Foundations of customer service chapter 2

8/19/2019 Foundations of customer service chapter 2

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Foundations of Customer Service (FCS240)

Session 2 – Service Culture

Creating Remarkable Service


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Discussion


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Strategy

• Stratos!(army) "gein! (lead) – #eading t$e troo%s

– &lan of action to ac$ieve a goal

– 'sing resources efficiently


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m%ortance of alues

• *ffective organi+ations understand and communicate t$eir

fundamental essence and reason for being, – -$ey kno. .$o t$ey are and .$at t$ey are about

• "n organi+ation/s core values must be stable not s$ifting as

conditions c$ange1 – -$ey describe t$e %rinci%les t$e organi+ation turns to .$en making its

most critical decisions1


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m%ortance of ision

• -$e vision statement describes a future state of t$e

organi+ation in vivid com%elling terms t$at ins%ire all involved

to strive to ac$ieve it1 – -$e organi+ation/s vision is a sna%s$ot of t$e future1


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S$ared ision and uy3n

• *nvision t$e future

• *ncourage collaboration

• *nable dialogue

• Foster o.ners$i% and buy3in

• Communicate .idely and dee%ly

• #ive t$e vision

• Celebrate accom%lis$ments


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usiness b5ectives

• Customer retention, 6ee%ing (saves) t$ose customers .$omig$t $ave gone else.$ere but re% saved

• 7allet s$are, 8a9imi+ing total customer s%ending .it$ anorgani+ation

• Customer ac:uisition, "c:uiring (adding) ne. customers

traditionally done efforts via mass market cam%aigns• verall revenue

• Revenue %er customer

• ;umber or %ercentage of %referred customers

• *m%loyee satisfaction


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Customer Service Strategy


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Service Culture

• Service environment of a grou% or organi+ation made u% of

its values beliefs norms rituals and %ractices


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Figure 212 3 Customer3Centric rgani+ation


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Figure 21< 3 *lements of a Successful

Service Culture


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Service &$iloso%$y or 8ission

• "n organi+ation/s direction or focus t$at su%%ortsday3to3day interactions .it$ customers

Mission

• Defines an organi+ation/s %ur%ose or ob5ectivesand $o. it .ill attain t$em

Mission statement

• Communicates an organi+ation/s values and%ur%ose and e9%lains .$at t$e organi+ation.ants to be

Vision statement


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*m%loyee Roles and *9%ectations

• RUMBA, Criteria used to establis$ and measure em%loyee

%erformance goals – Realistic

– 'nderstandable

– 8easurable

– elievable

– "ttainable


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*m%loyee Roles in Smaller Retail and Service

rgani+ations

• Continually u%date kno.ledge and skills

• Strive to deliver a level of service e:ual to t$at of bigger

organi+ations

• e customer3centric


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&olicies and &rocedures

• Res%ond to %olicy customer re:uests and satisfy needs

efficiently

• "n organi+ation/s return %olicy affects a customer/s %urc$ase

decision

• 7$en making a commitment to t$e customer establis$ an

environment t$at su%%orts it


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&roducts and Services

• -y%e and :uality of %roducts and services contribute to t$e

organi+ational culture

• f customers %erceive t$at an organi+ation offers, – Re%utable %roducts 3 t .ill $el% build loyalty and %ositive %ress

– Substandard %roducts and services 3 t .ill result in adverseconse:uences


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8otivators and Re.ards

• Self3motivation is t$e most effective form of motivation

• -y%es of re.ards – Com%ensation

– Fle9ible time or time off

– *m%loyee recognition


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8anagement Su%%ort


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Figure 21> 3 C$aracteristics of an *ffective 8entor


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Figure 21? 3 C$aracteristics of a Successful &rot@g@


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*m%loyee *m%o.erment

• Aiving decision3making and %roblem3resolution aut$ority to

lo.er3level em%loyees in an organi+ation

• 8akes em%loyees feel trusted res%ected and like an integral

%art of t$e organi+ation


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-raining

• Bel%s em%loyees kno. .$at is e9%ected of t$em and $o. to

fulfill t$ose e9%ectations

• Su%%orts customer service

• -raining and skill level .ill determine an em%loyee/s .ort$ in

t$e event of a do.nsi+ing


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-$e alue of Customer Satisfaction and #oyalty

• Big$ly satisfied customers are more likely to remain loyal tot$e organi+ation buy more %roductsservices andrecommend t$e organi+ation to ot$ers1

• Relatively fe. customers contact t$e organi+ation .it$ t$eir:uestions or %roblems1 – Researc$ s$o.s t$at customers may not voice t$eir concerns

– &articularly in Canada it is more likely t$ey .ill leave/1


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-$e alue of Customer Satisfaction and #oyalty

• ncreasing t$e accessibility of t$e organi+ation to customerin:uiries and com%laints can lead to increased customerloyalty1 – Soliciting customer :uestions and %roblems may increase loyalty1 t is

akin to uncovering ob5ections/ in t$e selling %rocess1

• 8aintaining customer loyalty increases t$e organi+ation/s%rofitability1


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&romoting Customer #oyalty

• 8ost successful com%anies and brands mean somet$ings%ecial to %eo%le

• 8ost com%anies struggle to ac$ieve satisfactionE .ell s$ort ofmeaning!

• Data .ill never tell us $o. t$ey feel and $o. .e get t$einsig$t to become meaningful1

•

Collect insig$t not data – listen to t$em• &ay attention to t$e soft! stuff • -$ink beyond customer satisfaction• -$ink about t$ose .e drive a.ay• &lan to mean more to t$em in t$e future•

Serve t$em in t$eir c$osen c$annel but don/t loose track ofot$er business goals1 *E don/t cut off one c$annel to t$eadvantage of anot$er


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Fulfilling rand &romises to Customers

• -$e image t$e organi+ation %romotes $el%s to set customer

e9%ectations regarding t$e service t$ey .ill receive1

-$erefore t$e call center must internali+e t$e brand and

deliver on its %romises t$roug$out customer interactions1

• Call center managers s$ould develo% cross3functional teams

to revie. and design business %rocesses to ensure fulfillmentof %romises1

• eginning .it$ t$e $iring %rocess and continuing t$roug$

training monitoring and coac$ing managers s$ould e9amine

t$ese %rocesses against t$e customer e9%ectations set by t$e

organi+ation/s brand and %romises1


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6ee%ing t$e rand &romise

• #etter to #*A

• 7$at did .e learnG

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arriers to Serving Customers *ffectively

• nclude, – lack of connected vision

– lack of a su%%orting strategy

– lack of investment in building skillskno.ledge and leaders$i%

– lack of enabling tec$nologies

– lack of su%%orting o%erational %lans and %rocesses

– lack of re:uired investments

– lack of %rocesses for ongoing innovation


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*stablis$ing a Service Strategy

• 6no. t$e customers

• Determine .$ere t$e com%any is and .$ere it needs to be

• Continually re3evaluate t$e role based on daily e9%eriences

• 7$en in doubt a%%roac$ co.orkers or su%ervisor for

guidance


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Customer3Friendly Systems

• 8ake service in an organi+ation seamless to customers by

ensuring t$at t$ings .ork %ro%erly and t$e customer is

satisfied

• Com%onents – "dvertising

– Com%laint or %roblem resolution


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Service Delivery System

• 8eans by .$ic$ an organi+ation effectively gets its %roducts

and services to customers

• Direct system – Customers interact directly .it$ %eo%le

• ndirect system

– Customers/ needs are met .it$ self3service t$roug$ tec$nology


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Direct and ndirect Service Delivery Systems

Direct Contact ndirect Contact

Face to face -oll3free tele%$one number

ank tellers "utomated teller mac$ines or online banking

Reservationists nline com%uter smart%$one or tablet reservations

Front desk staff n3screen in3room television c$eckout and bill vie.ing

-icket takers -icket scanning kiosks

Customer servicere%resentatives

nline vie.ing or tele%$one automated attendant to %rovidebalance or billing information

#a.yers -ele%$one ti% lines or e3mail

&$oto develo%ers Self3service kiosk or nternet transmission of images

Su%ermarket clerks nline ordering and delivery

-o.ing dis%atc$ers n3car navigation and notification systems

Cas$iers Self3service c$eckout cas$ registers


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-$ird3&arty Delivery (utsourcingffs$oring)


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-ools for Service 8easurement


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Strategies for &romoting a &ositive Service Culture

• &artner .it$ customers

• *9%lore t$e organi+ation/s vision

• Bel% communicate t$e organi+ation/s culture and vision to

customers on a daily basis

• Demonstrate et$ical be$avior

• dentify and im%rove service skills• ecome an e9%ert on t$e organi+ation


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Strategies for &romoting a &ositive Service Culture

• Demonstrate commitment

• 7ork .it$ t$e customer/s interest in mind

• -reat vendors and su%%liers as customers

• S$are resources

• 7ork .it$ and not against customers

• &rovide service follo.3u%

Se%arating "verage Com%anies from *9cellent


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Com%anies

• Factors t$at determine e9cellence – *9ecutives s%end time .it$ t$e customers and talking to frontline

service %roviders

– Customer feedback is regularly asked for and acted u%on

– nnovation and creativity are encouraged and re.arded

– enc$marking is done .it$ similar organi+ations

– -ec$nology is fre:uently u%dated and effectively used



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Com%anies

• *m%loyee training is %rovided on a regular basis to kee% t$em

u%dated

• %en communication e9ists bet.een frontline em%loyees and

all levels of management

• *m%loyees are %rovided .it$ guidelines and em%o.ered to

aim for customer satisfaction• &artners$i%s .it$ customers and su%%liers are common

• -$e status :uo is not acce%table


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7$at Customers 7ant

• &ersonal recognition

• Courtesy

• -imely service

• &rofessionalism

• *nt$usiastic service

• *m%at$y

• &atience

Documents

Foundations of customer service chapter 2