Remarkable Recoveries at Panera

I’m so excited to introduce our new VP of Education and Consulting, Lia Nichole Smith, through her first Resident Retention blog post! Talk about a Remarkable Recovery story! Welcome to the team, Lia, and thank you for sharing your experience! – Jen Piccotti

I love everything about Panera Bread.  One day, I was working at a community and stopped by Panera for a quick bite and to check my email.  I had never been to this particular location before and I was a little surprised at how disheveled the store appeared to be.  Typically, Panera is organized and their staff is always in a serving spirit.  Well, they were not very welcoming and my overall impression on this day was not a good one at all.

After placing my order, I sat down and turned on my laptop.  As I opened my internet, a survey request appeared on Panera’s home page.  Usually, I decline the request but on this this day, I decided to leave my comments about the store and the staff.  After answering a few short questions, I clicked submit and proceeded to eat my lunch.

About ten minutes later, my cell phone rings.  It was the Manager asking me if I was still in the store.  I told him I was and he came out of the kitchen and sat down at my table.  He sincerely apologized for my less than stellar experience and told me they were short two staff members that day and had just finished their lunchtime rush, which he attributed to the appearance of the store and the poor service of the staff.  He said that while he didn’t offer that as an excuse and that every customer deserved better service, he wanted to personally let me know that this is not what Panera was all about and asked me what he could do to set things right.  I told him that I didn’t want anything and that his talking to me was good enough.

He then offered me a free pastry and said to try his location again the next time I was in the area.  As he walked back to the kitchen, I thought of how that short conversation was so impactful.  Taking the opportunity to immediately address my concern was something he didn’t have to do.  In fact, many companies never contact their customers.  Not only did the conversation change my opinion of that location and its service, but what really stood out was the speed in which my survey was read and acted upon.

The services we offer at SatisFacts give our clients the opportunity to make remarkable recoveries every day.  By addressing the needs and concerns of your residents you are able to show them that they are valued and appreciated.  Never let a survey response go unvalidated.

Lia Nichole Smith has joined SatisFacts as Vice President of Education and Consulting. Lia has over fifteen years of experience in training, property management and marketing. After being responsible for training 1,000 Customer Care Representatives at Nextel Communications, Lia began her property management career with Lincoln Property Company. In 2006, she became Director of Training and Marketing for SPM Property Management, a 14,000+ unit portfolio; in this position, she created the SPM Academy and a Learning Management System, as well as developed and managed SPM’s resident feedback program.

New Faces for the New Year

We are very excited to make the following announcements regarding the expansion of our team. We have always re-invested back into the company, so as to ever-enhance the service, support and value we offer our clients. That said, we are thrilled to announce the following new hires and promotions. Please welcome our new team members! We look forward to working with you in 2012…and beyond.

Joe Summers has joined SatisFacts as VP of Sales/East Region. Joe is an accomplished sales professional, having previously served as account and sales management executives with industry leaders CallSource, Valet Waste and Primedia (HPC). Just prior to joining SatisFacts, Joe had a long term career building the CallSource brand. In a related announcement, Jeff Proebstle has been promoted to Senior VP of Sales, where he will oversee the company’s national sales organization. Jeff joined SatisFacts in 2005, and has been responsible for building and overseeing the company’s national sales effort. In addition, Brian Barfield has been promoted to Regional VP of Sales/Southeast.

Lia Nichole Smith has joined SatisFacts as Vice President of Education and Consulting. Lia has over fifteen years of experience in training, property management and marketing. After being responsible for training 1,000 Customer Care Representatives at Nextel Communications, Lia began her property management career with Lincoln Property Company. In 2006, she became Director of Training and Marketing for SPM Property Management, a 14,000+ unit portfolio; in this position, she created the SPM Academy and a Learning Management System, as well as developed and managed SPM’s resident feedback program. In a related change, Jen Piccotti has been promoted to Senior VP of Education and Consulting. Jen joined SatisFacts in 2007, and has been responsible for directing SatisFacts’ education, client support and social media programs.

Nick Leonhardt has been hired as a Software Developer for SatisFacts. He will support SatisFacts’ CTO, Rob Trainer in managing and enhancing the company’s feedback and reporting systems. Prior to joining SatisFacts, Nick’s experience included programming responsibilities for a medical research facility systems provider, as well as website design for an automotive industry systems provider. Nick earned a BS in Computer Science from Princeton University.

Kiera Davis has also joined SatisFacts as an Account Coordinator. Kiera’s prior experience included sales support for the Baltimore Sun’s Media Group; in addition, she has two years experience in property management as a Leasing and Marketing Specialist. In her role with SatisFacts, Kiera supports the national sales team, serving as liaison between clients and the company’s Operations Department. Kiera earned a BS in Marketing from Philadelphia University.

Tell Ya What I Want, What I Really, Really Want

Today I’m shamelessly stealing a Facebook post from my friend, Angela Peterson, a mom and children’s educator extraordinaire. She shares from her recent studies: “‎Raths identified eight emotional needs that people strive to satisfy. These are the need for love, achievement, belonging, self-respect, freedom from guilt, freedom from fear, economic security, and self-understanding,” (J. Eby, Teaching in the Elementary School).”

What’s true for elementary school children is true for adults as well. And it speaks volumes to the types of work environments where employees thrive.

When conducting associate satisfaction surveys, some themes that often appear at all levels of the organization when it comes to important traits in a supervisor are: Supervisor shows faith in my judgement, Supervisor is interested in my input, Supervisor cares about my concerns and satisfaction, I know what is expected of me. 

Micro-managers rarely want to admit that’s what they are, or they feel justified in their management style because, “my team is green,” or, “If I want something done properly, I have to do it myself!”  However, no employee wants to or is able to perform at his or her best if they constantly feel under the microscope or if their every action is questioned. Those feelings are in direct opposition of, “the need for love, achievement, belonging, self-respect, freedom from guilt, freedom from fear, economic security, and self-understanding.”

Now, let’s be real. I’m not saying we need to implement “A Hug A Day Keeps the Pink Slips Away” policy. However, if there is high turnover in your staff, if you are constantly having to verbally correct or re-do your employees’ work, or your teams are consistently under-performing, it may be time to take a step back and look at your own leadership… or lack thereof. It’s difficult to succeed if you feel your boss flat out expects you fail.

A Tale of Two Customers

A customer is a customer is a customer, right? Well, if we’re acknowledging that every customer wants a personalized experience, then I guess we can say that is true. The question then becomes, how do we personalize each customer experience?

Let’s break an apartment community’s customers into two main categories: Residents and prospects. What I often see in the multifamily housing world is the assumption that these two types of customers need and want the same thing. However, there continues to be an increasing amount of data that shows this is simply untrue.

For example, according to the 2011 Online Resident Study conducted by SatisFacts, when asked what features, amenities and services impacted a decision to rent an apartment at a particular community, the top 5 results were:

1. Rents and specials
2. Apartment floor plan / design
3. Appearance of the apartment and community
4. Current availability
5. Information on apartments, facilities and location

Basically, the community and apartment must look nice for a nice price.

Residents have a completely different perspective. Their list of what’s important looks like this:

1. Quality of maintenance services provided
2. Safety and security
3. Quality of customer service provided by the office staff
4. Appearance and condition of the apartment
5. Appearance and condition of the community

In a nut shell, the level of service and maintenance means everything.

As you interact with both of these customers, keep these focal points in mind. For your existing residents, how are you reinforcing your dedication to customer service and high quality maintenance? Do you do what you say you’re going to do? Do you follow up after a service is completed to ensure everything was done to the resident’s satisfaction?

Know who your customers are and what they want. They will thank you with their loyalty!

 

 

How Your Retention Strategy Impacts Your Online Reputation

There is more and more data in the marketplace that underscores the importance of your online reputation.  Every which way you turn, there are more tips, tricks and approaches to polishing that image. What is frequently glossed over, however, is how an organization achieves or damages that online reputation. As Fraulein Maria says in The Sound of Music, “Let’s start at the very beginning…”

What appears on rating sites, blogs, Facebook pages, Twitter, and any other online platform when a resident is angry or upset is no different than what appeared in angry letters, or investigative reports in the not-so-distant days of yore.

This unsatisfied Range Rover customer, after having unsuccessfully attempted to resolve his problem with the Range Rover service department, printed his complaint and opinion of the dealer on the car itself and parked it on the public street in front of said dealership.  The local press picked up the story, and it was not only printed in the local paper, the story went worldwide.

This customer was equally as creative in voicing their dissatisfaction with the service received. 

Point taken. The question is, “How did we reach this point?” It’s the same question we must ask when we see the 20th negative review of Happy Acres Apartment Community on ApartmentRatings.com.

In over 12 years of research, residents have made themselves crystal clear on what matters most to them when they make their lease renewal decision.

1. The property management team should make it EASY to be a resident there.

Meaning:

a) When the resident leaves a message or sends an email, they receive a response within the same day.

b) Service requests are resolved quickly and correctly the first time.

c) When service requests or any requests are completed, someone follows up to ensure everything was resolved to the resident’s expectation.

d) Residents feel they are treated with respect and courtesy during every interaction with any member of the property management team.

If these basic elements are a part of your on-site culture, your online reputation will reflect that. If these basic elements are hit and miss depending on what day it is or whether or not the property manager is in the office that day, then your online reputation will be less than stellar. Period.

Until you have established what we call a “Culture of Responsiveness,” and your residents have confidence in your consistency in service, there is absolutely nothing that can improve your online reputation.

Learning That Is As Easy As Watching TV!

We are proud to be a part of one of the most innovative learning resources available to the multifamily housing industry! MProTV is a revolutionary new way for you and your tem to receive the information and insight you need to become more effective and successful in all facets of our business straight to your computer or smart phone screen, including: leasing, resident retention, finance, development, marketing management, operations, service, training, technology and human resources – at every organizational level!  Programming is available at both FREE and Premium Subscription levels.

For information on all programming available, view the catalog HERE.

Doug Miller and Jen Piccotti are featured on The Retention Report every 3rd Thursday of the month!

 

 

 

 

Residents Say the Darndest Things!

Join Doug Miller for the July 21st Episode of The Retention Report on MProTV, entitled Residents Say the Darnest Things!

We can talk all we want about what matters most and what drives satisfaction and retention, but no one says it better than your residents. In this unique, live session, we’ll share real resident quotes from our Insite 365-day-per-year customer service feedback system and strategies to accentuate the positive service you and your team provide.

You’ll be blown away at how candid residents can be, but you’ll walk away with valuable tips on how to address the most common complaints!

Register Now!

It’s Not Too Late to View “The Road to Resident Renewals!”

Did you miss Doug Miller and Jen Piccotti’s June episode of The Retention Report on MProTV? You are in luck!

 CLICK HERE TO WATCH THE RECORDING NOW – FREE!

Research shows that the most impactful way to increase Net Operating Income and Asset Value is to boost satisfaction to hold on to your existing residents and reduce resistance to rent increases. Learn from one client’s dramatic case study of how focusing on best practices increased their residents’ likelihood to renew by 16 points and reduced vacancy loss by 21 percent!

Becoming the Ritz-Carlton of Multifamily Housing

The Ritz-Carlton hotels have long been a gold standard of service. They are known for their personalized care of each guest, a data base of guest preferences, empowered staff who can instantly resolve guest issues, luxury, comfort, and more. It’s easy to say that, “Of course they provide the highest level of service – they can charge the highest rates.”  But it’s more than that. They create a welcoming environment that allows their guests to truly feel at home and enjoy a sense of being cared for. And it all starts with the guest walking in the front door and the team implementing their Three Steps of Service.

1. A warm and sincere greeting. Use the guest’s (or resident’s) name.
2. Anticipation and fulfillment of each guest’s needs.
3. Fond farewell. Give a warm good-bye and use the guest’s name

This attitude and environment can be a self-fulfilling prophecy. If you believe you are going to have a pleasant conversation, you most likely will. What a difference could our residents experience if they were met with “We’re delighted to see you,” and, “We look forward to seeing you again!”  It may seem like fluff to some team members, but each of these moments of interaction and opportunity allow you to contribute to the resident’s emotional bank account. If you are able to prove your willingness and capability in responding to the small questions and requests, you instill the confidence that the resident can trust you to respond to bigger concerns as well.

Our industry takes a lot of cues from the hospitality industry, and these particular principles translate directly.  According to SatisFacts Research, the topics of “Responsiveness and dependability” and “Courtesy and professionalism,” are among the top 5 satisfaction topics that have the greatest impact on a resident’s decision to renew.

Now, we all have those challenging personalities that we would rather not have to deal with, but even they may be influenced by receiving a warm welcome when they call or stop in the office.  Haven’t we all been there? Something has pushed us completely over the edge as a customer, and we stomp into that place of business or punch in the telephone number with unnecessary force just anticipating that explosive confrontation, when we are greeted by a cheerful, friendly “I’m here to help” voice or smile.  I don’t know about you, but a warm, sincere greeting can knock the stormy winds right out of my sails. I am brought back down to earth and realize this person I was about to blast is not the cause of my frustration, but maybe they can help.

How does your team create a welcoming environment for residents or prospects when they visit or call the office? How do they maintain that environment even on days that are not so great?

Track your resident satisfaction 24 hours a day, 7 days a week, because loyalty is created in your day-to-day interactions! Learn about Insite™ HERE.

Teamwork (Dreamwork)

I know I am not the only one who grew up with Levar Burton when he was known for Reading Rainbow and not Star Trek.  There were a lot of lessons Levar taught me over the years, but the one that is burned on my brain is his lesson on Teamwork.

It was brought to mind as I was preparing for a seminar tomorrow on the Service Request process. A successful service request is only possible when the office team and maintenance team are on the same page and supporting each other.  In specific terms, it means that the leasing team begins the process by:

1. Asking enough questions to ensure the maintenance team receives a detailed, specific service request so they have the best idea of what tools and parts they may need to resolve the issue.
2. Enter the service request directly into the work order system so that the maintenance team can receive and prioritize the request as quickly as possible.

The maintenance team then takes over the process and:

1. Ensures they have the necessary tools, training and equipment to resolve the most common maintenance issues in their community.
2. Completes the request quickly, carefully and thoroughly.
3. Leaves the work area as clean or cleaner than they found it.
4. Notifies the resident if there will be a delay, the reason for the delay, and when they expect to be able to complete the work.
5. Close out the service request in the system by the end of the day.

Once the service request is closed out in the system, the process comes full circle to the office team who should complete the service request by following up with the resident to ensure two things:

1. Was the work completed to the resident’s expectation?
2. Is there anything else you can do for the resident?

Whether the follow-up is automated through the work order system, or the office team sends a follow up email or checks in with a phone call, or if it’s a third party automated follow-up such as our Insite Work Order Follow-Up, this final step can be a critical part of creating value for resident in a tangible way. In fact, service request follow-up has the 2nd greatest impact on the resident’s likelihood to renew their lease!

Service requests are not just a maintenance thing. They are a team thing. And as Lavar sang and danced to our childhood delight, we’re, “doin’ it better… as a Team!”