David Allen, author of “Getting Things Done,” wrote, “If it’s only in your head your dead.” So how does that sentence apply to customer service?

Your salon/day spa may already have a mission statement and/or a vision statement. An enlightened owner/manager knows employees/associates need to see both the bigger picture and feel the salon/day spa heading in that direction. You also know the challenge of keeping the troops focused on client service and uses various tools to do just that. A service strategy statement that describes what you are ultimately accomplishing with and for clients helps your team members understand the true purpose of the work they do. It’s a tool that when well done can:

  • Ensure your employees are working with the same idea of “what’s really important here.”
  • Give employees a snapshot summary of the salon/spa’s mission or vision.
  • Give customer contact/service providers a point of reference for their day-to-day decision-making.
  • Help people understand the rationale for salon/day spa policies so they have confidence in resolving one time or unusual situations.
  • Give people insight into your salon/day spa’s key indicators (the things that are measured).

Why would you want to create a service statement in the first place?

What should a service statement look like?

  • Clear: It should be to the point, and understandable.
  • Actionable: It should communicate ways to satisfy, impress, and retain your clients.
  • Consistent: It should support the mission and vision.
  • Helpful: It should guide your employees, showing them what to do, how do it, and why. It should not make them roll their eyes and laugh silently to themselves.

How do you create one? First by including both your clients and employees in the process and by:

  • Identifying your target customer
  • Identifying your core contribution to that customer
  • Deciding what you want to be “famous” for

Like anything else, a service strategy is a tool that is meant to be used. If it simply sits in your toolbox, it will never achieve the purpose for which you designed it. David Allen, author of “Getting Things Done,” wrote, “If it’s only in your head your dead.” So how does that sentence apply to customer service? Your salon/day spa may already have a mission statement and/or a vision statement. An enlightened owner/manager knows employees/associates need to see both the bigger picture and feel the salon/day spa heading in that direction. You also know the challenge of keeping the troops focused on client service and uses various tools to do just that. A service strategy statement that describes what you are ultimately accomplishing with and for clients helps your team members understand the true purpose of the work they do. It’s a tool that when well done can:

  • Ensure your employees are working with the same idea of “what’s really important here.”
  • Give employees a snapshot summary of the salon/spa’s mission or vision.
  • Give customer contact/service providers a point of reference for their day-to-day decision-making.
  • Help people understand the rationale for salon/day spa policies so they have confidence in resolving one time or unusual situations.
  • Give people insight into your salon/day spa’s key indicators (the things that are measured).

Why would you want to create a service statement in the first place?

  • If you don’t have a clear definition of what good service means, then the odds of your salon/day spa achieving it are about 30%.
  • If you have a general definition, then the odds are about 50-50%.
  • If you have a specific definition, clearly defined in the context of both the client and the employee, and if it is well communicated, and tied into standards and indicators, your chances of achieving good service increase to about 90%.

What should a service statement look like?

  • Clear: It should be to the point, and understandable.
  • Actionable: It should communicate ways to satisfy, impress, and retain your clients.
  • Consistent: It should support the mission and vision.
  • Helpful: It should guide your employees, showing them what to do, how do it, and why. It should not make them roll their eyes and laugh silently to themselves.

How do

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you create one? First by including both your clients and employees in the process and by:

  • Identifying your target customer
  • Identifying your core contribution to that customer
  • Deciding what you want to be “famous” for

Like anything else, a service strategy is a tool that is meant to be used. If it simply sits in your toolbox, it will never achieve the purpose for which you designed it.