NHT Day 01 03 Customer Service
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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.