I enjoy LinkedIn because of the connections I make and what I learn from the articles I read. Not a member? You should be. It’s another networking tool and LinkedIn has many veterinary, management and business groups which have great discussions.
We should always be looking outside the veterinary industry for ways in which we can improve personally, professionally and as a business.
I am passionate about customer service and the client experience.
Ron Baker attended training at the Disney Institute as Disneyland is renowned for it’s exceptional customer care and service.
Here is part 1 of the article he wrote.
The lessons I find important from this article:
- If you’re in business solely to make a profit, you won’t. Profits are a lagging indicator of customer behaviour. By the time you recognise a problem, it is usually too late. As some of us would say, the horse has already bolted!
- Extraordinary service: It’s always about the way they were treated, never about the quality of the particular product or service they purchased. Have you ever been to a expensive hotel, restaurant or store and left with a bad taste in your mouth because of the way you were treated? We all know the difference in good & bad customer service as to how it makes us feel.
- Businesses are either passive, active or interactive in how they behave with clients. There are veterinary practices that are passive. They do the work and get paid. No further contact. No follow up. I’ve had personal experience with many tradesman & businesses who work this way. It’s no wonder they are continually searching for the next job.
Walk around your veterinary clinic. Hop in your car and drive into the car park. Look at the clinic as if you were seeing it for the first time. Look at it from a client’s perspective.
Start considering & anticipating your clients wants and needs.
In this hectic, technologically filled world, people are missing and searching for connection. For someone who is prepared to take their time and care.
Ensure every day in every interaction, your clients are leaving your consult room feeling that they have been treated well. You don’t have to be the practice owner to take personal ownership of this.
I have been doing it for years and it builds strong relationships with clients and is fulfilling. The flow on effect of this is loyal clients who want to see you. Now that’s great for becoming a trusted authority in your practice, building your profile and being able to negotiate at performance reviews.
Next week: Part 2 discusses the core competencies of customer service.
If this is something you find challenging to do, contact me and we can work on improving your communication & connection skills via coaching.
Natasha
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