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Customer Service
Tony Ellis, CPPO
CUSTOMER SERVICE
4th Edition, 2016
Presented byTony Ellis, CPPO
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Introduction
Customer Service is defined as:
serving customers with such consistency, integrity, creativity and sincerity that they will not only keep coming back for more, but eagerly recommend you to others.
Chapter One: Creating Value
• Who is a customer?
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Chapter One: Creating Value
• Anyone to whom you communicate a feeling, emotion or action.
• Finding the best solution for each customer quickly, correctly, and with a helpful attitude.
Chapter One: Creating Value
Two shoe salesmen
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Chapter One: Creating Value
• Value is added when people deliver service from their own viewpoint to meet a need.
Chapter One: Creating Value
• Customer service can mean one thing to one customer and something entirely different to another.
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Chapter One: Creating Value
• Private sector companies‐ profit
• Government sector‐ how well it serves the taxpayer citizen
Chapter One: Creating Value
• How well the service is delivered as a public servant
• Every action and interaction becomes a personal responsibility of the provider.
• Every action reflects on the organization and the employee
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Chapter One: Creating Value
• Customer service is a personal responsibility with a positive attitude.
Chapter One: Creating Value
• Five questions to ask yourself
1. Do I care about this customer?
2. Am I friendly with every customer?
3. Am I interested and concerned from the first contact?
4. Am I trying to find out what is most important to this customer?
5. Do I look for ways to add something extra?
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Chapter One: Creating Value
• Two Universal Truths:
Management must be perceived as treating employees fairly.
Employees will treat customers equal to the treatment they receive.
Chapter One: Creating Value
• Successful companies:
Zappos
Amazon
Macy’s
Chick‐fil‐A
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Chapter One: Creating Value
• Six factors for successful customer service:
1. Executive staff spends time communicating with customers
2. Executives spend time with front line service providers
3. Customer service feedback is regularly asked for and acted upon
Chapter One: Creating Value
• Six factors for successful customer service (con’t):
4. Employees are provided guidelines that empower them to make decisions
5. Training is provided on an ongoing basis
6. Benchmarks of success are maintained
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Chapter One: Creating Value
• Communication is
80% listening
20% asking questions
Chapter One: Creating Value
• Listening creates trust
• Listening creates a sense of empathy
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Chapter One: Creating Value
• Focus groups
• Surveys
• Questionnaires
Chapter One: Creating Value
• Procurement departments can get valuable feedback from internal and external customers to gauge customer satisfaction!
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Chapter One: Creating Value
• Procurement can create brand credibility through the following:
– Trust
– Authenticity
– Transparency
– Listening
– Responsiveness
– Affirmation
Chapter One: Creating Value
• Increase value by:
– Take personal responsibility in small things
– Going the extra mile
– Take ownership of your customer’s concern
– Listen with empathy and offer options and solutions
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Chapter One: Creating Value
• A customer can only trust to the degree in which they believe they are being respected!
Chapter Two: Perceptions
• Process focused
• People focused
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Chapter Two: Perceptions
• People will decide in twenty seconds if someone can help them.
Chapter Two: Perceptions
• Minor points:
– The greeting you receive
– Their smile as they begin to talk
– Using a soft “no” by offering an alternative solution
– Ensuring you are not left hanging on if a call is transferred to someone else
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Chapter Two: Perceptions
• Five characteristics of successful customer service:
Realistic
Understandable
Measurable
Believable
Attainable
Chapter Two: Perceptions
• If good customer service is provided nine to twelve people will hear about it.
• If customer service is bad at least twenty people will hear about it.
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Chapter Two: Perceptions
• Core values of customer service:
Honesty
Integrity
Accountability
Consistency
Chapter Three: Culture
• Build an environment or culture that focuses on serving others in a manner that you would want to be served.
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Chapter Three: Perceptions
• Use the WIN Approach!
Patience
Kindness
Competence
Chapter Three: Perceptions
• Allow staff the discretion to turn a negative to a positive.
• Listen with empathy.
• Understand what is important to the customer.
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Chapter Three: Perceptions
• In business, develop lifelong customers.
• In government, serve people based upon their needs within a set of resources and capabilities.
Chapter Three: Perceptions
• Cost associated with customer service:
– For every disgruntled customer that leaves a automobile dealership never to return, the dealership loses $142,000.
– For every unhappy customer that leaves a grocery never to return, $50,000 in loss revenue.
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Chapter Three: Perceptions
• 96% of customers with a small ticket item problem do not complain, but 63% will never purchase there again.
• 37% of unhappy customers of large‐ticket items do not complain, but 50% will not buy again.
Chapter Three: Perceptions
• 91% of retail customers will avoid a company that serves them poorly, 80% will find another store and 70% of them will pay more for better service.
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Chapter Three: Perceptions
• In business, poor service results in lost revenue and customers.
• In government, poor service results in dissatisfied people who will contact social media and legislators to lash out at the government agency and worker.
Chapter Three: Perceptions
• Eight steps government agencies can take to create better customer experiences:
1. Establish a knowledge foundation
2. Empower your customers
3. Empower your frontline employees
4. Offer multichannel choice
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Chapter Three: Perceptions
• Eight steps government agencies can take to create better customer experiences (con’t):
5. Listen to your customer
6. Design seamless experience
7. Engage customers proactively
8. Measure and improve continuity
Chapter Three: Perceptions
• Good customer service requires timely information for the provider to act in an efficient and effective manner.
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Chapter Three: Perceptions
• Government must innovate how it collects, distributes and provides information to people.
Chapter Three: Perceptions
• 82% of business is lost due to poor customer service.
• Southwest Airlines restored 85% of its lost business through improved customer service.
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Chapter Three: Perceptions
• Government based customer service depends upon how well providers create an environment whereby people feel as though they are being listened to and helped.
Chapter Three: Perceptions
• Six basic customer service needs whether in business or government:
1. Friendliness
2. Understanding and empathy
3. Fairness
4. Control
5. Options and alternatives
6. Information
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Chapter Four: Delivering
• Customer service must be delivered in a business like manner.
• The end result is a satisfied customer.
Chapter Four: Delivering
• Satisfied customers in business means an enhanced bottom line.
• Satisfied customers in government means enhanced taxpayer confidence and trust.
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Chapter Four: Perceptions
• The secret of successful customer service lies not in what you do, but rather in how you see people and handle the dynamics of a situation.
Chapter Four: Perceptions
• Is the customer always right?
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Chapter Four: Perceptions
• Customer Service is all about wants and needs.
Chapter Four: Perceptions
• Products and services are needs
• The experiences of obtaining them are wants
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Chapter Four: Perceptions
• Customer service needs are obvious and practical.
• Customer service wants are subtle and usually emotional.
Chapter Four: Perceptions
• Creating a customer service model called “moment of truth”.
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Chapter Five: Building Excellence
• Employees at all levels should do the following:
– Show people you care with words and body language.
– Have procedures in place that allows people the discretion to solve problems timely and in an efficient manner.
– Take personal responsibility to solve customer concerns.
Chapter Five: Building Excellence
• Follow Southwest Airlines strategy
– Practice the Golden Rule
– Help each other out.
– Feel free to be yourself.
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Chapter Five: Building Excellence
• Being customer service oriented means keeping a tally of customer concerns, reporting them to upper management and requesting help with repeated customer concerns given the resources of the agency.
Chapter Five: Building Excellence
• Ten good customer service habits
1. Be on time‐ keep appointments
2. Under promise and over deliver.
3. Go the extra mile.
4. Offer your customer options.
5. Express empathy.
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Chapter Five: Building Excellence
• Ten good customer service habits (con’t)
6. Treat your customer as the most important part of your job.
7. Treat your co‐workers as customers.8. Give the customer your name and telephone.9. Smile and use inflection over the telephone
(tone of voice 86% and words 14%).
Chapter Five: Building Excellence
• Creating a positive response with customers
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Chapter Five: Building Excellence
• Fix the problem and not the blame!
Chapter Six: Problems
• Characteristics of top ten customer service providers:
– Optimistic and enthusiastic
– Follow up on your promises
– Positive mental attitude
– Competitive
– People‐oriented
– Inquiring mind
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Chapter Six: Problems
• Characteristics of customer service providers (con’t):– Organized
– Enjoys customers
– Accurate decision maker
– Good communicator
– Knows their product (laws, rules, regulations)
Chapter Six: Problems
• The recovery process for government customer service.
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Summary
• Six universal elements that create a satisfied customer1. Remember the little things
2. Keep your commitments
3. Clarify and fulfill expectations
4. Apologize when things go wrong
5. Create loyalty through good service
6. Remember that customer service is 60% attitude and 40% skill.
Summary
• Good customer service takes time, effort, and commitment!
