To attract new customers, many companies promise superior service and show off their service awards. These efforts are successful in raising customers' expectations.

Here's an example.

The hotel industry is trying to improve its customer service through promises to its customers. However, many hotels are missing the mark on real service.

We recently spent several days in a hotel of a major chain. Upon check-in, the desk agent indicated that their mission was 100% customer satisfaction and asked us to let him know if there was anything they could do to make our stay pleasant.

When we arrived at our room, the door was ajar, but everything inside was fine. I found a “personal” laminated letter that read, “If you feel that any staff member has failed to support our commitment to your satisfaction or has not lived up to our desire to do ‘Whatever It Takes,’ please dial 10. This is my direct line. I will contact you as soon as possible. — General Manager.”

When we returned to our room on the second day, the door was again ajar. I called the desk agent to report it and expressed our displeasure. He offered excuses but no apology.

On the third day the same thing happened! I followed the instructions in the letter and dialed the general manager, only to hear a busy signal. This occurred three or four times. I explained our concern to a woman who worked in the hotel's office, and she replied, “We have new housekeeping staff on this floor and they are not as careful as they should be.”

I completed the customer service satisfaction survey with the all the details but to date have heard nothing from the hotel.

The lesson learned is this: If you promise availability and if you promise to help your customer, then be there and deliver.

Here are some ways to keep customer expectations realistic:

• Promise only what you know you can deliver. Better yet, under-promise and over-deliver. That way, the customer will be pleasantly surprised.

• Make sure your employees who have contact with customers are not promising more than your organization can deliver.

• Find out what your customers expect through surveys and conversations.

• Don't try to reduce your customers' expectations. You risk losing the customer to someone who can meet expectations.

Jim Clemmer, customer service expert, contends that organizations with low service performance fail by raising expectations to attract new customers. High- performing organizations know that under-promising and over-delivering is how to build reputations for service and keep customers coming back. Poor customer service is not always a question of performance; it can be about expectations as well.

Lip service is not customer service. Don't publicize what you intend to do unless you have a plan to carry through. And if you promise availability to your customers, BE THERE!

June Van Klaveren, Compelling Communications Inc., author of The Edge Up, offers marketing and customer service to help her customers attract more clients. She can be reached at 800/779-0067 or through the Web site www.compelcom.com.

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© 2007 Penton Media, Inc.