- 1. Customer Service Excellence Lecture 9 Customer Service for
the servers Lecture based on Customer Care Excellence How to create
an effective customer focusSarah Cook (copies in library)
2. 3. 4. If you look after your staff, they will look after your
customers who will in turn look after your profits Stew Leonard,
Head of Stew Leonards Dairies and holder of the Guinness Book of
Records entryfor being the store with the highest sales per square
foot in the world 5. The service/value chain
Employee satisfaction Employee retention External service
quality Customer satisfaction Customer retention Profit/value
Source: Customer Care Excellence, Sarah Cook 6. Creating a vision
for an organisation
- to be the UKs favourite quick service restaurant by providing
great tasting food through excellent operations and by giving
friendly service at a value price to our customers
- How can excellentinternalcustomer service ensure this vision is
achieved?
7. People, Service, Profit FedEx 8. Valued people value
customers
- A MORI survey in 2007 of organisations with more than 1,000
employees;
- Two thirds of employees felt undervalued.
- Fewer than 1 in 10 felt their views were valued.
- Only 1 in 4 were actively committed to helping the organisation
succeed.
9. The Happiness at work index 2007 BBC NEWS | Business | UK
office staff 'unhappy at work'
- 24% of the UKs office basedworkforce is unhappy at work
- Lawyers are the most happy- 69%
- IT and telecoms workers the least happy 28%
- Only 27% of officeemployees are able to work flexible
hours
- 14% of employeesare expected to get in early and work late
- 28% of British men say that they are miserable at work, compred
with 22% of British women
- A key factor of happiness at work is friends and
socialisingYear-end office parties take a knock
Source: Badenoch and Clark based on 1,000 British office workers
10.
- The Involvement and Participation Association investigated the
success of companies which established
employeeinvolvementandempowerment in a supportive environment. It
claims that within a year of a shift to employee involvement,
overall financial improvements of between 10 and 30% could be
achieved.
11. Characteristics of an empowered organisation
- More considerate of customers needs
- Easier to do business with
12. Encouraging empowerment
- Create the right environment ;
- Office layout, take away traditional power symbols such as
directors dining rooms and separate offices.
- .or be truly different and innovative remember Google last
week?
13. Encouraging empowerment
- Procter & Gamble report 30-40% higher productivity in those
plants with team based structures rather than vertical ones.
- When Levis encouraged one manufacturing plant to work inteams
it found that shipments of jeans could be turned around in one day
rather than six
14. Characteristics of a successful team
- A common sense of purpose and a clear understanding of the
teams objectives.
- The team have or can obtain all the resources needed to achieve
their objectives.
- There is a range of skills and know how among the team members
to deal effectively with the teams tasks.
- There is a range of team types within the team each member of
the team has different aptitudes for the various team roles
required for effective team working.
- Team workers have respect for each other both as individuals
and for the contribution that each makes to the teams
performance.
15. However.
- Even with the right expertise and knowledge in the team, teams
do not always work together effectively
16. Empowerment and service recovery
- businesses have only one opportunity to put things right
- Research at British Airways indicated that 20% of its customers
were dissatisfied with the service but did not complain.
- It is estimated that for every 1% ofadditional dissatisfied
passengers that the company could get to complain, it could win
back between200,000 to 400,000 in revenue.
17. Devolving responsibility to front line staff
- In line witha movement to view customer complaints in a more
positive light , some organisations are devolving responsibility
and decision making powers to front line staff who deal with
customer complaints;
- At the AA staff can offer up to 100 to a member when the
service has been poor.
- BT operators are empowered to offer goodwill gestures in the
form of cash payments tocustomers when something goes wrong.
- A key measure of customer service excellence at Hilton hotels
is the number of complaints resolved at the unit rather than
escalating to Hilton Hotels central complaints unit.
18. Employee engagement the buzz word
- British Airways Day in the Life event for all staff when each
function gave a presentation of their role within the
organisation.
- Centre Parcs SHOW day (See How Others Work day)
- Federal Express has its own TV station so that the CEO can talk
to all employees worldwide including answering unprompted questions
live.
19.
- The Sunday Times Best 100 Companies to work for | Career &
Jobs - Times Online
An interesting annual information source 20. Tips from the Top
100 in offering excellent customer service to your staff
- Involve your staff ineverything and make them proud to work for
your organisation.
- Cut out the middle man allow staff to communicate with the
senior decision makers in the organisation.
- Make career development a priority.
- Staff have a life outside work respect the work life
balance.
- Perks are great Discounts? A massage?
- Allow working from home is desired/feasible
21. A controversial view
- Is the noble employee a myth ?
- Why treat your staff like dirt? Because they are - Times
Online
22. Douglas McGregor The Human Side of Enterprise
- Identified two extreme sets of assumptions and explored how
management style differs according to which set of assumptions is
adopted.
- Theory X is the theory that the average human being has an
inherent dislike of work and will avoid it if possible.Human beings
prefer to be directed, wishing to avoid responsibility. They have
relatively little ambition and want security above all. They are
self-centred, with little interest in the organisations needs.They
are resistant to change, gullible and easily led.They must be
coerced, controlled, directed, offered reward or threatened with
punishment to get them to put further adequate effort towards the
achievement of the organisations objectives.
23. Douglas McGregor The Human Side of Enterprise
- According to Theory Y, however, the expenditure of physical and
mental effort in work is as natural as play or rest.The ordinary
person does not inherently dislike work: according to the
conditions it may be a source of satisfaction or punishment.
Extensive control is not the only means of obtaining effort.People
exercise self-direction and self-control in the service of
objectives to which they are committed: they are not naturally
passive, or resistant, to organisational objectives, but have been
made so by experience.
24. Douglas McGregor The Human Side of Enterprise
- The most significant reward that can be offered is the
satisfaction of the individuals need for personal growth and
development. The average human being can learn not only to accept
but also to seek responsibility.Managements should create
conditions and methods that will enable individuals to integrate
their own and the organisations goals, by personal
development.
- McGregor intentionally polarised his theories, and recognised
that managers assumptions may be somewhere along the line between
the two extremes. He also recognised that the assumptions were
self-perpetuating.If people are treated as though they are Theory X
people, because of management assumptions, Theory X behaviour will
in fact be induced thus confirming management in its beliefs and
practices.
25. Some last words fromAlex Frankel author ofPunching in the
unauthorized adventure of a front line employee
- In this futuristic age of computers and wireless
communications, its easy to imagine (that)companies will soon
replace humans with robots on the front lines. But I found that
many of the best companies have not only realised that humans
matter but have also moved ahead of competitors by finding, hiring
and training great people to work for them. People have become as
much of a competitive weapon as the products they sell