “only” gave you a score of 4.8. – TeleFaction data research
  12. It takes 12 positive experiences to make up for one unresolved negative experience – “Understanding Customers” by Ruby Newell-Legner

David Pettit, Business Development Director at Red Book Solutions | 15 years Expertise in Performance Improvement, Local Store Marketing and Operations | Extensive Background in Restaurant and Bar Management | Current CFE Certification Candidate | Trainer and Management Champion Having Worked with many Fortune 500 Companies