Separate Checks: A Metaphor for Good and Bad Customer-Focused Policies

It often amazes me how difficult some companies make it to do business with them. I could share so many examples, but let’s use the restaurant industry to illustrate my point.

Recently, I attended a conference. I met three colleagues for breakfast. When the server approached our table, the first thing she said was, “No separate checks.” Really, that was the first thing she said. I could think of better opening lines. Regardless, it was clear that the restaurant had a policy. We were informed.

Compare that to the experience I had the other day when my hockey team — yes, I still play hockey — went to a restaurant for breakfast after an early-morning Saturday game. When the server saw 14 people sit down, he smiled, warmly welcomed us, and then asked, “Would you like separate checks?”

I realize some restaurants aren’t equipped to handle separate checks, but the real point is not about restaurants and separate checks. It’s about creating customer-focused processes, not practices that are inwardly focused on the company. If the first thing a server says to a customer is, “No separate checks,” they obviously have had many customers ask for separate checks. So, why not find a way to accommodate the customers?

Another good example is flexible return policies. Many retailers have rigid return policies requiring receipts, tight return time frames, and more. The goal is to minimize returns and losses. However, companies like Nordstrom and Zappos are well known for their flexible return policies. Customers know they sometimes pay more for the experience, which includes the flexible policy, and they are happy to do it.

And don’t think the B2B world is excluded from this concept. Minimum order requirements can be probative for smaller businesses and startups. There are plenty of creative ways to help a smaller or new business. And when they get bigger and meet those minimums, who do you think that customer will remember?

Any time you have rules and policies that “protect” the company, examine how they impact the customer experience. I’ve written about this before. Change the words rules or policies to “guidelines,” implying you can be guided but have some leeway.

Sure, there are rules — even unfriendly ones — that must be put in place. That’s okay as long as you understand how a customer will react when a situation arises and the rule or policy must be enforced. If you know how a customer might react, knowing how to respond is mandatory. Anyone who might be put into the “enforcing the rule” situation should be properly trained.

Shep Hyken is a customer service/CX expert, award-winning keynote speaker, and New York Times bestselling author. Learn more about Shep’s customer service and customer experience keynote speeches and his customer service training workshops at www.Hyken.com. Connect with Shep on LinkedIn.

Originally published at hyken.com on October 9, 2024