311 Jill Raff: “Real-Ationship” & Why Interactions Beat Transactions
What do you think, when you think of your customers? Is serving them your first thought … or an after thought? Are you all about the transaction? Or the interaction? And how many of your customers keep coming back for more?
I’m Melinda Wittstock and today on Wings of Inspired Business we meet an inspiring entrepreneur literally grew up in business.
In a McDonald’s. McDonald’s number 150 to be precise. As a small kid she answered the phones, filled up the boxes of fries, took inventory … and she learned something that stayed with her all her life and into her stellar entrepreneurial career.
It was a lesson from McDonald’s founder Ray Kroc who she met and watched at company conferences for years as she grew up.
Simply put, “the customer is always right”.
So today I am so excited to introduce you to Jill Raff.
Jill is a Customer Experience Strategist & Founder of The Jill Raff Group. She says she’s obsessed with helping businesses Transform Transactions Into Interactions™, putting people first. The by-product is increased revenue, ratings, retention, and repeat customers. Jill’s 7 Step Customer Experience Transformation process hones in on your unique business challenges preventing full potential achievement.
We’re talking customer experience today. How to delight your customers so much they keep coming back for more.
I think so. We’re going to talk about how to avoid the mistakes so many big companies make … you know that feeling you get at the United Airlines counter… being made to feel insignificant and unimportant … that corporate philosophy that the customer is little more than an inconvenience. I don’t know about you but I don’t fly United and now everyone who listens to this podcast knows that.
So is it worth the risk of not having a great relationship with your customers?
Who is doing it right? How to do it right?
So are you ready for Jill Raff? I am. Let’s fly!
Melinda Wittstock: Jill, welcome to Wings.
Jill Raff: Thank you, thanks for having me.
Melinda Wittstock: I'm so excited to talk to you because customer experience, really, at the end of the day, is everything. You don't have a business unless you're delivering delight to your customers. So I want to start at the beginning. How did you end up becoming an expert in customer service, and customer delight?
Jill Raff: It started really from my childhood. I was very fortunate to be in a family where my parents and grandparents actually opened McDonalds number 150 in 1959.
Melinda Wittstock: Wow!
Jill Raff: Yeah. So it was the beginning days, first five years of the business. And I grew up completely in that business, working my way from answering the phone when I was too little to do anything else, and working my way through the stations, even doing inventory and counting fry boxes and working in the office. Every piece of it. And listening, really watching my dad in the store. Watching how he interacted with everyone from the maintenance guy to the people on the floor to his managers or regional directors, going to McDonald's conferences, hearing the philosophy, Ray Kroc's philosophy of customers are always right. Which, that's very controversial and I'm not sure I believe that 100%, that's a whole separate discussion.
But so it was really something I feel like now is a part of my DNA. And I'm just so obsessed with it. I feel it, I see it, I'm aware of it no matter what experience I'm having as a customer myself, of what could be done better to uplift the experience, and therefore increase better revenue for the store or restaurant or coaching, whatever it is. Also, when I have great experiences I take a lot of notes.
Melinda Wittstock: So, let's go right into that customer is always right philosophy of Ray Kroc's. So, what do you love about it, and, sorry, I'm going to say that again. What do you love about that phrase, and what do you not think is correct about that phrase?
Jill Raff: Great question. I've never been asked that. What I love about it is that I think owners have a misperception a lot of times of what their customer's expecting. And ultimately the customer's perception is our reality. And if our customers are not happy, we won't have a business. So I think it's important to recognize that while we're offering goods or services, without the customer you don't exist. You're there to serve them. You're filling a need for them.
So it might be this vision and this great thing, idea and dream that you want to have, but unless you have customers who are happy and satisfied, who are willing to come back and be your loyal repeat customers, who are happy to go out and give you great love on social media, or tell their friends about you, you're not going to have a business.
So your customer, they may not be 100% right for your business with every detail, but they are right in what they want in that moment and it's important to do your best to make them happy and satisfied. And then if not, then say, “Okay, we can part ways.” And that's where I think it gets into segue of, what don't I like about it. Today, sadly, is not the same day as when Ray Kroc made that statement. We're living in a very different world socially. Expectations, and I think there are a lot of entitled people, customers.
Melinda Wittstock: Well yes. And so your customers may not be the right customers for you.
Jill Raff: There you go, exactly.
Melinda Wittstock: Right, yeah. So that's the thing. So if you're serving the right customers for you, if there's alignment, then yes, the customer is always right and you can co-create with them. I mean, they're going to make your business better. I mean, really, better, bigger, all of that. They're going to potentially become your best salespeople, you know? If you really get that right. But on the other hand, if they're the wrong customer, those are the ones that are kind of, you know, just going to be too expensive to serve, actually.
Jill Raff: Exactly. And then I think it's okay to notice that and at some point recognize, “I'm never going to make this person happy.” But the key is, when you have that parting of ways, kind of like in a relationship, is to show that customer that you were doing your best, that you have given them every opportunity to make the situation right, and if not, say, “I just recognize this is what it is. But we're going to do everything we can to make it right by you.” To leave at least, not to burn any bridges. To leave with a positive energy and positive memorable interaction and experience with you.
Melinda Wittstock: Yeah. No, that's wonderful. So it's interesting these days, because so many people complain about terrible customer service, right? So like, airlines.
Jill Raff: Oh.
Melinda Wittstock: Let's take some of them apart, right? So say, United, right? It's been in the headlines a lot for just terrible … it's like, in that case, the customer is always wrong. Like, I won't even fly with them any more.
Jill Raff: Oh, don't get me started. I had a really bad situation that I realize … and then the manager finally came over and he promised all this stuff, he gave me his card, I didn't look at it right away, stupidly. Just recently I thought, “You know, we never did get those extra 500 points,” or whatever it was he was going to do. And I looked at his card. Do you know, Melinda, there is no email address, there's no phone number, there's no way for me to contact him directly to say, “Hey, what happened? Where's the follow through?”
Melinda Wittstock: Oh. You see, that feels like a big con to me. I'm just going to not pull punches here. Because, this whole wall between, somehow we're going to put this wall between us and our customers. To me, is just so short-sighted.
Jill Raff: Oh, beyond. Yeah. Really. It's just to me, death. I don't …
Melinda Wittstock: So here we are. So here we are, spreading like, you know, don't fly United, right? Like, how, on a podcast that has hundreds of thousands of downloads. So, not a smart strategy. And yet on the other hand, imagine when people do delight you. That also spreads like wildfire.
Jill Raff: Yes.
Melinda Wittstock: So what are some of the things that you advise your clients to do to create these magical experiences for their customers?
Jill Raff: You know, a lot of it might seem very common sensical. And the first things to me are, but yet people are not hiring and training their people to do this. Businesses are not. So it starts out with something so basic as, greet your customer eye to eye. Give them a smile. Ask how you can solve their problem, what their needs are. Identify what it is. Maybe even ask their name so that you can call them by name. It's amazing the power of calling someone by their name. I forget who said this, but there's a famous quote that that person's name is the most beautiful sound in their own language, right? So people want to be shown that you recognize them as a person and you're there to help solve their needs. To acknowledge and try to do your best to come up with the solution for what they need. I mean, something so basic even as that is just the opener.
Melinda Wittstock: Yeah. No, that's so, so important. So a good friend of mine, Joey Coleman, wrote a wonderful book called, I think it's The First 100 Days. That basically when somebody buys from you, they haven't completely bought from you yet. There could still be buyer's remorse. And so you basically have 100 days, he says, right? To get it right with your customer. And so, what are the first things, apart from calling someone by their first name, that's so, so important. But say in the context of an entrepreneur, growing a business, and wow, you get your first revenue, you get your first customers. And then at the next stage, where you're really starting to scale and you have more customers than you can necessarily have a personal relationship with. What are some of the things that you can do that you should be doing when you first get a new customer?
Jill Raff: Well, when you first get a new customer I think the first thing you want to do is acknowledge that they've made a choice to give their business to you over a customer. And I think taking a step back, you have to create a culture within your company, within your employees, to make sure they are, in fact, honoring that customer's choice. And then once they're there, find out what it is that they need. How do you go above and beyond? You meet their need, and exceed.
Once they, you want to make sure that when they walk out the door or they hang up the phone, whatever it is, that that's not the end of the relationship. That you continue to follow through with them. You have a call to action. You make sure you have the training of everyone who's going to be engaging with that customer, so that you can keep up the service.
So it's not just the steps while they're there in front of you, but it should go on and create that lifetime relationship. So it's the follow-through. It's, “Were you happy? What else can we do to make it right if we messed up? Would you feel good about giving this a five star review? And if not, let us know now before you leave. How can we make it right, because we want that.” Ask for that, but let them know you want to earn it. It's all these kind of details.
Melinda Wittstock: Ah, yeah. No, this is so important. So, I want to go back to your life story. Because there's McDonald's store #150. And Ray Kroc. But then you were going to be a fashion designer and you went to New York and Italy and Hong Kong, you speak five languages, you're a chef, at Cordon Bleu no less. A food stylist. All of these things that you've done in your life, so tell me a little bit about what was the drive on the fashion design. What you learned really going through these industries, starting with fashion.
Jill Raff: Wow. It's true. I've always loved fashion my whole life. So that was kind of just something that I never thought of doing design, I grew up in Columbus, Georgia, and I didn't really put a pencil to paper other than to draw with, really, as a kid. But I finally continued to follow my dream and it took me to New York. Parsons, after my undergraduate, and it was great. I worked like a dog, day and night, but it was awesome. It took me also to work in Italy and to Hong Kong and these others, and I just loved that world, I loved fashion. I'm very visual. So it ended up being a perfect thing for me to do fashion, and even textile print design.
And the food styling was kind of the next piece, and it was a natural fit of my design background together with my love of food, growing up in the food industry. And one thing I think that looking through all the various things that I've done, the common thread there for me, Melinda, is that I always had to think about the customer. What was going to be serving their best interest? What are they looking for? Am I meeting all those needs? So in fashion, for example, even with selection. Knitwear was my specialty. So I would sometimes create yarns, and design the fabrics first and go into it.
So I have to think about, who is my end customer? Is it an older woman? What's the demographic? Am I meeting their needs in terms of design? Do we have something to cover their arms? How low is the neckline? All these little silly details, or even in pricing. I would have to do all the pricing, you'd consider where it's being manufactured. I would find my factories. So all of these different things.
But at the end of the day, or even in my real estate business. It's, how do I serve them best? How do I put their interests? How do I work on making that sale but not doing it for the sake of the sale but I'm doing it because I know I can help someone, and I can serve them with what their needs are. And as a consequence of that, I'm going to end up making a sale and I'm going to make money. It kinda goes back full circle to what you said in the beginning, doing what you love. I love connecting with other people. Looking at, how do we speak to each other and recognize, we all have the same needs and desires. And when we connect with people on that level then ultimately when you apply that same principle in business, you're going to end up making money and being successful.
Melinda Wittstock: Gosh, that's so true. I see so many entrepreneurs, particularly in the tech space. They go and they build something, right? And they assume that if they build it, they will come.
Jill Raff: Yes.
Melinda Wittstock: And it's a disastrous assumption. Because you build something, all it is is a hypothesis. And it's not a business until people are actually buying it. So it, to me, it makes no sense to even start building without input from your customer or potential customer before you've even built it, if you know what I mean.
Jill Raff: Yes, absolutely.
Melinda Wittstock: And for years I did a lot of mentoring for Tony Hsieh's Downtown Project in Las Vegas. And Tony Hsieh of course was the CEO and Founder of Zappo's, which he sold to Amazon for a billion dollars. And he sold it for that much money not because it was doing anything different that Amazon couldn't otherwise do, or selling anything that Amazon wasn't, but Amazon paid all that money because they just absolutely were crushing it on customer service.
Jill Raff: 100%.
Melinda Wittstock: Brilliant at it. And what was funny is, he had all these entrepreneurs in the Downtown Project, 'cause he was trying to revitalize downtown Las Vegas as an entrepreneurial hub. So I would go and I'd have these half an hour consult calls and I'd say, “Hey, so how can I help?” And always people would say, “Well hey, we're building this, and it has this and it does this and it does that and it does this and it does that and it does that and it does that,” and it was all about features. Not about the benefits, not about the outcomes.
Jill Raff: Yes.
Melinda Wittstock: And then I'd say, “Well hey, that's great. So how can I help?” “Well, it does this, it does that, it does this, it does that,” right? “Well, how can I help?” “Well it does this, and it does that,” and it's like, oh my goodness. There'll be ten minutes left on the call and I'll say, “Who are your customers?” And there'd be a long silence, like, “We don't have any.” And everyone was like, “We don't have any.” It was like, “Okay, well who are your target customers? What do you know about them? Who are they?” Kind of getting towards the avatar. Or whatever. But I was shocked how few people had even factored the customer into their thinking or their business model or their thinking about their business.
Jill Raff: Right. I mean, you should start with, yes, your dream and what you want to do. But at the end of the day, everyone, you know, what is that WYSIWIG? No, What's In It For Me? Right?
Melinda Wittstock: Right, right right.
Jill Raff: Not WYSIWIG, that's a different one. But yeah, like what problem are we solving for them? Who's going to pay for having this problem solved? And if you don't put that first and think about it, then it's just a good idea.
Melinda Wittstock: Yeah. You know what I really loved, I had the opportunity to hang out with Tom Chi, of Google X, which did Google Glass and driverless cars, Waymo, all that. He's long since gone now, but he invented this whole process for product prototyping. And it involved the customer right from the get-go. Like literally with chicken wire and post-it notes and paperclips. Right? You were constantly innovating based on the customer. So saying to the customer, “So, how can this help you?” And the customer would be like, “I don't even know what that is.” “Okay, back to the drawing board.” Right? And that's how they did the prototype for Google Glass, it cost only $30,000, right? This is Google.
Jill Raff: Yeah.
Melinda Wittstock: By doing it that way.
Jill Raff: Yeah. I actually, so I lived in New York for the majority of my life.
Melinda Wittstock: Oh god, I lived there for a long time, too. I love New York.
Jill Raff: It's so great. And I had the opportunity actually, I was hearing Tony Hsieh speak. And one of the things, at the time I wasn't doing customer experience specifically, but I was so touched that the key is the culture. And I don't know if I mentioned before that I think it's really important that there be a culture created within a company that honors the customer's decision to choose to do business with you. ‘Cause everyone has a choice. And so what he said to me blew me away, and I think it really exemplified beautiful about the company culture that he built. That he'd have people, he would go away and he'd call in and disguise his voice, and just to see how they would respond. And of course they had to be trained in the right away, besides that they hired the right type of people. And he'd say, “You know what, I know this is for shoes and I'm calling Zappo's, but I'm new to town, and I really need a pizza place.”
Melinda Wittstock: Yes, I know! Isn't that great?
Jill Raff: You know this story? Yeah.
Melinda Wittstock: Yeah, I know that story in the book and I tell it all the time. And yeah, and the fact that the Zappo's person said, “Oh yeah, sure, you know, let me …” and actually orders them a pizza. Doesn't say, “Oh, no, we only sell shoes here. Right?”
Jill Raff: Right. They investigated, they held him, they served his need. They solved their problem. I love that.
Melinda Wittstock: You see, and we're still talking about it, what, it must be at least 10 years since that happened. Maybe even longer.
Jill Raff: Yes.
Melinda Wittstock: And we're still talking about it.
Jill Raff: Right.
Melinda Wittstock: I mean, that to me is extraordinary, and there's such an opportunity. So everybody listening to this podcast right now, implore you to think about how you can delight your customers. And it's tricky I think for women in this context, too, women founders. ‘Cause we're so used to overdelivering and underpricing.
Jill Raff: Very much so.
Melinda Wittstock: Right? Because if we're not valuing ourselves, we fall into that trap. And this is so kind of rife in the female founder community, I guess you could call it. And so, how does customer service fit into that dynamic if you're kinda undervaluing yourself, you're underpricing, you're overdelivering, so then you're automatically setting up this kind of, at least subconscious resentment if not outright resentment, and you're setting up burnout and a whole bunch of different things. And if you're burnt out as a founder, your customers aren't going to be happy. So how can women break out of that dynamic? I see that too often.
Jill Raff: I do too. And I have to say, I had a personality profile done as part of some coaching that I did with my real estate business, and they said to me, and I think this is very true of so many women, that it's in our nature to give. And it's hard sometimes to say no. And they were saying to me, “Well, you know people expect a thimble's worth of service and you deliver a wheelbarrow.” And the problem with that is, number one, as you said, is burnout. But people also, most people don't even appreciate it. They don't even recognize all that's gone into it.
So I think a lot it, what I've learned is, setting the expectations from the beginning. First of all, valuing yourself and all that you have to offer, but then with your client, set up those expectations from the beginning. You know, “How would you like to be communicated with, within the work that we're doing together, these are the amount of times that we're going to speak or that I'm accessible all the time on email, or only up to certain hours.” You know in real estate they think they own you 24/7.
So it's setting those boundaries, setting the expectations. And I think human nature is, we want those guidelines, those boundaries. We want to know what's expected of us, both so we can perform in the best way and even for our customers. If they're leaving your business, you want them to engage again. You want them to go out and give you a review, whatever it is, tell them your expectation. People will generally perform better for you when you set those expectations. So I think in terms of not creating the burnout and getting the highest productivity, is letting people know. And employees too, for that matter, I mean really I'm jumping all around, but it covers so many areas of business.
Letting them know what the expectations are. Getting alignment and agreement of what those are. And then having some accountability around that.
Melinda Wittstock: Yeah. That's so true. And so with the bigger brands, I mean, you've worked with a lot of major ones, right? Like Harrod's, when I lived in London, I used to like to shop there. Godiva, Food & Wine Magazine, Oprah Magazine. The Today Show. I mean, these are big brands. And so let's move it forward from, say, the startup founder and the woman who's running a coaching business or that kind of thing, into these bigger brands. Where do they get it right? Where do they get it wrong? What are some great examples of a bigger brand that really is doing a great job? We'll go through some of those examples. And then some folks, well we already mentioned United. But some folks who are not, you know? Doing so well.
Jill Raff: So let's see. On the digital level, I think from my personal experience, brands that are getting it right: Amazon, which we did talk about before a little bit. My experience with GoDaddy has always been outstanding. I even, while I was on hold one time, someone was checking with a supervisor and they email one another, so I started asking them some questions about how they're trained. Because I have always been impressed that they're upbeat, you can just feel that they're smiling behind the camera. Behind the camera, excuse me. Behind the phone. They're speaking to you. And they're there to serve you, and they will solve your problem, whatever it is. You don't hang up until you really feel like your issue has been resolved. And they do it in a very positive way, and they're respecting that you're the customer and they're there to help you. I love that.
Melinda Wittstock: Yeah. No, that's awesome. I mean, you know, there's sort of a creativity to it, in a way. I mean, we talk a lot about social media and whatnot on this podcast, and how a brand can show up with authenticity, like sort of as a human, not as a logo. Are brands getting better at getting it right on social media? I still see a lot of tone deaf kind of broadcasting, rather than engaging customers on social media.
Jill Raff: I agree. I think there's still, I think it is changing, more and more, especially with Instagram and things that are video options, interactive options. People are consuming content in a very different way and I think some of these bigger brands that have been very stuck, that's the way they were established and it worked for them in the past. They're maybe a little slower to come around. And interestingly, that's what I feel like for me, part of my value add is that having worked across multiple industries in different various parts of the world, I'm able to kind of see what is done in one industry, one company, that maybe isn't in another. And I'm like, “Well, why not? This is a great strategy. This is a great approach. Why can't we use that also in this industry?”
So when I am working with people, the idea is to be able to kind of cross pollinate, if you will, these ideas and strategies from one industry into another and not get stuck in, “Well, that's the way we've always done it.” And I think with these new companies showing a fresh, different approach, the way people are now consuming it, I think some of these larger companies are slowly coming around to recognize that what worked before isn't working so well now. Because it's not the same market.
Melinda Wittstock: Yeah. No, that's true. Yeah, it's interesting there's some [inaudible [spp-timestamp time="00:31:54"], too. 82% of CEOs, no wait, actually, I'm going to start this again. Sorry. [inaudible [spp-timestamp time="00:32:01"] of tape.
So there was an interesting statistic that Amy Jo Martin, who's just this brilliant social media diva shared over the week. Oh, god, no, I can't say over the weekend. Sorry, I don't know when this is going to air. Hold on a minute. Okay. One more time. Sorry about this.
So there was a really interesting stat that when CEOs are the face of their brand, I mean, not necessarily being the face of their brand but when they're on social media, kind of talking about their brand as a human being, they do, 82% of them wildly outperform their competitors. And I think it's just because it kind of humanizes the brand. So there's a lot of pressure on CEOs to kind of not just hide behind the corner office desk, you know? But actually get out there and interact with their customers.
Jill Raff: I love that stat. That is brilliant. That is really the crux of kind of my foundation and what I believe so strongly in is that people want connections. They want to know that there's a human being behind it. And that when we have those relationships, when we interact with people, we create the relationships. And when we have a real-ationship, as they call it, then that's when we make those genuine connections to people. And then connection, not like who we know but that connection, person to person, will equal profit for you. And it's when you connect on a face level, person to person, that that person knows that you are interested in them. As a person. Not only as a customer, someone who's going to give you money. Then they're going to be much more willing to jump on board with your brand, to be loyal to your brand, and to be your marketing sales force. To go out there and be your advocate and your megaphone for your brand.
Melinda Wittstock: Yeah, this is right. Okay, so where are some of the folks. No, I'm just going to pick up there. I'm just going to, sorry, hold on.
Okay, so this is all awesome advice. And now you also know a little bit about sales, too, right? Because, what have you closed, something like $22 million in real estate? Like, on top of all the fashion design and the Cordon Bleu and your customer service expertise. Talk to me about that. When were you doing that in your life?
Jill Raff: That came later in life. When I was in New York, I had little ones and someone approached me to join his small boutique firm in Manhattan, and a year later I had some bad experiences myself with realtors and I thought, “You know, people deserve a better experience than that.” And the interesting thing was, here I am years later building a business around that customer experience. But I did a video many years ago with my real estate, saying that was the reason I got into the business. And I believe that so strongly. And maybe 'cause I'm from the south and I was in New York, I don't know but people always said, “There's something different, I'm not sure what it is,” and I think 'cause I just talk to people genuinely and I'm very up front and honest and I create that relationship. And for me, I always try to lead my business by being a referral agent. And still do. I'm licensed in New York and Texas. And I love giving referrals, making sure people have a great customer experience, so no matter where you are, if you know someone that's looking to buy or sell, for me, my interest is to make sure that that person has a great experience so I can find a great agent for your referral, for example. And so it really streamlines back to that customer experience. That's really what I think has driven my sales there.
Melinda Wittstock: So what's next for you?
Jill Raff: What's next is really focusing, continuing my real estate business and largely building that more and more on referral, and leveraging that business while I continue to build the business of helping companies, businesses, realize that their business can thrive. Can exponentially grow, by focusing their interest on people. Putting people first. That's their employees and their customers. By treating their employees the way they want them to treat their customers. And when you put them first, you will see your business increase your revenue, your repeat customers, your ratings, and your loyalty. Your repeat customers for sure. And retention. So that's my goal right now is to just try to have a bigger impact instead of just working with one company, to work across the board as a consultant and a coach, and help people prioritize people and grow their business as a result.
Melinda Wittstock: Wonderful. So Jill, how can people find you and work with you?
Jill Raff: They can find me at jillraff.com. There's information there about my services. Jillraff, R-A-F-F like french fry. Dot com. And that's a great way, let's have a conversation, and you mentioned before about co-creating and I believe so much in that because I've created a seven stop process for customer experience transformation and those steps are something that I take any business through. So you can find me on my website, and let's have a conversation about where your challenges are in your business, and how this roadmap might be able to help you.
Melinda Wittstock: Awesome. Thank you so much for putting on your wings, and flying with us today.
Jill Raff: Thank you, awesome to fly with you, Melinda.
Melinda Wittstock: Oh, that was great. Loved it. And, perfect timing, too. My kids just got home from school. And I've been away and I haven't seen them for a week.
Jill Raff: Oh-
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And we’re back with Jill Raff, customer experience strategist helping businesses transform transactions into interactions … for explosive growth and loyal customers.
Jill Raff is is a customer Experience Strategist & Founder of The Jill Raff Group helping businesses Transform Transactions Into Interactions™
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