Buying a cup of coffee for $4 seemed improbable 20 years ago. What could possibly make coffee so special that it would command such a hefty price? Yet many of us have developed quite an appetite for that $4 cup of coffee. Why? Because of the experience. I stopped by my local coffee shop the other day, and when the barista saw me, she smiled and simply asked which size I would like. Then she got right to work making my nonfat, no-water chai tea latte while chatting with me about the morning. She made me feel welcome, and I felt like we were longtime friends.

We’re living in the age of the experience economy in which every encounter with our customers must be positive. In 1999, authors B. Joseph Pine II and James H. Gilmore described “The Experience Economy” in their book. And now, amid the economic downturn, businesses have realized for themselves that making the sale is more than just selling the features and benefits of their products or services. Now we must present this basic sales information, and we must demonstrate who we are and what it will be like to work with us as a means of setting ourselves apart.

Clients and owners want to work with firms that share their values and make efforts to connect. Technical expertise gets you short-listed, but it is the connection and the sense of extra value that gets you hired.

Unfortunately, many firms are still talking only about the basic services they provide and the benefits of their team. Creating an experience for a client means learning enough about them to demonstrate that you can thoroughly address their needs. It means knowing their decision-making process and who is involved. It means finding out why their time schedule is so tight and how you can help meet that challenge. It can be as simple as knowing what day of the month they prefer to receive invoices, and what information is needed for them to process your bill most quickly.

To compete in the experience age, you must approach our business with a different mindset. Customer service isn’t just answering or returning phone calls; it’s making people feel welcome when they call and giving them the sense that you genuinely care about them. Consider these first steps:

Get to know your clients. Start an ongoing dialogue with your clients so you can fully understand what they really need. Take time to identify the small things you can do to make their job easier. The experience economy is not just about creating a positive experience, but also about building relationships. Make clients feel like they are part of your business family.

Reexamine your materials. Adopt your audience’s point of view, and then update your materials to appeal specifically to each target. It means your basic company brochure may not be appropriate for use in both recruiting new employees and new clients. Does your company brochure describe to clients what it will be like working with you in the design process? Does the recruiting brochure give potential team members a sense of company culture and benefits?

Train your employees. It is easy to forget that our employees are the front line in contact with our clients. Spell out not only the policies of your firm, but also your expectations as it relates to customer service. Be specific, and reward employees with recognition for outstanding examples of customer service.

A friend of mine once told me that the only way to change tomorrow is by beginning to think differently today. I would challenge you to begin thinking about customer service in a different way – from your client’s perspective. Small changes will begin to occur naturally. These changes can mean big rewards when it comes to setting yourself apart from the competition.

Renee Godwin is a marketing consultant and a partner in Godwin Olson LLC. She is also a member of the Oregon chapter of the Society for Marketing Professional Services. Contact her at 503-201-0726 or at renee@godwinolson.com.

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Business owners would agree that clients are our greatest asset. Yet, when was the last time you asked how well you are serving their needs? When planning for the future, the few companies that take time to listen to clients have a competitive advantage.

For many companies, surveys are the only reliable means of monitoring client satisfaction. Research from www.consumer.com.my shows that half the customers who tell you they are “fairly satisfied” won’t come back again. Even worse, it costs between six and 10 times as much to gain a new customer as it does to keep an existing one. Because less than 4 percent of unhappy customers complain, you may be tempted to think all is OK. However, 96 percent of unhappy customers do not complain; they just don’t come back. This has a significant impact on profits, so serious attention must be given to maintaining client relationships.

There are several survey options available. Written surveys, telephone surveys, e-mail surveys and in-person interviews are all realistic options to collect client feedback. Selecting the best one depends on your circumstances.

Written surveys allow you to ask specific questions in a standard format to a large audience. The shorter the survey, the more likely your client will complete it. However, the typical response rate for this survey type is only 10 percent. To be successful with written surveys, make it easy for clients by offering multiple choice answers or a rating system with a convenient return envelope.

Telephone surveys provide direct contact with your clients. These are best when engaging a smaller audience and are most effective when the client knows you will be calling in advance. A simple letter mailed in advance notifying them who will be calling and when is very appropriate. The calls can be split up and handled by several different people. It’s a good idea to select a few select clients to be contacted by your most senior person or principal to demonstrate how important they are to your business. The rate of response for telephone surveys can be as high as 90 percent.

E-mail surveys such as those by Zoomerang provide a nice alternative in this digital age. Clients can access the survey through e-mail, and their responses can be anonymous. Surveys should be short and simple to increase the response rate and to keep costs down. Web sites like Zoomerang base their charges on the complexity and length of the survey. Let clients know up front how long it will take them to complete the survey. The downside is that you don’t get the opportunity for direct client contact, but the plus is that results are available quickly.

In-person interviews give you the benefit of one-on-one discussion with your clients. Time is money, however, so select clients to be interviewed carefully to make it worth your time and theirs. This type of survey is usually reserved for a select group of clients. The benefit is that you’ll gain a much deeper understanding of your clients’ needs. Another option in this category, however, is holding a focus group or discussion group with a handful of clients. This can be particularly effective when seeking specific feedback on a new product, service or market.

No matter which survey method you choose, gathering client feedback will help you make the most of your advertising and marketing dollars by allowing you to specifically target your efforts.

You may also want to consider the perspective of your employees. When issues like branding, introducing or developing new products or services, company image, or changing benefits arise, getting feedback from your employees could give you an extra advantage. Your employees see your services, products and clients from a different point in the sale and delivery cycle.

Most important, clients and employees want to see action as a result of their feedback. Thank your clients for their insight, highlight the changes you are making in your newsletter or Web site, and make change happen.

Renee Godwin is a partner at Godwin Olson LLC. Contact her at 503-201-0726 or via e-mail at renee@godwinolson.com.

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