At Puget Systems, we have both formal and informal avenues by which we collect feedback from our customers. In terms of informal feedback, customers speak to sales and support staff on a daily basis and often share their experiences about our people and products. Feedback like this might be shared with the team or escalated to a manager if there’s an issue to which we need to react.
For nearly three years now I’ve been calling our customers after they purchase a computer. I don’t work off a script and no two calls are the same.
I might call to check in to make sure your new computer arrived safely. I might call to see if you’re happy with your purchase after you’ve had a few weeks to run the new system through its paces. And I’ll be honest, sometimes I call customers to shoot the breeze. A few weeks ago, I called a man who was on his way up the mountain to plant his skis into fresh powder. I told him I lived in Utah, and we spent the next 10 minutes talking about our favorite ski resorts.
I recently had two experiences while shopping for groceries that I want to share. I do most of the grocery shopping for our family in the evenings when the crowds are lighter and the kids are in bed.
I decided to try the largest grocery store in the area. Inside is a deli, bank, pharmacy and coffee shop. This store is open 24 hours. I entered the store around 9 pm, grabbed a cart and made my way down the aisles. I was especially impressed with the bakery, but when I got to the produce area, I noticed most sections were covered with large tarps. It felt like a game of hide-and-seek trying to find the gala apples and seedless grapes, but I managed to find what I came for and headed towards the checkout stands.
Most of my career has been spent working for large companies where employee manuals fill a 3-ring binder, policies number into the hundreds and metrics are used to measure the worth and effectiveness of employees.
Puget Systems hasn’t been around long enough nor have we grown so large that every issue can be solved by creating a new policy. When employees don’t have dozens of policies and procedures governing how they get their work done, their actions might not always been predictable.
Last summer I took my car to the local self-service car wash and was surprised when a man approached me as I toweled off my car. Dressed in cowboy boots and accompanying hat, he introduced himself as the new owner of the car wash.
He explained that the previous owner had provided very little in regards to whom his customers were, so he decided to spend his days meeting them face to face.
After we chatted for a few minutes, he extended his arm to shake my hand and thanked me for visiting his business. This is not something I’m accustomed to. If the vacuums aren’t clogged and there’s plenty of foaming soap on the brushes, I’m generally satisfied.