Extraordinary Service

We’re numb to it.

We’re so used to getting bad service (meaning no service), that we accept it without complaint.

How many times have you had to deal with a bored, apathetic clerk who couldn’t care less that you walked out of the store, angrily saying, “I’ll never shop here again, ”while the clerk shrugs and continues with mindless busy-work, without giving you a second thought.

Under these circumstances, even if you are only slightly better than average you will stand out from the crowd. If you’re much better than average, they will see you as extraordinary!

Customers have excellent memories about how they feel. If you make them feel important, they’ll always remember it. If you make them feel insignificant, they’ll never forget it.

In dealing with or training sales reps, I often ask them this question:

What did you do today that will make your customers remember you as the best sales rep they’ve ever dealt with?”

All too often, I get answers that range from “nothing” to “not much.”

It’s a problem.

It boils down to a matter of handling expectations.

If you give people less than they expected, they may not say anything to you, but they will silently feel that they just got conned, and that, they do not forget. You can also be sure that they will mention it to others.

If you give people just as much as they expected (fair business practices), they may be satisfied with the exchange, but it won’t be memorable.

The key to extraordinary service is to give them more than they expected.

Exceed their expectations and they will never forget that you made them feel important and valuable as a customer. And this is something they will enthusiastically tell others about.

Given a choice, they will come back to see you. They will also recommend you to their friends as a problem-solver after the sale. Importantly, they tend to stay loyal to you forever.


Because you cared, and you were interested in helping them as your primary objective.

Also, many times, you didn’t let the “policy” get in the way of providing service to the public.

Your customers want someone they can brag about to their friends. They want you to be the best in the business. They want to know they’ve got an expert in their corner whenever they need one. They want you to be friendly, efficient, and understanding, but most of all, effective in handling their problems.

Mostly, they want to feel that they made the right choice in working with someone they can trust.

If you are bored, it shows. If you’re discouraged, everyone sees it. But if you’re enthusiastic, energetic and interested in life, it shows big time! And, it’s infectious.

Try this game whenever your job or your life starts seeming boring and too predictable:

Take one minute to look around and find something you haven’t noticed before in your environment, look for something or someone out of the ordinary. Do this until you feel a bit better. It’s simple, fast and will give you immediate positive results in your attention control, energy level and outlook on life.

To stand out from the crowd, to be extraordinary, you have to be a little more audacious than others around you. You have to be an idea-mobilizer, an action-generator, and an imagination-activator to be seen as extraordinary. And sometimes you have to be all these things for yourself, just to get motivated so you can do it for others.

Surprise them. Give them more than they expected. Provide better service, friendlier personal handling, unexpected attention to detail far beyond they anticipated. Let them see that their problems and their lives are the most important thing to you and they’ll never forget how you made them feel.

There are countless methods you can use to provide extraordinary service. But they all are based on this natural law of all selling:

Interest, directed by concern or curiosity, attracts attention.Care and interest are the bywords of success in making your customers feel important.

They are also the keys to becoming out of the ordinary in providing extraordinary service.

daniel w. jacobs
(c) 2010-2030, all rights reserved


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