Trainer's Manual Institutional and Product Risk...

MicroSave ndash Market-led solutions for financial services

Offices across Africa Asia

and Latin America

wwwMicroSavenet

infoMicroSavenet

Trainerrsquos Manual

Customer Service Strategy

Day 1

Based on

October 2005 Slides

Customer Service Trainerrsquos Guide 2


Introduction

Welcome to the MicroSave Customer Service Trainersrsquo Guide This guide is meant for those people

who have taken the MicroSave Customer Service training course and are going to reproduce the training

elsewhere ndash or are going to ―live it by developing a customer service function within their own

organisation The guide provides comprehensive session plans and also offers the experiences of some of

our research partners staff members and trainers who have used the information to develop and improve

their customer service

It is intended that the trainer delivering this course will be familiar with key concepts in customer service

The same person is assumed to be a capable trainer However for those who may want to brush up on

their training skills MicroSave has compiled an accompanying manual (available from MicroSave on

CD) specifically discussing training skills and training issues There are many other training manuals

which the trainer may consult including the ―Participatory Learning amp Action A Trainerlsquos Guide of the

IIED Participatory Methodology Series1 MicroSave uses several of the ―Ice Breakers Refreshers etc

from these manuals

Note that the size of the Trainerlsquos Manual requires it to be divided into three sections one for each day of

the training Day 1 currently covers sessions 1-4 Day 2 is focused on sessions 5-7 and Day 3

summarises sessions 8-12

Therersquos already a Customer Service Toolkit on the MicroSave Website Why

is there a Trainersrsquo Guide also

Some people will read the Customer Service Toolkit that is on our website and find that to be enough for

their organisation to go forward with designing customer service management systems However many

people and organisations have asked for a training course as well Some institutions believe that it is

faster and easier to train all members of their customer service team at once This way they will literally

all be ―reading from the same page

This Trainerslsquo Guide has been designed for you as the trainer to provide you with an outline for

presenting the materials and ideas for using the time exercises and examples most effectively

Participants are not given this document but if they become certified in this toolkit it is a practical tool

to have for training others

Who should I be training

You may choose (or be chosen) to provide training for different types of participants marketing

managers operations managers of financial institutions senior managers frontline staff consultants in

the financial services industry etc This training is ideally suited to senior level staff (not frontline staff)

who will be designing a customer service strategy for the institution It does not focus on individual

customer service skills However each training opportunity even for strategy development will be

different and youlsquoll need to adapt the training to the different types of audiences and participant profiles

For example

If yoursquore training staff from a single MFI all participants will have a common context within

which to discuss customer service issues and will need to work together to develop a single

customer service strategy Thus less time needs to be spent in small groups and more time can

be spent in plenary discussing issues challenges possible solutions and tool application etc

If yoursquore training groups of staff from multiple MFIs youlsquoll need to give each group of staff

plenty of opportunity to discuss the content of the course in their particular context Since each

group will be developing its own customer service strategy more time will have to be spent

working through exercises in institutional groups This is both to increase the relevance of the

exercises and to maintain privacy of information Donlsquot miss out on the opportunity however to

encourage staff from different institutions to share their experiences and perspectives on

1 The International Institute for Environment and Development (IIED) can be contacted via its website at wwwiiedorg



customer service This can be done in large group discussions or by dividing participants into

small mixed groups when exercises donlsquot require an institutional focus

If yoursquore training individuals from multiple MFIs then each participant in the training room

will be working on a separate customer service strategy This will make it particularly

challenging to implement the exercises in a relevant manner You may want to allow participants

to complete some exercises individually or you could divide participants into small groups at the

beginning of the training and assign each one a hypothetical MFI scenario within which to

complete the exercises during the course and leave it up to individual participants to apply the

course content to their own institutions outside the training room By all means however take

advantage of the main strength of this type of audience as well ndash having many different

institutional perspectives from which to learn Encourage broad participation in large group

discussions particularly when brainstorming solutions or strategies and to explore how

institutions have dealt with customer service demands and management issues in the past The

variety of perspectives will tend to result in very interesting and rich discussions between MFIs

with respect to why and how their approaches differ

If yoursquore training consultants donors or advisors (who are not working with a particular

MFI) then participants will approach the course content in a fundamentally different manner

Chances are they wonlsquot be looking to develop a customer service strategy for their own use

theylsquoll be looking for advice and process guidelines for helping other institutions to improve their

customer service Youlsquoll want to make sure that participants in this kind of audience clearly

understand the concepts of the course and the rationale behind any recommendations made

You may need to significantly adapt the exercises and prepare to spend time in the training room

discussing the process of coaching others to develop their skills in customer service rather than

working on developing a customer service strategy

It is important to note that this course has been designed for delivery to the second type of audience

mentioned above ndash groups of staff from several MFIs We highly recommend that you insist as much as

possible that participating institutions send at least two or three managers to the training If they have a

dedicated Customer Service function or department the head of that department should attend If not a

senior manager responsible for customer service should attend For example an MFI could send its

Operations DirectorManager and its Marketing DirectorManager plus someone who will be involved in

detailed follow up either implementing the customer service tools or developing a Customer Service

Strategy The course is not designed for branch-based frontline staff

What do I need to tell my participants to bring with them

The trainer must insist ndash and ensure ndash that the participants coming to the course are prepared to learn and

―do Participants should come prepared to analyse real situations in their institutions They should

conduct and bring to the course customer satisfaction analysis conducted to date ndash perhaps using tools

from the MicroSave ―Market Research for MicroFinance toolkit

If they have already developed or have begun drafting a Customer

Service Strategy they should bring a copy of that document for

their reference In addition they should bring laptop computers

as this makes using the tools in the course much easier

What do I need from MicroSave in order to

deliver the training

This Trainerslsquo Guide is intended to be utilised with several

accompanying documents all of which are located on the

MicroSave Market-Led Solutions VCD or our website

wwwMicroSaveorg

Participantsrsquo Manual MicroSaversquos Customer Service

Toolkit



Extra Material for Participants

Handouts An electronic folder of handouts is included on the VCD Ideally all handouts should be made

available in soft copy so that they can be used by participants when they return to their institutions

Whenever possible participants should bring their own laptops so that they can begin working with

these documents during the course of the training

Exercises

An electronic folder of exercises is also included on the VCD These are primarily for guiding

participants through the steps of developing a customer service strategy Computers are not required

to complete these exercises but can greatly assist participants in combining individual exercises to

create a draft customer service strategy document before leaving the workshop Processing these

exercises with computers (rather than with pen and paper) can also increase the efficiency with which

participants are able to complete the activities since most of the exercises build on each other and

participants can simply copy the results of one exercise and paste them into another It is helpful to

load these documents onto participantslsquo laptops early in the training

Resource CD

Rather than print hard copies of all handouts or take time during the training to transfer electronic

files to participantslsquo computers you may want to produce your own resource CD and distribute a

copy of it to participants You could include the handouts and exercises mentioned above together

with the Customer Service Toolkit as well as any additional customer service resources that you may

have gathered from the MicroSave website andor from other sources

Extra Material for You as the Trainerhellipand for Participants

Slideshows

The training is guided by a PowerPoint presentation which is divided into sessions Slides can be

printed onto overhead transparencies and presented using an overhead projector However due to the

number of slides the amount of text and the ―animation of slides it is highly recommended that the

trainer use an LCD projector if one can be located (and electricity is available etc) Many

participants request that they are provided with a copy of the slideshows at the end of the course

which the trainer is free to provide to them MicroSave tends to print out the slides 6 to a page and

pass them out as course materials for participants to follow along on

Note that within the slideshow some slides have been hidden and will not be visible during the

general show These slides often provide additional information or illustrate another point of view

They can be unhidden if relevant to the course or used by the trainer to understand a particular

issue They can also be included in the version of the slideshow that you print for participants even

if you will not present them in the workshop

Practical Examples

Practical examples have been provided throughout the course based on the experience of MicroSave

with its Action Research Partners The trainer should review the practical examples and where

possible supplement or replace the examples given on the basis of his her experience

Providing examples based on experience adds considerable value to the course especially where

examples are contextually and culturally appropriate for those being trained

What else do I need for the training

To conduct the training you will need

A digital projector although an overhead projector could be used

A computer with if possible external speakers



I hate ldquoanimationrdquo How do I turn it off

1 Highlight all slides at once by clicking on

the bottom left icon that shows four

squares (slides) This will give you a view

of all the slides in the show Then press

Ctrl and A at the same time this will

highlight all of the slides in the show

2 Now that they are all highlighted look on

the toolbar at the top and click on

―slideshow then click on ―preset

animation and select ―off There will be

no more animation on any of the slides

Some knowledge of PowerPoint The

slideshows may need some ―customisation ndash

inserting the course schedule for example

customising exercises to meet the needs of the

participants being trained adding local terms for

savings and credit etc The trainer should be

very familiar with the slideshow running

through it several times before the training starts

This will help himher note when to ―click onto

the next slide and to understand the kind of

―animation (ie sounds and automated

movement of text) that is on each slide

Generally the animation should NOT be too

complex or distracting but you may eliminate all

animation if you wish (see box)

Standard training room items flip chart stands flip charts marker pens of various colours hole

puncher stapler masking tape etc

Workshop materials for participants Encourage them to take notes in their manuals so they will

remember the discussions better when they get back to their offices In this case pads of paper may

not be necessary but folders could be helpful considering the number of handouts and exercises that

will be distributed during the course It may be useful to have pens pencils erasers etc

Computers (ideally 1 for each institution) so that the training exercises can be used as opportunities

to actually construct pieces of a customer service strategy

How do I use this Training Guide

The training guide is hopefully self-explanatory Each session provides the Trainer with the Session

Objectives Time Methods Materials Overview and Process

The time that each session takes is flexible depending on the trainer the number of participants skill

levels of the participants and whether or not the participants are all from the same organisation A

rule of thumb is to schedule about 2 minutes on average per slide to explain and discuss and to allow

enough time for exercises in each section

The methods simply alert the trainer as to whether the session is to be conducted as for example a

presentation ndash which generally means the slideshow will be utilised or as a breakout session and that

breakout areas may be required

A list of all the materials that the trainer will need above and beyond the list provided above for the

session is also included Flipcharts markers and tape should be assumed even when not listed

The overview provides just that ndash an overview of the upcoming session and

The process section provides the trainer with the steps that should be followed to train each session

The process sections of the trainerlsquos manual will often have greater detail on the subject matter than

the participantslsquo curriculum and training tips may be included It is not intended that the trainer

memorise the text (then we would have added some of our standard jokes) but rather that the trainer

feels confident discussing the issues at hand The trainer should bring in relevant examples from her

own MFI experiences and encourage participants to discuss their own experiences Adults

generally learn better from ―real life than they do from theoretical discussions

How will I know if I am prepared

You will have chosen your participants for the course (or they will have chosen you) and you will have



COSTED and CONTRACTED the training and agreed with MFIs on the number of days for training

and follow-up

Sent via e-mail or hard-copy all the ―pre-course handout files to your participants It is particularly

important to send out the timetablesession plan

Sent via e-mail andor hard copy a letter requesting that the participants bring laptops and all

relevant information

Chosen an appropriate venue (steady supply of electricity enough room for ―breakout groups etc)

and seating plan for the number of participants you will have (a ―U shaped seating arrangement 6

tables angled towards the front etc)

Ensured that participants are all in the process of developing want to develop or have already

completed a customer service strategy and have the appropriate information available to them on the

laptops that they will be bringing with them

Copied bound and prepared all the manuals handouts and exercises

Practiced with the slideshow so that you are confident how to use it For tips on how to customise

the slideshow see below ―Preparing Your Slideshow

Compiled a list of learning activities and ice breakers to be used both to break up the time

participants spend seated in the course and to review key information at the end andor start of each

day You can create these based on the key learning topics covered each day Make them fun andor

competitive but remember to highlight issues related to the objectives of the training

Preparing Your Slideshow

MicroSave has ―hidden slides within each

training These will not appear when you are

doing the slide presentation but they provide

additional details and more information from the

toolkit It is your job as a trainer to go through the

slide presentation and decide which slides to

―unhide for greater depth in a particular session

Likewise you may choose to hide some slides that

are not as relevant to your audience See the box

at right for the steps to hide or unhide a slide

Also when printing out the slides you need to

be careful to uncheck the box that says ldquoPrint

Hidden Slidesrdquo Otherwise all the slides will be printed for your participants and they will have a

difficult time following your presentation (because you will skip over several slides)

This training includes two embedded video clips You need to test these in advance to make sure they

play correctly If you have problems you can try re-linking them by inserting the ―movies again (on

PowerPoint menu select ―Insert then click on ―Movies and Sounds and browse to find the clip you

need Alternatively you can hide these slides and discuss the key points separately

Alternative Lesson Planning

This course is three days long It is not recommended that the training be compressed into a shorter time

period nor overly extended The ―Days have been calculated to allow participants plenty of time to learn

and practice the tools Compressing this time may lead to confusion and extending it may mean that the

group is spending too much time in an ―academic setting and not enough time ―doing it

Hiding and Un-hiding Slides

1 On the Slides tab in normal view select

the slide you want to hide

2 On the Slide Show menu click Hide

Slide

The hidden slide icon appears (or

disappears to unhide) with the slide

number inside next to the slide you have

hidden



Introduction

Session Objectives

By the end of this session participants will

o Break the ice with those who will be joining them in the course through introductions

o Relate an object to their perception of customer service

o Understand the purpose objectives and format of the course

o Clarify their expectations with respect to the course

Time

45 Minutes (30 minutes for introductory exercise)

Methods

Presentation

Introduction activity

Materials

PowerPoint presentation entitled ―Customer Service Strategy ndash This

session consists of 10 slides (3 are hidden)

Handout 10 Session Plan

Photos or objects for the introductory exercise explained in Slide 2

Overview This opening session allows participants and trainers to get to know each other and to become

familiar with the purpose objectives and format of the course It should clarify expectations and

establish a welcoming participatory climate

1 Participant Introductions and Ground Rules

Time 35 minutes (30 minutes introduction exercise)

Slides 3

Opens the course and provides everyone with an opportunity to introduce themselves Also sets some

ground rules to guide participation

2 Course Introduction

Time 10 minutes

Slides 4 (plus three hidden slides which credit the people and institutions that were involved in

developing the course as well as the resources used)

Provides a brief overview of the course and an introduction to MicroSave Clarifies what participants can

expect from the training in terms of key objectives This is also the time when the trainer should inform

remind participants of any follow up activity that will be expected once the course is completed

Process

The course begins with Introductions to put people at ease and help the trainer get to know the

participants

Introductions



Introductions

Letlsquos first take time to get to know one another

bull Select a photo or object from the table in front that represents customer service to you

bull Welsquoll go around the room and introduce ourselves one at a time

bull When it is your turn show your selected photo or object and explain

ndash why you chose it and

ndash why it represents customer service

Make sure you have enough photos or objects to go around ndash

having extra makes it even more fun to choose When selecting

photos donlsquot just choose pictures of people ndash look for a

collection of photos that portrays all 8 Ps of marketing The

trainer can start the exercise by selecting a photo and answering

the questions ndash think about what you want to say in advance so

that you can start things off on a creative andor humorous note

Total time approx 30 minutes

The ground rules slide presents all the points at once (you can go through them individually but it

takes quite a bit of time ndash sometimes it is just helpful to highlight a few like the cell phones policy)

If you use this slide check to make sure that participants agree with the rules and ask whether there

are any others they would like to add You may want to ask the group to define a penalty for breaking

the rules but if you do so be sure to enforce the penalty

After the ground rules is often a good time to clarify any other administrative matters that are still

outstanding for example where to find the toilets how breaks and lunch will be organised etc

For more information on the history of MicroSave and its practice-based approach to training and

materials development see Briefing Note 32 ―Beyond the Classroom MicroSavelsquos Training

Philosophy and Strategy or the ―About MicroSave section of the MicroSave website at

wwwmicrosaveorg

Highlight that this is a Customer Service Strategy course ndash not a course on frontline customer service

skills

Briefly review the session plan Do not go into detail but let participants know that they can refer to

the session plan to keep track of progress through the course material to know when breaks are

scheduled etc

As you review the session plan you can also comment and respond to any questions participants

might have about the schedule

The slide is hyperlinked so click on the title of Handout 10 in the bottom right hand corner of the

slide if you wish to display the document on the screen



Session One What is Customer Service

Session Objectives


Recognise why customer service is more than friendly frontline staff and training programmes

Identify where customer service fits into a strategic marketing framework

Define customer service for their institution

Time

1 hour 15 Minutes

Methods

Debate

Short Presentation

Exercise in institutional groups

Materials

PowerPoint presentation entitled ―Session One ndash This session consists of

6 slides

Handout 11 BN28 Customer Service

Handout 12 BN22 Strategic Marketing for MFIs

Overview This session provides an overview of customer service and its strategic context for financial

service institutions It allows participants to explore dimensions of customer service through a debate

and ultimately define customer service for their institution It also shows how customer service is the

third pillar in MicroSavelsquos strategic marketing approach to market-driven microfinance

1 Debating the Frontline

Time 30 minutes

Slides 1

Challenges participants to debate how much of customer service is about the frontline and can be

improved through training

2 Defining Customer Service

Time 15 minutes

Slides 4

Defines customer service using the strategic marketing framework a standard definition and video clips

Process

Exercise 11 Debating the Frontline Organise the participants into two teams to conduct a

debate Typically they will bring out the key points of

why Customer Service is more than just good frontline

service and that it involves more than training You can

use these points throughout the training to explain why a

comprehensive strategy is so important

Encourage the teams to challenge one another and

stimulate responses with bold statements It is not

Exercise 11 ndash Debating the Frontline

bull Divide into two teamshellip

bull The Grand Debate ―Customer service is

primarily a frontline staff issue and can usually be

improved through better training

bull Team 1 argues for the statement Team 2 argues

against it

bull 10 minutes for each side to prepare

bull Debate ndash 3 mins per side to make their

presentation 3 mins rebuttal each 2 closing

statements per team



necessary to declare a winning team as participants can become overly focused on the fairness of the

judging and lose sight of the main Customer Service messages

Allow 30 minutes total for this exercise ndash 10 to prepare 20 to debate

Q What is customer service

Customer service needs to have a clear definition before it can be improved Customer service has been

defined in many ways (see box) The challenge is that appropriate service means different things to

different people It is often easier for customers to identify inappropriate service than to define what they

should experience

Some Common Definitions of Customer Service

―Customer service is a commitment of all employees in a company to make being a

customer a completely positive experience one that everyone customer will want to

experience time and time again ~ Jack Ferreri

―Customer service is the ability of an organization to constantly and consistently give

the customer what they want and need ~ ACA Group

Customer service means exceeding customer expectations Service is judged by how it

matches expectations If the treatment the customer receives is better than his or her

expectations this is excellent service ~ From Be Our Guest Disney Institute

―Excellent customer service is the process by which your organization delivers its

services or products in a way that allows the customer to access them in the most

efficient fair cost effective and humanly satisfying and pleasurable manner possible

~ Jack Speer BizWatch Publisher

―Customer Service is the collection of skills knowledge and attitudes presented to

your customers by your staff ~ Center for Business Industry and Labour St Louis

Community College

In this course MicroSave seeks to ensure that service levels in a financial institution exceed customer

expectations despite the continuous challenges of growth and change This has multiple implications

First financial institutions need to understand customer expectations Second they must understand the

internal factors that drive an appropriate institutional response to customer expectations Third

performance needs to be continuously monitored and communicated to ensure it meets required service

levels This process occurs in a dynamic environment and therefore needs to be driven by an appropriate

strategy

Q Where does customer service fit into a market-led financial

institution

Many financial institutions find it difficult to place customer service within their organisation It largely

though not completely falls into the delivery of services MicroSave and TMS Financial (a South African

marketing company with extensive experience in marketing financial services) developed a framework

called the Strategic Marketing Framework that seeks to explain the components of a market led financial

institution The three main pillars of that framework focus on

1 Corporate Brand and Identity which is the design and presentation intended to differentiate the

MFI from its competition

2 Product Strategy which encompasses product development and differentiation as well as costing

pricing and salespromotion strategies used by MFIs



3 Product Delivery and Customer Service Strategy which focuses on how and where the MFIlsquos

products are delivered and the customer experience

All three components are vital if an institution is to become truly market led Customer service is

included as part of the third component but it is important to recognise that although customer service is

described as a separate strategy in the framework it is intimately related to both ―Corporate Brand

Strategy and ―Product Strategy Many Corporate Brands are defined partly by high levels of customer

service and brand promises must align with actual levels of service being delivered In turn careful

product based communications help to align customer expectations with respect to customer service and

delivery In Session 5 welsquoll look at how to align an MFIlsquos Customer Service Strategy with its overall

business strategy so that the customer service it delivers supports its brand its products and the

achievement of its institutional objectives

Exercise 12 What is Customer Service in Your Institution Allow participants time to briefly discuss what they

expect from customer service based on their current

definition and perhaps a refined definition Is it

more than frontline service What does it include

and what should be the standard given their

strategic approach to service

Encourage participants to write these definitions

down

The key learning points from this session are

Customer service is more than a frontline service issue ndash everyone in the organisation contributes to

the final delivery of services (even the cleaner who should ensure the banking halls are neat and the

floors are swept)

Training is not the only way to improve service levels ndash other issues around the 8Ps are also

important ndash processes products people etc

Customer service is part of the whole strategic marketing framework ndash it must be integrated into the

brand product strategy and overall delivery mechanisms

Customer service requires a commitment by staff to continuously working at it ndash you do not just do

customer service once and the problems are solved

Customer service is linked to client expectations ndash customer service is judged by how it measures up

to the expectations clients have when they use your services

Exercise 12 ndash What is Customer Service in

Your Institution

Quickly brainstorm in institutional groups

bull How is customer service currently defined in your

institution

bull How does your definition need to change

bull How would you define excellent customer service

in your institution

bull 10 mins



Session Two The Benefits ndash Why Invest in Customer Service

Session Objectives


Review benefits of investing in customer service

Calculate the lifetime value of a customer

Review an unsuccessful marketing campaign to determine why advertising is not enough

Discuss examples of successful customer service changes in their institutions and the benefits

Time

60 Minutes (35 minutes for exercises)

Methods

Presentation

Video of an unsuccessful advertising campaign

2 Exercises

Materials

PowerPoint presentation entitled ―Session Two ndash This session consists of

14 slides

Handout 21 Counting on Your Prospective Clients

Handout 22 Customer Retention Programme

Handout 23 Evolution of Services Marketing

Exercise 21 Lifetime Value of a Customer

Overview This session makes the case for a comprehensive customer service strategy ndash the fact that it

pays off and is worth investing in

1 The Value of Investing in Service to Cultivate Loyal Customers

Time 18 minutes (10 minutes exercise)

Slides 5

Provides key points as to why investing in customer service is important and the price of ignoring it

Includes ―lifetime value of a customer calculation

2 Word-of-Mouth Marketing and Why Advertising is not Enough

Time 20 minutes with video clip

Slides 5

Reminds participants why word-of-mouth marketing matters but shows that marketing is not enough

through an unsuccessful advertising campaign Customer service counts in word-of-mouth

3 Examples of Customer Service Improvements and the Benefits


Slides 3

Participants list successful customer service improvements and then look at three examples of how little

touches can improve service

Process

The first slide in this session details main reasons to invest in customer service from the customerlsquos

perspective

The next slide summarises five main reasons for MFIs to invest in customer service from the

institutionlsquos point of view You can continue to refer back to this list as they are discussed



throughout the training Refer to the handout from MFC on customer loyalty and the importance of

service to maintaining customers

Q Why Invest in Customer Service The simple answer is because your customers want you to Quality of customer service consistently ranks

high on any list of customer preferences for financial services In a qualitative study in Uganda in 2003

Mukwana and Grace found staff attitude flexibility of terms and speed of service to be key reasons for

choosing a particular financial institution Competing financial services often donlsquot differ greatly from

each other so the way that a financial institution supplies its customers can become more important than

the service itself

There are five compelling reasons why excellent customer service must be a ―prime directive for any

market led MFI

1 Good service keeps customers

2 Good service builds word-of-mouth business

3 Good service can help you overcome competitive disadvantages

4 Good service helps you work more efficiently

5 Good service (especially internal) may improve staff retention

Q We All Know that Customer Retention Is Important But Is It

Really THAT Important Absolutely Repeat customers are of vital importance to microfinance programmes As a rule of thumb it

is 5-10 times more expensive to attract a new customer than it is to retain an existing one Furthermore

reducing customer defections can boost profits by 25-95

There are many reasons why retaining customers is so profitable These include the ability to retain

business to cross sell products to existing customers and to amortise initial costs over a longer period

Satisfied customers are also more likely to provide referrals and may be willing to pay a price premium

As a general rule the longer an institution retains a client the lower the costs of serving and the greater

the opportunities for earning income from that client This concept is illustrated in the following diagram

Source Neil Russell-Jones and Tony Fletcher The Marketing Pocketbook (1998)

Acquisition To acquire a new customer a typical bank undertakes expensive marketing campaigns A

credit-based microfinance programme often performs even more expensive one-on-one personal selling

or client mobilisation After acquisition the customer has to learn the banklsquos processes or has to receive

training from the loan officer Early in a new customer relationship these costs can be greater than the

revenue generated

CO

ST

PR

OF

IT

TIME

Cross-

selling Referrals Repeat

clients Acquisition



Cross Selling Once the customer is with an institution there are frequent opportunities to sell additional

products to the same customer These opportunities can be enhanced through carefully targeting products

towards customers that are more likely to need or want that product The more products that an

institution can sell to a single customer the more profitable that customer will be

Repeat Clients Repeat customers are those customers reusing the same services Often the customer

initiates the transaction so acquisition costs for the financial institution are very low Moreover since the

customer has already established a history with the institution it can make informed lending decisions

and reduce loan losses Typically it can also process transactions more quickly than it could the first

time around

Referrals The longer customers stay with an institution and the more business they transact with

satisfaction the more likely they are to actively refer friends and relations to the institution generating

new business with much lower acquisition costs

It is noteworthy therefore that in East African microfinance programmes client turnover rates of 50-80

per annum are common This results in high costs for group mobilisation and training and weakens group

solidarity It also reduces average loan size as new clients cycle through low value loans in the early

stages of their relationship with an MFI and it limits cross-selling and referral opportunities

If microfinance programmes could retain more customers the benefits could be significant Judging

from Reichhfieldlsquos study of customer retention within deposit-taking bank branches if institutions could

increase their retention rates by just five percentage points (say from 50 to 55) then total lifetime

profits generated by a typical customer could increase on average by 85 percent

Q What is churn rate

Churn rate is the rate at which you lose customers and have to replace them just to maintain market share

If your rate is 20 then potentially every 5 years you have a whole new customer base each of which

costs money to put on the books

Q How can good service help an MFI overcome competitive

disadvantage

The delivery of quality customer service can help you create competitive advantage in two important

ways First it can help you build a strong brandmdasha reputation and image in the market that distinguishes

your institution and its products from the other offerings available to your customers A reputation for

being a caring customer-oriented institution is often a key aspect of an MFIlsquos brand

Second good service can help you become strong in areas that are difficult for competitors to copy It is

much easier for a competitor to copy product design than it is to copy the intangible elements of service

delivery When Federal Savings in Bangladesh tried to copy the products and services of SafeSave for

example it was unable to copy the market research ethos that kept SafeSave innovating to meet the needs

of its clients or the back office systems and procedures which enabled it to operate safely

Beware however because customer service can only create competitive advantage if you are able to

deliver on your promises and consistently demonstrate strength in an area of customer service that

actually matters to your target market Your service levels need to be continually reinforced to ensure

that brand promises are met ensuring as far as possible that products and services are delivered right the

first time In a situation of growth this implies almost continuous change and improvements to the

operation of the microfinance programme

Q How can good service help an MFI work more efficiently

First good service can help an MFI retain more customers and generate both repeat business and more

referrals Second where good service is complemented by considerate collection and analysis of

customer information it becomes much easier to cross sell new products and services to existing



customers Together repeat business and cross-selling significantly increase profits derived from

individual customers because acquisition costs and risks are lower than with new clients

In addition good service can help an MFI increase efficiency in the following ways

By increasing staff morale High levels of customer service generally result in high levels of staff

morale and thereby increase employee satisfaction and retention Staff turnover at Equity Bank in Kenya

is low despite a very demanding environment caused by rapid expansion This is partly because the

customer is very much part of how Equity Bank lives its mission vision and values

By fostering internal customer supplier relationships If internal customers understand the customer

service chain and the degree to which they must provide quality service to each other in order for the

institution to be able to provide quality service to its clients staff will be more likely to invest in building

stronger relationships with each other and with the individuals and institutions that supply goods and

services to the institution Stronger relationships help information flow faster and better which

facilitates wiser faster decision-making and follow up

By increasing productivity Heightened awareness of the significance of customer service can make it

much easier to identify areas where productivity can be enhanced A customer service culture combined

with high levels of staff morale make it much easier for staff to ―go the extra mile when necessary

Q How high is the price for ignoring customer service

There are numerous financial and non-financial costs when customer service is ignored These include

Customer desertion A recent survey conducted by MicroSave in Uganda showed that service levels in

particular service time and attitude were a major reason for customers choosing to leave a particular

institution According to a 2003 McKinsey report rescuing defected customers costs 100 times more than

keeping customers

Cost of attracting new clients There is usually a cost associated with attracting new clients whether

this is through marketing activities or whether it is time spent by staff on group formation Once clients

have been attracted they often need basic financial literacy training or as a minimum need an

introduction to the products and services of the institution

Lower income Lower income derives from several factors These include smaller average loan size as

clients fail to graduate to larger loans increased levels of delinquency and default as clients fail to value

the service they are receiving increased levels of dormancy as clients choose other providers for their

savings and less ability to cross sell new services

Loss of image An appropriate image is vital to a financial institution as a strong image significantly

reduces the cost to acquire new clients and is likely to make clients more forgiving when there are service

delivery problems

Lower staff morale Poor levels of service result in customer complaints handled by front line staff

Continuously defending an institution against charges of poor service saps energy and morale from staff




Often participants do not have these figures directly at

hand so emphasise that the exercise is not meant to be

exact Participants will have a reasonable idea of

transaction volumes but will find it difficult to estimate

costs

When processing the exercise ask participants to call

out the lifetime value of a customer in their institution

and write these amounts down on a flip chart Is

anyone surprised at the numbers

Ask participants to compare their customer service

budget with the lifetime value of their customer base Total time 15 min

Q Whatrsquos the Big Deal about Word-of-Mouth Business Word of Mouth is the most valuable form of marketing available to MFIs In a competitive market the

majority of customers seeking services from an MFI make the choice based on other customerslsquo

recommendations

―In a competitive environment MFIs will need to pay increasingly close attention to how clients get

information about their services The quantitative research suggested that word of mouth from family and

friends was the dominating factor 58 of respondents cited this as the key factor that influenced their

decision to select a specific financial institution

The best way to stimulate referrals is to provide memorable customer service however the opposite is

also true ndash the best way to destroy business is to provide bad service Marketing texts refer to more than

satisfied customers as ―Ambassadors who typically inform 3-4 people about the memorable service they

receive Dissatisfied customers however inform as many as 8-9 people Given the relationship between

customer service and Word of Mouth investing in high-quality customer service should be a significant

part of your marketing budget

Slide 25 contains an embedded video clip If the video does not start automatically click on the

black box to begin TEST the video in advance to make sure your equipment is working

properly and the speakers are tuned at an appropriate volume

To introduce the video remind participants that word-of-mouth marketing is very important in

service delivery but advertising alone will not influence word-of-mouth delivering on customer

expectations matters too And people will tell their friends about service experiences especially the

bad ones

Exercise 22 Taking it Home


With someone else from your institution

bull Complete the handout for Exercise 23

bull What is the lifetime value of a typical customer

bull How much do you think it lsquo s worth investing in service to that customer

bull 10 minutes then discuss

Exercise 21 Lifetime Value Calculation



Exercise 22 ndash Taking it Home

bull What examples do you have of customer

service improvements that have been made in

your institution

bull What benefits did they bring

bull Discuss in institutional groups ndash 15 minutes

Allow 10 minutes for discussion in

institutional groups and 5 minutes to share

experiences in a plenary session

The plenary session risks becoming a

customer service bragging session so it

needs to be well moderated

Good responses from participants indicate a

general understanding of the benefits of

investing in customer service

The two slides that follow provide a few

tangible examples of how Action Research

Partners improved service through changes

to the way they do business

The two slides at the end of this session are designed to help you share a few examples of quick

relatively cheap initiatives that can create huge benefits for an institution and customers In the first

photo physically separating help and information functions from transaction services helps to enhance

customer satisfaction and staff efficiency Customers looking for information donlsquot have to wait in

line behind clients waiting to do transactions The second photo shows a ―Salary Board This simple

innovation enabled customers who receive salary through the institution to know ―at a glance if their

employer has made payments No waiting in line or even having to ask for this information at the

informationhelp desk decongests banking hall Finally the third photo shows a Credit Interview

room which was set up by Equity Bank in response to customer demand for confidentiality



Session Three The Challenges of Delivering Customer Service

Session Objectives


List some of the customer service challenges they face

Review a case study of how an MFI successfully dealt with customer service challenges

Be motivated to participate actively in the remainder of the course as they look to the content of

future sessions for solutions to their challenges

Time

60 Minutes

Methods

Brainstorming

Presentation of a real-life case

Materials

PowerPoint presentation entitled ―Session Three ndash This session consists

of 18 slides (the facilitator may decide which of the three real-life cases to

use and hide the other two or substitute a case they are familiar with to

give participants an example of the challenges faced and how they were

overcome to improve service levels)

Handout 31 MFIs Challenges

Handout 32 BN 39 - Serving Depositors Managing Transactions

Overview While Session 2 was designed to get participants excited about the benefits of investing in

customer service this session aims to bring reality into the picture and remind participants of the

customer service challenges they still face and how much needs to be done before they are able to fully

achieve those benefits This session should pique participantslsquo interest in the course content and motivate

their participation as they look to future sessions for solutions to their challenges

1 Customer Service Challenges We Still Face

Time 20 minutes

Slides 3 (Exercise 31)

After spending so much time ―selling the benefits of the course this section provides an important

reality check by helping participants recognize the many challenges they still face in this area

2 Real-life Examples of Overcoming Challenges and How this Course Can Help

Time 40 minutes

Slides 14 (there are three cases studies ndash the trainer should select one or insert their own)

A case study highlights how an organisation has overcome customer service challenges in a practical

way Then highlights of future pieces of the course can pique participantslsquo interest in the rest of the

training by answering the question ―How can this course help you deal with those challenges

Process

Exercise 31 Customer Service Challenges



Brainstorm ndash Customer Service Challenges

bull We have all seen benefits of addressing customer

service issues

bull What are some of the customer service challenges

that we are still working on

bull Letlsquos list them on a flipchart

The previous session on benefits was designed to end on a

positive note At this point participants should be feeling

good about the customer service investments they have

made and generally recognise the value of paying attention

to customer service What the trainer needs to do now is to

help participants focus on the less pleasant side of the story

What are the customer service challenges that they still

face Helping the group recognise that significant

challenges remain is critical to engaging participant interest

in the rest of the course

If participants have a difficult time coming up with

challenges you can use the three slides that immediately

follow the brainstorming activity to help participants

identify common challenges and invite them to raise their

hands if a challenge appears on the screen that they have

experienced in their own institution You can turn this

activity into a really enjoyable energizer

Total time 15 min

Q What are the main challenges MFIs should watch out for

As mentioned above different customers define customer service differently so the first challenge of

delivering quality service is determining what your customerslsquo expectations are and keeping track of

changes in those expectations over time Then of course you have to find a way to exceed your

customerslsquo expectations and to the extent possible shape their expectations so that they donlsquot come to

expect what the institution simply cannot achieve

Customer service challenges will always exist They are heavily influenced by the current circumstances

of an institution and thus will change over time The depths of the challenges faced can be seen in the

following three examples

Teba Bank ndash Conversion to a Commercial Bank Teba Bank in South Africa was formerly Teba Cash Financial Services It provided payroll management

services to South African mines As of December 2002 it had approximately 345500 minerslsquo accounts

and 51500 alternative accounts In the mining sector Teba Bank handled mostly withdrawals

predominantly from 2pm to 4pm between shifts on the mine Outside the mines Teba Bank had

developed a network of 25 branches and 125000 accounts Transactions both on and off the mines

concentrated towards month end peaks

The management of Teba Bank identified seven key customer service challenges

Reducing pressure on facilities Microfinance is a volume business but competition and service quality

produces huge logistical demands on staffing and infrastructure Growth necessitates additional front line

staff positions maximizing utilization of existing infrastructure and developing new infrastructure

Changing the mindset of the customer Teba Bank mineworkers fail to manage their financial behaviour

resulting in queues at peak periods ATM based accounts are often underutilized with some customers

perceiving security risks from ATM usage and others being techno phobic

Changing the mindset of front line staff Teba Bank has to change the mindset of front line staff from

managing payroll services to sales and service This mindset is difficult to change when the reality of

long queues needs to be dealt with Worse on the mines there is limited competition so front line staff

have little sensitivity towards customer retention

Reducing pressure on front line staff Front line staff are alienated by the sheer pressure of work during

peak periods and the reduced opportunity for communication with customers This has created a

perception of reduced control of the interaction with customers reducing buy in and interest in problem



solving A climate survey held by staff indicated only marginally positive attitudes towards different

elements of work satisfaction

Managing stakeholders Teba Bank has to carefully manage its stakeholders It is seen as an infinitely

flexible delivery mechanism by the mine management and union leadership They sometimes have

unrealistic expectations of the delivery capacity of the bank Both the mine unions and management take

decisions that influence the behaviour of mine employees

Awareness building Generic customer service courses can sharpen awareness of customer care issues

but they have a short-lived impact and are often of a feel good nature In-house customer care training

courses need to be developed to help front line staff address customer care

Streamlining processes Existing systems have remained fundamentally unchanged since 1984

Compliance system and MIS requirements place considerable pressure on tellers to the detriment of

financial transaction efficiency

Equity Bank - Maintaining Customer Service Levels

During periods of rapid growth it becomes especially difficult to maintain levels of customer service

From 2003-5 Equity Bank has grown by approximately 15000 depositors a month Customer service

challenges experienced by the bank during this period include

Inexperienced staff Newly appointed staff are much less knowledgeable and less efficient than their

more experienced counterparts For example a 2004 study showed that new tellers at Equity perform half

as quickly as experienced tellers

Lengthening queues Drawn by very positive word of mouth some Equity Bank branches were serving

more than 50000 depositors and customers were regularly experiencing lengthening queues and slower

service

System instability As a banking system handles more data all transactions occurring on the system take

longer to perform The problem is magnified where communication links are slow for Equity Bank this

problem manifested itself on inter-branch transactions using V-SAT communications

Poor internal communications Informal communication mechanisms that characterize small financial

institutions become unworkable as the institution expands New communications mechanisms are

required

Process irregularities Pressure to deliver fast efficient service places considerable demands on staff

Employees often either deliberately or inadvertently develop new ways to manage transactions and

thereby change the risk profile of the institution

Tanzania Postal Bank ndash Process Challenges

TPB was struggling with slow service and client wait times were a source of constant complaints Staff

needed a lot of time to complete procedures at the end of the day Internal customer service was affected

by tellers waiting for supervisors to approve transactions

TPB mapped four processes deposits withdrawals end of day and micro-credit

After process mapping TPB was able to revise processes to improve internal and external customer

service

bull Processing time for a passbook withdrawal transaction has reduced from gt45 mins to 10 mins

(for a transaction within a tellerlsquos limit)

bull Now 72 of transactions are within the tellerlsquos limit

bull Queuing time has significantly reduced transactions have increased by 25

bull Passbook based deposits transaction time has reduced from gt30 minutes to lt5 minutes

bull End of Day processes have reduced to one hour meaning that staff leave the branch much earlier

bull Extensive customer seating is no longer required



bull With less supervision Supervisors are now able to fulfill other duties in the branch

bull Additional system based controls have been and are being introduced to manage the different risk

profile of the new procedures

Q How can this course help MFIs deal with customer service

challenges

The course is designed to help MFIs create a Customer Service Strategy It is through the preparation

and execution of such a strategy that participants will be able to confront the customer service challenges

that their institutions face and more importantly be able to take proactive steps toward the achievement

of their customer service goals

The key points for this session are that there are multiple customer service challenges in financial service

institutions but that they can be addressed and managed through a deliberate strategy which includes

Identifying ways to confront the customer service challenges

Setting specific customer service standards

Planning and preparing the institution for meeting those standards and challenges

Monitoring and adjusting performance as necessary to make sure you meet your customer service

objectives



Session Four Customer Service ndash The Strategic Dimensions

Session Objectives


Accept that excellent customer service does not just happen

Translate the customerlsquos experience of the 8Ps into 8Cs

Assess the degree to which their institution is customer-centric

Articulate the importance of internal customer service

Recognise four strategies for managing customer relationships more proactively

Time

2 hours 15 minutes (75 minutes of exercises)

Methods

Presentation

3 exercises ndash 1 small group 2 in institutional groups

Large group discussion

Materials

PowerPoint presentation entitled ―Session Four ndash This session consists

of 40 slides

Handout 41 BN38 Serving Depositors ndash Branch Infrastructure

Handout 42 Eight Dimensions of Customer Service

Handout 43 Optimising Customer Service

Exercise 42 How Customer Centric Are You

Overview Before getting into the details of how to construct a customer service strategy document it is

important to first consider what a strategic approach to customer service should look like in general This

session provides an overview of the process that MicroSave recommends for optimising an MFIlsquos

customer service investments whatever they may be

1 Excellent Customer Service and the Four Fallacies

Time 10

Slides 8 (4 giving details of the ―Four Fallacies are hidden)

This first set of slides introduces the concept of excellence The trainer should convince participants that

excellent customer service will not just happen and then introduce four main strategies through which

participants can make it happen

2 Creating a Customer-Centric Organisation

Time 1 hour 15 minutes (50 minutes for two exercises)

Slides 15 (two hidden slides that give an overview of the 8Ps)

This section guides participants to view the 8Ps of marketing from the customerlsquos perspective which

should help them understand that there are opportunities to improve customer service in every aspect of

the service they deliver Exercise 42 is the most important one of the session as it enables participants to

assess the current status of customer service delivery within their own institutions

4 Customer Relationship Management

Time 10 minutes

Slides 9 (1 hidden)

This set of slides refers to the proactive management of customer relationships as a strategy for creating

excellent customer service and creating loyal clients This includes knowing your customers grouping

them into market segments and then targeting products services and communications to the



needsdesirespreferences of specific segments selling (rather than waiting for customers to come to the

MFI) and aiming for customer loyalty

5 Continuous Improvement through Involvement by All Staff

Time 40 minutes (30 minutes for exercise)

Slides 5

Returning to the main theme of excellent customer service this series of slides focuses on the fourth

point regarding excellence ―you need a strategy you need commitment you need continuous

improvement

6 Optimising Customer Service ndash the MicroSave framework

Time 3 minutes

Slides 1

Returning to the main theme of excellent customer service this slide presents the framework through

which the rest of the course will explore how MFIs can optimise their customer service

Process

Q Why Aim for Excellence

If your customer service is merely ―adequate then it is probably invisible to customers Where service is

adequate it will rate as poor in comparison with institutions that offer good service Only excellent

service that exceeds expectations gets noticed

Customer service needs to be a purposeful pursuit not a by-productmdashyou want to influence it Customer

expectations evolve and grow more demanding so you can never sit back complacently You need a

strategy you need commitment you need continuous improvement

Q How Can We Create Excellent Customer Service

From a strategic perspective we can offer four general recommendations

1 Banish the four fallacies

2 Create a customer-centric organisation

3 Be proactive about managing customer relationships

4 Adopt a customer service strategy that motivates continuous improvement in pursuit of defined

standards

Q What Are the Four Fallacies

There is one summary slide that lists the four fallacies that financial service providers often perceive

to be true but are actually false Recognising these statements and understanding why they are false

is the first important step towards creating excellent customer service The four fallacies are 1)

believing that customer service is only about people 2) thinking that front line staff are the only ones

with customer service responsibilities 3) thinking that you only need to provide excellent service to

people who actually buy your product 4) believing that just smiling more will solve the problem

The four hidden slides can be unhidden to explain these points in-depth but most of them have come

out in the debate in session 1 so it seems a bit redundant to review them again

Fallacy 1 To provide excellent customer service all we need is excellent staff

When asked about customer service in banking many people will say that it is all about how you are

treated by staff but that is incorrect People are often the most visible part of delivering financial

services but to meet client expectations and provide excellent service you need more than just friendly

professional competent people delivering your product You also need an excellent product delivered in

an efficient manner at an appropriate price and in an easy to access location with clearly communicated

benefits Customer service depends on all of the 8Ps



Product The design and range of products and services offered including customer rewards

and incentives

Price What customers have to pay to access your products and services this includes

transaction costs

Process The speed accuracy responsiveness and reliability of your delivery systems

Promotion Information about who you are and what you have to offer

Position The expectations you raise about who you are and what you deliver in relation to

the competition

Place The location operating hours and comfort of your service outlets

Physical Evidence The visible presentation of your products and services

People Employees role in customer care cannot be overstated

Fallacy 2 Customer service is mainly the responsibility of frontline staff

No Customer service is too important not to be everyonelsquos job No matter where you sit in the

institution if customers donlsquot come back you wonlsquot have a job To deliver excellent customer service

everyone in the institution must play his or her part For example the personnel department needs to

ensure that members of staff are capable and are appropriately trained Operations must ensure an

appropriate infrastructure Internal Audit must balance internal control and efficiency Marketing must be

careful not to over-promise or create false expectations

Internal customers matter just as much as external customers You cannot deliver quality customer

service unless departments are delivering quality to each other The marketing department requires

detailed customer information from operations in order to cross sell products the operations department

requires timely promotional materials from marketing the finance department needs realistic projections

about cash flow needs etc To deliver excellent customer service an institution needs to carefully

communicate its internal customer needs and plan how to respond to them

Fallacy 3 Only customers who buy our products deserve high quality service

No again Those who inquire about your services but donlsquot buy can still refer others to your institution

(or steer them away from it) These customers potential customers and internal customers deserve

quality service as well Resist the temptation to view customer service as something you provide only to

external clients who pay you immediately for your service After all customer service is not just a

product delivery function it is a key part of doing business It influences loyalty amongst staff and

customers it drives Word of Mouth it increases efficiency it affects the strength of your brand etc

Fallacy 4 ldquoA smile is sufficientrdquo

Customer service is only partly about attitude itlsquos also about the quality of what you deliver and the

quality of how you deliver it in comparison to customer expectations No matter how nicely you smile

customers will not be pleased if they must return to your branch on multiple occasions to check the status

of their loan application if they must wait in long queues if you are unable to process their insurance

claim within the time period promised etc Most everyone appreciates a smile but the smile alone does

not constitute quality customer service

Q What are the 8 Ps

Note the two slides with details on 8Ps are hidden If the trainer wants to review them quickly they

can be unhidden Be careful not to prompt too much the responses for Exercise 41

The 8Ps are a marketing tool They provide a framework for analysing what an MFI is delivering to its

target market and how well it is delivering those goods and services The 8Ps refer to product price

process promotion position place physical evidence and people

Exercise 41 The Customerrsquos Experience



It is unnecessary for pairs to get through all 8 Ps you

might even assign half the Ps to one side of the room

and half to the other The purpose of this activity is to

get participants thinking about the customerlsquos

experience of the Ps so that you can call on them to

help you process the next 8 slides

Q What does it mean to ldquoCreate a Customer Centric

Organisationrdquo

Excellent customer service flows not from a limited approach to customer service as outlined in the four

fallacies above but rather through the creation of a customer centric organisation It is possible to explore

what this might mean by looking again at the 8Plsquos

Customer focused people Employees who are caring competent informed motivated respectful

attentive and welcoming

Customer focused promotion Clear and accurate communication of benefits costs conditions and

procedures in an easy to understand language and format This includes the timely communication of any

changes that might be made (See MicroSavelsquos Product Marketing Toolkit)

Customer focused process Procedures are as simple as possible confidential and reliable They are fast

with no unavoidable delays or bottlenecks minimal handovers and no redundant steps They are also

flexible enough to accommodate special needs or circumstances (See MicroSavelsquos Process Mapping

Toolkit)

Customer focused products Products are clearly focused on meeting customer needs solving their

problems and enabling opportunities (See MicroSavelsquos Market Research for Microfinance Toolkit)

Customer focused positioning The organisation commits itself to delivering a particular type of value

and consistently delivers what it has promised

Customer focused physical evidence The environment is clean well organised attractive and where

possible creative

Customer focused price The cost of accessing the product or service is transparent and easy to

calculate Prices are affordable taking into account both the direct costs and the opportunity costs of

accessing the service

Customer focused place Services are accessible through nearby locations and convenient opening

hours The environment is secure and comfortable

Q What are the 8 Cs

The 8 Cs are a customer-focused version of the 8 Ps While the Ps help you think about what you are

offering to the market the Cs help you think about what your customers want to receive Looking at the

8Plsquos from a customer rather than an institutional perspective places a slightly different focus on the

delivery of financial services one that can be very useful for improving customer service After all the

customer is interested in solutions not products costs not prices and so on

Product Customer solutions

Price Cost

Exercise 41 ndash The Customerrsquos Experience bull In pairs discuss your customerslsquo experience of each of

the 8Ps people promotion process product

positioning physical evidence price place

If your bankMFI wanted to be customer - centric (ie focused on the customer) what would it need to deliver in each of these areas What would the customer like to receive 5 minutes to prepare your ideas for the rest of the group



Physical evidence Cleanliness and creativity

Positioning Commitment and consistency

Promotion Communication

Place Convenience and comfort

Process Courses of action

People Competent and courteous care

Exercise 42 How Customer-centric Are You

This exercise takes a considerable amount of time and generates

significant amounts of discussion It is used as the basis for

future exercises and discussions so if necessary let this run on

The slides indicates that participants have 30 minutes to

complete the exercise but 45 minutes are built into the agenda

Q What is customer relationship management

Customer relationship management refers to the process of managing your customer relationshipsmdash

planning organising nurturing and monitoring those relationships to ensure you get the most out of

them The four most important components of this process are the ones mentioned in slide 74 knowing

your customers grouping them into market segments and then targeting products services and

communications to the needs desires and preferences of specific segments selling (rather than waiting

for customers to come to you) and aiming for customer loyalty

Know Your Customers

You can get to know your customers through market research customer profiling segmentation

customer satisfaction surveys data-mining suggestion boxes andor customer complaints No matter how

you gather it this information can help you to

Anticipate future needs thereby design new products and services

Define service expectations the service level the institution should reach to meet the majority of

customer expectations

Refine marketing communications determine key benefits that your customers require and

communicate these benefits back to them (see MicroSavelsquos Product Marketing Toolkit)

Personalise each customer interaction use names and titles to communicate with to the customer

This information can be shared across the organisation and updated automatically every time the

customer contacts any part of the organisation To do this effectively however it is necessary to manage

customer data well For larger institutions data warehousing might be an option worth considering

Data warehousing is the storage of electronic data in an organisationlsquos computer system in such a way

that it is easy to search the data and extract from it information that could be useful to people in the

organisation Once you have the data appropriately stored then data mining becomes possible Data

mining is the extraction and manipulation of data to enhance the marketing process It can allow a

financial institution to extract information about customers from across its business to segment its

customer base and predict individual customerslsquo behaviour Information from third-party sources such

as lifestylelsquo data can also be used to help refine customer segments and to increase knowledge of

customerslsquo individual needs

Exercise 42 ndash How Customer - centric Are You

bull Think about the quality of service that your MFI is delivering in each of the 8C areas today

bull Fill in the worksheet provided in Exercise 45 bull Welsquoll come back to this worksheet several times

in future sessions so please complete it with care bull 30 minutes

Exercise 44 How Customer - centric Are You



Target Segments

Segmentation means analysing the different submarkets in your overall market and then giving selected

submarkets (or segments) the right level of marketing attention The process includes defining your

overall market to include all segments picking the segments that offer the greatest opportunity

researching those segments in detail describing target customers in those segments and designing

specific campaigns to address them

Segmentation implies placing customers in groups that respond to and interact with the MFI in similar

ways By dividing customers into smaller groups with similar characteristics you can design products

services pricing schemes and communication to better meet their requirements and preferences You can

set different customer service standards for different segments eg giving a higher level of service to

those who are willing to pay for it or emphasizing different customer service dimensions depending on

the priorities of a given segment Examples of financial institutions that use segmentation effectively

include Cooperative Bank in Kenya which offers business customers a separate counter and Equity

Bank which offers unsecured lending for SMEs More information on segmentation is available in

MicroSavelsquos Product Marketing Toolkit

Sell to Your Customers

Customer focused selling requires a shift from reactive to proactive involvement with customers MFIs

can embrace Customer Relationship Marketing (CRM) not only to manage the databases of information

that they collect about their customerslsquo preferences and behaviours (a process often referred to as

Customer Relationship Management) but also to use that information to effectively market products and

services to customers over the long term

In the United States the supermarket chain Wal-Mart discovered that sales of beer rose on Fridays if the

beer was positioned next to disposable diapersnappies This was because fathers tended to do more

shopping on Fridays than any other day of the week MFIs can use similar insights to target the sale of

school fee-focused products pension products etc to appropriate market segments at an appropriate time

in an appropriate package Intimate knowledge of the seasonality of clientslsquo businesses can help ensure

that institutions provide high quality service to customers at their peak periods of business (eg

firecrackers for New Year season candles for All Saints Day sweets for Navruz)

Q What do the rungs on the customer loyalty ladder refer to

Advocate A supporter that goes further and actively influences others to participate in a product or

service Opinion leaderslsquo recommendations are especially important in this respect

Supporter The more customers like a financial institution the more likely they are to talk favourably

about it they become supporters They are likely to be repeat customers and to consume a range of

services

Client A more in-depth relationship than with a customer Companies with clients know much more

about them individually and are able to tailor their services

Customer A consumer of an institutionlsquos products or services

Prospect A prospective customer It is important to take care of prospects in order to promote long-term

business growth

Q What Does It Mean to Aim for Loyalty

Given the importance of customer retention to the overall success of financial institutions a key part of

proactively managing customer relationships is seeking to build loyal and long-term relationships from

the very first interaction with a potential customer The more loyal the customer the more positive their

behaviour towards the financial institution is likely to be This is clearly demonstrated by the relationship

marketing ladder of customer loyalty described below



Q How Can We Aim for Loyalty

There are many things that you can do but perhaps the best place to start is to make loyalty an explicit

objective Measure it monitor it plan activities to help you achieve it etc Towards this end here are a

few general strategies that you may want to keep in mind

Actively solicit customer suggestions for improvement Something as simple as providing new

customers with a satisfaction questionnaire when they have completed their first purchase can show

them that you value their input it can also provide you with valuable information to improve future

service delivery

Communicate regularly with regular customers Regular contact is important if customers are to feel

that they have an ongoing relationship with your institution This communication can take many

forms letters customer newsletters postings on a banking hall bulletin board announcements during

centre meetings focus group discussions visits by field staff etc

Treat complaints as gifts After all complaints help you identify where your performance is failing

they give you the opportunity to restore relationships sometimes they even tell you exactly what you

can do to improve performance and they donlsquot charge anything for the advice

Say thank you Responding to customer input in a personal and appreciative manner demonstrates

that you value customer contributions This helps to encourage future communication and can even

motivate customers to become problem solving partners Rather than leave you when something

goes wrong theylsquoll be more likely stick around and help you fix the problem

Provide products and services that develop as your customers develop Even if your customers want

to remain loyal to you the only way they can do so is if you offer the products and services that they

need not just today but also in the future

Adopt an image that clients like to be associated with If clients like the way you look or are proud

of your reputation in the marketplace they are more likely to find the idea of building a relationship

with you more attractive Take for example an institution with a reputation for investing in the

community or celebrating client success Customers wonlsquot just want to shop at such institutions

theylsquoll want to be publicly associated with them because the association itself gives them status or

pride ndash benefits that go beyond the value of their financial transactions

Reward customers who are loyal If what youlsquore after is long-term relationships then design your

customer service strategy to reward loyal customers with higher levels of service You might

consider giving long-term customers some of the following

Access to additional financial products Many microfinance institutions ―graduate their

customers to increased loan sizes or to new loan products A common approach is to retain

customers by moving them from group loans to larger individual loans

Access to preferential services Preferential services can include lower interest rates faster

processing or dedicated teller windows Centenary Rural Development Bank created an

―automatic credit product for repeat borrowers Subject to the borrower meeting certain

conditions on number of loans and repayment history the borrower could obtain a loan without

paying a monitoring fee

Public Recognition Awards can be given to customers who achieve certain milestones for

example if they have been an active client for five years or have successfully repaid ten loans

without delinquency Such customers could receive certificates be congratulated in the local

press or on a poster in the banking hall etc



VIP status Status levels can be given to customers that allow differential services to be provided

Credit Indemnity for example rates customers according to their repayment history It has tested

a new product that provides differential interest rates according to status

Q What Does Continuous Improvement Mean

Continuous improvement is core to the strategy hellip you cannot ―do customer service as a project and

then be done with it This is why ―customer service is a journey not a destination Because the system

and strategy needs to constantly evolve and respond to customer expectations staff needs to be fully

committed and willing to adapt their behaviour Does everyone on your staff

bull understand the role of customer service in your business strategy

bull know what their contribution is and the standards of service they should deliver (internally and

externally)

bull know the process for monitoring service levels (and expectations) and resolving issues in a

timely fashion

bull provide regular feedback to staff on performance

Q Who is Responsible for Customer Service

A key message of this training is that everyone in your institution is involved in customer service


service unless the Accounts department is delivering quality to Operations and Operations is delivering

quality to Finance and Finance is delivering quality to marketing etc You need to learn about your

internal customer needs and respond to them

Exercise 43 Internal Customer Service

Exercise 43 ndash Role of Different Departments

bull Think about the roles of IT Finance Audit

HR Marketing Branch Backoffice in

Customer Service

bull Write at least two contributions to customer

service that each of these departments can

make (Hint refer to 8PCs)

bull Work in small groups and present in plenary

bull 30 minutes

The main output from this exercise should be the

realisation that there is extensive interdependency of

departments to deliver good external service Ask each

small group to present the contributions of one

department and then invite other groups to add examples

from their own discussions before moving on to the next

department

Ask which other departments are critical for success of

the institution in service delivery (essentially all are

important)

It is not important in plenary to go through extensive lists

of which services are provided to and from whom but

rather to stress the impact of service delivered (or not

delivered) by one department on otherslsquo ability to deliver

excellent service It is also key to understand that internal

service has a huge impact on external service delivery

Q Remember Customers Act on Perceptions

The perception of the service that customers receive is dependent upon their expectations If the

treatment that the customer receives is better than his or her expectations this is likely to be perceived as

excellent service Conversely if the treatment that the customer receives is lower than his or her

expectations this will be perceived as poor service To be perceived as providing excellent service an

organisation needs to under-promise over-deliver



Q So How Do We Design an Optimal Customer Service Strategy

Optimising customer service is a ―journey not a ―destination Thus the single most important step you

can take is to embrace a continuous improvement approach to customer service The second most

important step you can take is to define specific customer service objectives or standards that you want to

meet and to regularly monitor performance against those standards designing your reward or incentive

systems so that they motivate staff to achieve them

To optimise customer service you need a systematic progressive process that will continuously improve

your relationships with all stakeholders This process is outlined in the following diagram and will guide

our discussions throughout the remainder of the toolkit

Steps Processes

Monitor and

Communicate Results

Determine the Role of

Customer Service in

Institutional Strategy

Diagnose Current

Performance

Develop Strategy

Action Plan amp Budget

Implement Customer

Service Strategy

Articulating Commitment amp Alignment Selecting Key

Objectives Defining Activities Resources amp Timing

Establishing the Level of Importance Securing

Commitment Ensuring Alignment Defining Location

and Responsibility

Setting Standards Leveraging Technology Creating a

Customer Service Culture

Collecting Performance Data Analysing Gaps

Identifying Strengths and Weakness

Collecting Data amp Assessing Progress Lubricating the

Feedback Loop Managing Employee amp Customer

Relationships

Identify and Prioritise

Possible Actions

Finding Root Causes amp Solutions Preserving amp Lever-

aging Strengths Identifying High Impact Quick Wins

Identify Service Level

DriversArticulating Critical Success Factors Researching

Customer Requirements

Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions








Introduction

Welcome to the MicroSave Customer Service Trainersrsquo Guide This guide is meant for those people

who have taken the MicroSave Customer Service training course and are going to reproduce the training

elsewhere ndash or are going to ―live it by developing a customer service function within their own

organisation The guide provides comprehensive session plans and also offers the experiences of some of

our research partners staff members and trainers who have used the information to develop and improve

their customer service

It is intended that the trainer delivering this course will be familiar with key concepts in customer service

The same person is assumed to be a capable trainer However for those who may want to brush up on

their training skills MicroSave has compiled an accompanying manual (available from MicroSave on

CD) specifically discussing training skills and training issues There are many other training manuals

which the trainer may consult including the ―Participatory Learning amp Action A Trainerlsquos Guide of the

IIED Participatory Methodology Series1 MicroSave uses several of the ―Ice Breakers Refreshers etc

from these manuals

Note that the size of the Trainerlsquos Manual requires it to be divided into three sections one for each day of

the training Day 1 currently covers sessions 1-4 Day 2 is focused on sessions 5-7 and Day 3

summarises sessions 8-12

Therersquos already a Customer Service Toolkit on the MicroSave Website Why

is there a Trainersrsquo Guide also

Some people will read the Customer Service Toolkit that is on our website and find that to be enough for

their organisation to go forward with designing customer service management systems However many

people and organisations have asked for a training course as well Some institutions believe that it is

faster and easier to train all members of their customer service team at once This way they will literally

all be ―reading from the same page

This Trainerslsquo Guide has been designed for you as the trainer to provide you with an outline for

presenting the materials and ideas for using the time exercises and examples most effectively

Participants are not given this document but if they become certified in this toolkit it is a practical tool

to have for training others

Who should I be training

You may choose (or be chosen) to provide training for different types of participants marketing

managers operations managers of financial institutions senior managers frontline staff consultants in

the financial services industry etc This training is ideally suited to senior level staff (not frontline staff)

who will be designing a customer service strategy for the institution It does not focus on individual

customer service skills However each training opportunity even for strategy development will be

different and youlsquoll need to adapt the training to the different types of audiences and participant profiles

For example

If yoursquore training staff from a single MFI all participants will have a common context within

which to discuss customer service issues and will need to work together to develop a single

customer service strategy Thus less time needs to be spent in small groups and more time can

be spent in plenary discussing issues challenges possible solutions and tool application etc

If yoursquore training groups of staff from multiple MFIs youlsquoll need to give each group of staff

plenty of opportunity to discuss the content of the course in their particular context Since each

group will be developing its own customer service strategy more time will have to be spent

working through exercises in institutional groups This is both to increase the relevance of the

exercises and to maintain privacy of information Donlsquot miss out on the opportunity however to

encourage staff from different institutions to share their experiences and perspectives on

1 The International Institute for Environment and Development (IIED) can be contacted via its website at wwwiiedorg

















































wwwMicroSaveorg


Toolkit








Exercises









Resource CD







Slideshows













Practical Examples








































































and follow-up














































Slide




hidden



Introduction

Session Objectives






Time


Methods

Presentation


Materials










Slides 3




Time 10 minutes






Process


participants

Introductions



Introductions

























wwwmicrosaveorg


skills



scheduled etc








Session Objectives





Time

1 hour 15 Minutes

Methods

Debate

Short Presentation


Materials


6 slides








Time 30 minutes

Slides 1




Time 15 minutes

Slides 4


Process















against it




statements per team










should experience
















Community College







strategy


institution






























down




floors are swept)










Your Institution



institution



in your institution

bull 10 mins




Session Objectives






Time


Methods

Presentation


2 Exercises

Materials


14 slides









Slides 5





Slides 5





Slides 3



Process


perspective












the service itself


market led MFI




















revenue generated

CO

ST

PR

OF

IT

TIME

Cross-


clients Acquisition











time around

















disadvantage











































keeping customers











delivery problems










costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






















































wwwMicroSaveorg


Toolkit








Exercises









Resource CD







Slideshows













Practical Examples








































































and follow-up














































Slide




hidden



Introduction

Session Objectives






Time


Methods

Presentation


Materials










Slides 3




Time 10 minutes






Process


participants

Introductions



Introductions

























wwwmicrosaveorg


skills



scheduled etc








Session Objectives





Time

1 hour 15 Minutes

Methods

Debate

Short Presentation


Materials


6 slides








Time 30 minutes

Slides 1




Time 15 minutes

Slides 4


Process















against it




statements per team










should experience
















Community College







strategy


institution






























down




floors are swept)










Your Institution



institution



in your institution

bull 10 mins




Session Objectives






Time


Methods

Presentation


2 Exercises

Materials


14 slides









Slides 5





Slides 5





Slides 3



Process


perspective












the service itself


market led MFI




















revenue generated

CO

ST

PR

OF

IT

TIME

Cross-


clients Acquisition











time around

















disadvantage











































keeping customers











delivery problems










costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions













Exercises









Resource CD







Slideshows













Practical Examples








































































and follow-up














































Slide




hidden



Introduction

Session Objectives






Time


Methods

Presentation


Materials










Slides 3




Time 10 minutes






Process


participants

Introductions



Introductions

























wwwmicrosaveorg


skills



scheduled etc








Session Objectives





Time

1 hour 15 Minutes

Methods

Debate

Short Presentation


Materials


6 slides








Time 30 minutes

Slides 1




Time 15 minutes

Slides 4


Process















against it




statements per team










should experience
















Community College







strategy


institution






























down




floors are swept)










Your Institution



institution



in your institution

bull 10 mins




Session Objectives






Time


Methods

Presentation


2 Exercises

Materials


14 slides









Slides 5





Slides 5





Slides 3



Process


perspective












the service itself


market led MFI




















revenue generated

CO

ST

PR

OF

IT

TIME

Cross-


clients Acquisition











time around

















disadvantage











































keeping customers











delivery problems










costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions




































































and follow-up














































Slide




hidden



Introduction

Session Objectives






Time


Methods

Presentation


Materials










Slides 3




Time 10 minutes






Process


participants

Introductions



Introductions

























wwwmicrosaveorg


skills



scheduled etc








Session Objectives





Time

1 hour 15 Minutes

Methods

Debate

Short Presentation


Materials


6 slides








Time 30 minutes

Slides 1




Time 15 minutes

Slides 4


Process















against it




statements per team










should experience
















Community College







strategy


institution






























down




floors are swept)










Your Institution



institution



in your institution

bull 10 mins




Session Objectives






Time


Methods

Presentation


2 Exercises

Materials


14 slides









Slides 5





Slides 5





Slides 3



Process


perspective












the service itself


market led MFI




















revenue generated

CO

ST

PR

OF

IT

TIME

Cross-


clients Acquisition











time around

















disadvantage











































keeping customers











delivery problems










costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions








Introduction

Session Objectives






Time


Methods

Presentation


Materials










Slides 3




Time 10 minutes






Process


participants

Introductions



Introductions

























wwwmicrosaveorg


skills



scheduled etc








Session Objectives





Time

1 hour 15 Minutes

Methods

Debate

Short Presentation


Materials


6 slides








Time 30 minutes

Slides 1




Time 15 minutes

Slides 4


Process















against it




statements per team










should experience
















Community College







strategy


institution






























down




floors are swept)










Your Institution



institution



in your institution

bull 10 mins




Session Objectives






Time


Methods

Presentation


2 Exercises

Materials


14 slides









Slides 5





Slides 5





Slides 3



Process


perspective












the service itself


market led MFI




















revenue generated

CO

ST

PR

OF

IT

TIME

Cross-


clients Acquisition











time around

















disadvantage











































keeping customers











delivery problems










costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions








Introductions

























wwwmicrosaveorg


skills



scheduled etc








Session Objectives





Time

1 hour 15 Minutes

Methods

Debate

Short Presentation


Materials


6 slides








Time 30 minutes

Slides 1




Time 15 minutes

Slides 4


Process















against it




statements per team










should experience
















Community College







strategy


institution






























down




floors are swept)










Your Institution



institution



in your institution

bull 10 mins




Session Objectives






Time


Methods

Presentation


2 Exercises

Materials


14 slides









Slides 5





Slides 5





Slides 3



Process


perspective












the service itself


market led MFI




















revenue generated

CO

ST

PR

OF

IT

TIME

Cross-


clients Acquisition











time around

















disadvantage











































keeping customers











delivery problems










costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions









Session Objectives





Time

1 hour 15 Minutes

Methods

Debate

Short Presentation


Materials


6 slides








Time 30 minutes

Slides 1




Time 15 minutes

Slides 4


Process















against it




statements per team










should experience
















Community College







strategy


institution






























down




floors are swept)










Your Institution



institution



in your institution

bull 10 mins




Session Objectives






Time


Methods

Presentation


2 Exercises

Materials


14 slides









Slides 5





Slides 5





Slides 3



Process


perspective












the service itself


market led MFI




















revenue generated

CO

ST

PR

OF

IT

TIME

Cross-


clients Acquisition











time around

















disadvantage











































keeping customers











delivery problems










costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions















should experience
















Community College







strategy


institution






























down




floors are swept)










Your Institution



institution



in your institution

bull 10 mins




Session Objectives






Time


Methods

Presentation


2 Exercises

Materials


14 slides









Slides 5





Slides 5





Slides 3



Process


perspective












the service itself


market led MFI




















revenue generated

CO

ST

PR

OF

IT

TIME

Cross-


clients Acquisition











time around

















disadvantage











































keeping customers











delivery problems










costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions


























down




floors are swept)










Your Institution



institution



in your institution

bull 10 mins




Session Objectives






Time


Methods

Presentation


2 Exercises

Materials


14 slides









Slides 5





Slides 5





Slides 3



Process


perspective












the service itself


market led MFI




















revenue generated

CO

ST

PR

OF

IT

TIME

Cross-


clients Acquisition











time around

















disadvantage











































keeping customers











delivery problems










costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions









Session Objectives






Time


Methods

Presentation


2 Exercises

Materials


14 slides









Slides 5





Slides 5





Slides 3



Process


perspective












the service itself


market led MFI




















revenue generated

CO

ST

PR

OF

IT

TIME

Cross-


clients Acquisition











time around

















disadvantage











































keeping customers











delivery problems










costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions















the service itself


market led MFI




















revenue generated

CO

ST

PR

OF

IT

TIME

Cross-


clients Acquisition











time around

















disadvantage











































keeping customers











delivery problems










costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions
















time around

















disadvantage











































keeping customers











delivery problems










costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions





























keeping customers











delivery problems










costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions












costs









recommendations

















bad ones














your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions











your institution




























Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions









Session Objectives






Time

60 Minutes

Methods

Brainstorming


Materials














Time 20 minutes





Time 40 minutes





Process






service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions










service issues





















Total time 15 min





















































service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions





























service






required










service














challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions












challenges











objectives




Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions









Session Objectives







Time


Methods

Presentation



Materials


of 40 slides










Time 10













Time 10 minutes

Slides 9 (1 hidden)










Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions












Slides 5



improvement


Time 3 minutes

Slides 1



Process














standards




















and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions









and incentives


transaction costs




the competition































Q What are the 8 Ps
















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions















Organisationrdquo












Toolkit)






possible creative






Q What are the 8 Cs







Price Cost


























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions



























Know Your Customers




























Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions








Target Segments

































services





business growth
















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions















service delivery
















































externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions


















externally)


timely fashion












Customer Service





bull 30 minutes







department



important)
























Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions

















Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Steps Processes

Monitor and

Communicate Results


Customer Service in


Diagnose Current

Performance

Develop Strategy


Implement Customer

Service Strategy





and Responsibility







Relationships


Possible Actions






Trainer's Manual Institutional and Product Risk...

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Transcript of Trainer's Manual Institutional and Product Risk...