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BY ALLISON PERLIK Staff Editor, SDM

Little Things Mean a Lot at Sonitrol Security Systems of Hartford "Expect the best." At Sonitrol Security Systems of Hartford, Conn., that statement is not just a promise ­ it's a mission. "One of my passions has always been to develop a strategic edge within the business, and I think the strategic edge really needs to be how customers perceive the service of the business," says Gary LaPlant, Sonitrol of Hartford chief operating officer. LaPlant, who believes strongly in operating a customer-focused business, has taken a number of steps to shape Sonitrol of Hartford, No. 45 on the 1999 SDM 100, into this quality mold. His journey began in 1992, when he held a three-day retreat with his management staff and a quality consultant to put his goals for customer service into writing. Afterward, he defined the main points of those goals at a company-wide meeting. "It was the beginning of our journey, and the focus was on meeting or exceeding customer expectations 100 percent of the time," LaPlant says. In an employee contest, the company selected the best three-word theme to describe the new philosophy: "Expect the best." Since then, LaPlant's program has developed into much more than meetings and catch phrases. In 1996, he attended his first Inc. Magazine Customer Service Startegies conference, returning in 1997 and 1999. He also has participated in numerous seminars and workshops. With these tools, LaPlant developed an extensive program designed to emphasize customer care through employee encouragement and education. He cites two main lessons upon which he bases his initiatives: "Lesson No. 1, it starts with the leadership of the company," he says. "Leadership must demonstrate through their actions and management style that they truly believe the assets of the compnay are satisfied employees creating satisfied customers. "Lesson No. 2, be patient. It takes far longer than anyone imagines to create a customer-focused business culture."

LaPlant's initiatives start with the basics. On every payroll check, for example, a printed statement reads, "This check is brought to you by our statisfied customers." For further employee encouragement, a "Good News" bulletin board boasts of positive customer news, such as apprehensions, thank-you notes, letters of appreciation, installation quality surveys and customer care newsletters. LaPlant also writes a personal note of thanks to each employee who "wows" a customer. Similarly, employees also send hand-written thank-you notes to customers. "There is no better way to build relationships with customers than to treat them as you would your best friend," LaPlant says. "Our experience is that customers are surprised we take the time, and they thank us. A little thing means a lot to a customer." Sonitrol's customer-focused strategies also extend to the service process. For example, on each employee's desk is a Plexiglas stand that lists the company's standard telephone greeting and its "Six Steps to Customer Recovery." According to LaPlant, customer loyalty increases when a complaint is handled effectively. He offers these guidelines to address customer concerns: Apologize sincerely; Involve the customer in the resolution (i.e., asking, "How can we resolve this to your satisfaction?"); Fix the problem quickly; Do something extra; Follow up; Confirm repeat business. The key to implementing these steps and the rest of his customer-service measures, LaPlant says, is taking the time to ingrain the process in employees. For instance, LaPlant meets with every new employee for a one-on-one introduction to the history of the company and its customer care policies. Continue to page 2...