BSBCUS401BCOORDINATE IMPLEMENTATION OF CUSTOMER SERVICE STRATEGIESPRESENTATION 3

PRESENTATION OUTLINE

At the end of this presentation you will know about:

• Reviewing client satisfaction with service delivery using verifiable

data in accordance with organisational requirements

• Identifying and reporting changes necessary to maintain service

standards to designated individuals and groups

• How to prepare conclusions and recommendations from verifiable

evidence and provide constructive advice on future directions of

client service strategies

• Maintenance systems, records and reporting procedures to

compare changes in customer satisfaction

REVIEW CLIENT SATISFACTION

As part of your customer service delivery you should always include

methods by which customers can tell you how they are feeling about

the level of service. It can occur that an organisation implements a

great new customer service strategy, thinking and expecting that

their customers will be pleased, only to find out that they are not! A

good example is people’s reaction when Facebook makes a change.

• Every system that is used for customer contact should have some

sort of automated data generation built in.

• For example if you run a help desk system you should have

automatically generated data on the number of calls, wait times,

call times and brief survey of customer satisfaction after the call.

• The more data you can capture in an automated system the

better.

CUSTOMER REVIEW METHODS

• Questionnaires

• Face to face meetings with key customers

• Focus groups

• Benchmarking

• Surveys

Benchmarking:

An opportunity to measure how your performance compares to that

of your peers and competitors. Benchmarking anything, including

your customer service support teams, requires that you collect data

on it.

Review client satisfaction:

Customer satisfaction refers to how satisfied customers are with the

levels of service you are providing. The main objective is to review

the information gathered. Customer service culture, in most

organisations, has led to increased expectations of high quality,

individually designed methods to meet the needs of the customer.

By reviewing client and customer satisfaction with your service

delivery methods will allow you to streamline, improve or

otherwise make changes that benefit sales and marketing

strategies.

• Review and determine the customers’ expectations

• Listen to the customer

• Focus on the delivery of customer service activities – don’t be

distracted along the way

• Value customer feedback when they measure your service

performance

WHY IS EVALUATION IMPORTANT?

• Meeting the needs of the customer is paramount

• Customers have an ‘expectation’ to quality customer service that will

deliver outcomes

• Organisations that go beyond minimum standards by exceeding

customer expectations are likely to be placed higher in the customers

ranking

• Organisations that provide high quality customer service will create

loyalty with their customers which translates to higher sales

• Customers are recognised as key partners in shaping service

development and assessing quality of service delivery

• The process of measuring customer satisfaction by surveys and other

techniques plus obtaining feedback, are valuable tools for quality

assessment and continuous service improvement

IDENTIFY CHANGES NECESSARY TO MAINTAIN SERVICE STANDARDS

Even the most perfectly planned and executed change can have

errors in implementation and it is important therefore to review your

customer data and feedback to identify if changes are necessary to

maintain service standards.

Let’s take a look at Nokia and their strategic change. Nokia is a

global brand, a market leader and a firm rich in heritage. But it is now

battling for survival in a strategic crisis caused by a range of external

and internal factors.

NOKIA

Nokia missed the major change in its market – the smartphone

revolution

Nokia continued to focus on mobile phone devices (hardware) rather

than mobile phone applications (software)

The product life cycle of Nokia’s products had shortened dramatically

as others (Apple, Google Android) developed smartphone platforms

and an associated ‘ecosystem’ of apps.

The consumer transition from traditional mobile phones to

smartphones has been dramatic and caught Nokia off-guard.

NOKIA

Many in Nokia regret that the business had become too product-led

rather than customer-led, a missed opportunity.

The question has to be asked, was Nokia monitoring and reviewing

their customer’s needs? Did they have systems in place to capture

customer service data?

Organisations need to measure and monitor their customer service

strategies and report on the effectiveness to upper management.

Reports should be prepared to compare customer satisfaction with

the benchmarks, before and after the customer service strategy

implementation. In addition you can benchmark against your

competitors performance. You should track trends and improvements.

PREPARE CONCLUSIONS AND RECOMMENDATIONS

Your competition will continue to evolve and

change; and therefore you must ensure your

organisation is doing the same.

•Look at your competitors ideas and use these to

springboard your creativity and innovation.

•Innovation can be viewed as the application of

better solutions that meet new requirements, in

articulated needs, or existing market needs.

•Innovate and use new technologies to advance

your products and services

FUTURE DIRECTIONS

Part of your role in providing future directions for

customer service strategies is to be continually

working towards the next change. Long term

strategies include changes to your customer service

strategy. They may need to be implement in stages

because of required training, technological changes

or even the way your company does business.

REPORTING

Use the data you have gathered via your customer

service feedback channels; and performance results

(KPIs, comparisons to benchmarks) to report on the

organisations’ customer service outcomes and

make conclusions and recommendations for future

directions.

STRATEGIC REPORTING

1. Commence with an executive summary. This summary identifies

the subject of the report. It introduces the current customer

service strategy and explains why the report is being written.

2. Discuss the current customer service strategy and explain why

you are monitoring and reviewing the strategy. If you are

considering making a change, explain why?

3. Write an overview. Provided historical background on the subject.

Identify who are the key players in your strategy. You can divide

this section into sub-topics with headings for clarity.

4. Describe the performance indicators /benchmarks you have used

to measure results.

STRATEGIC REPORTING CONTINUED

5. Analyse the methodology used to make your conclusion. Explain

why the metrics are appropriate for the subject matter.

6. Rate the accuracy of the customer service feedback and data you

have gathered. Explain why your results are dependable. Discuss

any inconsistencies, if any, and explain why they don’t contradict

the report conclusions.

7. Present your findings in a clear manner, appropriate for the

subject. This may be a chart, financial statements, or table of

results.

8. Finish the strategic report with conclusions and recommendations.

Be clear with your recommendations. Do not introduce any new

information in this final section.

CONCLUSIONS, RECOMMENDATIONS AND ADVICE

To be able to write effective reports on customer service strategies you

need to maintain accurate records of customer changes, customer

service data and customer feedback.

You customer feedback needs to be correlated into some sort of

statistical data, so that you can develop and report on trends and

changes. Scales can be used to rate the feedback for categories. For

example:

• Category: Product presentation

• Scale 1- Excellent

• 2- Good

• 3- Satisfactory

• 4- Unsatisfactory

CONCLUSIONS, RECOMMENDATIONS AND ADVICE

You may also, depending on your organisational needs, look to break results into different reporting areas, such as:

• Regions• Departments• Customer segments

The customer service strategy may work for one reporting area, and not another. So monitoring and reporting in this manner can help with evaluation and reporting.

CONCLUSIONS, RECOMMENDATIONS AND ADVICE

• Over time your customer service strategies may evolve into

different strategies for different customer segments. Meeting the

needs of each segment is a challenge. Your record keeping will

provide you with the information you need to make effective

strategic decisions.

• Remember this is a process of continuous improvement and

change.

• “Progress is impossible without change, and those who

cannot change their minds cannot change anything”

George Bernard Shaw.

PRESENTATION SUMMARY

Now that you have completed this presentation you know about:

• Reviewing client satisfaction with service delivery using verifiable

data in accordance with organisational requirements

• Identifying and reporting changes necessary to maintain service

standards to designated individuals and groups

• How to prepare conclusions and recommendations from verifiable

evidence and provide constructive advice on future directions of

client service strategies

• Maintenance systems, records and reporting procedures to

compare changes in customer satisfaction