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Customer Service Excellence

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Customer Service Excellence

  1. 2. Webinar Ground Rules Follow-Up Expectations
  2. 3. Shannon Kluczny BizLibrary - Vice President of Client Services
  3. 4. Customer Service Excellence
  4. 5. <ul><li>External Customers </li></ul><ul><li>Internal Customers </li></ul><ul><li>Handling Problems </li></ul><ul><li>Perception </li></ul>
  5. 7. Map Experience Research Perception Action to Improve Review and Evaluate
  6. 8. <ul><li>Define </li></ul><ul><li>Map </li></ul><ul><li>View </li></ul><ul><li>Practice </li></ul><ul><li>Evaluate </li></ul>Map The Customer’s Experience
  7. 9. <ul><li>Survey </li></ul><ul><li>Complaints </li></ul><ul><li>Employee Opinions </li></ul>Research Customer’s Perceptions
  8. 10. <ul><li>Skills </li></ul><ul><li>Products </li></ul><ul><li>Procedures </li></ul>Take Action for Improvement
  9. 11. <ul><li>Metrics </li></ul><ul><li>Analysis </li></ul><ul><li>Monitor </li></ul><ul><li>Adjust </li></ul>Review Operations
  10. 12. Implementing Customer Service Standards to gain Trust & Loyalty
  11. 13. <ul><li>Identify Steps </li></ul><ul><li>Define poor service </li></ul><ul><li>Define excellent Service </li></ul><ul><li>Convert to Standards </li></ul>Developing Effective Standards
  12. 14. Developing a Strategy
  13. 15. <ul><li>company's current product </li></ul><ul><li>target market </li></ul><ul><li>existing and potential competitors </li></ul><ul><li>current socio-economic environment </li></ul><ul><li>growth potential </li></ul>Situational Analysis
  14. 16. Define Value
  15. 17. “ Put into practice the services you've decided will add value to the overall customer experience.”
  16. 18. Customer’s Changing Needs <ul><li>customer surveys </li></ul><ul><li>in-bound e-mails </li></ul><ul><li>messages in chat rooms </li></ul><ul><li>comments on blogs </li></ul><ul><li>records of call center conversations </li></ul>
  17. 19. Internal Customers
  18. 20. Internal Customers Internal Service Providers External Customers
  19. 21. Relationships
  20. 22. Internal Dependencies
  21. 23. Understanding Internal Processes
  22. 24. Service Level Agreements (SLAs)
  23. 25. Cross-functional Steering Groups
  24. 26. Service champions
  25. 27. <ul><li>List your internal customers </li></ul><ul><li>Get to know their work processes and roles </li></ul><ul><li>Discuss your mutual expectations openly </li></ul><ul><li>Implement necessary action </li></ul><ul><li>Get feedback, evaluate and review </li></ul>Delivering Internally
  26. 28. Getting to know internal customers
  27. 29. Identifying mutual expectations
  28. 30. Taking Action & Getting Feedback
  29. 31. internal customer service attitude
  30. 32. Outstanding Customer Service Provider
  31. 33. Keep your colleagues motivated Build rapport Create a culture of sharing and helping
  32. 34. Exceeding Expectations
  33. 36. allow the customer to vent listen with empathy focus on the customer
  34. 37. Investigating the complaint
  35. 38. Agreeing on a Solution
  36. 39. Follow Up
  37. 41. be helpful take ownership of the problem act as the customer's point of contact
  38. 42. Be helpful
  39. 43. Take ownership of the problem
  40. 44. Act as the point of contact
  41. 45. CAUTION!!!
  42. 46. &quot;Service is in the eye of the beholder.&quot;
  43. 47. Customer Service Excellence

Hinweis der Redaktion

  • April: We are going to go ahead and get started. Thank you for attending the BizTopix Webinar Series! The purpose of this topic-driven series is to provide a fresh perspective; in a concise format; on a relevant topic that may be of interest to you or your organization. For today’s presentation we have reviewed and incorporated over 15 streaming, online and books content offered by BizLibrary.
  • April: A few ground rules to review before we begin. For those of you calling in on the phone line, you will be muted; We do have the option for this webinar to listen through your speakers. if you have a question, please use the chat functionality. In the event we are unable to answer your questions during the presentation, we will contact you afterwards. The webinar will last approximately 1 hour. Following this presentation, an email will be sent to those that registered, including the audio recording, powerpoint slides, handouts and worksheets.
  • April: I’d like to now introduce our presenter today: Shannon Kluczny, Vice President of employee Services at BizLibrary. Shannon has been with Business Training Library for 8 years and is integrated in the training industry. You can connect with Shannon or BizLibrary on Facebook, LinkedIn or Twitter. Shannon, I think we are ready to start. Shannon: Thank you, April, and good afternoon to all of you that are joining us on the audio portion and web portions of this presentation.
  • Customer Service is at the heart of every organization, although you may not even know it. Every business has a client somewhere- whether they are providing a product or a service- clients are there, outside the organization, but inside as well. It’s important to know that you shouldn’t just think of customer service when there is a problem or a complaint- but when you are ready to take your organization to the next level- to greatness.
  • Today we are going to talk about Customer Service with external customers Customer Service with internal customers Effectively handing problems and how to address Perception.
  • Service begins with an interaction- whether it is in person, on the phone or online. In every interaction, certain moments will define the impression the customer has of you and your company. These are called moments of truth. Each moment takes place in a specific context and its quality depends on several factors, including the customer&apos;s mood. Moments of truth create emotional impact, so they leave a greater impression than technical detail. They can be positive, negative, or neutral, and some will naturally hold greater importance for a customer than others. These will contribute more to the customer&apos;s overall impression than will lesser moments. Understanding what makes a moment of truth is essential to understanding customer service. Your aim is to manage your customers&apos; perceptions – reducing gaps between their perception and the quality of your service.
  • Managing moments of truth requires a structured and systematic four-step approach: map the customer experience – Break up the customer&apos;s interaction with your company into identifiable steps and then identify moments of truth in each. research customer perceptions – Research data you collect about your customers&apos; perceptions so that you can create more positive moments of truth. Methods of research include surveys, revisiting past customer complaints, and listening to employees&apos; experiences. take action for improvement – You need to create better products and customer service processes, or provide appropriate training to develop the skills your employees need to create positive moments of truth. periodically review and evaluate any actions taken – You need to assess whether implemented actions worked satisfactorily and stay attuned to your customers&apos; changing needs and preferences. Effective management helps you to design products and services that impress customers, identify potential opportunities to raise service standards, and recognize areas requiring improvement.
  • Mapping the customer&apos;s experience View your customer&apos;s interaction with your company as a journey and break that journey up into segments. Each segment involves different moments of truth. You can identify exactly which moments in each segment are important to your customer. This can happen in a group meeting, in a chat room, during a conference call, a brainstorming session. Ideas for mapping the experience include, defining and mapping the process, watching the process flow, practice in role plays and training session, and then once executed, evaluate how its working. This can be done by select employees, managers or department wide- At BizLibrary, 5 of us sat in the conference room and used a white board to map the customer experience when a client calls technical support. How many rings does Wait time Turn around time Help materials How to speak Actions to take Training needed internally
  • Researching customer perceptions Research perceptions your customers have of your company&apos;s products or services to find out exactly what they expect from you. You can provide appropriate customer service training to your employees only when you know what your customers want. To determine your customers&apos; perceptions, you can use customer surveys – Surveys are useful for gathering data about customer satisfaction. However, you need to design them carefully. Multiple-choice questions can limit customers&apos; responses, so you might miss out on information you&apos;d receive if you asked open-ended questions. A well-designed survey tells you which parts of the experience customers found important and how they rated your service in different areas. customer complaints – Customers only complain about service they think is lacking, so their comments identify areas that need improvement. Unfortunately, many customers won&apos;t bother to fill in a complaint form because they doubt it will accomplish anything. employees&apos; opinions – Employees work with and observe customers on a daily basis. Because they&apos;re able to pick up on tones of voice, facial expressions, and body language, they&apos;re frequently able to deduce – far better than a survey or complaint form – what impressed or disappointed a customer. These sources will paint a fairly accurate picture of your company&apos;s customer service abilities, enabling you to identify weak segments and negative moments. If you can&apos;t entirely remove or transform a negative moment, you may still be able to soften its blow. If a customer experiences an unfixable negative moment, an employee with excellent people skills might well be able to reduce its impact. A sincere apology, an offer of compensation, or a helpful suggestion can sometimes turn a negative moment into an opportunity to impress. For employees to succeed in potentially disastrous situations, they need to be familiar with the criteria determining perceived good service. They need to display professionalism and skill in handling any situation good attitudes and friendly behavior accessibility to customers and flexibility in coping with problems reliability and trustworthiness an ability to recover quickly and easily from setbacks a solid reputation and credibility At BizLibrary, we have an online suggestion box, all managers emails are easily accessable, all calls are monitored, technical support surveys are sent Employee Committee
  • Taking action for improvement You need to equip employees with the skills they need to create positive moments of truth and neutralize – or turn around – bad ones. You should also improve your products and your processes to better meet customer needs. Your training, improved products, and procedures need to be detailed and specific because problems can occur in any segment of an interaction with your customer. Problems lie in specific processes or routines, and you need to analyze and resolve each of them. A recent example of this at BizLibrary was how to deal with escalation of issues reported. In the past, because we have a small building, it was simple to walk across the hall and tell someone of a problem reported. This needed to change, because details were getting missed or forgotten, and we didn’t have metrics to fall back on. A ticketing system was created, but procedures that we put into place actually delayed the response to the client, so we have had to evaluate and redefine procedures. So essentially, just because something has been done that way for so long- doesn’t mean that’s the way it has to be. There is an effect to every change and you have to determine the pros and cons, and be willing to adapt- to what is best for the client.
  • Reviewing operations After implementing actions designed to create positive moments of truth, it&apos;s vital that you review and evaluate your company&apos;s customer service. It is said that change is the only constant, and this is especially true of customers&apos; needs and feelings. If you neglect these steps to service excellence, trends will change and you&apos;ll find your business plagued by negative moments of truth. Moments of truth define the interaction between a company and its customer. You need to adopt a systematic approach to managing these moments. You first need to map the customer&apos;s experience, divide it into segments, and identify crucial moments in each segment. Through research, you then ascertain what your customer perceives as good service. Next, you improve problem areas so that negative moments are turned into positive ones. Finally, you conduct regular reviews to ensure problems don&apos;t recur and take changes in customer needs and feelings into account. Monitoring doesn’t always mean micromanaging. Develop reports and resources that work for you. Results can’t always be reacted to, however, but can be tracked and logged for historical understanding. I report results weekly to leadership weekly, staff monthly but watch daily.
  • Implementing customer service standards By ensuring the creation and implementation of effective service standards, companies can deliver customer service that&apos;s consistent. This consistency of service builds and encourages customer trust and loyalty. If customers know what to expect from an organization, they&apos;re more likely to return or spread the word about its services to others. An organization that&apos;s made up of employees committed to service standards has a better chance of being successful than one that providing unreliable, inconsistent service. If you&apos;re not providing a consistent service, you&apos;re creating an environment of customer distrust rather than one of loyalty and reliance.
  • Developing effective service standards To develop effective service standards, you have to follow three steps: identify the service steps identify the difference between poor and excellent service at each step, and convert the elements constituting the difference into service standards Identify the service steps To start the process, you need to identify all service steps in your organization. Service steps simply refer to the separate instances in which customer interaction takes place. Once you&apos;ve identified the service steps, you break them down into sub-steps constituting individual interactions. Identify the difference between poor and excellent service To differentiate between poor and excellent service, you need to uncover elements that add value to the identified interactions with customers. Enhancing the customer experience leads to greater customer satisfaction and, ultimately, greater competitive advantage. You should involve your employees in this process as well, because the most effective service standards are created when management and employees share their knowledge and experience of customer needs. Your employees deal with customers on a daily basis and therefore develop a deep understanding of their needs and expectations. Convert service elements into service standards You now need to convert each of these identified elements into specific service standards. Bear in mind that to embed these elements into your organization, your service standards should be integral to all procedures, job descriptions, policies, and performance reviews. You need to make sure you enforce the standards equally. Unequal enforcement of standards will lead to them not being taken seriously. Also, when converting identified elements into service standards, always remain mindful of the fact that the standards created should be specific, action based, observable, and customer centric. All companies should have both service visions and service standards. Standards are closely aligned with service visions. If properly maintained, they make your company reliable so that your customers can expect service consistency. To create and implement service standards, you follow a simple three-step process. First you identify all instances of customer interaction – service steps – and break them down into the sub-steps forming each interaction. Then you pinpoint elements that enhance the customer experience of each interaction. Finally, you convert these elements into specific, action based, observable and customer centric service standards.
  • &amp;quot;Strategy&amp;quot; can be defined as &amp;quot;a careful plan or method.&amp;quot; A customer service strategy is a plan outlining how your organization will make decisions, based on what it will and won&apos;t do. Customer focus refers to an organization&apos;s customer awareness and the importance it attaches to making them the center of their business. Having a customer service strategy and being customer focused will enable you to remain aware of customer and market needs. This will give you competitive advantage in a world where the &amp;quot;customer is king.&amp;quot; Developing a service strategy Four steps will help you to develop a dynamic service strategy: define the current situation define all targets and value implement the value you&apos;ve defined, and ensure you stay in tune with customers&apos; changing needs
  • Define the current situation The first step of the process is often referred to as situational analysis. As the term suggests, in this step you analyze your business and the current business environment, as well as the existing and possible needs and values of your customer. Situational analysis points you in the right direction regarding where value is found in your specific market. This gives you the ability to identify your organization&apos;s positioning in the marketplace and what will add value to the customer experience you&apos;re aiming to create. Situational analysis evaluates your company&apos;s current product your company&apos;s target market any existing and potential competitors the current socio-economic environment, and your company&apos;s growth potential
  • Define all targets and value You need to assess who you want your product to attract and how you can develop the value you wish to offer. This is a collaborative process that may involve employees on all levels to harness maximum creativity. The term &amp;quot;value&amp;quot; refers not only to your product, but to the overall customer experience and the value you wish to add.
  • Implement the defined value The third step of the process is to implement, or build, the value you&apos;ve defined. In other words, you need to put into practice the services you&apos;ve decided will add value to the overall customer experience. You may find at this point that your organization needs to develop certain capabilities that are necessary to adequately provide such value. This may involve training employees in certain areas to ensure they have all the relevant skills and knowledge that will contribute to the value your organization wants to create.
  • Stay attuned to customers&apos; changing needs At this stage in the process the organization&apos;s aim should be to deliver consistent customer value that&apos;s in line with the company&apos;s purpose and vision. It&apos;s imperative that you develop and implement methods and procedures that enable you to constantly examine and assess the service and value you propose to offer to your customers. Several systems and processes are available to you to register changes in market conditions and customer needs: implementing Customer Relationship Management monitoring, analyzing, and responding to customer feedback gathering information from sales teams, and gathering information from word of mouth, particularly the media Nowadays, companies realize the importance of staying attuned to customer needs and listening to customer feedback. This has resulted in the development of numerous strategies for monitoring customer feedback. An example is the creation of dedicated customer insight teams responsible for formulating ways to remain aware of changes. Other companies make use of customer surveys or gleaning valuable insight from in-bound e-mails, messages in chat rooms, comments on blogs, or records of call center conversations. Some companies have gone as far as to make various customer reports and data available to employees. For a business to stay ahead of changes in its operating environment, it needs to implement a dynamic customer service strategy and needs to remain focused on the customers&apos; changing needs. To develop an effective service strategy, a business must implement four steps. First it needs to carry out a situational analysis, then it needs to identify its targets and value, and then it needs to implement that value. The final step is to remain in tune with customers&apos; changing needs. This can be achieved by implementing and using Customer Relationship Management systems, by monitoring, analyzing and responding to customers&apos; feedback, by gathering and reviewing information from word of mouth, and by creating dedicated customer insight teams.
  • Identifying Your Internal Customers The customer service chain You may deal with customers directly or you may work with colleagues who in turn serve customers. You might even work with people who serve other colleagues who then serve customers. No matter where you&apos;re in the chain, you&apos;re contributing to the quality of service the customer receives in the end. When internal relationships break down, the customer service chain is broken. Often, customers&apos; perceptions of a company&apos;s service delivery are dependent on the way it treats its internal customers. Think of the colleagues you interact with as internal customers and internal customer service providers who contribute to create products and services that external customers will pay for.
  • The customer service chain contains several elements. Internal customers – Internal customers are people who rely on you for information or to perform certain tasks so they can do their job. Basically, internal customers include just about everyone in your company, who work together to satisfy the expectations of external clients. Internal customer service providers – Internal customer service providers are people you rely on to find or provide information, perform certain tasks, or help you in some way to perform your own tasks. You&apos;re their internal customer and you receive a service from them. External customers – External customers are people you interact with over the phone, over the counter, or in your office, who don&apos;t belong to your organization. They&apos;re the ones who pay for your products or services, and keep your business running.
  • Internal customer service relationships Unless you&apos;re right at the top of the customer service chain or only deal with external customers, you&apos;re probably both an internal customer and an internal service provider. You have some form of customer service relationship with most of your colleagues. So it&apos;s important to explore the nature of these relationships. The first step to putting the whole customer service chain into perspective is to identify your internal customers. You should see yourself as providing a service to them. Once you know who your internal customers are, you&apos;re in a better position to identify, explore, and satisfy their needs. That way, you contribute to the overall quality of service your company provides to external customers, because you help the process run smoothly. If you identify your internal customer service providers and pay attention to what they do for you, you develop a better idea of how the whole process works. You&apos;ll understand where information or tasks originate and what it takes to get them to you. You also learn to recognize opportunities to help your internal service providers improve the service they provide to you.
  • Identify internal dependencies Identifying your internal customer service relationships is easy. All you need to do is analyze the dependencies between you and your colleagues – either as individuals or as part of different teams or separate departments. Although only some people in a company deal directly with external customers, the way colleagues interact has an impact on the external customers&apos; experience of the company&apos;s services. Colleagues should think of each other as internal customers and internal customer service providers. Identifying internal customer service relationships involves analyzing work relationships. Your internal customers are the colleagues who rely on you to get their work done and your internal customer service providers are the colleagues who you rely on.
  • Understanding internal processes It&apos;s important for different parts of a company to work together and understand each other&apos;s role in the organization. Companies that function well often realize this and encourage communication between different departments. Some typical initiatives or activities companies use to foster this understanding include service level agreements, commonly known as SLAs cross-functional steering groups, and service champions
  • Service level agreements (SLAs) SLAs spell out what internal customers can reasonably expect from service providers. They&apos;re usually a formal document aimed at improving internal customer service and its terms are clear to everyone involved. SLAs ensure service expectations are communicated in advance, so service providers can manage their time and resources. Plus SLAs prevent animosity forming between internal customers and reduce the number of last-minute requests and unreasonable demands. At BizLibrary- we have several clients that have SLA’s – we can recite those verbatium, because they clearly define expectations and outline reprocussions.
  • Cross-functional steering groups Some organizations establish steering groups made of employees from various departments. Because a range of experiences from different levels of the organization are included, these groups are in a position to spearhead initiatives that improve internal communication and raise the level of internal customer service. At BizLibrary, we have a quarterly strategic planning session, that includes representatives from every department that have been with the organization for more than 2 years. During this session we discuss a variety of issues, and are often focused on internal improvements to communication.
  • Service champions Service champions are individuals who represent their departments or employees who perform the same function. They spearhead improvements by acting as go-betweens for management and their colleagues, and form unofficial links with other service champions. That way, a network of service champions is formed across the organization, which ensures a steady flow of communication between different departments and levels of management. Service champions often serve to motivate or influence their colleagues. These initiatives improve internal customer service from an organizational perspective because they entrench systems that allow departments to communicate. But no matter what initiatives, activities, or processes your company may have in place to facilitate interaction and communication between departments, as an individual you can do more to improve your relationship with colleagues you provide a service to.
  • Delivering on internal customers&apos; needs is a five-step process: List your internal customers Get to know their work processes and roles Discuss your mutual expectations openly Implement necessary action Get feedback, evaluate and review
  • Getting to know internal customers The first step to improving your internal customer service is to jot down a list of your internal customers. To do this, determine the relationships you have with different colleagues. Once you&apos;ve identified your internal customers, you should get to know their work processes and roles in the organization by gathering information about what they do and why they do it. When you understand what a typical day involves for your internal customers, you&apos;ll know what you need to do to make their jobs easier, and you&apos;ll be more understanding about what it takes for them to get information or services to you when you need it. Plus you&apos;ll develop an accurate mental picture of how different roles in the organization interact to create the final product. You&apos;ll have a better idea of your own place in this chain, and understand what you can do to improve the standard of the services you offer your colleagues. Clear communication between you and your internal customers is vital and will avoid disappointment due to miscommunication, misunderstandings, or lack of understanding. So it&apos;s important to talk openly to your colleagues about what you can expect from each other. Friday afternoon- with development- Would You Rather
  • Identifying mutual expectations If you and your internal customer understand the bigger picture and how you both fit into it, you have common ground from which to discuss your mutual expectations openly. You should be frank about what can reasonably be expected from you. The internal customer service you provide still needs to align with your organization&apos;s goals and priorities. You can avoid misunderstandings or animosity between you and your colleagues by following some simple guidelines: explain to your colleagues how they can be good customers – let them know what you need from them in order to meet their requests openly discuss whether your internal customers&apos; expectations are reasonable in terms of time and quality levels know your customers&apos; expectations of you – make sure you have all the information you need to fulfill a request, and be part of setting those expectations – if your customers&apos; expectations are unrealistic, let them know
  • Taking action and getting feedback Once you&apos;ve discussed your mutual expectations, you implement any action you think is necessary to meet the needs of your internal customers. Again, you shouldn&apos;t have to take any action which takes up unreasonable amounts of your time, results in other internal customer needs being sidelined, or frustrates your organization&apos;s goals. Internal customers often assume you share their priorities because you work for the same company – but this isn&apos;t always the case. As a service provider, it&apos;s up to you to explain to your internal customers how they fit into your workflow. That way your customers will understand they aren&apos;t your only priority. Improvement is an ongoing process. Once you have implemented changes to the way you provide services to your internal customers, you need to get feedback from them to see whether there are any other improvements you can make. You should constantly re-evaluate and review the way you and your internal customer interact. Any changes to the way the company operates will affect what is needed and expected of you. By remaining open to feedback, you can enforce a cycle of continuous improvement and keep up to date with changes to the way you and your colleagues interact. Companies often implement initiatives on an organizational level to promote understanding and cooperation between departments. However, individuals can also take responsibility for improving their internal customer service. This process involves listing your internal customers, getting to know their work processes and roles within the organization, discussing your mutual expectations openly, and implementing any necessary action. The final step involves getting feedback and reviewing the process so as to constantly improve internal customer service.
  • The internal customer service attitude Poor internal customer service – when people within an organization fail to help each other do their jobs – inevitably results in the external customer having a bad experience with the company. To develop good internal customer service, the first thing you do is to develop the right attitude. To develop an internal customer service attitude, you have to: learn to see yourself as a service provider use common courtesy when dealing with your internal customers search for opportunities to exceed your internal customers&apos; expectations. As a manager, the most frustrating phrase I hear is: “Its not my job” If you hear that take the time to address immediately.
  • Being a service provider Companies tend to put a lot of emphasis on providing outstanding external customer service. To provide this service, a lot needs to be done behind the scenes. Often there&apos;s a higher number of interactions between people within an organization than of interactions with external customers. The kind of relationship that exists between service providers and customers exists both within and outside of an organization. So for a business to run smoothly, you should give internal customer service as much attention as external customer service. Keeping this in mind will help you put the whole process into perspective. When you learn to see your colleagues as customers and yourself as a service provider, you&apos;ll be able to help your colleagues and yourself to function well together. In some organizations the relationship between internal customers and internal customer service providers is simple. For example, in a restaurant a waiter takes a customer&apos;s order, then gives it to the chef. The chef relies on the waiter to get the correct order so that he can do his job properly. Other internal relationships might be more complex, where various colleagues or even whole departments rely on or serve each other. But no matter what the particulars are, all internal service ultimately affects the organization&apos;s external service. All too often, people resent being asked to stop what they&apos;re doing to help colleagues. They see these requests as interruptions to their own success paths. But if you take pride in your role as service provider, you learn to see a request or unusual demand as a chance to help your colleagues and improve their experience of the service you provide. In turn, your colleagues will be far more willing to help you and so you&apos;ll find it easier to get your own work done. Just Energy- Client Awards
  • Using common courtesy The second thing you can do to develop an internal customer service attitude is to use common courtesy. Using simple words like &amp;quot;please&amp;quot; and &amp;quot;thank you&amp;quot; goes a long way to foster a healthy atmosphere in the workplace. By being polite, you keep your colleagues motivated, build rapport with them, and create a culture of sharing and helping. Keep your colleagues motivated – Even if you&apos;re just doing your job, it&apos;s always nice to feel appreciated. Hearing a heartfelt &amp;quot;thank you&amp;quot; when people provide information or perform a task they would have done anyway makes them feel better about doing that task. It keeps them motivated to do a good job. Build rapport – Rather than treating your colleagues as cogs in a machine, or as means to your own ends, you should show your appreciation of what they do for you. If you show them you don&apos;t take them for granted, they&apos;ll feel better about themselves and their relationship with you. That way you add a human touch to your workplace relationships and create the basis for building rapport. Create a culture of sharing and helping – By showing your appreciation of what others do for you, you foster a culture of sharing and helping in the workplace, which is essential for an internal customer service attitude. When people feel they have done something good, they feel better about themselves and their jobs – and so are more likely to want to help you again in the future. You can show your appreciation of others in a number of ways. For example, you can show delight when you get a report from someone before the deadline. You can explain how much someone&apos;s doing a small task for you has made your job so much easier that day. Or you can express your gratitude when someone exceeds your expectations. Team Building Culture @ Red Cross
  • Exceeding expectations Another thing you can do to develop your internal customer service attitude is to look for opportunities to exceed your internal customers&apos; expectations of you. Your internal customers will be just as delighted if you exceed their expectations. Although it may not be possible every time, you should always be on the lookout for chances to go the extra mile for them. Again, they&apos;ll be more willing to do the same for you in future. So you can help develop an atmosphere where people are willing to help each other do their jobs. This could be as simple as handing in your daily reports a few hours before the end of the day. Or, if a colleague asked you for some information, you could surprise them by giving that person thorough research. But remember exceeding expectations shouldn&apos;t be a distraction from your daily tasks or conflict with your organization&apos;s goals. Similarly, you shouldn&apos;t go the extra mile for one customer if it means cutting corners with your service for someone else. Developing an internal customer service attitude is the first and most important step to improving internal customer service. It involves learning to see oneself as a service provider and taking pride in that role, using common courtesy to create a healthy atmosphere in the workplace, and looking for opportunities to exceed the expectations of internal customers.
  • It can be difficult to remain calm when interacting with angry customers. However, adhering to a simple process for handling complaints can help you keep your cool and resolve problems effectively. This process includes four steps: defuse the customer&apos;s frustration before proceeding, so the customer is calmer before you begin addressing the problem investigate the problem, ensuring you&apos;re clear on all the facts present viable alternatives and agree on a solution, and follow up to ensure the customer&apos;s problem is resolved
  • Defusing customer frustration An angry customer is likely to struggle to be objective. So, before you handle any complaint, it&apos;s important to defuse the customer&apos;s frustration. To do this, you : allow the customer to vent – It can be hard listening to someone who&apos;s angry. Try to remember the customer isn&apos;t angry with you. In other words, don&apos;t take it personally. Resist the urge to interrupt or contradict a customer who&apos;s venting, even if you disagree. Confrontation is likely to anger the customer further and exacerbate the problem. Your aim is to allow the customer to vent so you can both search for a solution when calm is restored. listen with empathy – Listening with empathy and understanding is one of the quickest ways to defuse a customer&apos;s frustration. This involves listening actively and with an open mind, rather than assuming the customer is either unreasonable or mistaken. You should also express your understanding and pay careful attention to details that may help you find a solution later. focus on the customer – It&apos;s distressing to listen to somebody who&apos;s in the grips of a strong emotion, especially frustration. Your own emotions can prevent you from really listening. So it&apos;s important you control your own emotions and stay focused on the customer. You should avoid trying to form a response in your mind while the customer is talking. If you keep an attitude of caring curiosity, you&apos;re more likely to understand the customer. You also shouldn&apos;t deny the customer&apos;s feelings by saying you don&apos;t understand the problem. Active listening goes a long way toward showing empathy and calming a customer. To listen actively, you first need to stop what you&apos;re doing and pay full attention. Then listen carefully, responding with connecting sounds such as &amp;quot;uh huh&amp;quot; or &amp;quot;I see&amp;quot; to demonstrate you&apos;re listening. Avoid interrupting with your own responses or trying to complete your customer&apos;s sentences. Also listen to what lies beneath what a customer is saying. Ask yourself what the customer wants you to understand. Is this person feeling disrespected, for example? Finally, gather any further information you need by asking clarifying questions. T hen summarize what the customer has said in your own words to ensure you&apos;ve understood correctly.
  • Investigating the complaint Once you&apos;ve defused a customer&apos;s frustration, you can move to the second step in the complaint-handling process and investigate the problem. This involves gathering the information you need to understand the complaint fully and to identify appropriate ways to resolve it. So when investigating a problem, you should ask specific questions to keep the conversation focused. If you need more time – for example to find out about a problem – you should offer to call the customer back. Finally, you should take responsibility for helping the customer by working to identify possible solutions.
  • Agreeing on a solution The third step in the process is coming to an agreement with the customer about the best way forward. It&apos;s always best to involve the customer in deciding on an appropriate solution. You should offer multiple alternatives when possible and check which the customer prefers. You can also ask the customer to propose a solution, although it&apos;s important you retain control of the conversation. Finally, it&apos;s important you set reasonable, realistic expectations about what can and what can&apos;t be done.
  • Follow up The complaint-handling process doesn&apos;t end once you&apos;ve agreed on a solution. You need to follow up with your customer and on the problem. You should call or e-mail your customer to find out how well the solution worked. If the solution isn&apos;t effective, you can begin another round of problem solving. You may need to follow up on the problem itself. Example- Debbie Williams
  • Problems inconveniencing customers range from late deliveries to billing errors to product defects. When things go wrong, customers are likely to feel frustrated. Typically, they may also delay making a complaint until their frustration builds to anger. This means many customers are distressed before they make contact with a customer service representative. To avoid adding to customers&apos; feelings of frustration, it&apos;s important that – when handling complaints from customers, you avoid certain common mistakes. These range from evading your responsibilities to assuming your customer is acting in bad faith. Example of calling on internet, cell phone or cable company
  • Avoiding your responsibilities When faced with an irate customer, it&apos;s tempting to try to avoid responsibility by foisting the customer on to someone else. This is likely to frustrate the customer even further. It&apos;s important to : be helpful take ownership of the problem, and act as the customer&apos;s point of contact for resolving the matter
  • Be helpful In an effort to evade or avoid responsibility, you may be tempted to say you&apos;re busy or you can&apos;t help resolve a particular problem. This unhelpful reaction will make the customer feel even more frustrated. If you&apos;re busy when someone approaches you, promise to attend to them as soon as you can, and then deliver on your promise. If you can&apos;t give exactly what the customer asks for, don&apos;t say you can&apos;t help. Instead, offer constructive solutions to the problem. Example of Ritz Carlton $2,000 a day
  • Take ownership of the problem When you feel accused or threatened, it&apos;s natural to get defensive. You might react by saying there&apos;s nothing you can do, you don&apos;t know, or the problem is either not your fault or not part of your job. Such knee-jerk reactions escalate tension. They also stop you from really listening to a customer. You need to take ownership of the problem. If you feel you&apos;re not in a position to resolve the problem, don&apos;t say there&apos;s nothing you can do. Rather find out if there&apos;s anything you can do to help. If you&apos;re unable to give answers, say you&apos;ll find out.
  • Act as the point of contact You might be tempted to pass an irate customer over to your manager, especially if the customer asks for something that&apos;s not part of your company&apos;s standard procedures or you aren&apos;t sure what to do. Rather than do this, reassure the customer. Then approach your manager yourself, and report back to the customer with a solution. If someone else needs to deal with a problem, let your customers know you&apos;re referring them to somebody who can help.
  • Overstepping your boundaries When handling customer complaints, you may overstep your boundaries in one of two ways – by setting unrealistic expectations or making inappropriate criticisms Setting unrealistic expectations Making promises you can&apos;t keep to customers will make matters worse. Even customers who aren&apos;t angry will become upset when you fail to deliver on what you&apos;ve led them to expect. To avoid this, first let customers know you understand the importance of the issues they&apos;re reporting. Then make it clear what&apos;s possible. Try to negotiate a solution that benefits both the customer and your company, while being careful to offer only reasonable and realistic solutions. Making inappropriate criticisms Customers may be critical of your company, colleagues, or products or services. It&apos;s important you don&apos;t verify their criticisms or add similar comments. This is inappropriate and unprofessional. What you can do is acknowledge a customer&apos;s frustration and apologize for shortcomings. You should make a point of finding out what happened and let the customer know you&apos;re going to do this. You should also focus on possible solutions rather than on the problem or on how the problem occurred.
  • Perception is a critically important business concept, especially when discussing customer service. You might even say, &amp;quot;Service is in the eye (and mind) of the beholder,&amp;quot; (the customer). What the customer perceives is often more important than the reality of the situation. Customer perceptions are created during an experience with your organization and after it, as well. There are three concepts that always hold true. Perception is based on how the experience measured up to expectations. Customers are happy if their experience is good. Customers are unhappy if their experience is less than their expectations. There are no rights or wrongs to your customers&apos; expectations. They just are, and there is little you can do to influence whether or not their expectations are realistic or unrealistic. Perceptions develop from a person&apos;s background and previous experience. What one person sees as attentive service, another may see as inattentive.
  • We’ve discussed Customer Service with external customers Customer Service with internal customers Effectively handing problems and how to address Perception I hope you are able to bring back ideas or a renewed sense of importance around service into your organizations.
  • April: Thank you Shannon for today’s Webinar on Customer Service Excellence! We will be sending an email this afternoon to all those that registered, including the audio recording, powerpoint slides, handouts and worksheets. Next Months BizTopix Webinar will cover Team Building. It is scheduled for Wednesday, May 18 th at 1:00pm CST