Grow Your Training Business: Customer Service Skills

Customer Service Skills

Sep 28, 2008

5 Keys to Effective Customer Service

There are = no hard and fast rules that can be applied with absolute precision to = every company, but here are five general guidelines to achieve and = maintain consistent, high-quality service that increases customer = loyalty and retention.<o:p></o:p> Customer = service has always been an important element of good business, but in = the modern economy it=E2=80=99s more vital than ever. Almost half of all = businesses are now service related and employ about a third of the total = work force. Increased competitive pressure also makes customer service a = critical issue, with many businesses promoting their level of service as = a key competitive advantage.  And finally, the lifeblood of = almost every company is repeat business. A solid commitment to quality = customer service can keep the customer coming back AND generate = substantial new business from customer = referrals.<o:p></o:p> 1. The = Honeymoon Never Ends.<o:p></o:p> Because = so many organizations are focused on generating new business, they work = hard to establish a positive, enthusiastic relationship with PROSPECTIVE = customers, and they=E2=80=99re just as responsive to their BRAND NEW = customers, but once a customer has been with them for awhile there is = often a subtle shift; Genuine enthusiasm turns to courtesy. Excitement = is replaced with professional politeness. And while there=E2=80=99s = nothing inherently wrong with being polite and courteous, the customer = DOES notice the shift in attitude, even if you = don=E2=80=99t<o:p></o:p> Establishing and maintaining an energetic, = enthusiastic attitude toward ALL customers, old and new, requires = consciousness awareness and commitment from both employees and managers, = because it goes against our natural human nature (New is interesting and = exciting, old is familiar and dull) and without a concerted effort among = the entire staff, it=E2=80=99s easy to make long-time customers feel = like yesterday=E2=80=99s news. = <o:p></o:p> 2. = Don=E2=80=99t Make Promises You Can=E2=80=99t = Keep.<o:p></o:p> One of = the most common complaints made by consumers today is that they = can=E2=80=99t always depend on companies to ship the correct order, = deliver on time, issue refunds promptly, return calls when promised, and = a host of other issues that taken individually may seem like mostly = minor items. But because these problems are so common =E2=80=93 one = company may deliver a shipment late, another might not return a phone = call on time, etc. =E2=80=93 consumers tend to view ALL companies with a = bit of critical suspicion. = <o:p></o:p> So when = you tell a customer that their order WILL be there in time for a = Granddaughter=E2=80=99s birthday, don=E2=80=99t be surprised if your = word doesn=E2=80=99t seem good enough to assure them. And if = you=E2=80=99re not sure the order will make it in time, DON=E2=80=99T = make that promise. It may not be easy to say, =E2=80=9CI can=E2=80=99t = absolutely guarantee that it will be there=E2=80=A6=E2=80=9D but if = that=E2=80=99s the truth, then it=E2=80=99s the best thing for you, your = company and the customer.<o:p></o:p> Quite = simply, be honest. And of course there will be times when you=E2=80=99ve = made a promise and then unforeseen circumstances prevent you from = keeping it =E2=80=93 but in those cases, let the customer know right = away. We're all human and mistakes are made. Customers will = forgive a mistake or an unforeseen circumstance, but they want to be = told the truth. <o:p></o:p> When a = customer orders a product or service from you and you can't = deliver as promised, they=E2=80=99re not interested in your reasons = (problems with suppliers, workers, etc.), so don't offer excuses = =E2=80=93 the customer expects you to do whatever is necessary to = provide the product or service within the time frame you agreed upon. = That=E2=80=99s all. Going on and on about WHY you can=E2=80=99t keep = your commitment only frustrates the customer and makes you look = incompetent. <o:p></o:p> 3. A Low = Price Doesn=E2=80=99t Buy Loyalty.<o:p></o:p> With our = increasingly complex and competitive economy, businesses are struggling = to find ways to differentiate themselves, and many are trying to = differentiate based on price =E2=80=93 =E2=80=9CLowest prices = guaranteed!=E2=80=9D =E2=80=9CNobody beats our deals!=E2=80=9D = =E2=80=9CWe=E2=80=99ll match anyone=E2=80=99s best price, and beat it by = $5!=E2=80=9D =E2=80=93 but many companies are discovering that price = alone isn=E2=80=99t enough to gain and KEEP a customer's = business. Your lower price may tempt them, or even motivate them to = start using your product, but without quality and service, = you'll quickly lose them to someone else. = <o:p></o:p> No matter = how fair and competitive your price may be, your business will suffer = unless you are delivering an excellent product and providing first-rate, = reliable service. And remember, there will always be someone out there = who=E2=80=99s willing to do it cheaper, accept a lower profit margin, = drop the price a little further =E2=80=93 so competing on price alone = will NEVER be a permanent = solution.<o:p></o:p> 4. The = Telephone is a Tool, Not a Shield.<o:p></o:p> If a = customer calls you, they rightfully expect a prompt return call. When = you don=E2=80=99t return a call promptly, you=E2=80=99re telling them = that you aren=E2=80=99t interested any more in continuing the EARN their = business, now you just expect it. Or you just aren=E2=80=99t interested = in it any more. <o:p></o:p> If = you=E2=80=99re busy and can't return a call right away, have = someone else in your office call to assist the customer and let them = know when they can expect a call from you. The customer will appreciate = your diligent efforts, and understand you have multiple tasks to = accomplish, IF someone takes the time to explain this to them. What they = can't (and won=E2=80=99t) tolerate is being = ignored.<o:p></o:p> Respect = your customer's intelligence; don't avoid their phone = calls. If you=E2=80=99ve got a difficult issue to resolve with a = customer, when they call your office and someone tells them = you=E2=80=99re =E2=80=9Caway from your desk=E2=80=9D or =E2=80=9Cin a = meeting=E2=80=9D or you =E2=80=9Cjust stepped out=E2=80=9D understand = that the customer immediately assumes (rightly or wrongly) that = you=E2=80=99re avoiding them. This is at least defensible if you are in = fact in a meeting, but if you=E2=80=99re having someone screen your = calls this way, You know it=E2=80=99s wrong, the customer knows = it=E2=80=99s wrong, and the call-screener knows it=E2=80=99s wrong. So = since you can=E2=80=99t really hide, just take the call and deal with = the difficult issue. Everyone will feel better in the end, especially = the hapless call-screener who probably whispered something to the = customer, giving away your = charade.<o:p></o:p> 5. The = Customer is STILL Always Right.<o:p></o:p> A = customer wants to return an item, but it=E2=80=99s been opened and your = policy doesn=E2=80=99t allow that. The product isn=E2=80=99t defective; = he just doesn=E2=80=99t want it anymore. So what do you do? Well, ask = yourself a question. What do you have to gain by contending that your = customer is wrong and insisting on following your = "policy?" In this day of frenzied competition for = every customer, it=E2=80=99s amazing how many businesses (or their = employees) will make a big =E2=80=9Cto-do=E2=80=9D over minor items just = to prove a point. Don't let your ego get in the way of a = business relationship. If you do, you'll lose those customers = and, worse yet, many of them will tell others how you = =E2=80=9Cmistreated=E2=80=9D them. It doesn=E2=80=99t matter who was = objectively right or wrong =E2=80=93 only the customer=E2=80=99s = perception matters, because that perception is what will help or hinder = your business.<o:p></o:p> Customers = are the lifeblood of your business; without them, obviously you = can=E2=80=99t survive. Whether or not you personally believe that your = customers' concerns are valid is irrelevant. What's = important is that they are satisfied so that they will continue to do = business with you in the future and perhaps recommend you to others. = After all, it's much cheaper to please your existing customers = than it is to find new = ones.<o:p></o:p>

Posted at 09:52 PM in Customer Service Skills | Permalink | Comments (0) | TrackBack (0)

May 29, 2008

Defining Customer Service

Is = customer service so purely subjective that it exists only in the eyes of = the beholder? Or can the standards of good customer service be defined = objectively and exist independently of individual customers and = employees?<o:p></o:p> For many = people, customers as well as employees, customer service is a lot like = pornography. They can=E2=80=99t necessarily define it clearly, but they = sure know it when they see it. Or at best, they=E2=80=99ll give you a = platitude like =E2=80=9CIt=E2=80=99s being treated like you want to be = treated=E2=80=9D which may very well be true, but how do you develop a = training program to help employees become more effective dealing with = customers if the definition of good service is so nebulous? = <o:p></o:p> Is it that Customer Service defies definition because = it is so warm and fuzzy that it must be experienced rather than = quantified? Is Customer Service so purely subjective that it exists only = in the eyes of the beholder? Or can the standards of good customer = service be defined objectively and exist independently of individual = customers and employees?<o:p></o:p> Whatever = the best definition of Customer Service might be, most people know it = when they see it or experience it. Customer service, whether good or = bad, exists whenever there is customer contact or a "moment of = truth." We know it when we go into a retail establishment and = can=E2=80=99t get a product related question answered. We feel it at a = restaurant when the staff's priority is with each other and not = their customers. We sense it at a government bureaucrat=E2=80=99s office = when we can=E2=80=99t get a straight answer to a simple = question.<o:p></o:p> Those are = good examples of what customer service is NOT. But how can you clearly = define what it IS. Here is one definition that works for many successful = businesses: Customer Service is every encounter between a = customer and a business that results in a negative or positive = perception by a customer. The perception will be either = positive or negative (there is no neutral, because neutral is negative. = More on this later) depending on whether the customer's = expectations of the contact having been met, surpassed, or disappointed. = <o:p></o:p> EVERY = encounter.<o:p></o:p> What is = meant by =E2=80=9Cevery encounter between a customer and a = business=E2=80=9D in the above definition? Obviously when customers = encounter employees directly with a request or a need, there is a = customer service moment, but what about the other myriad encounters a = customer may have with your business? When they see or hear an = advertisement in the mass media. When they overhear two of your = employees chatting in the mall=E2=80=99s food court? When they read a = story about your business in the press. = <o:p></o:p> When as = acquaintance mentions a recent experience at your business. These are = all encounters that can effective the customer=E2=80=99s perception of = your business, sop they all fall within our = definition.<o:p></o:p> This may = cause some concern for those who are used to thinking of customer = service only in terms of face-to-face customer contact. But more and = more businesses are anxious for any possible way to gain competitive = advantage, and the most successful and forward-thinking are looking at = EVERY customer encounter as a service opportunity. So when we say every = encounter we mean literally EVERY = encounter.<o:p></o:p> Neutral = is negative.<o:p></o:p> =E2=80=9CEvery encounter=E2=80=A6that results in a = negative or positive perception by a customer.=E2=80=9D Sure, that makes = sense. If the customer has an encounter that leaves them with a negative = or positive perception, it=E2=80=99s easy to see how that can effect = your business. But what about those encounters that are neither? = Encounters that barely make it onto the mental =E2=80=9Cradar = screen=E2=80=9D of the customer because they=E2=80=99re essentially = neutral. A restaurant serves a satisfactory meal at a fair price, with a = polite wait staff. A clerk provides requested information. The = =E2=80=9Cclearance sale=E2=80=9D items ring up correctly at the cash = register. These are all encounters that meet your expectations and = don=E2=80=99t alter your perception of the business in either a positive = or negative way. <o:p></o:p> But when it comes to customer service, neutral IS = negative. Because customers aren=E2=80=99t experiencing your business in = a vacuum. Every day they=E2=80=99re having customer service = =E2=80=9Cencounters=E2=80=9D with many other businesses =E2=80=93 some = (many?) of whom want to lure them away from YOUR business. And these = competitors know that a customer who has had a series of neutral = encounters is ripe for the picking when they experience even a single, = extraordinary, positive = encounter.<o:p></o:p> So for = the purposes of our definition we think of all customer encounters as = being positive or negative, with neutral of course being negative. = Which means every customer encounter is a service = opportunity. And the goal is to make every encounter an = experience that alters their perception of your business in a positive = way. Admittedly that=E2=80=99s a tall order =E2=80=93 continuously = exceeding expectations =E2=80=93 but it=E2=80=99s one of the few ways = left to create and maintain competitive = advantage.<o:p></o:p> Bringing = the definition to life.<o:p></o:p> Managers = and employees who truly understand the implications of this definition = have a heightened awareness of the impact they make with every customer = encounter. They realize that every face-to-face meeting, whether or not = there is an actual request or transaction, is an opportunity to enhance = the customer=E2=80=99s perception. Every telephone call. Every letter. = And often this awareness alone is enough to begin to make a difference, = although training and reinforcement is usually necessary for permanent = change to take hold.<o:p></o:p> The most = immediate result is increased customer loyalty, which leads to grater = profitability. But the benefits of bringing this definition to life = within your organization reach far beyond the current customer. New = customers are more likely to be drawn away from competitors. Employees = are more likely to feel =E2=80=9Cconnected=E2=80=9D to customers and = experience greater job satisfaction. And managers will spend less time = putting out customer service =E2=80=9Cfires=E2=80=9D and more time = creating positive customer encounters = themselves.<o:p></o:p>

Posted at 09:47 PM in Customer Service Skills | Permalink | Comments (0) | TrackBack (0)

May 24, 2008

Minimizing Returns and Cancelations

Buyer=E2=80=99s remorse is nothing more than the = natural uncertainty and doubt that often comes after making a decision. = As soon as a buying decision is made, particularly if it has been a = difficult decision, buyer=E2=80=99s remorse sets in with the = customer.<o:p></o:p> Buyer=E2=80=99s remorse is a part of human nature. = You walk into a store and see an item of clothing that you know your = husband or wife would look PERFECT in. A birthday is coming soon, so you = immediately snap it up and you=E2=80=99re pleased when the clerk even = offers to gift wrap it for you at no additional charge. Within minutes = you=E2=80=99re walking out of the store with the PERFECT = gift.<o:p></o:p> Or is it? = As you walk through the mall, what kinds of questions might start to go = through your mind? Was it the right size? Has he or she gained or lost = weight? If it=E2=80=99s a little too small, will it make them feel = self-conscious about the weight gain? If it=E2=80=99s a little too big, = will they think that you think they=E2=80=99re fat? What about the color = =E2=80=93 it looked great in the store, but now it=E2=80=99s wrapped so = you can=E2=80=99t look at it again. = <o:p></o:p> So you = end up taking it back =E2=80=93 and MAYBE that was the right decision. = Maybe. But the important point here is that the instinct to second guess = our decisions is natural and it happens almost with every decision, = whether we realize it or not. Buyer=E2=80=99s remorse is nothing more = than the natural uncertainty and doubt that often comes after making a = decision. As soon as a buying decision is made, particularly if it has = been a difficult decision, buyer=E2=80=99s remorse sets in with the = customer. <o:p></o:p> The = natural instinct to = =E2=80=9Csecond-guess=E2=80=9D<o:p></o:p></st= rong> Whenever = a decision is made, most people almost immediately begin to rethink it, = mentally checking themselves to see if they =E2=80=9Cfeel good=E2=80=9D = about the choice they=E2=80=99ve made. For many this is an instinctive = reaction, and it can be very helpful when it prevents us from making = mistakes. But our instincts can also cause us to second-guess good = decisions, and sometimes we make the mistake of back tracking on a = choice that that really was the right one for = us.<o:p></o:p> Wherever = a customer makes a purchase, or any other decision that they may = second-guess, you should be sure to reassure them that they have made = the right choice. <o:p></o:p> There are = three simple things you can do to reinforce the customer=E2=80=99s = decision and minimize their natural uncertainty: Assure, Appreciate and = Advance.<o:p></o:p> 1. Assure = the customer that his or her decision was a good = one:<o:p></o:p> =E2=80=9C=E2=80=A6Mr. Jones, I know you=E2=80=99re = going to be thrilled with = this...=E2=80=9D<o:p></o:p> =E2=80=9C=E2=80=A6Oh, this is = beautiful=E2=80=A6=E2=80=9D<o:p></o:p>= =E2=80=9CThat=E2=80=99s a wonderful = choice=E2=80=A6=E2=80=9D<o:p></o:p> 2. = Appreciate their business. Tell the customer that you=E2=80=99re = thankful:<o:p></o:p> =E2=80=9C=E2=80=A6Thank you, you=E2=80=99re one of = our best = customers=E2=80=A6=E2=80=9D<o:p></o:p>= =E2=80=9C=E2=80=A6We really appreciate you thinking = of us=E2=80=A6=E2=80=9D<o:p></o:p> =E2=80=9C=E2=80=A6Your confidence in our product = means a lot to me and I want you to know how much I appreciate your = business=E2=80=A6=E2=80=9D<o:p></o:p> 3. = Advance the conversation to a future event that will focus their = thinking on the benefits of = ownership:<o:p></o:p> =E2=80=9C=E2=80=A6I=E2=80=99m sure she=E2=80=99ll = love it=E2=80=A6=E2=80=9D<o:p></o:p> =E2=80=9C=E2=80=A6I can see his smile when he opens = this=E2=80=A6=E2=80=9D<o:p></o:p> =E2=80=9C=E2=80=A6Let=E2=80=99s set up a delivery = date that=E2=80=99s convenient for = you=E2=80=A6=E2=80=9D<o:p></o:p> No matter what your product or service is, devise a = way to make customers comfortable after the sale. The key is to go out = of your way to help the customer maximize the use and value of whatever = they have purchased. The most powerful tool for preventing buyers = remorse is your personal, sincere confirmation, at the right time, that = your customer has done the right thing. = <o:p></o:p> Your = attitude and focus after the customer has made a decision to purchase = your product or service can generate new sales for you if you indicate a = genuine interest in the well-being of that customer. On the other hand, = if you act as though your job is done once the sale is made, the = customer will begin to feel abandoned and is much more likely to cancel = the order.<o:p></o:p>

Posted at 09:44 PM in Customer Service Skills | Permalink | Comments (0) | TrackBack (0)

Apr 21, 2008

Creating a Spirit of Service

Companies = that really put extraordinary service at the top of their priority list = establish the ground rules for good service while also working to build = a genuine customer-friendly =E2=80=9Cspirit=E2=80=9D in all employees = throughout the organization.<o:p></o:p> Practically every organization in today=E2=80=99s = hyper-competitive marketplace claims that it =E2=80=9Cputs the customer = first,=E2=80=9D and every year we hear more slogans from companies = trying to convince their customers=E2=80=94and themselves=E2=80=94that = they really do believe in = service.<o:p></o:p> But the = reality is that few companies have a clear, comprehensive plan to = achieve a high level of service quality in their organizations. Most are = long on platitudes, short on practical solutions. And those with = specific plans tend to focus on compliance =E2=80=93 requiring employees = to adhere to specific standards and policies =E2=80=93 rather than = developing an organization-wide attitude of = service.<o:p></o:p> Skills = AND Attitude<o:p></o:p> The = companies that really put service at the top of the list of operational = priorities do both: They establish and clearly communicate the ground = rules for good service while also working to build a genuine = customer-friendly =E2=80=9Cspirit=E2=80=9D in all employees. This is why companies like IBM, Marriott Hotels, = Disney, and Federal Express are so profoundly better at customer service = than their competitors: They understand that customer service skill = development is useless if there isn=E2=80=99t also a general = customer-friendly attitude throughout the organization. Attitude Begins At The = Top A company-wide customer = service attitude begins with the organization=E2=80=99s attitude toward = its own people. Unfortunately many managers, consciously or = unconsciously, treat front-line service people as if they were = insignificant to the overall operations of the organization. They = typically don=E2=80=99t see service workers as critical to success or in = need of support and development. They tend to accept high turnover as a = fact of life.<o:p></o:p> But in = truly service-oriented companies there is a deep understanding that = these people have the most impact on the perceptions of the customer. = And this emphasis on the people of the organization doesn=E2=80=99t = start or stop at the front line. Service-oriented companies create a service attitude that prevails = throughout the company and says, =E2=80=9CWhether you serve the customer = directly or not, we=E2=80=99re here to help you.=E2=80=9D The service = culture is locked into the environment of the organization. Even people = who never see a customer can do everything they can to help those who = do. The clerical worker in the Shipping Department may never talk to a = single customer, but he or she should know that the salesperson looks = bad if the order doesn=E2=80=99t get out on time. Re-igniting the = =E2=80=9CSpirit=E2=80=9D<o:p></o:p></span&g= t; If you = realize that your organization needs to revitalize it=E2=80=99s service = orientation or attitude, the most important thing to remember is that = what you focus on will determine your outcome. If you start by noticing = and attending to your service PROBLEMS, you=E2=80=99ll a) Have a long = list of problems, and b) probably generate less customer service spirit, = not more.<o:p></o:p> Instead, = look for and highlight those occasions where the customer service spirit = shines in your organization, even if those instances are few and far = between. Begin with the assumption that everyone wants to do a good job, = then highlight and recognize the actions of those who clearly exhibit a = customer-friendly attitude. You may find that the morale of your = organization begins to rise out of simple pride in a job well = done.<o:p></o:p> Of course = you=E2=80=99re bound to a few individuals who just don=E2=80=99t = =E2=80=9Cget it=E2=80=9D and continue operate under the assumption that = the customer is merely a necessary evil. While it would be easiest to = simply boot these people out, they way you treat them will show others = your true attitude and intentions. = <o:p></o:p> Summarily = dismissing poor performers will show that you=E2=80=99re focused solely = on compliance, whereas providing them with the time, training and = resources to re-ignite their individual service spirit will show other = employees that you=E2=80=99re committed to their success as well as the = satisfaction of the customers. And THAT is the ultimate key to = re-igniting their service =E2=80=9Cspirit.=E2=80=9D Knowing that there = is as much in it for them as for the = customer.<o:p></o:p> Here are = a few more practical ideas for re-igniting the =E2=80=9Cspirit=E2=80=9D = of your employees:<o:p></o:p> <ul type=3D"disc"> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 4.5pt; LINE-HEIGHT: = normal; mso-margin-top-alt: auto; tab-stops: list .5in; mso-list: l0 = level1 lfo1">Help = employees see their work as a direct expression of their values. = <o:p></o:p></li> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 4.5pt; LINE-HEIGHT: = normal; mso-margin-top-alt: auto; tab-stops: list .5in; mso-list: l0 = level1 lfo1">Highlight = your organization=E2=80=99s contribution to worthy purpose and a sense = of shared mission/vision of the company. = <o:p></o:p></li> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 4.5pt; LINE-HEIGHT: = normal; mso-margin-top-alt: auto; tab-stops: list .5in; mso-list: l0 = level1 lfo1">Provide = genuine opportunities for advancement, to gain mastery, to learn. = <o:p></o:p></li> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 4.5pt; LINE-HEIGHT: = normal; mso-margin-top-alt: auto; tab-stops: list .5in; mso-list: l0 = level1 lfo1">Emphasize = relevant participation, inclusion and involvement to build a sense of = community and teamwork. <o:p></o:p></li> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 4.5pt; LINE-HEIGHT: = normal; mso-margin-top-alt: auto; tab-stops: list .5in; mso-list: l0 = level1 lfo1">To the = degree possible, provide job variety/cross training; flexible work = processes; multiple ways to reach goals in order to minimize the impact = of roadblocks, conflicts, or downtime.   = <o:p></o:p></li> </ul>

Posted at 09:43 PM in Customer Service Skills | Permalink | Comments (0) | TrackBack (0)

Mar 28, 2008

Customer Service 101

Great = customer doesn=E2=80=99t have to be complicated. There are four = fundamental concepts that can improve the productivity and effectiveness = of you customer service efforts: common sense, flexibility, problem = solving and recovery.<o:p></o:p> Great = customer service isn't rocket science. Customer service = isn't a department. It is a simple philosophy that should be = practiced by everyone in an organization, regardless of their position = and/or title, and it can be broken down into four basic parts. While = volumes of books have been written about great service, these four = points could be considered the starting point -- the basics. By = understanding these very simple concepts, you will be well on your way = to creating more moments of magic for your = customers.<o:p></o:p> Common = sense =E2=80=93 = This means doing the obvious. It is a little more than treating your = customers like you would want to be treated. But, it is not much more. = It is simply treating your customers the way they want to be treated. = Understand that what you would expect might be different than what your = customer might expect. For example, a bellman may work at a very = expensive hotel. He will probably never stay at a hotel like the one in = which he works. He would never demand the same level of service and = attention that the hotel's guests demand, but he still = understands what they want and desire, and he delivers it to = them.<o:p></o:p> Flexibility =E2=80=93 = Rules and policies are nothing more than guidelines. Don't let = "company policy" stand in the way of making a customer = happy. However there is eventually a point where you have to take a = stand. In spite of what you may have heard, the customer is not always = right. But, they are always the customer. So, if they are wrong, let = them be wrong with dignity. = <o:p></o:p> Do what = you can, within reason, to see that your customer is always happy. I am = reminded of the CEO of a major company that called all of his people = together and told them, "Do whatever it takes to make the = customer happy." Well, they did, and almost put the company = into bankruptcy. Along with empowering people to be flexible goes = training. If properly trained, the employee can deliver what the = customer perceives as a "whatever-it-takes" attitude, = and the employees won't put the company out of = business.<o:p></o:p> Solving = Problems =E2=80=93 = There are two types of problems to solve -- business and non-business. = Business problems include taking care of complaints and meeting a = customer's needs. These customers are coming to you to either = satisfy a complaint or have you help them with a problem, and you need = to be there to help them.<o:p></o:p> Then = there are non-business problems that have nothing to do with what you = and your company do on a day-to-day basis. An example of a non-business = problem might be a person who's car has a flat tire across the = street from our place of business. They come to us for help. How do we = react? Do we tell them there is a pay phone down the street, or do we = help them by picking up the phone and calling for a tow truck? Solving non-business problems are a potential way of generating = good public relations. And, you never know, but this person could turn = out to be your next = customer.<o:p></o:p> Recovery = =E2=80=93 = This is probably one of the most important points. I don't care = how good you are. You can have a long-term satisfied customer for years. = As soon as something bad happens, you have to recover. It is that = recovery that will be that customer's final judgment on just how = good you really are.<o:p></o:p> Remember, = studies have proven it is much less expensive to keep an existing a = customer than to get a new one. Do what you can not just to recover from = a problem, but to give the customer a renewed confidence to continue to = do business with you again. Sometimes this means going beyond just = fixing a problem. Sometimes you have to get the customer back in the = door. For example, a restaurant that had a problem with a = guest's meal might not just remake the dinner, but also give a = complimentary appetizer the next time the guest comes back. Not only did = the restaurant resolve the complaint, but also gave an incentive for the = guest to come back.<o:p></o:p>

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Feb 20, 2008

Dealing with Difficult Customers

Think of = difficult customers as the =E2=80=9CCanaries in the coal mine=E2=80=9D = who help you detect customer service challenges (rather than odorless = gas) you may have been unaware of. With this perspective, you want to = encourage MORE customers to verbalize their dissatisfaction, not = less.<o:p></o:p> The = difficult customer. Don=E2=80=99t they just make your blood boil!? In a = recent research study, 65% of service employees listed =E2=80=9Crude and = impatient customers=E2=80=9D among their top ten causes of work-related = stress. Three particular types of customers were cited as being most = difficult to deal with:<o:p></o:p> <ul style=3D"MARGIN-TOP: 0in" type=3D"disc"> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 12pt; LINE-HEIGHT: = normal; tab-stops: list .5in; mso-list: l0 level1 = lfo1">Never = satisfied. The = customer who complains constantly, is harshly or tactlessly critical. = Nothing is adequate, and they continuously verbalize negativity or = dissatisfaction. <o:p></o:p> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 12pt; LINE-HEIGHT: = normal; tab-stops: list .5in; mso-list: l0 level1 = lfo1">Always = angry. Moody, = edgy, hostile, or aggressive, even when they=E2=80=99re not upset about = anything in particular. <o:p></o:p> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 12pt; LINE-HEIGHT: = normal; tab-stops: list .5in; mso-list: l0 level1 lfo1">=C2=B7Verbally = Compulsive. Overly talkative customers who want to = "process" everything verbally, at length, even when = it=E2=80=99s obvious that there is work to be done and other customers = to be served. <o:p></o:p></li> </li></li></ul> There is = no doubt that working with these types of customers can be maddening at = times. But in reality, most businesses and employees should learn to = APPRECIATE these customers, because as difficult as they are, at least = you know they=E2=80=99re having problems. The vast majority of customers = (the one=E2=80=99s we love) never complain, even if they are = dissatisfied. So there may be issues you never address because you = don=E2=80=99t know they = exist.<o:p></o:p> Here are = a few facts that may cause you to re-think your attitude toward = difficult customers. Most of the time, when people have a complaint, = they complain to everyone else rather than the organization or = individuals who caused the complaint. A few years ago there was a study = commissioned by the White House Office of Consumer Affairs. The group = that performed the study, TARP, the Technical Assistance Research = Program, found that in an average business, 96% of people who are = dissatisfied DON=E2=80=99T complain directly. = <o:p></o:p> So for = every 25 dissatisfied customers, you=E2=80=99re only hearing from one. = What do the other 24 do? They complain to their friends, family, = neighbors, business acquaintances. Not only do these passive = dissatisfied customers never come back to you, but ultimately they cause = many others to never do business with you in the first = place.<o:p></o:p> So as = frustrating as the difficult customer can be, it may help to think of = them as the =E2=80=9CCanary in the coal mine=E2=80=9D to help you detect = customer service challenges (rather than odorless gas) you may have been = unaware of. And if anything, you want to encourage more customers to = verbalize their dissatisfaction, not = less.<o:p></o:p> How do = you make certain you=E2=80=99re hearing from as many dissatisfied = customers as possible? Well, you have to ask. It=E2=80=99s really that = simple. Call them up or ask them in person. Actively solicit feedback to = find out what they are thinking. No one is perfect. No organization is = perfect. But all can strive for perfection by finding out where their = imperfections might be. Ask the customer, and they will tell you. If you = don't ask, you may never = know.<o:p></o:p> So = let=E2=80=99s assume that you DO ask, and discover that a customer has a = complaint. Or you don=E2=80=99t have to ask because a = =E2=80=9Cdifficult=E2=80=9D customer is letting you know loudly and = clearly exactly what your problem is (are you loving them yet?). While = there is no way to come up with a set of hard and fast rules for every = situation, here are some general guidelines for dealing effectively with = a customer complaint.<o:p></o:p> Validate = the customer=E2=80=99s perspective.<o:p></o:p> This = doesn=E2=80=99t mean that you necessarily agree with the = customer=E2=80=99s opinion or perception of events, and it = doesn=E2=80=99t obligate you to share their stated interests. But before = expecting a customer to understand and appreciate YOUR situation, they = need to know that you understand and appreciate THEIRS. = <o:p></o:p> Define = the problem explicitly.<spa= n style=3D"FONT-SIZE: 12pt; FONT-FAMILY: = 'Arial','sans-serif'; = mso-fareast-font-family: 'Times New Roman'"> = <o:p></o:p> The = problem is the problem, not the customer. So make sure you define the = problem as clearly as possible. Studies on employee/customer disputes = show that about 75% of the time, individuals are disagreeing about = different issues. Ask the customer "What=E2=80=99s the = issue?" then "What=E2=80=99s your concern = here?" or "What do you want to accomplish?" = and "How can we work this = out?"<o:p></o:p> Ask = better questions.<o:p></o:p> If = you=E2=80=99ve asked a question like =E2=80=9Cwhat can we do to make you = happy?=E2=80=9D or =E2=80=9Cwhat will it take to resolve this?=E2=80=9D = and the response isn=E2=80=99t workable, don=E2=80=99t ask that question = again. You=E2=80=99ll just get the same answer and reinforce the = customer=E2=80=99s determination to achieve the unworkable outcome. = Instead try asking a better question to get a more productive, workable = response. =E2=80=9CAre you willing to explore creative options? or = =E2=80=9CWould you be willing to discuss a flexible approach to = resolving this?=E2=80=9D are questions designed to bring forth a better = customer response.<o:p></o:p> Listen = actively.<o:p></o:p> Listen = with the intent to understand the customer=E2=80=99s problem and their = perception; not just with the intent to respond with a solution. Listen = for emotions, and pay attention to body language, so that you have a = full appreciation of what the customer is thinking and feeling. = <o:p></o:p> Communicate = directly.<o:p></o:p> One of = the best ways to defuse a conflict is to address it openly. Put the = problem on the table where everyone can see it. This will start the = process. The differences that caused the difficulty can only go away = when we ask and listen without judgment. = <o:p></o:p> Ask for = their advice.<o:p></o:p> Even = though your ego may resist this, this can be a good proactive step = toward resolving a conflict. It=E2=80=99s a sign of respect, and for = many dissatisfied customers, the core issue underneath their complain is = a feeling of not being respected or appreciated. This is also a subtle = way of getting customers to tell you more of what they want. = <o:p></o:p> Don=E2=80=99t just fix the = problem.<o:p></o:p> Don't think that simply fixing the problem = guarantees that the customer will come back. If you go to dinner at a = restaurant and your meal comes out over-cooked, what usually happens? If = you complain, (remember, this means 25 other dissatisfied customers = won=E2=80=99t) most of the time the waiter will replace the meal. So the = problem is fixed. Will that get you back to the restaurant? It might, = but take it a step further. Maybe the waiter will take that meal off of = the bill as a way of apologizing for the inconvenience. Will that get = you back? Possibly, but most likely it will take more than = that.<o:p></o:p> The goal = here is not just to fix the problem, but to give the customer a reason = to want to come back and give the restaurant another try. So remember, = while you may have to focus your immediate attention on a specific = problem or issue, your real goal is to insure that you retain a loyal, = satisfied customer.<o:p></o:p>

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Feb 12, 2008

Understanding Customer Needs

Every customer = is a unique individual with specific needs and issues, so there are few = hard and fast rules that can be applied with absolute precision to all = of them. But here are five general guidelines to achieve and maintain = consistent, high-quality service that increases customer loyalty and = retention.<o:p></o:p><o:= p></o:p> Customer = service has always been an important element of good business, but in = the modern economy it=E2=80=99s more vital than ever. Almost half of all = businesses are now service related and employ about a third of the total = work force. Increased competitive pressure also makes customer service a = critical issue, with many businesses promoting their level of service as = a key competitive advantage.  And finally, the lifeblood of = almost every company is repeat business. A solid commitment to quality = customer service can keep the customer coming back AND generate = substantial new business from customer = referrals.<o:p></o:p> 1. The = Honeymoon Never Ends.<o:p></o:p> Because = so many organizations are focused on generating new business, they work = hard to establish a positive, enthusiastic relationship with PROSPECTIVE = customers, and they=E2=80=99re just as responsive to their BRAND NEW = customers, but once a customer has been with them for awhile there is = often a subtle shift; Genuine enthusiasm turns to courtesy. Excitement = is replaced with professional politeness. And while there=E2=80=99s = nothing inherently wrong with being polite and courteous, the customer = DOES notice the shift in attitude, even if you = don=E2=80=99t<o:p></o:p> Establishing and maintaining an energetic, = enthusiastic attitude toward ALL customers, old and new, requires = consciousness awareness and commitment from both employees and managers, = because it goes against our natural human nature (New is interesting and = exciting, old is familiar and dull) and without a concerted effort among = the entire staff, it=E2=80=99s easy to make long-time customers feel = like yesterday=E2=80=99s news. = <o:p></o:p> 2. = Don=E2=80=99t Make Promises You Can=E2=80=99t = Keep.<o:p></o:p> One of = the most common complaints made by consumers today is that they = can=E2=80=99t always depend on companies to ship the correct order, = deliver on time, issue refunds promptly, return calls when promised, and = a host of other issues that taken individually may seem like mostly = minor items. But because these problems are so common =E2=80=93 one = company may deliver a shipment late, another might not return a phone = call on time, etc. =E2=80=93 consumers tend to view ALL companies with a = bit of critical suspicion. = <o:p></o:p> So when = you tell a customer that their order WILL be there in time for a = Granddaughter=E2=80=99s birthday, don=E2=80=99t be surprised if your = word doesn=E2=80=99t seem good enough to assure them. And if = you=E2=80=99re not sure the order will make it in time, DON=E2=80=99T = make that promise. It may not be easy to say, =E2=80=9CI can=E2=80=99t = absolutely guarantee that it will be there=E2=80=A6=E2=80=9D but if = that=E2=80=99s the truth, then it=E2=80=99s the best thing for you, your = company and the customer.<o:p></o:p> Quite = simply, be honest. And of course there will be times when you=E2=80=99ve = made a promise and then unforeseen circumstances prevent you from = keeping it =E2=80=93 but in those cases, let the customer know right = away. We're all human and mistakes are made. Customers will = forgive a mistake or an unforeseen circumstance, but they want to be = told the truth. <o:p></o:p> When a = customer orders a product or service from you and you can't = deliver as promised, they=E2=80=99re not interested in your reasons = (problems with suppliers, workers, etc.), so don't offer excuses = =E2=80=93 the customer expects you to do whatever is necessary to = provide the product or service within the time frame you agreed upon. = That=E2=80=99s all. Going on and on about WHY you can=E2=80=99t keep = your commitment only frustrates the customer and makes you look = incompetent. <o:p></o:p> 3. A Low = Price Doesn=E2=80=99t Buy Loyalty.<o:p></o:p> With our = increasingly complex and competitive economy, businesses are struggling = to find ways to differentiate themselves, and many are trying to = differentiate based on price =E2=80=93 =E2=80=9CLowest prices = guaranteed!=E2=80=9D =E2=80=9CNobody beats our deals!=E2=80=9D = =E2=80=9CWe=E2=80=99ll match anyone=E2=80=99s best price, and beat it by = $5!=E2=80=9D =E2=80=93 but many companies are discovering that price = alone isn=E2=80=99t enough to gain and KEEP a customer's = business. Your lower price may tempt them, or even motivate them to = start using your product, but without quality and service, = you'll quickly lose them to someone else. = <o:p></o:p> No matter = how fair and competitive your price may be, your business will suffer = unless you are delivering an excellent product and providing first-rate, = reliable service. And remember, there will always be someone out there = who=E2=80=99s willing to do it cheaper, accept a lower profit margin, = drop the price a little further =E2=80=93 so competing on price alone = will NEVER be a permanent = solution.<o:p></o:p> 4. The = Telephone is a Tool, Not a Shield.<o:p></o:p> If a = customer calls you, they rightfully expect a prompt return call. When = you don=E2=80=99t return a call promptly, you=E2=80=99re telling them = that you aren=E2=80=99t interested any more in continuing the EARN their = business, now you just expect it. Or you just aren=E2=80=99t interested = in it any more. <o:p></o:p> If = you=E2=80=99re busy and can't return a call right away, have = someone else in your office call to assist the customer and let them = know when they can expect a call from you. The customer will appreciate = your diligent efforts, and understand you have multiple tasks to = accomplish, IF someone takes the time to explain this to them. What they = can't (and won=E2=80=99t) tolerate is being = ignored.<o:p></o:p> Respect = your customer's intelligence; don't avoid their phone = calls. If you=E2=80=99ve got a difficult issue to resolve with a = customer, when they call your office and someone tells them = you=E2=80=99re =E2=80=9Caway from your desk=E2=80=9D or =E2=80=9Cin a = meeting=E2=80=9D or you =E2=80=9Cjust stepped out=E2=80=9D understand = that the customer immediately assumes (rightly or wrongly) that = you=E2=80=99re avoiding them. This is at least defensible if you are in = fact in a meeting, but if you=E2=80=99re having someone screen your = calls this way, You know it=E2=80=99s wrong, the customer knows = it=E2=80=99s wrong, and the call-screener knows it=E2=80=99s wrong. So = since you can=E2=80=99t really hide, just take the call and deal with = the difficult issue. Everyone will feel better in the end, especially = the hapless call-screener who probably whispered something to the = customer, giving away your = charade.<o:p></o:p> 5. The = Customer is STILL Always Right.<o:p></o:p> A = customer wants to return an item, but it=E2=80=99s been opened and your = policy doesn=E2=80=99t allow that. The product isn=E2=80=99t defective; = he just doesn=E2=80=99t want it anymore. So what do you do? Well, ask = yourself a question. What do you have to gain by contending that your = customer is wrong and insisting on following your = "policy?" In this day of frenzied competition for = every customer, it=E2=80=99s amazing how many businesses (or their = employees) will make a big =E2=80=9Cto-do=E2=80=9D over minor items just = to prove a point. Don't let your ego get in the way of a = business relationship. If you do, you'll lose those customers = and, worse yet, many of them will tell others how you = =E2=80=9Cmistreated=E2=80=9D them. It doesn=E2=80=99t matter who was = objectively right or wrong =E2=80=93 only the customer=E2=80=99s = perception matters, because that perception is what will help or hinder = your business.<o:p></o:p> Customers = are the lifeblood of your business; without them, obviously you = can=E2=80=99t survive. Whether or not you personally believe that your = customers' concerns are valid is irrelevant. What's = important is that they are satisfied so that they will continue to do = business with you in the future and perhaps recommend you to others. = After all, it's much cheaper to please your existing customers = than it is to find new = ones.<o:p></o:p>

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Feb 10, 2008

Positive Telephone Communication

For many = businesses, the first, and often the only impression their customers = have of the business is the one generated by the people they talk to on = the telephone. Surveys show that what customers really want is a prompt = response by a real person, (not a "machine") who can = make a decision.<o:p></o:p><= /p> Given the = advances in telecommunications technology over the past two decades, = it=E2=80=99s not surprising that companies throughout the world have = invested billions of dollars in equipment and infrastructure in order to = maximize the productivity of telephone communications with customers and = prospects. What IS surprising is that some businesses invest so little = in training to insure that all of this technology is utilized to maximum = effectiveness.<o:p></o:p> A recent = survey of the way companies handle their incoming telephone calls shows = deficiencies in most firms' responses that are serious enough to = lose substantial business. The survey was carried out by leading = telephone-training specialists, who conducted an anonymous = 'ring-in' research exercise covering medium-sized and = large companies.<o:p></o:p> The = survey revealed that:<o:p></o:p> <ul style=3D"MARGIN-TOP: 0in" type=3D"disc"> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 12pt; LINE-HEIGHT: = normal; tab-stops: list .5in; mso-list: l0 level1 lfo1">Where = calls are handled through a switchboard, as many as 40% of incoming = calls are not answered within 10 rings and one in five incoming calls = are not replied to within 20 rings. = <o:p></o:p></li> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 12pt; LINE-HEIGHT: = normal; tab-stops: list .5in; mso-list: l0 level1 lfo1">When = calling through an operator, 62 per cent of incoming calls received no = greeting other than the name of the firm, 30 per cent received a brief = acknowledgment and a mere eight per cent could be described as helpful = in assisting the caller. = <o:p></o:p></li> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 12pt; LINE-HEIGHT: = normal; tab-stops: list .5in; mso-list: l0 level1 lfo1">More than = 30% of callers reported annoyances including rudeness, being cut off, = perceived indifference and lack of clarity in = speech. = <o:p></o:p></li> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 12pt; LINE-HEIGHT: = normal; tab-stops: list .5in; mso-list: l0 level1 lfo1">In one = instance, a call to a major department in a leading bank resulted in 20 = rings before answered by the operator. This was then followed by 14 = rings to an extension before the telephone was answered by someone who = then revealed that the person sought by the caller was on vacation! = <o:p></o:p></li> </ul> For many = businesses, the first, and often only impression their customers have of = the company is the one generated by the people they talk to on the = telephone. The economic penalties for not having a customer-orientated = telephone approach can be = substantial.<o:p></o:p> Most of = your message's meaning is communicated not by your words, but by = the way you sound on the phone. The good news is that it's easy = to enhance the way you sound. Here are some ideas to help everyone in = your organization improve their telephone = effectiveness:<o:p></o:p> =C2=B7    &= ;#0160;   Project your = enthusiasm. It doesn=E2=80=99t do any good to have = enthusiasm unless you PROJECT it to the other person on the phone line. = From beginning to end, keep your energy up =E2=80=93 you don't = need to act overly excited, just have an energetic, positive attitude. = It=E2=80=99s contagious.<o:p></o:p> =C2=B7    &= ;#0160;   Record = yourself. You probably won't like it, but = recording a telephone conversation is the best way to hear exactly how = you sound to people on the phone. Don't destructively criticize = your voice; identify areas for improvement. Listen for tone, pacing, = articulation and projection.<o:p></o:p> =C2=B7    &= ;#0160;   Use powerful body = language. Your body positioning influences the way you = feel, and the way you feel controls the way you sound on the telephone. = Pretend the other person can see you. Don't slump. Sit or stand = as if each telephone call is worth a million bucks. = <o:p></o:p> =C2=B7    &= ;#0160;   Warm up. Has = your voice ever cracked while you were talking on the telephone? = It's because your vocal cords and breathing apparatus = haven't warmed up yet. Practice humming, either on the way to = work or right before you make important telephone calls. = <o:p></o:p> =C2=B7    &= ;#0160;   Get out of your = "tonal comfort zone". A message = delivered with a monotone is probably worse than no message at all. To = master tonality, practice punching high notes and dropping down to low = tones while reading something into a tape recorder. Make it feel = awkward. Then play the recording back. You'll realize it sounds = better than it feels. Do the same thing during normal telephone = conversations, and using different tones will eventually become a = habit.<o:p></o:p> =C2=B7    &= ;#0160;   Say = "Hello!" (or good morning, good = afternoon, etc.) Have a warm greeting or opening. Welcome people into = the conversation. Don't make them feel as if they are an = interruption. <o:p></o:p> =C2=B7    &= ;#0160;   Avoid =E2=80=9Cinside = baseball.=E2=80=9D When talking to a customer, try to not = use company or technical terminology that they may not understand. = Technical terms or industry buzzwords can put a customer in an = uncomfortable position. They might feel dumb because they don't = understand you. Or, they may feel frustrated and become = impatient.<o:p></o:p> =C2=B7    &= ;#0160;   Don't lose your = cool. Even if the customer is angry and rude, stay = professional. It=E2=80=99s not always easy to keep calm, especially if = the customer is upset about something out of your control. If a customer = is complaining and angry, let them vent. Ask them questions to show that = you care, and to make certain you clearly understand the problem. Be a = good listener. <o:p></o:p> =C2=B7    &= ;#0160;   Transfer only = once! If you are transferring to someone else, make sure = that person is available. If it=E2=80=99s possible that the customer = will get that person=E2=80=99s voice mail (if they=E2=80=99re not in) = let them know before you transfer them. Don't put the customer = through the hold, transfer, hold, transfer, hold, = transfer, routine.<o:p></o:p> And one = final note =E2=80=93 The focus on effective telephone usage = shouldn=E2=80=99t just be limited to the sales and customer service = staff. When everyone from the CEO to the receptionist to the warehouse = worker has effective telephone skills, both external and internal = communications become more productive. In addition this help everyone = within an organization reinforce each other=E2=80=99s new skills. = <o:p></o:p>

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Feb 08, 2008

Resolving Customer Conflicts

When = we=E2=80=99re faced with real customer conflict =E2=80=93 with raised = voices, red faces and high blood pressure =E2=80=93 it=E2=80=99s easy to = get carried away with emotions of anger, resentment and sometimes even = fear. So it=E2=80=99s not surprising that many customer service = employees have difficulty handling such a situation professionally and = productively.<o:p></o:p> There is = no doubt about it, working with customers can be very stressful. Even = the most patient and polite customers can sometimes be frustrating when = we don=E2=80=99t have the capacity (time, energy, ability, resources, = etc.) to easily meet their expectations or requests. We KNOW it = isn=E2=80=99t their fault (don=E2=80=99t we?) yet still can=E2=80=99t = help ourselves from feeling a little put upon. <o:p></o:p> And of course when we=E2=80=99re faced with real = customer conflict =E2=80=93 with raised voices, red faces and high blood = pressure =E2=80=93 it=E2=80=99s easy to get carried away with emotions = of anger, resentment and sometimes even fear. So it=E2=80=99s not = surprising that many customer service employees have difficulty handling = such a situation professionally and = productively.<o:p></o:p> If = you=E2=80=99re faced with an upset customer and you=E2=80=99re having = difficulty resolving the conflict in a mutually satisfactory way, try = one or more of these strategies to turn your difficult conflict into a = win/win customer collaboration.<o:p></o:p> Validate = the Customer=E2=80=99s Perspective.<o:p></o:p> This = doesn=E2=80=99t mean that you necessarily agree with the = customer=E2=80=99s opinion or perception of events, and it = doesn=E2=80=99t obligate you to share their stated interests. But before = expecting a customer to understand and appreciate YOUR situation, they = need to know that you understand and appreciate THEIRS. = <o:p></o:p> One of = the half-truths about hostile customers is that they want their problem = solved. This isn't the whole story.  When a person is = initially denied something from an organization, they get to a point = where the problem becomes secondary.  Yes, they want the = problem solved, but after a point, they get so angry that they are = unwilling to work positively to get what they started out = wanting.  Even if you could work something out with them, they = would still be angry. <o:p></o:p> It is = important to realize that very angry people want an opportunity to vent = their anger, and they want to be heard and acknowledged.  If = you don't acknowledge their anger, and move too quickly to try = to solve the problem, you will likely make them angrier and more = abusive. <o:p></o:p> You can = let the customer know that you appreciate their perspective with phrases = like =E2=80=9CIf I were in your shoes I=E2=80=99d probably feel the same = way=E2=80=9D or =E2=80=9CI really understand your frustration, and I = think your point of view is reasonable.=E2=80=9D Again, this = doesn=E2=80=99t necessarily mean that you agree with them. After = acknowledge their perspective you can then try to help them see the = situation from your point of view with a phrase like = =E2=80=9CThere=E2=80=99s probably some additional information you should = consider though=E2=80=9D or =E2=80=9CI hope that you can also see things = from my point of view.=E2=80=9D <o:p></o:p> You=E2=80=99re ultimate goal is to make certain that, = at the very least, the customer knows that their issue or problem has = been understood clearly. The next step, resolving the issue to their = satisfaction, will probably require you to get more = information.<o:p></o:p> If your = establishment is faced with dealing with an unruly customer, try to = maintain a clear mental difference between you and your role. Keep in = mind that the complaint isn't made against you personally, but = rather against the policy, the product, or the service the customer has = received. If you make the issue a personal one, you will become = emotionally involved, and that's not productive. = <o:p></o:p> The first = thing to remember about angry customers is that while their behaviour is = directed at you (and it can be personally insulting), the real source of = the anger is elsewhere.  The angry person is not usually angry = at you as a person. He or she is usually angry at you as an employee of = an organization that is perceived as cold, unfeeling, and = unhelpful.  Since it is difficult to yell or abuse an entire = organization, the angry customer will direct anger towards = you.<o:p></o:p> Try to = remain calm. If you continue to maintain a reasonable demeanor and a = relatively quiet tone, an argumentative person will sometimes tone down = to meet you. People tend to modulate their tone in kind. = <o:p></o:p> Remember = just because the customer is upset, doesn't mean he is wrong. It = can sometimes be a challenge to wade through the emotional message and = get to the basic issues. Until you've found the core of the = problem, you can't resolve it. Consider taking loud or verbally = abusive customers into an office or other enclosure that offers privacy = where he or she can vent without disturbing other customers or = employees. Once the customer is calm, then decide what can be done about = the problem. <o:p></o:p> It = doesn't hurt to agree a little. When you ease a complainant by = saying, =E2=80=9CI understand,=E2=80=9D or =E2=80=9CIf that had happened = to me, I'd be upset too,=E2=80=9D or even simply =E2=80=9CWhat = can I do to help?=E2=80=9D, you are not necessarily agreeing with their = position, only with their right to be angry -- if the story is the way = they say it is. <o:p></o:p> Throw the = ball in the customer's court. Ask them what they think can be = done to resolve the problem. Your willingness to listen to what they = want will make you appear cooperative and helpful, even if you = can't meet their expectations. While you're discussing a = possible resolution, remember, not to make promises you aren't = prepared to keep. Nothing makes for a worse complaint than not = delivering on a promise designed to resolve a complaint. You can spend = hours rebuilding a customer's trust, then lose the effort by not = returning a phone call or not having a delivery truck show up on time. = <o:p></o:p> Don't make commitments for other = people's time unless you are absolutely sure they can meet your = schedule. And if you have to break a promise, let the customer know as = soon as possible. Be prepared to offer an alternative that will still = resolve the problem. <o:p></o:p> To avoid = confusion, have a clear understanding of what you've agreed upon = with the customer. Reviewing the conversation gives both of you a chance = to correct any misunderstanding and understand what the other expects. = <o:p></o:p> There are = specific things you can do to take control of potential hostile = situations so that they don't escalate into major time-consuming = conflicts:<o:p></o:p> <ul style=3D"MARGIN-TOP: 0in" type=3D"disc"> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 12pt; LINE-HEIGHT: = 12pt; tab-stops: list .5in; mso-list: l0 level1 lfo1">Speak in = a friendly manner.  Do not speak in a monotone or in a way = that implies that you are uninterested.  <o:p></o:p></li> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 12pt; LINE-HEIGHT: = 12pt; tab-stops: list .5in; mso-list: l0 level1 lfo1">When = possible use the customer's name as soon as possible, and also = introduce yourself if that fits the situation.  = <o:p></o:p></li> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 12pt; LINE-HEIGHT: = 12pt; tab-stops: list .5in; mso-list: l0 level1 lfo1">Greet the = person properly.  Don't look up from your paper work = and say "Yes?", or = "Next".  That makes you look like part of a = machine.  Try "Good morning, Mr. Smith". = <o:p></o:p></li> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 12pt; LINE-HEIGHT: = 12pt; tab-stops: list .5in; mso-list: l0 level1 lfo1">Listen = carefully.  Show the customer you are listening by = paraphrasing what was said back to the customer.  This shows = your interest and concern.  A common error made by people is = that they don't allow the customer to finish. = <o:p></o:p></li> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 12pt; LINE-HEIGHT: = 12pt; tab-stops: list .5in; mso-list: l0 level1 lfo1">Don't use the "P" = word.  The P word is "POLICY".  = Many times an employee will explain that it is against "our = policy to do" what the client wants.  This infuriates = many people.  Even if the request is against your policy, find = other words to say it.  Rather than simply quoting policy, = explain the purpose of the policy (eg.  "Sir, we need = to make sure that you are dealt with fairly and others are = too.") = <o:p></o:p></li> <li class=3D"MsoNormal" style=3D"MARGIN: 0in 0in 12pt; LINE-HEIGHT: = 12pt; tab-stops: list .5in; mso-list: l0 level1 lfo1">Never say = "I only work here" or "I'm only = following rules". Again this makes you into a = non-person.  It may be true that you don't make the = rules, but try saying it this way:  "Sir, the = regulations are made by [whoever].  Perhaps you might want to = talk to [so and so] and indicate that you feel the regulations are = unfair.  Would you like the phone number?" an active = listener then most of the time your mouth should be = closed.</li> </ul>

Posted at 08:24 PM in Customer Service Skills | Permalink | Comments (0) | TrackBack (0)

Feb 07, 2008

Customer Service: Attitude or Skill?

Companies = that really put extraordinary service at the top of their priority list = establish the ground rules for good service while also working to build = a genuine customer-friendly =E2=80=9Cspirit=E2=80=9D in all employees = throughout the organization.<o:p></o:p> Practically every organization in today=E2=80=99s = hyper-competitive marketplace claims that it =E2=80=9Cputs the customer = first,=E2=80=9D and every year we hear more slogans from companies = trying to convince their customers=E2=80=94and themselves=E2=80=94that = they really do believe in = service.<o:p></o:p> But the = reality is that few companies have a clear, comprehensive plan to = achieve a high level of service quality in their organizations. Most are = long on platitudes, short on practical solutions. And those with = specific plans tend to focus on compliance =E2=80=93 requiring employees = to adhere to specific standards and policies =E2=80=93 rather than = developing an organization-wide attitude of = service.<o:p></o:p> Skills = AND Attitude<o:p></o:p> The = companies that really put service at the top of the list of operational = priorities do both: They establish and clearly communicate the ground = rules for good service while also working to build a genuine = customer-friendly =E2=80=9Cspirit=E2=80=9D in all employees. This is why companies like IBM, Marriott Hotels, = Disney, and Federal Express are so profoundly better at customer service = than their competitors: They understand that customer service skill = development is useless if there isn=E2=80=99t also a general = customer-friendly attitude throughout the organization. Attitude Begins At The = Top A company-wide customer = service attitude begins with the organization=E2=80=99s attitude toward = its own people. Unfortunately many managers, consciously or = unconsciously, treat front-line service people as if they were = insignificant to the overall operations of the organization. They = typically don=E2=80=99t see service workers as critical to success or in = need of support and development. They tend to accept high turnover as a = fact of life. <o:p></o:p> But in = truly service-oriented companies there is a deep understanding that = these people have the most impact on the perceptions of the customer. = And this emphasis on the people of the organization doesn=E2=80=99t = start or stop at the front line. Service-oriented companies create a service attitude that prevails = throughout the company and says, =E2=80=9CWhether you serve the customer = directly or not, we=E2=80=99re here to help you.=E2=80=9D The service = culture is locked into the environment of the organization. Even people = who never see a customer can do everything they can to help those who = do. The clerical worker in the Shipping Department may never talk to a = single customer, but he or she should know that the salesperson looks = bad if the order doesn=E2=80=99t get out on time. The Systems And Processes Of A Service = Culture There are also practical, = operational aspects of developing a culture of service. Everything from = physical factors like building lay-outs, traffic flows, waiting areas, = and facilities to procedural systems and processes the customer has to = go through. There are also the systems that work = unseen, but which can affect the customer=E2=80=99s perception of = service. What happens to the dishes after they are taken back to the = kitchen is of little concern to the customer because he doesn=E2=80=99t = see them anymore. Yet, how they are cleaned and readied for new = customers is of critical importance if you are to provide good service = at your restaurant. These unseen parts to the service system are just as = essential as those that the customer sees. Systems that make it difficult for them to help customers with = problems are very damaging to the attitude of front-line employees. More = importantly, they communicate to the employee in highly practical terms, = the companies REAL attitude toward customer service. Successful = companies put everything a front-line employee needs to complete a = positive transaction at his or her disposal. Clearly it takes time, money and tremendous energy to develop = systems and processes that are consistently customer friendly. Creating = the strategy and making the daily operations of the organization helpful = to both the employees and their customers is not easy. The whole process = doesn=E2=80=99t happen overnight and surely not after a rousing speech = by the CEO or top management. The entire effort = requires planning, training, re-training, and most importantly, a = commitment from the leaders of the company to support and manage each = step of the plan. But the good news is that all of this effort gets = noticed: These factors communicate to both customers and employees that = the company has made a genuine commitment. And = there is more good news: The outstanding service companies who = effectively manage these critical elements of customer service will gain = and keep the competitive edge in their = industries<o:p></o:p>

Posted at 08:34 PM in Customer Service Skills | Permalink | Comments (0) | TrackBack (0)

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