NHT Day 01 03 Customer Service

But Stormy, I don't know anything about this stuff. What am I suppose to do? Just read the script, Jim. That's what you want me to do, just read the script. Just read the script. Okay. Well, hello, and welcome to our module on customer service. I'm insert your name here. Stormy, that seems pretty stupid. Hello, everyone, and welcome to our module on customer service. That's me, look, it's me. Okay. This is not small engine repair. No, no, no, no, no, it is customer service. I'm Jim Harron, I'm gonna be one of your instructors over the next couple of weeks, I'll be looking forward to working with you. Now, let me tell you a little bit about me. I'm a former regulator with the Georgia Department of Agriculture, retired as Director of the regulatory program there a few years ago and came to work here at the learning center. I've been in the industry in one form or fashion, I started off in the industry, the one with the Department of Agriculture retired and now I'm back here. So pest control has been my life. My whole professional career has been involved with the pest management industry and we'll be chatting over the next couple of weeks about, you know, stuff that's gonna make you a better PMP, a better Pest Management Professional. Now, I'm gonna stop calling you the bug guy or bug girl. Yes. You're going to be PMPs, Pest Management Professionals. So I want you to stop thinking yourself as "I'm an exterminator, I'm a pest control operator." No, you are going to be a Pest Management Professional, a PMP. So that's a tremendous responsibility. We're gonna chat about a bunch of stuff like that over the course of the next couple of weeks. Shane will be back with you for some modules for those on the termite end of it, Tim Myers will be joining with you for some of the modules, and I'll be with you throughout all of the modules. So I'm looking forward to a fun two weeks, I enjoy, I like to have fun with training, training should be a lot of fun. It should be something you enjoy and get information out of, so. Okay, so let's look at our objectives for this module. Our objectives include recognizing the differences between a satisfied customer and a loyal customer. It was okay, versus yeah. And then identify four components of exceptional service... And then we're going to develop an action plan for each of the four components of exceptional service. So, okay, and then we want to talk about these internal and external customers. But before I do that, I want to have little review from this morning, so IPM consist of four separate components. Okay, one, the biologic component, we are not involved where that would be using one animal to control another, one organism to control another one, like cats controlling mice. We don't do that, here at Orkin and Rollins. But what were the three other one, three other components that we are involved with. So four components of IPM, one is a biologic component, we are not involved with that. So what are the other three components that we are involved with? Chat that in for me, don't call in, but chat in, chat it in, use your tablet to answer that question, I'm not taking calls on this one. So David, in Manchester... Was first and saying cultural, physical, and chemical, so then we have variations on that, so it's a cultural and then... No, Stormy, no, no. Okay, see I have a ear piece here, and Stormy can communicate with me, so you can't hear that. Please don't, no, not again, Stormy. Okay, every time I do this, okay, just once and then will you let me get on with module? Okay, every time we talk about the cultural and the physical, and the chemical, she wants me to sing the song when I get to it. So it's a cultural and let's get physical, physical. Let's get physical. Are you satisfied now, Stormy, okay. Olivia Newton-John is now stuck in their head all afternoon. Cultural, physical, and chemical. Now they're gonna have, when you think of that song, when you wake up in the middle of the night with, let's get physical by Olivia Newton-John stuck in your head, you can thank Stormy for that. Goodness, okay, Stormy, I think they're deeply appreciative of that cultural, physical, and chemical. So remember, those are the components that we're with, we're involved with. So when you're talking about the cultural component of IPM, remember, that's a customer doing the clean up, the sanitation component, cultural is usually all the customer. Then we get into the physical, that is both of us, that is the customer sealing up cracks and crevices, us using stuff that are excluder or traps, monitoring devices, vacuums, Webster brooms, those are the physical components. They're all thanking you, Stormy, for having that in there. And then the chemical component of it is all us. So look at it from all customer to both of us, to just us. I'm sure, Pablo, if you wanted to really find it, you could download it somewhere. Now, so Stormy, Stormy, of course, is our producer in the control room right today. So Stormy White is the producer, we'll have another producer working with us Mr. Aubrey Douglas, Mr. Douglas will be with us often on throughout these modules as well. But right now, it is Stormy White in the control room. Okay, folks, now... As we look at this... Thinking about great customer service, what are some names of companies who have great customer service, so chat in, don't call in on this one, chat in and tell me in your mind, what are some companies that you consider to have great customer service? So great customer service. Okay, chat in, don't call in on this one, and we got a couple of Amazons here, Disney, okay, so we have that one Walmart, okay... AT&T, Office Depot, Goodwill, Ritz Carlton, Orkin, Stephen, just... In the future just chat in, Stephen, on the main chat not as a question. Amazon, Best Buy, DirecTV, Comcast, okay. So all these companies Marriott, Orkin, okay, Target, okay, McAlister's Deli, I don't know that one. So when I ask you to chat in, now Stormy, can we get the overhead view? The one looking down like this for a minute? Yeah, okay. Hi, there we are. Okay, so when you look at the... I have a screen over here and all of your chats come scrolling across here, okay, all your chats come scrolling across there. And when I ask you chat in, all of you chat at once, they scroll up, and I can't see them all. So if I don't call your individual, I don't call your individual one out, don't worry about it, I'm not ignoring you, it's just that they scroll by so quickly. Okay. So thank you, Stormy. Now back, okay. So that's my little work area here, my little world here that you don't normally see that view of. So all of Canada, okay, Central Maine Power, Hilton, okay, so you know we like to measure ourselves against companies that have really good reputations, customer service, like maybe Ritz Carlton Hotels, Southwest Airlines, you know these customers have good reputations with customer service. Now if I would probably ask you to chat and I'm not going to do this, so don't do this, if I were to ask you to for some names of companies that you think have bad customer service... You would chat in some of them, and I can almost guarantee that some of them might've been the ones that somebody else said was great customer service. We're gonna chat more about that later today. So you know you may think XYZ Burger joint has great customer service and somebody else may think XYZ has really lousy customer service, all depends on your perspective. And we'll chat more about that later on. Now... Different strokes for different folks, you got that right. So satisfied customers versus loyal customers, now customers who are satisfied are not always loyal. Eh, it was okay, exceptional customer, when we are delivering this exceptional customer service, we're going to generate, we're going to garner, we are going to have these loyal customers. And loyal customers are going to be customers for life. So we have to deliver this exceptional customer service each and every day. Eric, people have accused me of being a preacher in the past, no, no, no, not happening, not having done that, done that. So from a financial perspective, loyal customers stay with us for about 15 months longer and generate about $640 more in revenue than just a customer that thinks, "Eh, it's okay." Yeah, they were sort of okay. We're gonna chat a little bit about that as well. Now, if I were to ask you to chat in and tell me the name of one company that generates such loyalty, that people feel so passionate about this one company that they will get it tattooed on their body... What company would that be? What company would that be, the people are so, so passionate about it? There you go, Daniel Harley, Harley Davidson, you know, no I don't think it's Harley, man. Do you think that this individual I can't tell whether it's a man or woman's arm there, but do you think they're gonna be out and riding a Yamaha or Suzuki motorcycle? Uh, uh, I got myself tickled on that one. Uh, uh, they're not gonna be doing that. They are going to be riding Harleys, and they're not going to be riding anything else. Now, I don't think there's too many of our customers that are going to go out and get the Rollins tattoo... Like this person did with a Harley, I don't think that's gonna occur, but we want our customers to think... That way about us, to be that passionate about us, to be our best ambassadors, so that they will never think about changing to another competitor. Now I have a question and ties back to something I just said a couple minutes ago, who decides whether customer service is good? Yes, Darius, yes. So who decides whether customer service is good or not? So chat that in for me. Okay, customers. Okay, let's keep it focused people on the lesson at hand. The customers basically... The answer I'm getting, so that is the correct thing, the customer's perception is their reality. Now, I want you to go back to what I just said a couple of minutes ago about if I would ask you to chat in some names of companies you think don't have good customer service, it might have been some of those same companies someone chatted in about good customer service. So it depends on your perspective. So your experiences, what you... What's happened in the past to you will determine on whether you think customer service is good or not. So your experience is gonna determine whether customer service is good or not. This sort of like that old expression, if Mom ain't happy, ain't nobody happy. It's sort of like that because of the customer's not happy, well no one at our company should be really happy about that. Then we should be doing more work to take care of that customer, to move them from eh to wow. That's your job, each and every day is to move that customer from eh to wow. So the customer is the one that decides whether our services good or not. We may think we're doing an excellent job, but if the customer's dissatisfied, we have some more work to do. Now chat in, don't call in on this one, and chat in and tell me, why the heck do customers complain? Why do customers complain? Poor service, bad service, to get more human nature, unsatisfactory service, there are some interesting perspectives here. Some are picky, can't be, some people can't be pleased to get free stuff, ooh, cynical group, oh. Poor service, they're not getting all of the stuff they paid for, not happy with the service. So when we look at these things, there's several reasons. One is unfulfilled expectations... Now this could be in terms of quality or completeness of what we're offering. So that gets into poor service... Interesting. Now, unprofessional handling, do you know that 68% of customers quit because of indifference by service personnel? You know if we don't handle the customers from the phone call in the office to you going out there and servicing them, if they don't feel that their needs are being met in a professional way, then they're gonna be dissatisfied. And then obviously, frustration with persistent complaints. It could be errors, broken promises, delays, or maybe it's just getting the phone answered promptly. Lots to think about this one. 96% of customers don't complain to you, they don't, they don't complain to you. When they're dissatisfied, no, no, no, they don't talk to you about it, they'll talk to other people. Now if you look at old marketing studies... They would tell you that out of 10 people, on average, if a customer was satisfied, they might tell 2 people about it. So if you like the service, you tell two people about it. If you were dissatisfied, you tell eight people about it. Now those are old marketing studies. But that is not the case today. No, no, no, uh, uh, not the way it is anymore, because of social media. So you'll go on Twitter or Facebook or some other program app... And you'll complain about it. So... Yeah, you'll complain about it, you'll make comments about it, Orkin service is great, Rollins service is good, whatever. But here's something to consider. I want you to use your tablet to answer this, and this is just your personal viewpoint, there's no wrong or right answer on this, I look up online reviews before I make a purchase, is that true or false? Yep, Josh, we're going to get to that in just a minute. One person can tell the world, Royce, you are right. I got four people haven't answered out there, let's see who has an answer, I can see when you say, "I can answer." John Harrison, Clarksburg, West Virginia hasn't answered. Who else hasn't answered? Israel Leonard in Hudson, Florida hasn't answered. I can see, folks, and I'm not afraid to call you out. I'm sort of waiting and, okay, I've got two more people... Two more people, James in Merrillville, Tennessee. This is my last one. I've got one more... Ivin in Raleigh, North Carolina, need your answer. Folks, I'll talk about that in just a minute. Okay, so looks like, by a wide, wide margin, most everybody looks up online reviews before they make a major purchase. Now probably you do this, probably you are going to go home and you know, you're looking at a car, well, let me look at the models I'm interested in or maybe you're looking for a washing machine or a television, it doesn't matter what it is. Most of us today are going to go, log onto the computer, and start looking at TVs and getting customer reviews on this particular model, or that particular model. So what you wind up doing now is looking at these reviews. And if you are looking at a place and you thought, you know, let's say a TV, and customers report bad service problems with it. You know, "It didn't work, the pictures are not that clear. I tried to get technical service help, and they couldn't help me," you're probably not gonna re-buy that TV. Google research shows "a 70% of customers now look online before making a purchase." This means that negative customer experiences in 21st century have a big impact on the company. Okay, now let's stop that for just one second and talk to you about participation in this. Shane went over this, this morning about this incredible, incredible technology that you are the recipient of Rollins as a company has spent vast resources to bring you the state-of-the-art training. This training is unlike anything else in the entire industry, anywhere in the world. So no other pest management company anywhere in the world has the benefit that you are receiving right now. The way you're going to get the most out of this is to be an active participant in this. So when there's a chat, answer the chat. When there's a question, a poll question, answer the poll question quickly, don't zone out on me, be involved, be involved in your own education and success. If you just sit there, and go... "When is this gonna be over? I'm so bored." You're not gonna get very much out of this, and you're probably not gonna be successful. So take advantage of this incredible training, so you'll have Shane and myself and Tim Myers in here to help, I haven't met him yet, to help you with this training because all of us and Stormy and Aubrey behind the scenes and everybody else here at the learning center in Atlanta want you to be successful. But you've got to do your part. So be an active participant in your own success. Okay, end of that, end of my lecture here. Okay, so when we deliver great customer service, what do you get out of it? What do you, you, you that means you out there with the tablet right in front of you, listening to the sound of my melodious voice, what do you get out by delivering great customer service, what's in it? Basically the question is what's in it for me? What's in it for me? Chat in please, don't call it on this one. Okay, marketplace, positive advertisement, referrals, pride, praise, lifetime customer, respect... More money, ah, yeah, that's a good one, okay. So when you're looking at this stuff, what's in it for me? Okay, here's what's in it for you, folks. I'm gonna tell you why you should deliver a customer service every day. So it's more job security, more career opportunities. Now I can tell you, this is a company that loves to promote from within. John Wilson, the president of Rollins started off in the field. That's incredible, he worked his way up from the field to the president of the big company. More referrals, greater likelihood are meeting the performance standards that is expected of you. And let's face it, folks, look at that last bullet point, I would probably put that last bullet point first, okay. Why are you here? Or you can give me all these egalitarian reasons as to why you're here, "Oh, I want to help people to be pest free." You're here to make a living. Bottom-line is, folks, we are here to make a living. So we can support ourselves and our family if we have one. Okay. So when you're here... You can make more money by taking care of your customers, by doing the right thing. You can grow, you can be successful, because bottom-line, it's all about money, money, money, money. Yeah, so it's all about that. Sure, I'll be happy to. So when you look at this, it's more job security, more career opportunities, more referrals getting additional business, likelihood of meeting your performance standards, and then finally higher income. So ultimately, that last bullet point why we're here, we're here to make a living. So we can support ourselves and our family. That's it, okay. Now, one of the things that you have to remember is that to the customer you are Rollins. They're unlikely to see your branch or service manager on a regular basis. They're really unlikely to see your regional manager, and they're not gonna see your division president, they're unlikely to meet Stormy and myself in the control room or John Wilson or Mr. Rollins. No, they're likely to see you on a regular basis. So you are Rollins. Now most of you are working for Orkin, not all, but most of you are working for Orkin. And when you put on the uniform, you have to understand that there is 115 years of history behind that. Okay, there's 115 years... Of taking care of customers... Or providing exceptional customer service. And we have to remember, folks, that without customers, there is no payday. There's no job for you, there's no job for me, and there's no job for Stormy. So... We have to think about delivering that exceptional customer service each and every day. Every time you wear the diamond, I work for the learning center, so my logos are little bit different, but it says Rollins on there. When I refer to our company, I'll talk about Orkin and Rollins or Rollins and Orkin, remember Orkin is owned by Rollins. There are many other pest management companies that work under the Rollins name that are owned by Rollins Western, Trutech, Industrial Fumigant, Crane, Waltham, all of these are companies that... Just like Orkin are owned by Rollins. So keep that in mind, and you are absolutely right, Carlos. Customers make your paycheck possible, because without the customer, without them... We don't have anything. So I want you think about customer service. When customers are buying from Rollins, what are they really buying? I don't want you to chat in on that, I just want you to think about that for a minute, what are they really buying? Now we say, we're a service industry... You know restaurants could also be a service industry. I want to give you a scenario to consider. And it goes something like this. Say, we're going to have a special occasion coming up, maybe it's anniversary, maybe a special birthday, and you decide to take your significant other whoever he or she is out to dinner at a really, really nice restaurant. So you're going to this really nice restaurant, we're gonna call it Shea Stormy after Stormy in our control room. So we're going to Shea Stormy for dinner. Now Shea Stormy has a good reputation... It's well known. So you make the reservation and you tell people that you work with, "I'm going to Shea Stormy." "Oh, I've heard really good things about that, I'd be curious to hear about it." So you go to Shea Stormy, you know you make the reservations, you're really excited, and Saturday night comes around, and you go to Shea Stormy. Then you come back into work on Monday and people ask you, "How is Shea Stormy?" And you respond, "It was okay." What did I really just say? When I just said, "It was okay." What did I say when I, it was okay. What did I just say there, chat that in for me, I said, it was okay. It was not good, it was average... Not worth it. Not what you're really expected, it could've been better... I was disappointed, don't bother going, service was bad. Not happy seen better. Okay, I want to give you a different version of that. So you and your significant other make the reservations to go to Shea Stormy on Saturday night and you come in and to work on Monday morning and people say, "Well, how was Shea Stormy? And you go, "Ah, let me tell you. Okay, here's what happened, I went in there, and ordered a bottle wine, and normally, I don't order wine, but it was special occasion. And there's this guy who was there, he was like this wine guy, he was just wine expert came over the table, help me pick out a wine, and then they sent something from the kitchen, a little gift from the chef called an amuse-bouche, I didn't know what that was but I found that it means, it was like this incredible lying out of a little small thing, it was like incredible. And then the service was good." And now what did I just say about that version of going to Shea Stormy? It was a fantastic experience, great experience, something to remember... Definitely go there, I want to go, it exceeded your expectations, it was memorable, you're blown away. That's it, that's customer service, that's what we want you to have, that's what we want you to deliver. Every time you put on the uniform, we want you to go out there and deliver that exceptional customer service, each and every time because to the customer, you're representing that entire company from Mr. Rollins on down. You are representing all of us. That's what we want, that's the excellent customer service. So reservations are available at Shea Stormy. So when thinking about a restaurant, chat in, don't call in on this one, I'm gonna be going to Shea Stormy, what you expect, I don't care whether it's a Burger Joint or the fanciest restaurant in your town. What do you expect, what do you expect from that restaurant, chat it in for me. Quality, timely service, good service, clean bathrooms, prompt service, delicious food, clean, that's several cleans there, prompt service, I don't... Again, I don't care whether you're talking about Shea Stormy or your local Burger Joint. It's the same thing, you expect the same thing. We have to deliver that each and every time we go out and service a customer. We have to provide that exceptional customer service. Okay. Now other they're not crashing, what do you expect when you fly on an airline? Oh, good one Robert, no pests. So when you take a flight somewhere, what do you expect? Comfort, good service, other than crashing, other than crashing, good peanuts, oh, they don't serve peanuts anymore, its pretzels now, peanut allergies. Good service, comfort, no bombs, they have Marshall to stay awake, be on time, a clean bathroom, polite flight attendants, professional customer service, good service, you know basically we expect, you know we expect to arrive on time, we expect our luggage to be handled promptly, we expect the plane to be clean, you know they come around with their little soft drinks and bags of pretzels or whatever they're serving, sober pilot, yeah, I think that would be good. Okay, so these are the things that we expect... These are the things that we expect. So we expect people to be polite and courteous. In fact, we just don't expect it, we demand it, because you have a vote each and every day, when you buy something, you're voting with your dollars. You can go to this Burger Joint or that Burger Joint, you can go to this fancy restaurant or that fancy restaurant you can fly in this airline or that airline. So customers make powerful decisions each and every day. Our customers do the same thing. They've given us a tremendous responsibility. They want us to keep their home pest free or their home termite free or their business pest free. They're giving us that responsibility, they are trusting us every day to take that responsibility. So they don't have to worry about it. They're essentially saying, "I don't really have to worry about pests, I have Orkin and I have Rollins, they have my back." Now, you're gonna have their back, folks. That's the question you have to answer. Are you gonna take care of your customers? Are you gonna do right by your customers? Are you gonna treat them like you'd want to be treated? It's sort of like that your momma test. That your momma test, treat the customer like you want your mom was treated. Treat the customers home, like you'd want your mom at home treated. If you're doing the pests and your momma test, you're in good shape. If you're not delivering service like you'd want your momma or somebody else in your life who you consider important. If you don't pass that your momma test, then probably you've got some work to do. Okay, so the momma test. I want to show you a short video. It was on a local news channel, not so long ago, take a look. And I want you think what kind of customer service was this. It's that time of year when the leads come out and so do the bugs. And if you pay to have your home sprayed for insects what you're about to see is a wakeup call. The Channel 4 I-Team has the video that got an exterminator fired. Here's our Chief Investigative Reporter, Jeremy Finley. Ask yourself this, how often are you home when your house gets sprayed for bugs? You get an invoice, and you can only assume that it was done. So keep that in mind as you watch this. The camera's setup outside of [BLEEP] home are supposed to keep her family safe. She never thought though they would capture what she calls a scam. We've been tricked, that was my reaction. Rewind back to February, and Williams was getting her children ready to leave when she saw a truck pull up. And I said, "Okay, [BLEEP] is here, you know, to spray." But she worried it would block her in. I looked out the garage to our gate, and I said, "Oh, okay, good, he's gone." So later that day, she came home to find an invoice on her door that listed all of the things the exterminator did, spraying cracks, spot application of insecticide, even sweeping the windows to remove spiders. And I'm thinking, "[BLEEP] Wait a minute. They were here for less than a minute, or maybe a minute or two, and then they were gone." So [BLEEP] went back to her security system, and here's the thing about it. It only records when there's movement. So watch this, it shows the exterminator walking by the garage, and that's it. No spraying, no sweeping. None of the cameras around the back or other side of the house show any other movement. But at the front door, it shows him carefully climb up the icy stairs, the invoice in his pocket and put it on the door. The next thing the camera captures is [BLEEP] car leaving just moments later. Then I looked and I saw all the detailed work that [BLEEP] did, and I'm thinking, "That's not true either." Had I not seen the video, I would not have known that he didn't do the service. So she went back to all the dates her home was treated, including one day in October, her cameras again caught no one outside her house, except for her own car leaving. Our cameras show that the only cars that ever pulled into our driveway were our own cars. That's it. So she called the Franklin office of [BLEEP] and then got a voice mail... "This is, [BLEEP] with [BLEEP]." It was the exterminator. The time on the paperwork might be messed up, I had four customers on Brentmeade, and last week was crazy. And I know I messed up the order. As that I printed out my ticket as when I was actually at the individual houses. It's unclear if he meant that he gave her the wrong invoice or what, but then he said this. Your house was covered in ice when I was out there last Wednesday. But my supervisor really wanted me to get them done. Williams then shared her video with the [BLEEP] corporation. And a spokesman for [BLEEP] confirms they fired [BLEEP]. And to the Channel 4 I-Team [BLEEP] issued an apology to [BLEEP] e-mailing us quote, "I would like to once again apologize to Mr. and Mrs. [BLEEP]. I will make no excuses for my behavior. I would have liked to have been able to rectify the situation, but I do understand the position I put you in. I am truly sorry for destroying your trust and our relationship." So hearing all of this, what are the rest of US supposed to do, when we have our homes sprayed? Well, if you're having someone service your home, sometimes you just can't go based on their word, be there. Have someone present, just to kind of have a watchful eye. Or in [BLEEP] case have several eyes. And over the weekend, I did receive a statement from [BLEEP] reading in part, "The actions of this former employee were inexcusable and are in no way a reflection of the values and standards of our company. When this matter was brought to our attention, we took immediate action to terminate the employee and fully refund the customer." I checked with [BLEEP] last week, and she confirms she got her full refund. I'm Jeremy Finley reporting for the Channel 4 I-Team. So that was another company obviously it was not us. Some of you already chatted couple of things in, but if you were to chat in one or two words that would describe that customer service, what were those words be? Just chat it in one or two words, not long explanations. So okay, so poor, bad, terrible, sad, terrific, horrible, bogus, inexcusable, lazy, non-existent, no service at all, reprehensible, false, scam, lazy. Okay, yeah, you got the idea, folks. Embarrassing, dumb, deceiving, untrustworthy. Okay, so all those words that you are using describes that kind of customer service. Not good. Now that company can put out all sorts of releases and say, "Oh, that employee has been terminated," but the bad taste has been left in the customer's mouth, and that customer doesn't even have to go on social media, it was on the 6 o'clock news. You can go through all sorts of advertising, but one piece like that can do an awful lot of good, undo an awful lot of goodwill. So we have to avoid those things, okay. He affected everyone, Pablo, you are absolutely correct, it wasn't just that one customer and that one employee, he affected all the other people in that branch office, and other people that work for that company. So poor service hurts everybody. Now, we've been servicing, we have been serving our customers for a number of years. Now you should have read about some of this in your pre-work. We have something called Orkin's 360 which is a survey program, where every six months, customer receive an e-mail asking about their service, and how likely on a scale of 1 to 10 would you recommend our service. And at the end of this program, at the end of these modules, next week, we're gonna ask you for 360 survey, too, about how likely are you to recommend this program that you're going through now. We'll get more information on that next week. But we looked at a year's worth and 34,000 customers who rated our service and responded back with feedback. Now we looked at these and it broke, these comments broke into four separate areas. And here's what they broke into. They want us to be respectful, responsible, effective, and informative. Now you could ask yourself, you know, what do the customer really expect from us, you know, and you can say to kill their bugs or something like that. You might respond with some other thing, but bottom-line this is what our customers expect us to be, respectful, responsible, effective, and informative. So respect, you got to show respect to the customer, if you don't show respect to the... Bad Marlon Brando. So as bad as that Marlon Brando was, just be glad, I didn't break into Aretha Franklin and go R-E-S-P-E-C-T, Find out what it means to me... Be glad I didn't do that. The Marlon Brando was bad enough. Can you imagine how bad that would've been, shutters, I want shutters. So a customer expects us to be respectful and professional who treats the customer fairly and promptly and with honesty. Oh, I did. Darn it. I hate when I do that, John. Told you training should be fun. Okay, so customer expects us to be respectful of their time, of their money, that they are paying us to take care of their pest problems. Okay, so respectful... Then responsible. Now we need to deliver our service accurately and with the sense of urgency, and dependably. So if we say we're gonna be there on Mondays, we show up on Mondays and not Tuesdays. So they can depend on us doing what we'd say, we are going to do, so responsible. Effective, obviously, they expect us to solve their problems. But here's the other thing that goes without effective. I could ask you what your job is and you would chat in, I'm an account manager, I'm a service specialist, I'm a sales inspector, maybe I'm a BMT, something else, branch manager trainee, whatever your title is, you have a technical title. But I want you to think of yourself now, yeah, you're always going to have that technical title, you are a PMP. There you go, Pablo, you must've heard already, you are now a problem solver. I want you to think of yourself not as an account manager, service specialist, sales inspector, yes, you have that technical title, I'm not taking that away, but I want you to think of yourself as a problem solver, solving our customers' problems, solving our customer's pest problems and other problems that we can help with. That's what I want you to start thinking of yourself as. So you are a PMP, whose job is to solve people's problems. That's the job of everyone here at Rollins. My job is to help get you prepared to go out and solve our customers' problems. So I'm helping you to solve the customers' problems. Stormy in the control room right now is doing magic behind the scenes that I don't understand what she does, she has all this control room, and you know all the switches and lights and things that go beep, looks like the bridge of the enterprise back there. You know, all these things back there that she's working so that I can talk to you to help you solve the customer's problem. So I don't care who you are in this company, ultimately, we're trying to solve our customers' problems, okay. So effective, so we want to solve our customers' problems. So you are a PMP, a Pest Management Professional, and your job is to solve our customers' problems, simple. You're a professional, and your job is to solve problems, and we'll chat more about some of these things as we go through these other modules with Shane, Tim, and myself. And then finally, our customers expect us to be informative, you know, this is one that surprises some people, because they really want to know... Let's face it, they're paying the bills, they have a right to know what we did at their home or business, so explaining what we found, what we did, what they need to do, and what they can expect as a result of the treatment, and what to expect next. So all of these things out there, all of these things are expected by our customer, so we have to deliver on these things, okay. Each and every, day we have to deliver them. So I want you to think about these things, as we go through all of these modules, and I'm sorry, just hold on one second, I apologize. Hey, yeah, no, I'm on broadcast right now, I'll deal with it when I get home. Okay, talk to you later, bye. Sorry about that, I just had to take that call. And what did I just do there, I didn't take a call, what did I just do, chat that in for me, what did I just do there? What did I just do? I like some of the things. You can't do that in front of him, or customer, bad customer service, I was rude, why you got to be so rude. Oh, excuse me, it was unprofessional, I was just being rude, I just respected you as a customer and you are my customer. I answered a personal call, bad customer service, bad earpiece phone on my ear. Okay, there we go. Okay, gentlemen, what not to do? It's a big temptation, folks, we're all tempted, aren't we? Yeah, I got a flashing blue light, somebody's left me a text or message. Yeah, I was tempted to see, aren't I? Don't ever do this in front of a customer. Don't put the customer second, but what if it's my branch manager? Your branch manager knows where you are or pretty close to it, he can wait 10 minutes, okay. Put the customer first. Put the person that's writing your check first. Not whoever is on the other end of the phone call. Okay. So that I shouldn't sing, Royce, you cut me to the quick. So our customers expect us to be respectful. So thinking about this a little further, what else can we do to be respectful? Chat in. What else can we do to be respectful? Chat in some things, well, give the customer 100% attention, absolutely. Listen, particularly, sales people, whether you're a account manager, sales inspector, we have to become active listeners, we are as particularly in sales are not really good listeners, we don't listen very well, and we have to become better at that. Okay, yes, ma'am, no, ma'am, yes, sir, listen, be prompt, be sincere in what you're going to do, let them know that they are important, show up on time. Tap, active listeners, yeah, you got that right. Okay. Thank them for their business, be polite with manners, very good. I like that, you got some good answers here, folks. Okay, so respect the furnishings, be kind, be courteous. So when you look at these things, when you look at these, show up on the scheduled day and time or call the customer, let them know if you're gonna be unavoidably late. Now things happen, folks, traffic. You know accidents on major roadways, people understand that, bad weather, flat tire, things happen let them know, but let them know early. If you're going to be late, guess what, people sit around and wait for you, they're not very happy about that. Now read and follow all service ticket instructions. So again, if it says don't show up on Wednesdays, don't show up on Wednesdays. If you're servicing a restaurant that serves lunch, don't show up at 11:30, they don't have time for you. So okay, so listen to the customer, use their names, oh, that's a good one, communication is the key, prompt, all these things, so good answers, folks. Now what can we do to be responsible, so what does that mean to you, when they want us to be responsible, what does that mean to you? Stay organized, Erin, just chat in, I'm not taking calls right now, but go ahead and just chat in your answer. Have the necessary equipment and tools, need clean appearance, be accountable, keep your word, don't lie about anything you're saying, oh, absolutely, be knowledgeable. Okay, so carry all the products and equipment that you're going to need on the truck because nothing says I'm a real professional like "I have to go back to the office and get more stuff, I didn't bring enough stuff with me, I have to go and get more stuff." Yeah, that sounds real professional. So you want to be prepared and carry all the required products on there. And you follow up with the customer, provide all documentation that's necessary, particularly on the commercial end when it's... Well, documentation has to occur every account. I can tell you, I'm a former regulator as I mentioned earlier. If it's not documented, if it's not written down, it didn't happen, and it doesn't exist, I can tell you that. So all documentation has to be complete. And then provide a quality-control follow-up call when there's active infestations or callbacks. Okay, so a bunch of things to be responsible. Now looking at the next one and chat in again, don't call in, what can we do to be effective? Solve our customer's problems, do the service right at the first time, says Vanessa, listen. Be thorough, solve their problems... Well, it gets into the next one, really, time management, do the job right every time, be transparent, I like that, Louis, PPE, all of the above. Okay, educate yourself, meet the expectations, exceed expectations. So when you think about these things, you know, we can offer interior and exterior service to the customer, we can help them solve their problems. Now that's and again follow-up on all active infestations. I want to spend a moment or two on that second bullet point. I want to spend a moment or two. Get help if you have control problems. Here's the thing, folks. You're new to this business, most of you haven't been in the pest management industry prior to coming to work with Orkin and Rollins, there's a lot for you to know. Think how much you know today that you didn't know a few weeks ago when you started with us. Think how much more knowledgeable you are. Get as a new PMP, as a developing PMP, you still have a lot to know, and a lot to learn. You have some really good resources, it could be something as simple as your pest ID guide, and pocket reference guide that's included, why do we call them pocket reference guides, because they fit in your pocket, we're very clever like that they fit right in the pocket, see. Okay, very clever we are. Use these things. You also have your CFT, you also have your service manager and branch manager. I'm going to tell you something that you probably haven't heard this since grade school, but it's very true. The only bad question is a question that you don't ask, maybe I had a teacher that sounded that something like that, but if you have a question, ask. 'Cause guess what, when they were new, they probably had that same question. Don't be afraid to ask your branch or service manager, your CFT. That's what they're there for. So get help if you need it. If you run into a situation that you are not sure of and you are going to, you are absolutely going to... Ask for help as a new PMP whether you're on the commercial, the residential, or the termite end of it, doesn't matter. There are going to be some situations that you go, "Ah, well, I never thought of that. I wonder what I'm supposed to do here?" Yeah, you go away from the customer. Then you pick up the phone and call your branch or service manager or your CFT. Never stop learning, absolutely. And asking for help is a good thing, you're absolutely right, so being effective. Now, what can we do to be informative? Chat that in for me. Being knowledgeable, pass on the knowledge, be knowledgeable, take great notes, oh, good, Drew, write the stuff down, yep, good choice on that one, Drew. Knowledgeable, continue education, somebody chatted in early, you never stop learning, that's absolutely correct. You know, I've been in this career one way or another my entire professional career, I've been in this line of work. I still learn things all the time, and never stop learning. Knowledge is power. Inform clients what they can do to expect results. Yes, very good, very good. So greet the customer, and introduce yourself. "Is there anything I need to pay attention to?" So what are the pest concerns, this is part of the aim process, assess, implement, and monitor. Assess, we go in and we talk to the customer, "What problems are you having? Is there anything I need to pay attention to?" Then based on the information we obtain from the customer, we conduct an inspection and look for those conditions that are conducive to pest. And then, we identify any pest that we find during the inspection, and then, and only then, do we develop an IPM based control strategy. So we talk to the customer, find out what's going on, know what we're up against, then we develop that IPM strategy, treat it then. And then we monitor for our success, the aim process. So we talk to the customer and we explain to the customer, what you saw, what you did, what the customer can expect as a result of the treatment, and any customer recommendations that you have, like move the woodpile away from the house, get the loading bay door fixed so the rodents can't get under it. Keep the kitchen door closed in the commercial restaurant, those types of things. And set the expectations with the customer, what's going to happen? You know, roach populations don't build up overnight, I don't care what we do, they're not going to go away overnight. So we have to set realistic expectations with our customers, because otherwise the customers are going to think, you know, every roach will be dead by the time I leave the driveway. And that's just not going to be the case. So we have to provide this exceptional customer service, to earn our customer's loyalty, as a loyal customer not just the "Eh, it was okay" customer. Now in your participant's guide, you have an action-plan worksheet, and you're going to find those four topics. So you have to figure out what can I do to help me earn my customer loyalty to be respectful, and then informative, and responsible enough, okay all of that. And so what am I going to do? So you're gonna need to complete this as part of your self-study work, so this is your, this is your homework, it's an opportunity for you. Let's put it as an opportunity. So you're going to complete this, and then you should ask your branch or service manager to review them, give you some feedback. So again we're gonna go through these on each one of them... For respectful, responsible, effective, and informative. So regardless of your job, we need you to do this, I don't care whether yours is service or sales, I don't care whether you're commercial, or residential or termite, it's all the same. Okay. Now if you are a service specialist... And you know you may be faced with this dark questions about, "What happened to the old service specialist? Why are you here? Why do I have a new person coming out to treat my home or my business? What happened to Fred, I liked Fred." Well, a couple of different things can happen. Well, if Fred got promoted, say, oh, Fred got promoted to be a service manager now. Now most people who liked Fred will go, "Oh, that's excellent for Fred, tell him I said hi." 'Cause people like to hear, when people are successful. So Fred got promoted or Fred's got a bigger route now or something like that, "Hey, I hated to lose him, he was so good." Okay. So... That's one scenario, that's a good one. Now if Fred left or maybe was asked to leave, that's another set of circumstances. Now you can run this by your branch or service manager, but to see how they want you to handle this specifically, but if you're faced with a question, Fred is no longer there for whatever the reasons are. If it's a retirement, that's great, too, "Oh, Fred finally retired, oh, that's great, Fred was great." But if Fred was asked to leave or quit or something like that, again run this by your branch or service manager, but it could be something as simple as Fred had other opportunities that he chose to explore and just leave it at that. Pardon me. So Fred had other opportunities that he chose to explore. Again check with your branch or service manager and see if that type of language is okay, but that's usually a fairly-effective way, it doesn't say what happened to Fred, it doesn't say that Fred quit or Fred got fired or whatever happened to Fred. It just says Fred had other opportunities. So again run that by your branch manager. But if Fred is not there anymore, you're not left, but Fred is a service manager, you have you a resource that you can talk to Fred. Fred can tell you all about the previous, his previous route. But if Fred's not there, there are some other opportunities that you have. Talk to the service manager about it, about the customer, review previous service tickets, look at other resources that you have within the branch. The service tickets, the scope of the service, recent pest problems, and treatments and recommendations. Okay, if you review the service ticket, and you go out to Mrs. Smith's home or business, and you say, "Mrs. Smith, I saw Fred, the previous specialist was dealing with a roach problem three months ago, I just want to make sure that roach problem is under control, and do you have any more problems with it?" And Mrs. Smith informs you that everything's fine that Fred got rid of them. What does that say about you though, if you took the time to find out about that? What does that say? Chat that in for me, don't call, but chat in. And can someone let Richard in Winston-Salem know what page we're on, because I work from a different from guide, Richard, so can't give you the correct page number, that you care, that you are thorough, that you are concerned. You care about the details that you're gonna be reliable and professional and on the job. That's exactly it. Who do people do business with, people that they like and that they trust, and there's another one that they think things like them, sort of discuss religion and politics and football teams and baseball teams if you're a fan of the opposing teams. Stay away from hot-button topics but people that they like and they trust, if you took the time to find out about Mrs. Smith's roach problem a few months ago... Or maybe the service records reflect that Mrs. Smith has a cat named Fluffy, "Mrs. Smith, I understand you have a cat named Fluffy, I'm looking forward to meeting Fluffy." Again, it says that same thing, you cared, you took the time to find out about it, you're gonna be empathetic. Hey! You're gonna care about Mrs. Smith. I feel better already, because my new service specialist knew about Fluffy and I really like Fluffy, my cat, that you have... Good, Jeremiah. I'm glad. Now you have their best interest at heart, that's exactly it. So you know, children's names and pet name if there's anything in the records, find out about that, and mention it. So you have these opportunities. Now when you're starting off on a new route... Remember, introduce yourself, let them know when they're due to schedule it, so I'll be out there two days from now, or if you're at the end of your first service, I'll be back in about a month or quarterly or whenever it is that they're doing. Confirm any special instructions, I understand that you don't want me to come on Wednesdays, and ask if they're satisfied of any particular concerns. Now, this next one, when you arrive, be on time, look professional, and greet the customer. If I'd come in, I'm gonna put the slide back up, so don't worry about that, I'll put that slide back up. If I'd come into this class, "Hello, my name is Jim, I'm going to be your instructor for the next two weeks, and I'm looking forward to working with you." You probably would've thought, "Oh, my goodness, this is going to be a long two weeks, oh, this is going to be horribly sort of like Bueller, Bueller, Bueller. Yeah, okay, so be enthusiastic. Remember, there's an old expression you never get a second chance to make a first impression. Well, that's true. You never get a second chance to make a first impression. When you go out there particularly the first time, act like you want to be there, act like you want to be there, because you do want to be there. You want to take care of their pest problems. Okay, safe. So be enthusiastic, okay, so you want to be on time. We've covered that. If you're going to be late, let the customer know. Now, look professional and I'll put the slide back up again, look professional. We look good as an organization, don't we? Those of us who are with the Orkin brand, we have the white shirt on, unless you're in the termite end of it, then you have the tanned shirt. White shirt with a tie. We have the epaulettes on shoulder, 'Cause every girl crazy 'bout a sharp dressed man. Okay, you had ZZ Top, Aretha Franklin, and Olivia-Newton John in one module where else can you get this, folks, nowhere else. Please stop... Training should be fun. So be enthusiastic, and then finally greet the customer. Stormy, the singing lessons have paid off, really, and then Stormy said, "What happened singing lessons I purchased for you?" I've took them and, you know, I think I do a really commendable job here. Oh, yes, thank you, Stormy, I really appreciate when you got that. So I'll always remember that, folks, training should be fun. Again, you don't want the Bueller, Bueller, no. So we're gonna have fun. Now I'm gonna give you a little hint, I normally don't do this, get your money back. Thank you, Eric. So training should be fun, it should be enjoyable, I want you to learn a lot. And if I make fun of myself and act a little silly, I want to keep your attention, I want you keep you involved, and I want you to learn. That's my job is to keep you involved and to help educate you, to help you become that great PMP, that you have the potential to be. So, sorry, you're gonna have to put up with my singing occasionally. Okay, so again, greet the customer and thank them, thank them for being our customer, because ultimately, at the end of the day, the end of the day, they're writing your paycheck, and we can never forget that. Okay. So thank you, everyone. So we're gonna change gears and talk about internal customers for just a couple of minutes. So who are our internal customers? Can you speak at my wedding? So who are our internal customers? Chat that in for me. Orkin professionals, family friends, office staff, Orkin employees, well, in actuality when we're looking at this, this is our co-workers, this is other specialist. And I'm gonna come back to the second bullet point in just a minute. They're also the service managers and branch managers and sales inspectors and account managers, so whether you're in sales or service, we work together to solve our customers' problems. There's no disconnect between sales and service. We're all working to solve those customers' problems. These are the people that we work with. Now I want to come back to the second bullet point, administrative assistants. Now, any administrative assistants that are listening right now, right after I'm finished, you go in there and you go, "Yeah, what he said." The administrative assistants are the heart and soul of your office. They're the ones that make the office live and breathe. Okay. Yes, you have a branch manager, yes, you have a service manager, but the admins are the ones that make it run. Always respect your admins, always be nice to them, always treat them with respect. They have a hard job to do. And they do it well, so always respect the admins on there. I'm glad you liked it, Richard. So always respect your admins, they do an incredible job, they keep the office running. So any admins that were just listening, going, "Yeah, he's right." Now, I want you to think about other internal customer... I want you to think about something, "You are my internal customer, my job is to help you, you are my customer." So Stormy and I have customers, and you are they. Okay, so keep that in mind. So let's look at a few review questions as we go through this, winding up this module. So I want you to select the phrase which correctly describes a loyal customer, faithfully recommends Rollins services to family and friends, on the lookout for a lower price, or remains a customer until they can find a better pest control vendor. Use your tablet to answer, please. Oh, very good 100% spot on you are, so it is faithfully recommends Rollins services to family and friends. Those are loyal customers, they don't care about the lower price, are we gonna be the lowest price in most cases, probably not, but that's... They know that they're going to get the quality when they're dealing with Orkin and Rollins. Okay. So select the four components of exceptional customer service, integrity, informative, responsiveness, respectful, responsible assurance or effective. Oh, they sound all alike. Okay, folks, look like most people think it is be B, D, E, and G. And that is correct. So they expect us to be informative, respectful, responsible, and effective. That's what our customers really want us to be. That's what they expect us to be. Okay, looking at our next review question, select the internal customers, is it a branch manager, or termite customer, other specialists, state regulators, service managers, or the all-important admins. Well, looks like everyone thinks it is B, excuse me, A, C, E, and F. And that would be correct. So our internal customers are branch managers, other specialists, service managers, and administrative assistants. Termite customers are an external customer, state regulators are an external customer, and Shane will be with you tomorrow morning talking about rules and regulations. Talk about rules and regulations, and we'll talk about regulators. So now remember, folks, you need to complete a service action plan as part of your self-study work, so you have to get with you know this is gonna help you think about what you can do to be all of those things that we've gone over. So your participant guide for this class will help you in that area. So once you've completed it, have it reviewed by your branch or service manager, get their feedback. So... That's it for this module, so we're gonna take a break, we'll come back at the top of the hour and then we're going to talk about history and culture. But as we leave this module, so I'll see you back here in 11 minutes. But as we leave this module, Miss Stormy, can you flip over to the document camera? Remember, we have to meet the customer's expectations. We'll see you back at the top of the hour.