Interact With Customers

Certificate IIin

Retail

Learning and Assessment Material

SIRXCCS002A

INTERACT WITH CUSTOMERS

SIRXCCS002A Interact with customers November 2007 Version 1 Page i of 34

Contents

Identifying your customers …………………………………………………………………….4

Why are customers so important?……………………………………………………………..5

Internal customers ………………………………………………………………………………5

Service of customers with special needs …………………………………………………….6

Your main method: Clarify and confirm……………………………………………………….6

Techniques for providing good service to customers with physical disabilities …………..7

Techniques for providing good service to customers with intellectual disabilities ……….8

Techniques for providing good service to customers who are blind or

vision impaired …………………………………………………………………………………..9

Techniques for providing good service to customers who are deaf or

hearing impaired ………………………………………………………………………………10

Techniques for providing good service to customers with non-English speaking

backgrounds ……………………………………………………………………………………11

Some common causes of misunderstanding ……………………………………………….12

Overcoming objections ……………………………………………………………………….12

What are your customers getting?…………………………………………………………...13

Getting customer feedback …………………………………………………………………..14

Who do you want to communicate with and at what level? ……………………………….14

What do you want to communicate?…………………………………………………………15

What response do you want?…………………………………………………………………15

Which media should you communicate through? ………………………………………….15

How effective was the communication?……………………………………………………..15

Customer service policies and procedures …………………………………………………16

What do quality and customer service mean? ……………………………………………..16

Researching your customers …………………………………………………………………17

The essentials of marketing ………………………………………………………………….17

Maintaining customer relationships ………………………………………………………….18

Four levels of customer satisfaction …………………………………………………………19

Handling customer complaints ……………………………………………………………….20

Training staff to be your best representative………………………………………………..20

Refund and Returns policy……………………………………………………………………21

SIRXCCS002A Interact with customers November 2007 Version 1 Page ii of 34

Selling isn’t buying …………………………………………………………………………….21

Negotiating Sales………………………………………………………………………………22

Other Aspects of Negotiating Sales …………………………………………………………22

Negotiation Style ………………………………………………………………………………22

Learning How to Distinguish Negotiation Style……………………………………………..23

Closing the Sale ……………………………………………………………………………….23

Maintain systems, records and reporting procedures to track changes in customer

satisfaction ……………………………………………………………………………………..25

TRAINING AND ASSESSMENT ACTIVITIES AND QUESTIONS ………………………26

Assessment task ………………………………………………………………………………27

ASSESSMENT MODE A - Oral questioning ……………………………………………….28

ASSESSMENT MODE B - Skills observation checklist …………………………………..29

Participant survey of materials ………………………………………………………………33

Suggested Answers …………………………………………………………………………..34

Hinson Institute of Training

SIRXCCS002A Interact with customers November 2007 Version 1 Page iii of 34

SIRXCCS002A INTERACT WITH CUSTOMERS

Element of competency: 1. Deliver service to customers2. Respond to customer complaints3. Receive and process sales orders4. Identify customers’ special requirements

Identifying your customers

Customer service is the wide variety of help and support offered to customers before, during, and after a sale.

One definition of a customer is 'a person, business or government department to whom you sell your output, which may be a tangible object or a service'.

However, the person who works next to you is also your customer. They could be the Charge Hands to whom you pass on customer orders, or the Sales Office staff who pass orders to you. The first definition describes your external customers. They are the buyers of goods and services who are not employed by, or associated with, your workplace. The second describes your internal customers. They are people or groups in your workplace who give you completed work or to whom completed work is passed.

We play out the role of a customer many times before we even start our working day. Whether it is as a listener to a radio station that wakes us in the morning, as a commuter on the bus, train or tram that takes us to work, or as the purchaser of the morning newspaper.

So how was the customer service you received this morning? Did you feel that you were treated well? Did the person providing the service understand that you were their customer?

The Macquarie Dictionary defines a customer as:

One who purchases goods from another, a buyer, and a patron.

A more colloquial definition provided by the Macquarie is:

A person one has to deal with.

At times you have probably had less complimentary definitions of customers, especially if they have been demanding or rude.

SIRXCCS002A Interact with customers November 2007 Version 1 Page 4 of 34

Why are customers so important?

The recent attention to customer service in Australia has resulted from a number of forces:

Consumers have become more aware and selective. They are unwilling to repeat business with companies giving less than excellent service.

Local and international markets have become increasingly competitive. Our customers will compare our products with the best available from other countries such as the United States of America, Japan and Germany.

Public sector departments (both state and federal), and their authorities, are increasingly required to be more competitive. Australia Post and Telstra have made major changes in their service delivery to provide a customer focus.

Internal customers

It is much more difficult for people to come to terms with the idea that their work mates might also be their customers.

Customers are:

Not only those who pay money for the goods and services you provide

All staff in a business

The staff in the warehouse.

You receive work instructions from a manager. You might pass on some of these work instructions to the store person who then performs the work for despatch.

All customers are affected by the quality of the output of an individual's workgroup. An employee's well being, job security, promotion prospects and work relationships depend on maintaining good relationships with all customers.


Service of customers with special needs

In this step you will look at some practical things you can do when serving customers with special needs. Existing special services

1. Find out if your workplace has any policies and procedures in place for serving people with special needs.

2. Find out if the following special services are available in your workplace and write a list of them.

Translator services (list the languages, the name of the translator and

his/her location):

Access arrangements for wheelchairs:

Any staff with special skills (list their names and their expertise):

Staff training on customer service for people with disabilities:

Your main method: Clarify and confirm

This is the secret of all good customer service. It is doubly important when serving customers with special needs.

Clarify: This means that the customer's needs are made CLEAR - You have to work at it until this is achieved.

Confirm: This means you CHECK that you've understood clearly before acting on the request.


Techniques for providing good service to customers with physical disabilities

Read this interview with Leigh Lockrey, a research officer for Ability Corporation at the Royal Rehabilitation Centre, Ryde, Sydney. Leigh has cerebral palsy.

"I live alone and have to shop constantly, so I am quite an expert on customer service for people with disabilities. I am in a wheel chair.

Most times when I shop with someone able-bodied, the most common mistake is made: the shop assistant speaks to my friend and not to me. It is assumed that my companion is the customer, not me.

Even if it is clear that I am the customer, most assistants continue treating my friend as some sort of interpreter. That makes you feel pretty awful.

Another problem I experience is the height of counters in stores. It is almost impossible to communicate from a wheelchair up and over the counter. The assistant should come out from behind the counter and over to me.

The third problem is the questions of levels. Have you ever tried to talk to someone when they are standing and you are sitting? It makes the communication very difficult.

When I run staff training sessions as part of my work, I get people to talk to each other, one sitting and the other standing. The standing person inevitably dominates the conversation. When people both sit the conversation becomes one between equals.

So I would advise shop assistants to pull up a chair or stool, or to sit on a step next to the wheelchair. Then we can talk more freely.

It's fairly clear that shelving in supermarkets is not too friendly to people in wheelchairs. I need help getting items off shelves that are out of my reach. And some items are heavy or awkward to lift when you're sitting."


Here are a few more suggestions:

If you're having trouble understanding a person with cerebral palsy, don't pretend that you do understand. Let the person know that you haven't got it. Let them say it again.

Make out that time is not important to you.

If you rush people, put them under pressure, everything gets worse. It becomes even harder to understand. So go slow, be patient, let people say things again- and again if need be –without tension.

When some shop assistants notice that people with cerebral palsy speak slowly and with difficulty, they speak the same way back to them. There's nothing wrong with the persons' hearing! You can speak quite normally.

Be helpful without going over the top and trying too hard. It comes out as patronising. And if you don't know what to do for me, ask. I'll tell you.

The biggest thing of all is: treat everyone, whoever they are, the same way.

Techniques for providing good service to customers with intellectual disabilities

Some techniques of good service are:

Understand that people with intellectual disabilities may or may not have physical disabilities as well.

Serve them the same way you serve other customers: make them welcome, find out their needs, meet their needs, complete the sale and farewell them.

Always first try to communicate directly with the customer.

If you cannot establish communication with the customer, communicate second hand through the companion.

Do not guess what the customer wants: clarify and confirm.

Do not guess what the customer is like as a person.

Do establish a warm, humorous relationship if both you and the customer genuinely share the warmth and humour.

Find out by asking if there is any special service you can provide. Make your own suggestions too.

Don't try too hard. It comes out as artificial. Being yourself is the best there is.


Techniques for providing good service to customers who are blind or vision impaired

Read this interview with Nicholas Gleeson, a training officer at the Royal Blind Society. Nicholas's professional contacts, as well as his own experiences being blind, have led him to some conclusions about ways to provide the best customer service.

If you are serving customers who are blind or vision impaired, there are some simple things you can do which make their shopping easier.

For a start, walk up to a customer straight away. It is awful standing in a store for a long time waiting for someone to notice you.

Say something simple like, "Hi, would you like some help?" Then tell the customer you are a salesperson to show you are not another customer.

Then ask the customer, 'What is your guiding technique?". Don't just grab the customer's arm and start leading. The customer will tell you the best way to guide.

Sometimes people shout at people with visual disabilities. In a way I can understand their reaction. In fact I’ve got to watch that I don't do the same thing to people with limited English. We all tend to shout and mimic when we feel out of our depth. But obviously it's best to talk as you usually would.

To provide good service, you have to listen to the customer very well. Recently I asked an assistant in a supermarket for prunes and when I got home the prunes tasted very much like dates to me.

Shopping can be a real trial: a blind friend of mine was shopping once and asked for some help. The store manager said, "We'll help you this once but don't go telling all your blind friends." Incidents like this can really affect your self-esteem.


Techniques for providing good service to customers who are deaf or hearing impaired

These tips for communicating with people who are deaf or hearing impaired come from the Deaf Society of NSW:

Get the person's attention before talking. A tap on the shoulder or a wave of the hand in their field of vision are two acceptable ways of doing this.

Do not stand in front of a window or bright light. You are then easier to see.

Look at the person as you talk.

Speak naturally. Don't exaggerate your lip movements or speak louder. These distort your speech and make you harder to understand.

Don't mumble, eat or smoke.

Use simple language and sentence structure. Don't however, patronise. There is a difference between keeping things simple and being patronising.

Avoid background noise.

Use visual clues and gestures.

Write down what you want to say.

Be patient.

Use a combination of speech and writing (and finger spelling and signing if you know them).


Techniques for providing good service to customers with non-English speaking backgrounds

Remember: Clarify and Confirm

Clarify (make the need clear) speak slowly (but not loudly) use simple words use simple sentence structures listen very carefully use open questions so they give you a full picture: "Where will you use it?", "What colours do you like?"

Confirm (check you've understood correctly before acting): repeat what you understand they want: "You want a white one. Is that right?" get feedback from the customer: "No", "Yes", "Bigger", "Another one", etc.

If a customers knows no English at all:

Ideally, find a translator once you have found out their language.

Keep your normal procedures in mind: make them welcome with a smile, ascertain their needs, complete sale and make a friendly farewell. And as always: clarify and confirm.

Even people with no English know a word or two. Use the few words they know. Use body language. For example, use gestures: pointing, shaking and nodding head, showing a garment is warm by hugging yourself and so on.

Draw pictures and diagrams if necessary Speak in English, otherwise the encounter is unnaturally silent. Also your voice itself conveys meaning. An example is when your voice rises when asking a question. Be warm, good natured and patient.


Some common causes of misunderstanding

It's hard to understand each other sometimes

Customers whose main language is not English can sound rude when they speak in English, even though this is the last thing they intend.

Below are some of the more common errors that customers from other countries can make in speaking English. If you understand them you will not take offence. You should explain these to workmates as well.

1. The English use of 'softeners'

We try not to say things too directly in English. These are some of the ways we use language to try and sound polite: We often ask a question when we want something rather than simply stating that we want it. E.g. "Do you mind if I……….. '

We use "please", "thank-you" and "sorry " a lot. Many cultures do not use "please" and "thank you" in commercial transactions, such as shopping. "Sorry" is used to beg forgiveness, not for minor incidents like bumping into someone in a lift.

We start off our requests with softeners like: "Could I try the bigger size?" "Would you mind I tested it out before I bought it?" "I wonder if `I could exchange this one for that one?" "Excuse me, could I have it wrapped?" "I'm sorry to trouble you but I'd like to try this on

Towards the end of the sale the customer may question the suitability of the item.

Overcoming objections

There are three main types of objections:

Merchandise

Time

Price

Merchandise objections relate to the suitability of the goods. For example "Will it really suit my décor?" Or, "I'm not sure that I'll be able to use it."

You can overcome these objections by restating the suitability of the product or re-enforcing the benefits of the product/s.

Time objections are concerned with buying the goods now. For example, "I'm not sure that I really need it now." These types of objections can be overcome by telling the customer they may miss out if they delay their decision.


Price objections are concerned with value for money and getting the product cheaper somewhere else. Relating the principle "you get what you pay for" or "quality does cost more but, saves you more in the long run", is the best technique to use in this situation.

What are your customers getting?

Customers are people with needs and wants. Part of the process of meeting customers’ needs and wants is providing the right product or service. To do that, you need to understand the benefits your product or service offers the customers. What are they really buying from you?

The model on the next page suggests that products or services consist of three layers.

The first layer is the core service or product. For example, the core service of Australia Post is not stamps or courier services or even the postal system. It is the means of solving communication problems cheaply and efficiently.

The second layer is called the tangible product or service. It could be the type and quality of packaging used in your warehouse for despatching products.

And the third layer is the augmented, or add-ons which is the little extra you offer which adds value. It could be a 1 800 help line for customers to check on deliveries or place orders.

Think about who your customer really is. It's probably not the company you despatch goods to. More likely it's the person in the receiving dock, the carrier or maybe the person who pays the accounts.

Internal customers are extremely important because their operations affect the way each of us adds value to what we provide.

What factors determine an internal customer's buying behaviour? The next step is to determine whether you are dealing with an individual, or group of individuals, such as a department.

If you are dealing with a group, you need to know who will define the needs and expectations of that group.

The experience this person has and their position in the organisation as a whole may be significant in helping you anticipate the customer's expectations of you. You need to understand who your customer serves and how your service or product will help your customer deliver their ultimate product or service.


Getting customer feedback

Feedback is a term applied to the means by which a person or organisation looks at the result of a process, compares the actual result with the intended result, and uses any difference to adjust or modify the process.

Getting feedback from your customers about the goods and services provided will enable you to find out their perception of your service and increase your business. It is part of the relationship betweensupplier and customer and should be continuous. Unfortunately, many organisations only communicate, or get feedback, from their customers when there are problems or complaints.

Feedback can be very informal, such as that gained by simply talking to your customer. More formal feedback can be obtained by conducting market research, using questionnaires and interviews.

To ensure your communication with your external customers is effective it is important to consider these five points:

1. Who do you want to communicate with and at what level?

2. What do you want to communicate?

3. What response do you want?

4. Which media should you communicate through?

5. How effective was the communication?

Let's look at each of the points in more detail.

Who do you want to communicate with and at what level?

To identify the 'who' and 'what' you need to answer these questions:

Who is the person in your customer's organisation who selects the

supplier and influences the purchasing decisions?

Who places the order?

Who pays for the goods/services?

Who pays for the purchase?


What do you want to communicate?

This will depend on who you are communicating with. If you want to check the level of short shipments, or timeliness of your deliveries with a consignee, it is essential to know the person in charge of receiving records. It would not be appropriate to communicate with this person about payment procedures.

It is more effective to communicate one message at a time.

What response do you want?

There may be many individuals to communicate with, but what you want is for your organisation to be the preferred supplier. You want a long-term relationship with your customers.

Which media should you communicate through?

The choice depends on what you want to communicate. There are many ways to choose from.

Your workplace may already use one or more of these:

Telephoning the customer

Sending out newsletters or brochures

Having a suggestion box

Using progress reports and focus groups

Using the industry grapevine

Participating in trade fairs

Using a prepaid complaint form

Using a 1 800 toll free line.

How effective was the communication?

If you have staff dealing regularly with specific customers, you will be able to monitor the progress of any communication efforts on a daily or weekly basis. It is important to continually evaluate each type of communication to judge its effectiveness and make improvements where necessary.


Customer service policies and procedures

What customer service policies and procedures are used in your workplace? Some of these policies may not be written. They could include:

Policy on the return of damaged goods

Procedures for direct checking

Quality checking procedures

Procedures for handling telephone complaints

Procedures for obtaining information about a lost consignment.

Examples of customer service policies can be seen in other workplaces. Next time you have your car serviced, stay in a hotel or visit another warehouse, look out for examples of customer service policies. Many workplaces now have them displayed for customers.

What do quality and customer service mean?

Quality is a term that is increasingly used in our society. As business and industry become more competitive, so ‘Quality’ and ‘Standards’ are being improved.

Some definitions of 'quality' are:

Fitness for purpose (Australian Standards AS 1057 - 1985)

Quality is meeting customer needs (W.E. Deming)

Quality consists of freedom from deficiencies (Joseph Juran Quality

Control Handbook)

There are four steps to quality customer service that you can apply in your workplace.

Step 1: Send a positive attitude.

An attitude is a state of mind influenced by feelings, thought and

actions.

The attitude you show is usually the attitude you receive.

Step 2: Identify the needs of your customers.

Step 3: Provide for the needs of your customers.

Step 4: Make sure your customers return.


Researching your customers

There are many methods businesses have used over the years to get feedback on their products and services. Two such methods are described below:

Most retailers have a policy of accepting goods returned by customers without question.

Manufactured goods sold with warranties provide feedback about customers' problems, but do not provide any feedback from satisfied customers.

Both these strategies provide feedback, but it's usually from unsatisfied customers.

A business succeeds when it gives customers what they want. Finding out what they want is a difficult task. Customers do not always know what they want.

The essentials of marketing

Marketing can be defined as identifying, anticipating and satisfying customers' needs and wants.Organisations that have a clearer idea of the identity and expectations of their customers are much more likely to be successful.

Marketing involves far more than simply selling output or providing a service to those who are willing to pay for it. Some of the most significant aspects of marketing are:

Market research

Product/service planning

Sales

Product/service development

Financial analysis

Distribution

Advertising

After sales

service and customer service.


Some factors that can determine the success or failure of the service you provide are:

After-sales and customer service

Price and terms of sale (eg extended credit)

The perception of quality of the service

The effectiveness of advertising and promotion

The ease of availability of the service

The availability of substitutes which, even if not of high quality, can

save money or time

Consumer confidence.

Maintaining customer relationships

Some methods for maintaining relationships between businesses and their customers are explained by Rapp and Collins (1990).

Form a customer club

This can offer members rewards for loyalty, such as discounts and special offers, and provide the marketer with a profile of existing and potential customers. Among the largest 'clubs' of this type in Australia is one for users of Omo, a washing powder.

Distribute a company magazine or newsletter.

This provides readers with articles of interest alongside advertisements for the customer's products. It can be particularly effective if the product is a complex one that is upgraded, from time to time, such as computer software.

Offer customers educational programs

Many complex products, such as computer software, are profitably backed by educational services. In some cases, failure to offer these programs means that the user does not get full value from the product, and the possibility of repeat business is consequently reduced.

Offer benefits to frequent buyers

It is widely accepted that frequent buyers deserve recognition and positive reinforcement. One of the most publicised at the time of writing is the frequent-flyer programs run by most airlines. These offer benefits to regular customers, such as free flights, based on the number of kilometres they have travelled and on the class of travel – first, business or economy.


Enlist customers for third party selling

Using satisfied customers as a means of selling can help to generate sales and build relationships.

Four levels of customer satisfaction

Dr Karl Albrecht, an American expert in customer service, describes in the video Total Quality Service (1992) four levels of customer satisfaction.

When customers place an order with your warehouse they want to receive it; this is the basic level of satisfaction. They expect to receive it on time. If the order arrives, well packed with a note explaining unfilled delivery items, this is desired satisfaction. However, its the little extra, like a follow up phone call to check the customer is satisfied, that is the unanticipated level of customer satisfaction and service.

The levels can be drawn as a set of steps. As you climb the steps, so the level of customer satisfaction resulting from increased service, is higher. It is the top step, the unanticipated, which will ensure you have satisfied customers. This is the step your staff must be aware of.

Figure 2: Levels of customer satisfaction


Handling customer complaints

If customer complaints are not handled effectively and quickly an ongoing customer relationship can be damaged and difficult to retrieve.

It is essential to the reputation of the business that complaints are addressed appropriately. Effort must be made to ensure the customer continues to know they are important and valued and that everything is being done to resolve whatever issues they may have.

Keeping them informed as to the progress of their complaint is important so they know it's being dealt with. It is highly likely, in any busy warehouse , that mistakes are made with a customer's order. If part of an order is incorrectly dispatched, telling the customer what's happening, such as a correct consignment has been arranged, will pacify them. Offering to personally deliver it may diffuse the situation and maintain the relationship.

Accepting responsibility for whatever has gone wrong is essential to maintaining customer relations. If you say, 'that isn't my fault or my problem', you will not only lose customers, you'll also make sure they tell as many people as possible about your poor service.

Staff need to be trained in handling customer complaints. Providing effective resolution to complaints may be something that sets your warehouse apart from your competition. If people know they are being looked after, they will return.

Training staff to be your best representative

Every business needs to develop some type of policy in regard to customer service. You may be aware of such a policy in your warehouse. It may be pinned on a notice board in the warehouse or in the tearoom.

These policies need to be documented and communicated to others. There is little point in only you or your manager knowing what to do about customer service.

Staff training is an essential part of good management practice. Each person needs to be familiar with customer service policy so that if one person, maybe you, is not available, another can discuss issues with the customer and address their needs. This provides flexibility in the workplace and a sense of involvement for all staff.

Here are four practical approaches to developing an awareness of customer service in your warehouse:

Introduce staff to their customers

Counsel staff on negative attitudes

Teach people to be positive in their approach to customers


Create a positive and supportive workplace.

Refund and Returns policy

Customers are entitled to a repair, replacement or refund if the item:

Had a fault they did not know about at time of purchase;

Is not as described by the seller or advertisement;

Did not do the job they were led to believe it would;

Did not match the sample; or

Did not last for a reasonable time.

Under Queensland laws, refunds do not have to be provided if the customer:

Changes their mind or no longer wants the product;

Found the same item cheaper somewhere else;

Chose the wrong colour, size or style;

Knew about a fault before the purchase;

Was responsible for causing a fault or damage; or

Does not provide proof of purchase.

Selling isn’t buying

Selling a product or service is about listening to your customers, finding out what they want, and persuading them that your business offers them just that. If you do this well, customers are more likely to decide to buy from you. But remember that only the customer can actually decide when to spend their money and on what. Not you.

People who are good at selling are communication specialists. They tend to understand:

Who is the key person they are really selling to (it might not be the

person you first deal with who makes the final decision)

How people use facial expressions and body language to communicate

How important it is to listen and develop a relationship with the

customer

How important trust is for customers

How important it is to be able to deal with people’s worries and

objections

How important it is to be able to close the sale by asking for a firm

order.


False friendliness and pushiness won’t win people over. Even if customers buy once, they most likely won’t come back. Be yourself, and learn some of the communication skills if you feel you don’t already have them.

Negotiating Sales

Learning negotiation techniques for an increase in your negotiating sales can prove to be helpful and contribute to future sales relationships. Negotiation tactics used in the sales markets can be a little different, as a strong understanding of customer care and sensibility is necessary. Learning to obtain a positive outcome for yourself, and also understanding and abiding by the needs of your customers is an art form in itself.

With sales for any company, productivity is the most important part of the game, as without continuing production, the company cannot exist. However, you cannot achieve strong production if you do not have a customer following that believes in your products and continues to be loyal consumers. This is why developing a clientele base with sensitivity and understanding is very important in contributing to the success of your company.

Other Aspects of Negotiating Sales

Learning to negotiate by giving a little while you take what you need, will prove to be beneficial to your negotiations. Customers and clients respect sales people who show that they genuinely care about what they are selling and how it will effect them. Learning tactics of sensitivity and creative marketing can be useful to help you achieve successful sales negotiations.

Creating and building lasting relationships with your customers is an important aspect of negotiating sales. You want your clients to return and to tell their friends about you, as this can only increase your sales. By caring about the well-being and happiness of your customers, you can develop strong relations and add to your productivity.

Negotiation Style

Developing your own negotiation style can be a fun and creative process in which you may incorporate many negotiation techniques, negotiation tactics, philosophies and workable ethics. Everyone is different in his or her experiences and take on life, and the way they communicate with others would be different because of this. You can use your strengths and attributes when developing your own style of negotiating, and learn more about yourself and how you relate to others.

Personalising your business attitude and approach can be a fun process and a great learning experience. Learning the techniques of negotiating and applying them to your own personal perception and the reactions can be challenging, but also a beneficial tool in your business life. Understanding your strengths and weaknesses can also help you to determine areas in which you can excel, and the areas that may need more work.


Learning How to Distinguish Negotiation Style

Your quick perception of others, and learning to determine what kind of style of negotiation they project may help you to be more aware of what is going on, and how you can better relate with them. Recognising what tactics and strategies they are using can help you be prepared for what is coming, and how to better handle any given situation. You can use your intuitions and enhance what you can foresee and pick up on by learning techniques that others use, and how to incorporate them one way or another into your techniques.

There are many elements to each individual's negotiation style, and learning about all of the aspects of the negotiation arena, and what different people bring to it can help you develop your own counter reacting style. A course or class on negotiating techniques can help you prepare more for this type of awareness. Executing any business transaction requires some kind of preparation and keen sensibility.

Closing the Sale

Closing a sale - getting your prospect to say yes - can sometimes be as easy as asking for it. Once you've laid the foundation by qualifying your prospect, discovering their needs, and showing how your product/service meets those needs, it's time to ask for the order. These tips can help you make this process easy and natural.

Lay the Proper Groundwork

If, in your sales process, you have found out what their needs are and have helped them to recognize that what you are selling is meeting their needs, a "close" should not be necessary. If you are frequently wondering how to close, you should probably examine your methods for uncovering your customer's needs and demonstrating the benefits of your product or service.

Reach the Decision Maker

Make sure you are speaking with the person who makes the buying decisions. Sometimes a person won't say "yes" to your product or service because they're not authorized to do so. If this is the case, find out if there is anybody else that gets involved in this decision that your prospect recommends you speak with.


Provide a Deadline

If you have a customer who is vacillating, one way to close is to tell them that your service will not be available past a certain date. For example, if a client says they are interested in hiring your firm but cannot make a commitment, set a deadline date or say that you will be unavailable for a certain amount of time. This is high risk because it can mean that you won't work with this client in the near future. However, it will also separate live prospects from prospects who are likely to drag on forever without making a decision. Forcing a decision, one way or the other, is good for your business. If they decide not to buy, it frees you to pursue other business.

Work Back from the Date They Need It

Find out when your customer needs the product or service you are selling and then work back from that date to make a case for why closing now is important. For instance, if you are a PR firm, you would want to know when your prospect intends to introduce their next product. You could then explain why they would need to hire you now to ensure their press efforts are a success.

Use the Threat of a Price Increase

If your business plans to raise prices in January, start calling people in October to get them to buy before the price increase occurs. Positioning here is critical - remember that you are calling to provide a service to your prospect, not to intimidate them into buying. Not only will this help you close, but your prospects and clients will appreciate the advance notice.

Talk About the Implication of Not Moving Forward on a Sale

Ask them questions in order to get them to say what it would cost them if they didn't buy your product - a disaster without insurance, a car accident because of a lack of a tune-up or new tires, an off-base product launch because of a lack of market research. Cost can be financial, time, reputation, among other things.


Maintain systems, records and reporting procedures to track changes in customer satisfaction

To follow up the implementation of your customer service strategy, you will need to ensure that systems, records and reporting procedures in your organisation are able to track changes in customer satisfaction levels.

These systems may include:

Departmental reports on customer requests and complaints;

Market research, including focus groups and phone surveys;

Follow up phone calls or feedback forms;

Phone, e-mail or face-to-face contact between staff;

Sales statistics and refund, return and replacement statistics; and periodic staff/management meetings.

These monitoring methods are an essential part of your long-term business plan because they will help you do the following:

Determine whether customer feedback on your strategy is positive or negative.

Distinguish any shift in purchasing patterns and profit turnover.

Highlight any unexpected demands on resources.

Pinpoint any short-term or long-term adjustments that need to be made to your approach.

A sharp decrease in profits is an obvious indicator of a drop in customer satisfaction. However, if there are systems, records and reporting procedures in place there will be warning signs well before your business is knee-deep in crisis.

The same is true of a positive trend in customer satisfaction. Procedures that monitor customer satisfaction can determine exactly why your clients love your product or service and if there are any other immediate opportunities to capitalise on this success.


SIRXCCS002A INTERACT WITH CUSTOMERS

TRAINING AND ASSESSMENT ACTIVITIES AND QUESTIONS

The Trainee will be required to demonstrate competence on the job, in practical demonstration; observation, question/answer and role-play situations, incorporating verbal questions and written work, including completing workplace forms, either to the RTO Trainer or Supervisor, under the guidance of the RTO Trainer.

Element of competency: 1. Deliver service to customers2. Respond to customer complaints3. Receive and process sales orders4. Identify customers’ special requirements

1. What is a customer?

2. Name four of your external customers.


3. Describe how you would handle a customer complaint?

4. Are there any improvements you could suggest and implement in your workplace?

Assessment task

Your workplace assessor will observe your performance as you demonstrate your ability to:

Deliver service to customers

Respond to customer complaints

Receive and process sales orders

Identify customers’ special requirements


ASSESSMENT MODE A - Oral questioningTrainee name:

Name of Workplace:

RTO Trainer name:

Unit/s of competency: SIRXCCS002A

Unit Name: INTERACT WITH CUSTOMERS

Date of training/ assessment visit:

Instructions: In addition to written answers provided above, the trainee is required to provide verbal answers to the following questions that will be asked by the RTO Trainer. Read the questions prior to the Trainer’s visit, and be prepared to answer them, obtaining help where necessary.

Did the trainee satisfactorily answer the following questions: Yes No





5. How do you implement changes to customer service levels?

6. What records do you keep of customer complaints?

The trainee’s underpinning knowledge was:

Satisfactory Not Satisfactory

Notes/comments :

Question 1:

Question 2:

Question 3:

Question 4:

Question 5:

Question 6:

RTO Trainer signature:

Trainee signature:

Date of assessment:


ASSESSMENT MODE B - Skills observation checklistTrainee name:

Name of workplace:

RTO Trainer name:

Unit/s of competency: SIRXCCS002A

Unit Name: INTERACT WITH CUSTOMERS

Date of training/ assessment visit:

During the demonstration of skills, did the trainee: Yes No N/A

Communication with customers conducted in a professional, courteous manner, according to store policy.

Customer needs and reasonable requests met or referred to supervisor according to store policy or legislative requirements.

Customer details and information recorded where necessary.

Possible problems identified, anticipated and action taken to minimise the effect on customer satisfaction.

Opportunities to deliver additional levels of service beyond the customer's immediate request recognised and acted upon.

Contact with customer maintained until sale is completed according to store policy.

Customer farewelled appropriately and courteously according to store policy.

Verbal and non-verbal communication used to develop rapport with customers during service delivery.

Repeat customers encouraged by promotion of appropriate services or products according to store policy.

Customer returns or refunds processed according to store policy and procedures.

Positive helpful attitude conveyed to customers when handling complaints.

Complaints handled sensitively, courteously and with discretion.

Nature of complaint established by active listening and questioning and confirmed with the customer.

Action taken to resolve complaint to customers' satisfaction wherever possible.

Unresolved customer dissatisfaction or complaints promptly referred to supervisor.

Opportunities taken to turn incidents of customer dissatisfaction into a demonstration of high quality service to customers in line with store policy.

Documentation regarding customer dissatisfaction or complaints completed accurately and legibly.

Follow up action taken as necessary to ensure customer satisfaction.

Customers' details and information recorded accurately.

Customers promptly referred to appropriate area as required.

Customers provided with information in clear, concise manner.

Sales orders processed, recorded and acted upon according to store policy.

Customers with special needs or requirements identified promptly by observation and questioning.

A willingness to assist conveyed verbally and non-verbally.

Customers' needs promptly serviced, referred or redirected as required.


The trainee’s performance was: Not Satisfactory Satisfactory

Feedback to trainee:

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Trainee signature:

RTO Trainer signature:

I confirm competence for this unit SIRXCCS002A _________________ (Manager signature)

_________________ (Date)



C O M P E T E N C Y R E C O R D - S I R X C C S 0 0 2 A

After assessment the assessor, the supervisor and participant should sign the competency record. If competency is not achieved at the first attempt, strategies to address the performance gaps need to be identified and a time for re-assessment organized.

Assessor Comments

_____________________________________________

_____________________________________________

_____________________________________________

_____________________________________________

_____________________________________________

_____________________________________________

Valid Sufficient Authentic Current

The participant is competent has shown competence in all of the following elements:

Deliver service to customers

Respond to customer complaints

Receive and process sales orders

Identify customers’ special requirements

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D A T E _ _ _ _ _ _ _ _ _

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D A T E _ _ _ _ _ _ _ _ _

_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D A T E _ _ _ _ _ _ _ _ _

D A T E F O R R E A S S E S S M E N T : _ _ _ _ _ _ _ _ _ _ _

Assessment Strategies

C U R R E N T C O M P E T E N C I E S

Oral/written questions

Activities

Workplace project

Supervisor/3rd party report

Self-Assessment

Other

The evidence supplied is:

Trainee Signature:

Supervisor Signature:

Trainer Signature

The Trainee is NOT YET COMPETENT:

Strategies to address gaps in trainee performance:

Off-the-Job Training Log

Trainee Name: ____________________________________ Supervisor signature: _________________________________

Company: __________________________________________________________________ Date: ______/______/200____

Certificate: II III IV in

Business (Office Admin/Admin) Civil Construction Extractive Industries Food Processing

Hospitality Process Manufacturing Retail Operations TDT (Road Transport)

TDT (Warehousing) Telecommunications (Call Centres) _________________

List below the times allocated to “Off-the-Job” training for: SIRXCCS002A – Interact with customers

DateActivity

code Duration DateActivity



code Duration

Activity Code1. Read self-paced guides 2. Developed knowledge of use and safety requirements3. Met with Workplace Coach 4. Worked on assessment tasks5. Discussion on phone 6. Discussed assessment tasks7. Researched store policy and procedures 8. Researched legislative requirements 9. Researched workplace policies and procedures 10. Researched industry codes of practice11. Observed other staff member/s interacting with customers 12. Performance appraisal13. Other research 14. Read relevant industry publications15. Staff training 16. Talking to the supervisor17. Complete appropriate paperwork relevant to task 18. Other: (specify) __________________________________________


Participant survey of materials

Unit code: SIRXCCS002A Unit name: Interact with customers

Date……..……………

Instructions:Please complete the questionnaire by circling the one number that best describes your answer to each question. Please read each question carefully. For mailed surveys, place the completed questionnaire in the enclosed reply paid envelope and post it back within seven days

Q1. Thinking in general about the material you were given for this unit, how would you rate it overall?

Circle only one answerPoor ………………………………………………………………………….…... 1Fair ……………………………………………………………………………….. 2Good …………………………………………………………………………..…. 3Very Good ……………………………………………………………………….. 4Excellent ...……………………………………………………………………….. 5Don’t know ……………………………………………………...…………...….. 6

Q2. How strongly do you agree or disagree with the following statements about the unit material?

Circle one answer only for each statement

Str

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D

isag

ree

Dis

agre

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Ne

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er

Ag

ree

no

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isag

ree

Ag

ree

Str

on

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A

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Do

n’t

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/ N

Aa. The layout of the reading material made it easy to use/read 1 2 3 4 5 6b. The layout of the assessment material made it easy to use/read 1 2 3 4 5 6c. The font size of the material was large enough 1 2 3 4 5 6d. The reading material assisted me to complete the assessment 1 2 3 4 5 6e. The material was easy to understand 1 2 3 4 5 6f. The graphics/pictures were useful 1 2 3 4 5 6g. The graphics/pictures were sufficient in number 1 2 3 4 5 6h. The graphics/pictures were legible 1 2 3 4 5 6i. The materials was free from typing errors 1 2 3 4 5 6j. The material was relevant to my job/workplace 1 2 3 4 5 6

Comments: Please expand on the above points if you rated any of them less than 3______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________


Suggested Answers

SIRXCCS002A Interact with customers


A person who pays my wages

Part of my job

The reason our warehouse exists

Not just a statistic – a real person

A person who is not dependent on our organisation but our organisation depends on them

The person who monitors my service.


This will be dependant on the workplace.


This will depend on the nature of the complaint and workplace policies.


This will be dependant on the workplace.


Documents

Interact With Customers