HelpDeskInternational eBook

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FOCUSSeries1Q2009

Bridging the Gap

to Your Customer

Mitch Bryant


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Bridging the Gap

to Your Customer

by

Mitch Bryant


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B R I D G I N G T H E G A P T o Y o U R C U S T o M E R

4

Copyright 2009 HDIAll rights reserved.Printed in the United States of America.ISBN: 1-57125-085-9

HDI

102 South ejon Street, Suite 1200Colorado Springs, CO 80903 USAU.S. and Canada: (800) 248-5667www.TinkHDI.com

HDI assumes no liability for error or omission.

HDI is a part o Tink Services, a Division o United Business Media LLC.

No part of this publication may be reproduced without the consent

of HDI, with the exception of trade publications reporting on the data.In such cases, credit must be given to HDI.

HDI is a registered trade mark of Tink Services, www.TinkHDI.com.

Edited by:

Julie Neider, HDI

Art Direction by:

Kurt Volkmann, HDI


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Table of Contents

About the Author...................................................................................6

Introduction ..........................................................................................8

Bridging the Gap

with Empathy.....................................................................................11

with Active Listening...........................................................................15

by Knowing your Customers Business...................................................17

by Speaking in Teir erms..................................................................19

by Asking Teir Opinion .....................................................................21

by Going the Extra Mile......................................................................23

with Service Recovery..........................................................................25

with Do and Dont Phrases..................................................................29

in Closing...........................................................................................31


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About the Author

Mitch Bryant

Mitch Bryant is the support manager or the Norton Healthcare ServiceCenter. Norton Healthcare is Louisville, Kentuckys leading hospital andhealth care system and second largest private employer. Te not-or-protsystemthe largest in Kentucky and rated one o the top 100 integratedhealth care delivery systems in the countryincludes 4 large hospitalsin Louisville, 10 Norton Immediate Care Centers, 9,700 employees,280 employed medical providers at some 50 locations, and nearly2,000 total physicians on its medical sta. Norton Healthcare serves theGreater Louisville metro area, including Southern Indiana, and patientsthroughout Kentucky.

Prior to Norton Healthcare Inormation Services, Mitch was the I

manager or a company and supported two high demand manuacturingnetworks or the construction o manuactured products, designers,e-mail, and telecomm services. Prior to this Mitch served as a CorporateEngineering Service Manager in which he directed and supervised theengineering support sta or local onsite support. He provided sales stasupport and point o contact liaison with customers and local oce sta

with any projects. In his previous role he was a project manager rollingout projects throughout the region or Internet access or a major startupcompany.

Mitch has over twenty-six years o customer service experience with anemphasis on the ull support within several disciplines. He has spentyears planning and managing help desk involvement in the rollout sothat call center sta are prepared to meet user support needs. He haspublished in HDIs SupportWorldand has a multitude o articles postedon echRepublic.com, many o which have been included in theirproessional series books.

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Mitch is retired rom the U.S. Navy serving most o his career in theSubmarine Force. In his Navy career he received over ten personal and twounit awards/commendations. Te oundation o his passion or customerservice and teamwork was honed rom his long service in the United StatesSubmarine orce where it was essential to work as a team. Mitch is IIL

certied, an HDI member, and is HDI Support Center Analyst certied.

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Introduction

In the proession o service and support there can never be down time, one callcan keep or destroy a relationship.

We can all remember the days o placing a call to customer service only tohear messages such as Please call back between our regular business hours

o 9A.M. and 5 P.M., Monday through Friday. While this level o servicewas previously acceptable, over the recent years weve witnessed a shit incustomer needs and demands, drastically changing the quality o servicecustomers expect when contacting organizations. Te nature o serviceand support or a company as a never closed, always available demandnecessitates a change in the way we respond to our customers. Its almost agiven nowadays to hear companies say to current and potential customersabout how they are number one in service and support. We all wish it

was that simple, just have a catchy phrase and it is done. Tat is ar romthe truth. Being number one takes a lot o very hard work and constantvigilance to ensure you stay at the top.

We have all heard the phrase, Actions speak louder than words and thatis never more true than in the service and support business. Great publicrelations campaigns or loud marketing noise simply will not get andmaintain customers over time i the actions behind the words ail them.

Te thing that truly matters the most in the customer satisaction businessis the ongoing continued actions that your organization employs todemonstrate your commitment to customers each day. Will you ailyour customers occasionally? YES, but how you perorm service recoveryand how you provide exceptional service day-in and day-out will makeor break that relationship. Instead o ancy slogans, how about lettingyour customers do the bragging or you about your amazing service andsupport? Let them be a part o your marketing campaign.


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Te key to success in retaining your customer base over the long haulthrough the low and the high times is customer service. I you dont giveyour customers some good reasons to stay, your competitors will givethem a great reason to leave. Everyone can nd alternative service or buy a

widget rom someone else, but how about the support they need ater thesale? Will they get that rom you or your competition?

We have all experienced itpre-sale service and promises are amazing,but they can all short ater the act. Even through the initial honeymoonyou may be happy with your service, but as time goes by, your relationshipseems to have lost that initial romance. Now you begin to wonder, Is thiseven the same company I worked with to initially buy my product and orservice? What the heck happened?

Youll never have a product or price advantage again.Tey can be easily duplicated, but a strong customer service

culture cant be copied.

Jerry Fritz


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One o the most essential skills or anyone providing customerservice is to listen with empathy. Do you nd yoursel wanderingo when the customer is talking? Are you listening, but only

hearing blah blah blah, my service, blah blah blah?

Tis crucial skill enables the call center agent to hear and accuratelyunderstand the customers message and then provide a proper response.Tis is an integral part o the listening process and can be critical to thesuccess o the support relationship with your customers.

Trough listening with empathy, your customers will know that youunderstand their concern/problem and how they eel about it. You aresaying that you are interested in what they have to say.

You unmistakably convey this message through your words as well asyour non-verbal behaviors, including body language while you are onthe conversation even i they cannot see you. In doing the right thing oryour customer you encourage them to better express themselves ree ointerruption, criticism, negative attitude, or being told their concern doesnot matter.

It is not necessary while displaying empathy or one to agree with thecustomer, even when asked to do so. It is usually ample enough to let thecaller know, I understand your concern and I am here to help you resolveyour problem.

You must at all times be non-judgmental and never minimize or trivializetheir issue. Assure your understanding and ask clariying questions andrestate what you perceive to be callers concerns/problems. Te ability to

Bridging the Gapwith Empathy

o show empathy is to identiy with anothers eelings. It is toemotionally put yoursel in the place o another.


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listen with empathy may be the most important attribute o support personswho succeed with building and keeping relationships with their customers.

Franklin Covey coined the phrase, Seek rst to understand, then to beunderstood.Doing this provides your customer with your undividedattention at all times throughout the call. Tis is absolutely the one timethat multi-tasking or rapid reocus will get you in trouble.

As we introduce more technology into our lives, service and support becomeseven more important to the success o a business. We live in a world

where technology is orcing our support to be notched up almost daily.

Chances are your company cant compete with every other competitorjust on price. HAS FINE! Because competing on price alone makesyou a commodity and that cannot be the ormula or the long termsuccess o a company. Price battles make you too vulnerable to ailure,the best protability lies in your ability to create and sustain ongoingmutual relationships.

O all the communication skills, listening is arguably the one which makes

the biggest dierence in greeting customers, making sales, and moreimportantly to your survivalkeeping customers.

Listening does not come naturally or most people, so we have to work hardat it to ensure this skill set is enabled. ruth be told, people dont reallylisten. Tey just take turns to speak, waiting out the other personwe alltend to be more interested in our part o the conversation and experiencesthan really listening and understanding the other persons words.

Empathic listening is listening with the intent to understand the otherpersons position and eelingsyou have to listen with your entire person.Most support calls really have two issues, (1) the emotional state o the callerand (2) the actual problem. Both must be solved or the call to be successul.


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Listening with empathy is done by:

You must have the ability to hear and accurately understand thecustomers message.

You must have the willingness to let the other person dominate thediscussion by providing a limited but encouraging response to carrythe conversation one step orward.

ake care not to interrupt.

Using open-ended questions will allow you to obtain more true

inormation about the issue(s).

Ensure customers know you understand their concern/problem andyou prove this by not being judgmental with their call. You wait tohear them beore thinking they are wrong or wasting your time.

You must never minimalize or trivialize their issue.

Build trust and respect. Tis will reduce their stress and tension and

you will start to gain their cooperation.


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Given all the listening we do, you would think wed be prettygood at it! In reality, we are really not that good at it. Te wayto become better listeners is to practice active listening. Tis is

where we make a conscious eort to hear not only the words that anotherperson is saying, but more importantly, try and understand the ullmessage behind the words.

When we actively listen, this leads to a better understanding o the acts aswell as the customers emotional state. In many ways, the emotional stateo the caller is more important to the overall success than the actual issue.Te goal is to understand and remember what you are hearing and to beable to repeat back the main points. Attentive listeners have goals to buildrelationships by giving a positive impression, advancing the relationship,and demonstrating serious caring.

Bridging the Gapwith Active Listening

Active listening involves listening not only to what is said,but how it is said.

Te goal as a company is to have customer service that isnot just the best, but legendary.

Sam Walton

Active listening intentionally ocuses on the person who is speaking. It isa habit that is not something you do all the time and must be learned. Asthe listener, you should be able to repeat back in your own words whatyour customer has said to their satisaction every time.

Active listening has many benets. First, it orces you to listen attentivelyto your callers. Second, it avoids misunderstandings as you have toconrm that you do understand what your caller has said. Tird, it tends


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to open your caller up to get them to say more. Te worst kind o calleris the one that does not express him or hersel. Tey will eventually nd

another company to ulll their needs and you will never even know theyhave let.

We listen to not only obtain inormation and understanding but tocontinuously build and maintain relationships as this is the key tolong-term relationships.

Wikipedia describes active listening as an intent to listen or meaning, inwhich the listener checks with the speaker to see that a statement has been

correctly heard and understood. Te goal o active listening is to improvemutual understanding.

Active listening is designed to overcome poor listening practices by havingyou restate the inormation and emphasize the eelings expressed, as wellas the substance. Te purpose is to conrm that you accurately understandthe inormation given to you and acknowledge the problem and theemotion behind the call. You, the listener, are not required to agree,

just understand.

Active listening:

Act like a mirrorrestate back what you think the caller is sayingand eeling.

Dont change the subject or move in a new direction, this will onlyserve to anger the caller.

Never interrogate the caller, you are here to help.

Dont teachyou must learn rst beore you can help them.

Dont give advice; you need to understand their concern rst.


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Your customers world may require them to use technology but their

world does not revolve around that technologyit revolves aroundtheir customers and the service they provide. A nurse is concerned

with patient care and uses a computer to assist in providing that care. Anancial person uses spreadsheets to extract and manipulate numbers toprovide nancial direction or the company. echnology needs to enable,

not hamper business.

Our customers care about how the technology we support will help themdo their job. When they call or support they want us to understand howtheir business works and the relationship between what they do and howthey use their technology.

In todays world, our customers need to know we realize just how muchthey rely on the technology we support to run their business successully.

Tey want to know they are dealing with experts who can solve problemsquickly, communicate in sensible plain terms, and get them up andrunning again.

Bridging the Gapby Knowing your Customers

BusinessKnow their business!

Quality in a service or product is not what you put into it.It is what the client or customer gets out o it.

Peter Drucker


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Projecting condence while talking to your customer gives them thecondence to open up and trust you. Building trust and rapport are

the key elements in building relationships and orm the oundation osustainable business.

You should know your customers well i you are to serve them well. Doingso is essential to surviving in todays challenging times or them and you.Te uture will present even more challenges as new technology isintroduced or support centers to support, are you ready to ully supportthings like employees working rom home?

Get to know your customers, develop a relationship. Once you know yourcustomer, youre able to anticipate what will appeal to them and makerelevant recommendations.


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Bridging the Gapby Speaking in Teir erms

Speak to them in their own language so they canunderstand you!

Few customers understand the phrases the exchange server is downor the subsystems queues are overfowing with keystone errors.Tey just want to know when they can expect to send and receive

e-mail messages again or when their application will be back up andrunning. Tey do not care what it takes to keep e-mail routing; they just

want it to work. Dont over-complicate the communication, keep it simpleand use terms your customers will understand.

I you talk down to them or speak to them in techie terms your conversationwill be lost and the rustration levels that are already high will go evenhigher. Get to know what your customer understands and terminologythat is common in their everyday conversation. You need to understandthe language that your customer uses, not the other way around.

Te terms in which your customers speak are important to the success othe support experience. You may need to learn terms like assessment,

SA, or Deductible. You need to understand their terms and how toapply them during your support calls.

Have you ever felt this way after a support call?

I didnt have a clue what they told me.

Tey made me eel stupid.

I dont think they even cared about my issue.

Teres no way they can help me or x my problem.

Tey are the Helpless Desk!

Tey used words that sounded like a oreign language to me.


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Your customers world may require them to use a computer, but theirworld does not revolve around the technology behind the devices.

echnology is a tool they use to better their jobs. A nurse is concernedwith patient care and uses a computer to assist in providing that care.Finance uses spreadsheets to extract and manipulate numbers to providedirection or the company. Our customers care only that the systems canhelp them do their job and when they call or support. Tey want us tounderstand how their business works and the relationship between whatthey do and how they use the systems and applications.


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I your customers enjoy dealing with you, theyre more likely to stay

with you. You stand a much better chance o staying ahead o yourrivals i you ask or their eedback. Most o us are araid o the answer

to the questionHow was our service?

When is the last time you called one o your customers and asked, Howwas the service we provided to you recently? We must earn loyalty romour customers every day.

While you are asking or their opinion, do not orget to show them that theirconcerns are your concerns. Are you empathetic to the wants, needs, desires,and concerns o you customer? Do you truly know what they are eeling?

No one wants to hear bad news or negative inormation rom a customer.But through the process o eedback you can grow to meet the needs oyour most valuable assetyour customer!

Many customers have turned away rom their current service and supportprovider because they have experienced unreliability and poor customerservice, excessive charging structures, too much conusing technical jargon,or simply a ailure to x their problems. Many times we never knew there

was an issue or we simply were not listening until they were gone.

Customers buy your product or service or their reasons, not yours. Iyou are not sure why they would buy, ask them. It is not just the cost olosing customers, it is also the rustration o losing them with no grasp othe reasons or their decisionat least until it is too late to take steps tocounter the loss.

Bridging the GapbyAsking Teir Opinion


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Te right thing to do is to nd a way to identiy problems as they ariseand respond to them in real time. Ten turn those problems intoopportunities to strengthen relationships rather than dissolve them.

Te secret is to head o situations beore you have lost control and oer

alternative services or provide a ast response to an immediate opportunity.Your response, whatever orm it takes, can surprise and impress customerswho have come to expect ater the event reactions. Tis is how you canbuild and keep relationships.

Te increasing challenge is the aim to deliver added value throughcustomer service because HIS is the new commodity. Te decision aboutthe level o service provided must refect the nature o the overall productand the way the organization is positioned.

With increasing pressures to lower costs and increase quality simultaneously,developments in technology systems, most notably service and supportcenters, have been seen as having the potential to support as well as growthe business.

According to John schohl, president o the Service Quality Institute, Ninety-

ve percent o all business owners believe that their companies are exceedingcustomer expectations in terms o service. Tat, schohl says, is ar rom thetruth. Indeed, lousy service and poor communication ranks as one o the topconsumer complaints, he adds. In a competitive economy, becoming a customerservice leader is one o the least expensive ways o improving perormance. Inact, in todays highly competitive business environment, schohl calls goodcustomer service a matter o survival.

Being on par in terms o price and quality only gets you

into the game. Service wins the game. ony Alessandra


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I we dont take care o our customers, someone else will.

Unknown

Bridging the Gapby Going the Extra Mile

Iwork at a company that has several hospitals and one o those hasa McDonalds located inside the childrens hospital. We certainlyprovide no support or this business. But rom time-to-time we get

a call rom someone that wants their phone number or simply wants toknow what their hours o operation are. Tat caller could be one o ourdirect customers, like a caregiver, or it could be the hospitals customer, apatients amily member. So, once we identied we were going to get a ew

o these calls we documented or the entire team a support inormationpage on McDonalds. We still were going to receive the call, so we decidedthat was an extra thing we could do. It costs us the same amount o timeto say We do not support that or have any inormation, sorry as it doesto say, Yes, I have some inormation on that, have a great day.

Te team also goes the extra step to maintain other tidbits on commoncalls so that we can attempt to point them in the right direction. Not onlyare we providing that extra value, but we can truly document it, record it,

and show our value by creating another happy supported customer withanother First Call Resolution (FCR) incident.

We send thank you notes when we make a sale, we send I am sorrynotes when we ail. Have you thought about sending a note saying,Tank you or your continued patronage? Tis gesture could be evenbetter i it was signed by the entire support team.


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How many people do you think your customer will tell abouttheir bad experience? EVERYONE! Trough an eectivecustomer service recovery intervention program, problems turn

into wonderul, very positive, and unexpected wow experiences!

Every mistake, every problem, every dissatised customer provides a greatopportunity or you to intervene and make the issue right and stand outabove the rest, period. Service recovery doesnt just happen; you have to

work at it.

Tere is prot in service recovery; it costs much more to attract a newcustomer than it does to keep a current one. Each one o your customershas a large circle o infuence over people or potential customers whocould hear bad things about you!

According to SCORE (Counselors to American Small Businesses) 91 percent ounhappy customers will never purchase goods or services rom you again. But iyou make an eort to remedy your customers complaints, 82 to 95 percent othem will stay with you.

Estimates are that a very small percent o customers who might be tryingto get something they dont deserve should not worry you. Your companystill benets because you recover the largest percentage o your customers

with legitimate complaints and retain their ongoing business.

You must empower every employee to immediately solve a problem andgive something o value to a disgruntled customer. It is more cost-eective

Te ultimate goal o service recovery is to identiy issues,problems, or difculties with your companys service and then

to address those issues to the customers satisactionto promote retention.

Bridging the Gapwith Service Recovery


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to regain the trust o a dissatised customer than to spend advertisingdollars looking or new ones.

FOUR STEPS TO SERVICE RECOVERY

1st Step The Apology (even if you are not to blame)

I am very sorry that our service didnt meet your expectations.

I am sorry our product did not arrive as expected.

I am sorry our equipment got to you and was not working.

Tis is the very rst step to ensure a successul service recovery process.Do not take giving an apology personally but do give that apology withsincerity, this is a key essential step.

2nd Step Take Accountability

Every customer service agent, and every employee, must have the abilityand be empowered to provide service recovery by owning the problem.

Please allow me a ew minutes to help you get this resolved.

I can help you with that problem.

3rd Step Make it Right Period

Explore with the customer what making it right means or them. Tis

has to be based on the unique circumstances surrounding the problem andrequires a decision o your rontline employees based on their values ortheir customers.

Do we need to exchange this or you? I can do that right now.

Can we get this repaired at our expense?

Give me a moment to arrange or the pick-up and repair o this or you.

I understand you want a reund? I will be happy to expedite that or youwith no problem!

Simply put,whatever it takes, make it rightwith no problems!


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4th Step the Final Closing The WOW Factor

Tis is a key step in successul service recovery rom a undamentalposition o the customer. You have apologized. You have taken ullaccountability or your problem. It is not their problem but yours. Youhave explored a solution and the customer agrees on how you are going tomake it right to their satisaction. Tere is only one nal thing let to do.It is called Wow the customer and go beyond the expected!

Set yoursel apart rom all the others.

I am very happy that I was able to x the problem or you. I would like tosend you a git card as a token o our appreciation or you calling us andallowing us to resolve this.

I am sorry you had to pay those costs or this issue. I you allow me to sendyou a reund we would like or you to keep the item as our apology oryour time, eorts, and trouble.

Customers dont expect you to be perect.Tey do expect you to fx things when they go wrong.

Donald Porter

Its not about money; its never about the money. Its about whateverit takes to win your customers ongoing continued business. In theseunique situations that requires service recovery. It is extremely importantto demonstrate to your customer that you are ully accountable or their

complete satisaction. You value them as your customer, you want theircontinued business, you have pride in the services you provide, you regretthe problem and inconvenience you have caused them, and you care.

Service recovery has a secondary value that is just as important to theoverall success o the big picture. It creates positive word-o-mouthadvertisement about your company and minimizes the bad spin that noservice recovery practices can create.

Te value to eective service recovery and complaint handling isultimately customer retention; the eect on the bottom line is measuredin customer loyalty.


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What things can you do or your customers to make it clear thatyou value their business and the relationship? We all havepolicies and rules that we need to ollow, but at some point do

we bend those to accommodate our customers?

One o the quickest ways to raise the rustration level o a customer isto say the wrong thing. Long-term relationships are the key to growingany business and simple phrases can change the entire course o theconversation. A ew words can keep your customers or drive them to yourcompetition. When your customers call with an issue, they are looking ora company to right a wrong done to them.

I do not know We may think our customers want us to have allthe answers but that is impossible. When we do not, we need to say,I will nd out or you.

Please calm down Nothing makes the situation worse than thisphrase. Simply allow them to vent away or a minute and ater theyhave had a chance to do that simply sayI am sorry or I apologizeor . Remember, most support calls really have two issues, (1) theemotional state o the caller and (2) the actual problem. Both must besolved or the call to be successul.

We/I cannot do that Tis simply makes them want to challenge youand ght back. Ensure that you have empowered customer service

agents to take the negative issue and resolve it or the customer. I theagent is not sure, a simple Let me check on this, can you please hold ora ew minuteswill do and then help them resolve the issue.

Bridging the Gapwith Do and Dont Phrases


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Tat is not my issue, that is not my job, we do not support that part, orthat is another team It is never someone elses concern, it is your

customer. You own the problem and you must take ownership and helpthem resolve the issue. You may not support anything and everything,but helping them out as ar as you can will go a long way with yourlong-term relationship. Reer them to a business partner that can helpthem with their issue. You own the issue with your customer and your

job is to help them resolve the issue. You are their champion. Do notevade your responsibility; this is the best time to shine as someone

willing to help them through the process. Instead tell them, Tis is

not my area o expertise, but please allow me to stay on the line with youand get XYZ on the line so that we can get your problem resolved.

I cant do that or there is nothing urther I can do Focus instead onwhat you can do or them. Help them nd someone who can helpthem. Let me nd someone who can help us with your issues.

Never evade or put them o on someone else. Tis is your customer.Connecting them to someone else does not release you rom your

responsibility. You need to stay on the line while you are connectingthem to the appropriate support party. You always want to make sure thatperson can actually help them, i not their issue still belongs to you.


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Te power that the service and support team has over the bottom line ismeasureable in customer loyalty. When your product ails your customer,and it will, how you react and provide service recovery will make all thedierence in the world.

Having a good quality product is not enough i the customer doesnt getgreat customer service to go along with your product. Tis is the only wayto make your customers raving ans. On the opposite end o the spectrum,bad service will cause them to campaign against your product and orbusinessusually more passionately than i they were happy customers.

Great customer service has to be the ocus o everyone within yourcompany, not just the rontline agents. Simply putgreat customerservice will retain customers and poor customer service drives them away!

One o the most critical things we do with our customers is communicate.As a support proessional, you must speak and understand the customerslanguage in addition to using terms they can understand. Tey donot expect you to know it all but they do expect you to display thecondence and knowledge necessary to resolve their issue.

We have all called or support where it appears they are just reading roma scriptthat they are not listening to what you are saying. You want toscream, Stop, listen to me, understand my problem. o understand what

Many customers have turned away rom their currentservice and support providers. Te basic reasons are all the same;

they have experienced unreliability, poor customer service,excuses upon excuses, no concern or their problem,

too much conusing technical jargon, or simply a ailureto x their problems.

Bridging the Gapin Closing


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your customer needs, you must listen or the unspoken words. Repeat theissue to ensure you understood it correctly. Give them reassurance that you

will x the issue or escalate it to someone who can address the issue.

Customer service is your companys best commodity. You must wow themwith unexpected customer service whether you listen actively or displayempathy.

I every employee understands the companys values, its mission, itsreason or existence, and integrates it consistently throughouteverything it does, then antastic customer service will fow throughout

your entire organization. Te customer is the number one reason yourcompany exists.


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About HDI

HDI is the worlds largest industry association or I service and supportproessionals. HDIs mission is to lead and promote support proessionalsby empowering members through access to timely and valuable industry

inormation, encouraging member collaboration, and establishing openstandards and globally recognized certication and training programs.Membership

HDIs membership consists o more than 7,500 I service and supportproessionals. Members benet rom valuable online resources, such as

white papers and ocus books as well as industry best practices, tools, andtrends. HDI has more than sixty local chapters throughout the United

States where members network with other industry proessionals.raining

HDI conducts help desk and support center training throughout theworld. HDIs courses encompass all career phases rom entry level supportto the experienced director.

Corporate Headquarters

HDI102 South ejon Street, Suite 1200Colorado Springs, CO 80903Ph: 719-268-0184oll Free: 800-248-5667Fax: 719-268-0184

www.TinkHDI.com

HDI, the HDI logo, and all other HDI product names and slogans are trademarksor registered trademarks o HDI. All other company names and products are trademarksor registered trademarks o the respective companies.

HDI is a part o Tink Services, a Division o United Business Media LLC.


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102 South Tejon Street, Suite 1200 z Colorado Springs, CO 80903 USA

U.S. and Canada: (800) 248-5667www.ThinkHDI.com

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