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In this episode of Customer Service Secrets, Gabe Larsen is joined by Jason Henne, Director of Customer Service at Momentum Solar, to discuss customer service for high-end brands and how to maintain brand reputation in new and existing industries. Jason Henne started his career in CX 26 years ago working for a telecommunications company as a service rep. After moving his way up the company and switching to luxury packaged goods, he has spent the last 15 years at the VP/Director level on customer service for luxury or big ticket products. He and Gabe discuss valuable insights into ideas of tired customer service. Listen to the full podcast below.
Examples, Definitions and Results of White Glove Customer Experience
Gabe and Jason start their conversation off by discussing the definition of white glove customer experience and if it only applies to big ticket customers. Jason notes that while there is a need to make sure that high paying customers get their money’s worth, every customer is valuable. When you work with luxury brands, that expectation is already there. White glove customer service is going above and beyond what the customer expects, even when they are expecting a lot because it is a luxury brand. Jason shares an example of luxury dealership vs any other dealership. He states, “You go into a Lexus dealership, for instance, … you are getting red carpet treatment. “Okay, sir, would you like a bagel? Would you like me to make a cup of coffee for you?” And they keep you updated regularly on your situation and you’ll get a loaner car if you need, you’re not going to get that with the lower end brands.”
How to Uphold Brand Reputation and Recognition
Another important aspect of customer service that Gabe and Jason discuss is the need for positive brand recognition and reputation. Jason is currently working at Momentum Solar, a new industry that typically has a negative connotation. However, his company has done a few things to separate themselves from the negative connotation of their competitors. The first thing they do to build recognition and reputation is educating the customer on the industry, then the company. Jason states, “And then after they’re educated on solar in general, we also want to make sure, obviously as our selling point to let them know the benefits of going with us again, brand reputation, white glove customer service.”
The next thing Jason does with his team to ensure a positive brand reputation is taking every review seriously and getting other departments involved. Solving problems and having the budget to go above and beyond for customers requires department coordination. Positive discussions have to take place with the finance department and the sales team so that they can approve budgets and be aware of any changes made. To summarize, Jason notes, “we’re all working … and coordinating and going into conference rooms and huddle areas and coming up with ideas and talking about issues. … Number one, because we need to make it right for the customer. Number two, if we need to implement a company wide change so this specific issue doesn’t happen again, we need to make that change. So then our sales team can be informed of that change. So they’re educating the customer correctly.”
The Goal of Golden or White Glove CX Experience
As a final piece of advice for companies trying to adjust and improve their customer experience, Jason reminds companies what the goal is for the CX department. He states, “By the time we get them off the phone, let’s have them realize that they are glad that they did call us.” No customer actually wants to call the customer service department to try and get their issue resolved, but it is necessary. Because of this necessity, Jason points out that it is the job of the CX department to make sure that the phone call or interaction with the customer is as effortless as possible and that the customer leaves happy and satisfied. For a final piece of motivation for companies to remember this goal and strive for it, Jason states, “By keeping and making these customers happy, you’re going to keep that positive reputation and you’re going to keep giving them that white glove customer service.”
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Full Episode Transcript:
Providing a Golden Experience With Jason Henne
Intro Voice: (00:04)
You’re listening to the Customer Service Secrets Podcast by Kustomer.
Gabe Larsen: (00:11)
All right. Welcome everybody to today’s show. We’re excited to get going. We’re going to be talking about two things here. Number one is, how to really drive customer experience with high-end brands. When you’re talking about big ticket items, that real red carpet experience. In addition, we want to navigate through how to manage reputation a little bit in challenging times or in challenging industries. We’ve got such an interesting guest with such a diverse background. We wanted to hit a couple of different topics today. So to do that, we brought on Jason Henne. He’s currently the Director of Customer Service at Momentum Solar. Jason, thanks for joining. How are you?
Jason Henne: (00:51)
I am doing great. Thanks very much for having me today. I really appreciate it.
Gabe Larsen: (00:55)
Yeah. Yeah. It’s always fun to talk to someone who’s got such a — a lot of experience in CX, lot of different roles, et cetera. I think it will be a fun talk track. Can you just double click a little bit on your experience and background and talk a little bit about that?
Jason Henne: (01:10)
Yeah, sure. Sure. First and foremost, I just want to make sure everybody is safe and sound and healthy and doing good and all that, especially in these crazy times, but yeah. So I’ve been in customer service now, this is my 26th year. I started in 1994 in telecommunications as literally a customer service rep on the phones for a telecom company working the 4-40 shift. So I worked 10 hours a day, four days a week, the overnight shift, and then got three days off in a row. And through the years I worked my way up from a call center rep to team lead, to manager, to national account manager, to senior manager. And then I shifted out of telecom into consumer packaged goods on the luxury end where I became a director. And I’ve stayed at the director and VP level now for the past 15 years and anything from, like I said, I started in telecom, but, at least over the past decade or so, I’ve been in what we would consider luxury or big ticket items where you really need to give that white glove and red carpet customer service.
Gabe Larsen: (02:19)
I love that. Yeah, that’s quite the diversified experience. I think it’ll be fun to hear about some of those different experiences. So let’s dive in and maybe we can start with this high end customer service experience; big ticket items, “white glove” as you kind of phrase it as. How do you, if you just kind of for the audience, is it really that much different of motion when you kind of are working for a Porsche versus a Toyota for example. I mean —
Jason Henne: (02:49)
Gabe Larsen: (02:49)
Isn’t it customer experience or is it really that much different?
Jason Henne: (02:53)
So you’d like the customer to think that customer experience is customers experience; however, in reality, that really isn’t the case. When you’re working telecom or a cable company or anything like that, they get you on the phone, they get you off the phone. They take care of your problem. That’s it. However, when, just like you said, when you’re talking about Porsche, Cadillac, any luxury brand where they’re spending the money in one big lump sum, whether it’s a finance or a lease or a large purchase, or just sometimes the brand name itself, there’s a reputation that you have to uphold to keep that brand reputation and that brand recognition. So the customers expect that and the customers demand that. So whether it be, I’ll give you an example. When I worked in telecom, we got graded as reps on our average call time. They wanted to keep the calls at, I believe it was, four minutes or less.
Gabe Larsen: (03:57)
Jason Henne: (03:58)
I moved on into luxury and I became a leader in the luxury realm. I took call time and threw it out the window. I don’t care if you’re on the phone with a customer for an hour, if you are giving them service that they need at the service that they deserve. And most importantly, resolving their problem, if possible on that one call, that one call resolution. That’s what matters because they’re going to then get off the phone and say, wow, I was really treated great. And then, say they’re at a dinner party or talking to their friends or something and they’re comparing what brands they use or what company they use, that one person could tell the 10 or 15 people that they’re at a dinner party with; “Yeah, well, I’m using X brand and I had an issue with them a few weeks ago and I called them up and wow, they handled everything I needed in an hour and they didn’t rush me. I didn’t feel rushed. And they handled my situation perfectly.”
Gabe Larsen: (04:54)
What I love. And I love that. So it’s a different, there’s certain things you can do in kind of that luxury environment that you probably just can’t really do in kind of that velocity environment, where you’re dealing with hundreds of thousands of transactions and customers.
Jason Henne: (05:11)
Right. And you nailed it when you did the comparison versus Porsche and another type of car. You go in to get your car service and say, you have, I don’t know, a Ugo from like the eighties, if you could find a place that services, and you go and, “All right. Yeah. We’ll take care of it, have a seat.” Well, whatever. You go into a Lexus dealership, for instance, or a Porsche dealership, you are getting red carpet treatment. “Okay, sir, would you like a bagel? Would you like me to make a cup of coffee for you?” And they keep you updated regularly on your situation and you’ll get a loaner car if you need, you’re not going to get that with the lower end brands.
Gabe Larsen: (05:49)
Jason Henne: (05:50)
So again, it’s brand reputation, it’s word of mouth. And that’s what I take in, in where I am now at Momentum Solar. We are a big ticket item. We really are. It’s not an inexpensive purchase and there are so many benefits to it. And because we know that the customers are spending a good amount of money on their product, if they have an issue with their product or with their contractor, a billing issue, which we have to explain to them, I don’t care how long we’re on the phone with them for. I don’t care if it takes 60, 90 minutes to go over step by step of the agreement or go over their billing with them piece by piece. I want to make sure that when the conversation is done, their situation is resolved, they have peace of mind, and they were wowed by our customer service.
Gabe Larsen: (06:43)
Yeah, I do. I think that’s the right mentality. I love the examples. So one is the phone call, for example, right? Where you kind of ditch the call time and said, “Let’s just focus on whatever we need to focus on to get this right.” And ditch that kind of call time. As you’ve worked with some of your luxury brands in your past, are there other of those types of examples where you did, you kind of got into the specifics of doing it differently, kind of —
Jason Henne: (07:14)
Gabe Larsen: (07:15)
Asked differently, et cetera?
Jason Henne: (07:18)
Yeah, absolutely. I was at, I spent a year as a head of customer service for a very high end interior wall covering company. And my boss who was the chief operations officer, his name is Mike. He was, and what he taught me, and he was so big on integrity. And listen, I’ve always been big on integrity, but they took it to another level and say something wrong happened and you know it was our fault or it was just something that couldn’t be out of everybody’s wheelhouse, right. We knew it was no one’s fault of our own. Maybe it was a shipper or something, but it fell on us and we needed to make it right. Not only do you give the apology, do you make it right, you then, we then went above and beyond. Right. And what I mean by that is, okay, let’s make this more personal. We’re going to send them maybe a bouquet of flowers with an apology note, or we work with a vendor that supplied fudge and brownies for us. So we would send them a box of chocolates with an apology note, or a simple thing such as a balloon or something like that, just to apologize. And I think the integrity and taking accountability of maybe it wasn’t our fault 100%, but we know the onus does fall on us and we’re going to make it right. And we’re going to show you that we’re sorry, and we’re going to show you that we are continually there for you.
Gabe Larsen: (08:50)
Got it. Yeah. So you really did, I mean, you’ve found a way again to just go. It’s almost like in a regular brand, they have these, I say regular brand, but they have these kinds of premier, platinum, the gold, silver, bronze, but it’s like you’re only delivering that gold service, right? Whether it’s a phone call issue resolution. Do you find that, I mean, more companies want to deliver, more companies want to do some of the things you’re talking about. It’s just that it’s too timely and too costly. Right? There’s just gotta be a balance. You just can’t, you can’t do that, you can’t give the bagels to everybody. Right?
Jason Henne: (09:29)
Right, right. You’re right. So, what you have to do is a lot, I don’t want to say begging, but make sure you’re vocal in your finance meetings when you’re talking about your operational expenses, when you’re talking about your capital expenses for the next year. “Hey, Cap X for next year. Okay. On the operational side, we know we might need a few more reps because our call volume, our average call time is still higher. Let’s make sure that we have the Cap X in there for some extra computers for next year. So balance out any additional headcount. Let’s make sure, put your ideas to them, to the finance department when you’re going over your budget for the next year. Make your case, state your case, create a PowerPoint presentation, give reasons why, get surveys from your customers and show them what the customers want. That really does help.
Gabe Larsen: (10:27)
Yeah. Yeah. Do you recommend, I like the planning because I think some people want to deliver that exceptional customer experience, but you mentioned Cap X for example, it’s like, they’re not thinking about the things that need to be in place to do that. Well, you might need some additional headcounts, some different machines, technology, computers, et cetera. Anything else you’ve done double click on that. Like, “Hey, if you’re going to really plan to deliver a great customer experience or go above and beyond a budget people,” anything else you’d highlight in that aspect?
Jason Henne: (10:59)
Yeah, training. You make sure your reps are fully trained on every type of material, product, or service that you’re delivering. So when they’re on the phone with the customer, they don’t have to say, “Ah, I don’t know. Let me find out and call you back.” You want to make sure —
Gabe Larsen: (11:16)
That empowerment, right?
Jason Henne: (11:18)
Yeah. Yeah. And you want to make sure that rep has that knowledge right off the bat. And if it’s a lot to take in, make sure you have a very well rounded and full and easy to navigate knowledge base.
Gabe Larsen: (11:33)
So they can actually get the answers that they potentially want. Right?
Jason Henne: (11:36)
Exactly. And make sure that the knowledge base stays updated because things change constantly and you don’t want to miss anything and tell the customer something from four years ago that might not be applicable now.
Gabe Larsen: (11:48)
Yeah, welcome to everybody’s world. Right? That, that, that darn going, gonna curse. What would you kind of advise? Or, how would you advise clients who are thinking about, I’m forgetting the name I’ve often heard about it, but it’s kind of the tiered customer service program, right? It is that if you’re a gold platinum member, if you’re a high end member, you kind of do go to this and you do get treated differently. Is that, maybe you’ve done that or not done that, but do you think that’s a wise thing to go for? Is it just like, just treat everybody valuable?
Jason Henne: (12:20)
I agree with treating everybody valuable. However, I do understand that companies do tier A, tier B, tier C, depending on the amount of money that a customer —
Gabe Larsen: (12:30)
Jason Henne: (12:31)
Depending on the amount of money that a customer spends either lifetime or through a five-year, four-year or three-year span. However, I think with that, there can become number one, confusion; number two, you then have to make sure your CRM is updated on what level they are; and number three, you then have to
Gabe Larsen: (12:51)
You have three different policies. Don’t you? It’s like–
Jason Henne: (12:54)
Then you have, yes, then you have three different policies and then you have to worry about how do we automatically make sure we know that customer is an, A, B and C when they call. Do you have to put their phone number in your, your call center phone system to make sure they go into this segmented queue? Or does it go into the general queue where they could get everybody and are they first in, first out? There’s a lot of planning in that.
Gabe Larsen: (13:21)
Yeah, yeah. That, that last part, I mean, personalization was before COVID, I think a bigger buzzword. It’s kind of dropped, I think people are talking about a few different things, but yeah, that ability just to do phone lookups and keep the history of all the transactions that somebody has done to really be like, “Hey, I noticed you had a flight in the last couple of months, or you did these purchases.” That’s not a ticketing system. That’s consistent with the CRM system and not all CRMs. So you are sometimes talking about multiple layers of complexity there. Not that, I’m certainly, you’re probably more expert than I am, but I did just want to highlight that because I’ve heard multiple people, we don’t have a CRM, we have a ticketing system. Case management is not CRM.
Jason Henne: (14:09)
Right. That’s such a great point. So I guess to answer your question, I’m not a fan of first class, second class, third class customers. I think everybody should be treated the exact same because that customer that maybe was once a one time purchaser might end up being a multiple time purchaser, giving a ton of referrals if we treat them the same way that we’re going to treat someone who’s spending a hundred thousand dollars on a claim.
Gabe Larsen: (14:36)
Interesting. Interesting. Okay. I want to turn for a minute and attack this, kind of your guys’ space. One of the things that I felt was interesting in your background and actually more in your current prerogative is solar. Solar has, it just has an interesting history, right? It’s had some government stuff, you’ve had some door knocker people. In some cases, in some areas it’s really taken off. In other places, it has a little bit of a bad rap. How have you been able to manage through what let’s maybe call an emerging industry? Something that’s not Telecom. I mean, that’s been around a hundred year. Solar, it’s just got a lot of different players. It’s got a lot of different attitudes, reputations. How does it kind of work managing through some of those intricacies?
Jason Henne: (15:30)
Well, number one, you’re right. Solar has not been around for a long time. It’s still emerging and we’re still getting into more States, as governments are approving it for more tax incentives and that sort of thing. And with that, there have been some negative stigmas because… like you said, people canvassing houses, however, it’s all about proper education and the proper way to go about it. We want to make sure here at Momentum Solar, we want to make sure that every customer is educated correctly and not just on Momentum, but solar in general.
Gabe Larsen: (16:04)
Jason Henne: (16:07)
And then after they’re educated on solar in general, we also want to make sure, obviously as our selling point to let them know the benefits of going with us again, brand reputation, white glove customer service, where multiple climbs on inc 500, our CEO, one in 500 speaks word, um, for CEO of the year for New Jersey. There’s a lot to be said about brand reputation when the industry itself might have a negative stigma about it. We’re not the same solar company as XYZ solar company that might have a million bad reviews. We’re A+ rated on the BBB and we use that. To have it and maintain an A+ rating in the BBB is pretty darn good. And it’s pretty darn important.
Gabe Larsen: (16:57)
And what do you tribute that to? I mean, just double click on that, because that is a big deal. Is that, I mean, you’ve obviously not just, that didn’t come — that took a little work. Right? So [inaudible] I love the education part. So it sounds like you guys focus a lot on education to kind of say, “You know what, let’s sell you on solar first. Let’s talk about Momentum second.” What are some of the other things you’ve done to make sure that you keep that reputation up in the air? That’s impressive. That rating.
Jason Henne: (17:30)
Yeah. So our Better Business Bureau complaints do come directly to my department and we handle them internally. And, because we take such pride in our customer service and we take Better Business Bureau, like I said, is very important. Some companies might not think so, some companies might not care about their grade, but we do. The Better Business Bureau replies, once we go call the customer and try to rectify their issue with them, myself and my management team, it’s either myself or I assign in seminar management. We’re the one that personally writes the replies.
Gabe Larsen: (18:07)
Wow. Wow, cool.
Jason Henne: (18:09)
I don’t want to find that out to anybody.
Gabe Larsen: (18:12)
Jason Henne: (18:13)
I want my department to handle it. We might work with other departments to get the situation resolved because we’re one big team, which is another thing when talking about industry reputation and how to still, how to change that stigma by providing white glove customer service. Constantly, constantly interacting with different departments on a daily basis. When we’re all not working at home, we’re all working in the office and we’re constantly getting up and coordinating and going into conference rooms and huddle areas and coming up with ideas and talking about issues. So every issue is not just, “Hey, look at this, let’s get this done,” it’s, “Hey, we need some time to talk this issue out.” Number one, because we need to make it right for the customer. Number two, if we need to implement a company wide change so this specific issue doesn’t happen again, we need to make that change. So then our sales team can then be informed of that change. So they’re educating the customer correctly.
Gabe Larsen: (19:12)
Nice closed loop process on that. You’re kind of bringing —
Jason Henne: (19:17)
Absolutely. And solar, like I said, solar is not an inexpensive ticket. However, in the long run, it does save you money because of the solar energy that you’re producing and then consuming. So that’s one big piece of education that we have to give the customer. Yes, it might be right.
Gabe Larsen: (19:39)
Maybe that makes tons of sense. So, so number one is you guys have done a lot of education too. It sounds like you’re pretty maniacal about, you’ve identified something like a reputation management tool, like the Better Business Bureau and take it very serious. To the extent of action planning, results, you get feedback, you close that feedback loop fairly quickly, put the change and get it back to the sales team and see if you can do it. Anything else on the mind as you think about your customer service and really trying to drive a different approach in kind of this emerging solar industry that you guys do?
Jason Henne: (20:16)
Yeah. So it goes back to what we were talking about in the beginning with white glove customer service. If you call our customer service number, we don’t have an IVR where you’re saying something and then we’re giving you an answer via AI or anything like that. I want —
Gabe Larsen: (20:34)
You don’t like AI? You’re a human guy, not an AI guy. Huh?
Jason Henne: (20:39)
I absolutely like AI. However, I think for certain price ticket items and certain issues, you need the human touch.
Gabe Larsen: (20:47)
Jason Henne: (20:48)
You need that. You need that human touch. So when a customer or a prospective customer calls, they only have two options in our phone tree, sales and customer service. That’s it. And they’re going to talk to a live person every time. Maybe in the future we’ll implement some AI. If they won’t get there.
Gabe Larsen: (21:10)
You’ve made it available. So yeah, they can basically, there’s no crazy phone tree to go through. You’ve made it simple. It’s quite an effortless experience.
Jason Henne: (21:21)
Right? And the other company I was referring to earlier with our luxury wall covering company that I was the head of customer service for, they don’t even use a phone tree. They, every single call was answered in nine seconds or less live. No prerecording first, press one for this, press two for that, every call was answered live. And if customer service had to transfer that call to a specific person, maybe it was a client asking for somebody in a sales department, we then transferred the call, but there was no recording at all. Every call was answered live in nine seconds or less.
Gabe Larsen: (21:57)
Cool. That’s awesome. I mean, it’s those types of, I just that word of making it easy, right? I mean, the AI is, I think it’s a big thing and in the right time, this word deflection and finding a way of good balance is important, but I like your approach. It’s like where we are right now. Want to make it easy for the customer. Let’s do it. Let’s get it quick and see if we can’t start that process to make sure they’re happening quickly. Jason, I appreciate the talk track. It’s fun. Just to kind of hear about some of your different experiences, again, quite a wealth of experience, both luxury and telecom and now solar. Sounds like there’s some overlap, but definitely sometimes you’ve gone more high end, spent more time, more dollars. Other times you’ve tried to find a bit more of a balance there. As you think about customer service, certainly it’s a challenging time with all that’s going on. What advice would you kind of summarize with, for customer leaders who are trying to figure out how to, and I’ll use a generic term here, but just win, survive, manage all the leads that are coming in, keep the customer service levels high while the satisfaction still is maintained as good. But what would you kind of move in with?
Jason Henne: (23:03)
You know, this is you’re right. This is a really trying time right now. Every customer service department for the most part is working from home and oddly enough, it’s working. Its working. Our service levels are so high right now and our productivity because people aren’t being, I guess, their attention is being kept. What they have to do. They’re not in an office with 300 people. If we need to have meetings, we’re going to zoom it or message or anything like that. Keep remembering that when the customer calls you, they don’t want to call you. It’s a nuisance to them. They’re calling to have a problem taken care of and to give them the peace of mind that they want. So what I can say is what, one thing I tell all my employees is the customer is not wanting to call you. However, by the time we get them off the phone, let’s have them realize that they are glad that they did call us.
Jason Henne: (24:07)
And that’s yeah, that’s the advice I can give.
Gabe Larsen: (24:11)
Yeah. It was like the guys, they’re calling for a problem and that problem needs to be resolved. Let’s not forget the fundamental purpose of customer service. Forget all the times and the numbers. And it’s like, here’s the problem, how do we solve it? Let’s make it easy.
Jason Henne: (24:27)
Yeah. And you know what, let’s make them happy. Let’s make them happy that they did call so they don’t think it was a waste of time. And by doing that and by keeping and making these customers happy, you’re going to keep that positive reputation and you’re going to keep giving them that white glove customer service.
Gabe Larsen: (24:47)
Right. I love it. Well, Jason, again, really appreciated the talk track. Fun to kind of talk through a little bit of these different items. If someone wants to get ahold of you or just continue the conversation, what’s the best way to do that?
Jason Henne: (24:58)
Okay. They could send me a direct email at J H E N N E@momentumsolar.com. M O M E N T U M, solar, S O L A R.com. Or just look me up on LinkedIn, Jason Henne, J A S O N H E N N E. I’ll be more than happy to connect with you and message with you back and forth if you so choose. And yeah, this was a lot of fun.
Gabe Larsen: (25:22)
Yeah. I really appreciate it. We might have to bring you back for round two next quarter, just to continue to kind of chat about what’s what’s the–
Jason Henne: (25:28)
I would love it.
Gabe Larsen: (25:29)
So anyways, man, have a great day. For the audience–
Jason Henne: (25:32)
I would love it.
Gabe Larsen: (25:33)
Jason Henne: (25:35)
No problem. Thank you so much for having me on.
Exit Voice: (23:16)
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