Here's an update to post I wrote in 2012, but is more relevant today than then because fewer people today really understand "Customer Service".
When I worked with Midas Canada in the late 1990’s, Mr. Al Martin's Midas shop in Newmarket, Ontario, was the #1 store in Canada. Perhaps North America. Mr. Martin's business thrived for a few reasons. His store was MUCH bigger, newer and cleaner than any other Midas shop. It looked more like a small new car dealership than a repair shop. Mr. martin was great at asking for the business. Asking customers how he could improve their service experience. And making sure that ALL of his team members shared his vision, passion and commitment to customers care.
Another Midas franchisee that did very well was Mr. Dave Tichowsky, Lloydminster. He was a tough guy to work for and had neither the time nor the inclination to deal with fools; read anyone associated with Midas head office. (Un) fortunately my job, at the advertising agency, was addressing local dealer and co-op advertising needs, and assure all franchise that the national advertising program would make more dollars for their shops because they made more sense to Midas customers. At regional meetings Dave tended to be loud, gruff and uncooperative. When I called Mr. Tichowsky and told him that I needed to come out for a visit, he told me “stay where you are and don’t waste my fucking time!” Not one to pass up an opportunity to see the country, I went anyway, telling Dave’s assistant what day I would fly in and at what hour I expected to arrive. Because of a local ice storm I arrived by bus, instead of by plane - over six hours late, tired and embarrassed; thinking that this is just what a guy like Dave expects from a stupid easterner like me. The first thing Dave Tichowsky did was hand me the keys to one of his courtesy vehicles and direct me to a good restaurant where I could rest up, eat up & warm up. When I got back to Dave’s shop he and his team were busy. So I went into the service bays, picked up a broom and swept each one clean. Maybe because Dave showed me a side I didn’t expect to see, and I showed him gratitude in a manner he didn’t expect to see from me, Dave and I mentally “moved to a common ground”: one that was neither his or mine - a neutral place that encouraged us to be open and honest. We spent the balance of our time together talking about how he had built his business one customer at a time, calling everyone in the Lloydminster phone book and asking if he could care for their vehicles. He also explained to me why he believed that the new national advertising campaign would ruin his market. I agreed with him and went back to Toronto and convinced Midas Canada to allow me to “buy around” Lloydminster TV and give Dave a local radio campaign instead. Dave was delighted. Midas Canada was delighted and Ogilvy had another shining example of how well we knew our client's business and how well we could manage their business.
What I re-learned then and am reminded of all these years later, is that the ‘common ground’ that Dave Tichowsky entered into with me enabled us to address his issues and opportunities with clarity and integrity. That encouraged me to come up with creative, yet practical solutions that made sense to all stakeholders – including his customers. My experience with people like Dave taught me to do my homework in order to ensure that my solution works short and long term. That involves finding a common, objective ground from which I can work openly, honestly and objectively with all stakeholders.