September 2001

my point of view...

Solid customer service is the differentiating factor between acceptable and
exceptional companies.

my point of view…

Solid customer service is the differentiating factor between acceptable and exceptional companies.

What distinguishes you from your competition? Do you provide a better product? Do you compete on price? Do you provide better service? While most of us believe that our products are superior to those of our competitors, it is important to step back and determine whether that perception is based on ego or fact.
As we get caught up in everyday goals such as meeting production rates, operating safely and moving customers across the scales, it is easy to lose sight of the big picture. Without customers coming through the gate, however, nothing else matters.
When was the last time you evaluated why a customer comes to you rather than the guy five miles down the road? Be honest (at least with yourself).
While customer service gurus preach about numerous time-consuming customer service questionnaires, I believe the best approach may be a little less structured. You can learn a lot by asking a couple of simple, open-ended questions such as “What do you like or dislike about our operation?” and “How can we serve you better?” Surveys have their utility, but they are limited in scope to the issues you’ve already identified. The issues you don’t know about are the ones that can truly differentiate you from your competition.
Another strategy to consider is to walk in your customer’s shoes for a day. Call in to place an order and see what happens. Ride into the operation in a customer’s truck and evaluate it from that perspective. Review a customer’s invoice at his place of business with access only to his information. The process may be enlightening.
And remember, customer service doesn’t just apply to sales people. Everyone in the organization has the opportunity to impact a customer’s perception of your company. One service principle I do appreciate is the one that says that if you are not supporting the customer, you should be supporting someone who is.
This issue of the new and improved AggMan is a reflection of these types of customer service initiatives. When we began operating under new ownership at the beginning of the year, we decided the time was right to take an objective look at the magazine and see what worked and what didn’t. In recent months, we’ve talked with many of our customers—both producers and manufacturers—to ask that very question. And while many of you expressed your affection for AggMan, we did identify some areas where we can improve.
As you read through this issue, you’ll see some changes based on that input: our new Management and Operations sections; our expanded industry economics information; Maintenance Matters, with insights on how to keep equipment up and running; Pit Sense, which details mine planning and its impact on operations; Rock Law, which is designed to help producers deal with enforcement issues; and Iron Tracks, our new and expanded products section.
A team of top-notch industry experts has joined AggMan to address these topics and complement the insightful coverage you’ve come to expect from us. We look forward to hearing what you think of the changes.