Look outside your industry ... how do you stack up?

Spent some time today on a call with our team in Tampa, working on the customer experience we want to deliver in our new community, planned to open in mid-2012. We tossed around the usual notions of how to encourage customers to sign up with us, online and in person, so we can learn more about their home and community preferences. Not to hard sell them. Not to spam or e-blast the you know what out of them. But to help us keep learning about what matters to them, so we can continue to create communities that are relevant to changing buyers' needs, and help our customers along the exhausting and challenging home shopping journey.

Should we use tablets?
Should we use tech at all?
How can we make it simple, real time and best of all fun?
How can we integrate online and in-person among the community developer (us) and our builder partners?

As we created the amazing variety of journies our customers will take with us, trying to create a simple and easy approach became more and more complex. We are all customers too, so we inevitably referred back to those iconic customer service experiences held up as gold standards - the "blue shirts" in the Apple store, the seamless airline check-in experience, even some new examples from the automotive world. The discussion was great, and it reminded me of a few simple truths:

• Customers compare you to their last best customer service experience, regardless of the industry. If you are comparing yourself within an industry, just remember... your customers aren't.



• Every front of house opportunity has its share of back of house problems ... and they are all worth working through.



• The kind of thinking needed to do this should make your brain hurt. If it doesn't, you likely aren't thinking hard enough.

Embrace your "back of house" and create memorable experiences

On weekends when I am batching it alone, one of the things I often do is get take-out from either a favorite Thai place (yellow curry), or a great Italian place. You see, Pam doesn't do curry, and gluten in the pasta doesn't much like her either, so curry and a great pasta dish are things I don't often enjoy, reserved for the weekends she's in Canada with family.

Tonight my to go of choice was Italian, from the best little crazy Italian place, a few miles from my house and right near the beach, Trattoria I Trulli.

I have never been to Tuscany, but I imagine this place is what a real Tuscan villa would be like. Tables crammed close together. Waiters rushing back and forth, turning sideways in the tight space to avoid crashing into each other or their guests. It's loud. It's always busy. There are never enough tables, even when they spill out onto the sidewalk.

Tonight as I sipped my glass of pinot noir at the bar while waiting for my dinner I marveled at how they use their "back of house" to create a sensory front of house experience that explodes with textures, sounds, and color. The bartender handles to go orders, in addition to opening wine, mixing drinks, and preparing after dinner "two decaf cappuccinos" ordered up in passing as a waiter drops of the plates from a meal just finished and seconds later re-appears with four wine glasses, a basket of bread and dip, and wisks a bottle of red off the edge of the bar.

Waiters come and go, through the bar, seen here in this quick photo, from the kitchen to the restaurant. In my short 15-minute wait I witnessed numerous near collisions, and yet never did the pace, the energy, or the passion for what they do slow.

I love this place. It makes me think about how many other "back of house" opportunities could be embraced as part of the front of house effect to create more memorable experiences, not just in dining, but in other businesses too.

Service or a commodity?

When the next greatest thing is lined up to replace the thing you just bought, it would seem that brands based on service and particularly good, or compelling customer service have a sustainable competitive advantage over those that offer product-based features that can be copied or improved upon.

So what about those "service" businesses that have a low cost of entry (whether price, or emotional) and arguably offer very similar products and services as the next guy? How do they sustain customer commitment when they don't constantly release the newest greatest version? These businesses occupy a space that is service-based for sure, but if not careful, the "product" they offer can be thought to be very much the same as one down the street at the next place. Here's what I mean ...

While it would be tough to get most of us to change hair stylists (high emotional price of entry) what about nail salons or coffee shops? Sure they offer products of course, but their business model is based on offering a certain customer service. I have my favorite nail place now (those who know me from previous lives are laughing out loud hysterically now), and when I've been rushed for time and not near my nail place, I've gone to another, thinking, what could the difference really be right? Same deal with coffee places - I have my favorite weekend Starbucks. There are two others within a one mile radius, and on those occasions when it's just been more convenient to go to one of them, it's just not the same.

So what is it about these largely commoditized service businesses that makes the difference? It's the memory of previous interactions and exchanges we've shared that creates a common knowledge. It's that the women at the nail salon know I am from Canada and ask about when my next trip home will be, then proceed to tell me the latest about their cousins who live there, or the road trip they once took up to Vancouver from San Diego, 20 hours long. It's the woman at my Starbucks who remembers my drink and when I divert from it, asks me why and weaves it into a fun conversation with a vibe all her own.

It's connection. I will drive for that. I will put off my nails for a week rather than take a risk, on what truly is a low cost item, that my experience won't be what I want. Customer service, and a true, authentic, meaningful connection to the customer can turn even commoditized purchases into competitive advantage.