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Foundations of Customer Service (FCS240)
Session 2 – Service Culture
Creating Remarkable Service
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Discussion
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Strategy
• Stratos!(army) "gein! (lead) – #eading t$e troo%s
– &lan of action to ac$ieve a goal
– 'sing resources efficiently
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m%ortance of alues
• *ffective organi+ations understand and communicate t$eir
fundamental essence and reason for being, – -$ey kno. .$o t$ey are and .$at t$ey are about
• "n organi+ation/s core values must be stable not s$ifting as
conditions c$ange1 – -$ey describe t$e %rinci%les t$e organi+ation turns to .$en making its
most critical decisions1
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m%ortance of ision
• -$e vision statement describes a future state of t$e
organi+ation in vivid com%elling terms t$at ins%ire all involved
to strive to ac$ieve it1 – -$e organi+ation/s vision is a sna%s$ot of t$e future1
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S$ared ision and uy3n
• *nvision t$e future
• *ncourage collaboration
• *nable dialogue
• Foster o.ners$i% and buy3in
• Communicate .idely and dee%ly
• #ive t$e vision
• Celebrate accom%lis$ments
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usiness b5ectives
• Customer retention, 6ee%ing (saves) t$ose customers .$omig$t $ave gone else.$ere but re% saved
• 7allet s$are, 8a9imi+ing total customer s%ending .it$ anorgani+ation
• Customer ac:uisition, "c:uiring (adding) ne. customers
traditionally done efforts via mass market cam%aigns• verall revenue
• Revenue %er customer
• ;umber or %ercentage of %referred customers
• *m%loyee satisfaction
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Customer Service Strategy
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Service Culture
• Service environment of a grou% or organi+ation made u% of
its values beliefs norms rituals and %ractices
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Figure 212 3 Customer3Centric rgani+ation
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Figure 21< 3 *lements of a Successful
Service Culture
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Service &$iloso%$y or 8ission
• "n organi+ation/s direction or focus t$at su%%ortsday3to3day interactions .it$ customers
Mission
• Defines an organi+ation/s %ur%ose or ob5ectivesand $o. it .ill attain t$em
Mission statement
• Communicates an organi+ation/s values and%ur%ose and e9%lains .$at t$e organi+ation.ants to be
Vision statement
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*m%loyee Roles and *9%ectations
• RUMBA, Criteria used to establis$ and measure em%loyee
%erformance goals – Realistic
– 'nderstandable
– 8easurable
– elievable
– "ttainable
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*m%loyee Roles in Smaller Retail and Service
rgani+ations
• Continually u%date kno.ledge and skills
• Strive to deliver a level of service e:ual to t$at of bigger
organi+ations
• e customer3centric
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&olicies and &rocedures
• Res%ond to %olicy customer re:uests and satisfy needs
efficiently
• "n organi+ation/s return %olicy affects a customer/s %urc$ase
decision
• 7$en making a commitment to t$e customer establis$ an
environment t$at su%%orts it
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&roducts and Services
• -y%e and :uality of %roducts and services contribute to t$e
organi+ational culture
• f customers %erceive t$at an organi+ation offers, – Re%utable %roducts 3 t .ill $el% build loyalty and %ositive %ress
– Substandard %roducts and services 3 t .ill result in adverseconse:uences
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8otivators and Re.ards
• Self3motivation is t$e most effective form of motivation
• -y%es of re.ards – Com%ensation
– Fle9ible time or time off
– *m%loyee recognition
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8anagement Su%%ort
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Figure 21> 3 C$aracteristics of an *ffective 8entor
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Figure 21? 3 C$aracteristics of a Successful &rot@g@
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*m%loyee *m%o.erment
• Aiving decision3making and %roblem3resolution aut$ority to
lo.er3level em%loyees in an organi+ation
• 8akes em%loyees feel trusted res%ected and like an integral
%art of t$e organi+ation
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-raining
• Bel%s em%loyees kno. .$at is e9%ected of t$em and $o. to
fulfill t$ose e9%ectations
• Su%%orts customer service
• -raining and skill level .ill determine an em%loyee/s .ort$ in
t$e event of a do.nsi+ing
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-$e alue of Customer Satisfaction and #oyalty
• Big$ly satisfied customers are more likely to remain loyal tot$e organi+ation buy more %roductsservices andrecommend t$e organi+ation to ot$ers1
• Relatively fe. customers contact t$e organi+ation .it$ t$eir:uestions or %roblems1 – Researc$ s$o.s t$at customers may not voice t$eir concerns
– &articularly in Canada it is more likely t$ey .ill leave/1
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-$e alue of Customer Satisfaction and #oyalty
• ncreasing t$e accessibility of t$e organi+ation to customerin:uiries and com%laints can lead to increased customerloyalty1 – Soliciting customer :uestions and %roblems may increase loyalty1 t is
akin to uncovering ob5ections/ in t$e selling %rocess1
• 8aintaining customer loyalty increases t$e organi+ation/s%rofitability1
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&romoting Customer #oyalty
• 8ost successful com%anies and brands mean somet$ings%ecial to %eo%le
• 8ost com%anies struggle to ac$ieve satisfactionE .ell s$ort ofmeaning!
• Data .ill never tell us $o. t$ey feel and $o. .e get t$einsig$t to become meaningful1
•
Collect insig$t not data – listen to t$em• &ay attention to t$e soft! stuff • -$ink beyond customer satisfaction• -$ink about t$ose .e drive a.ay• &lan to mean more to t$em in t$e future•
Serve t$em in t$eir c$osen c$annel but don/t loose track ofot$er business goals1 *E don/t cut off one c$annel to t$eadvantage of anot$er
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Fulfilling rand &romises to Customers
• -$e image t$e organi+ation %romotes $el%s to set customer
e9%ectations regarding t$e service t$ey .ill receive1
-$erefore t$e call center must internali+e t$e brand and
deliver on its %romises t$roug$out customer interactions1
• Call center managers s$ould develo% cross3functional teams
to revie. and design business %rocesses to ensure fulfillmentof %romises1
• eginning .it$ t$e $iring %rocess and continuing t$roug$
training monitoring and coac$ing managers s$ould e9amine
t$ese %rocesses against t$e customer e9%ectations set by t$e
organi+ation/s brand and %romises1
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6ee%ing t$e rand &romise
• #etter to #*A
• 7$at did .e learnG
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arriers to Serving Customers *ffectively
• nclude, – lack of connected vision
– lack of a su%%orting strategy
– lack of investment in building skillskno.ledge and leaders$i%
– lack of enabling tec$nologies
– lack of su%%orting o%erational %lans and %rocesses
– lack of re:uired investments
– lack of %rocesses for ongoing innovation
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*stablis$ing a Service Strategy
• 6no. t$e customers
• Determine .$ere t$e com%any is and .$ere it needs to be
• Continually re3evaluate t$e role based on daily e9%eriences
• 7$en in doubt a%%roac$ co.orkers or su%ervisor for
guidance
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Customer3Friendly Systems
• 8ake service in an organi+ation seamless to customers by
ensuring t$at t$ings .ork %ro%erly and t$e customer is
satisfied
• Com%onents – "dvertising
– Com%laint or %roblem resolution
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Service Delivery System
• 8eans by .$ic$ an organi+ation effectively gets its %roducts
and services to customers
• Direct system – Customers interact directly .it$ %eo%le
• ndirect system
– Customers/ needs are met .it$ self3service t$roug$ tec$nology
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Direct and ndirect Service Delivery Systems
Direct Contact ndirect Contact
Face to face -oll3free tele%$one number
ank tellers "utomated teller mac$ines or online banking
Reservationists nline com%uter smart%$one or tablet reservations
Front desk staff n3screen in3room television c$eckout and bill vie.ing
-icket takers -icket scanning kiosks
Customer servicere%resentatives
nline vie.ing or tele%$one automated attendant to %rovidebalance or billing information
#a.yers -ele%$one ti% lines or e3mail
&$oto develo%ers Self3service kiosk or nternet transmission of images
Su%ermarket clerks nline ordering and delivery
-o.ing dis%atc$ers n3car navigation and notification systems
Cas$iers Self3service c$eckout cas$ registers
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-$ird3&arty Delivery (utsourcingffs$oring)
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-ools for Service 8easurement
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Strategies for &romoting a &ositive Service Culture
• &artner .it$ customers
• *9%lore t$e organi+ation/s vision
• Bel% communicate t$e organi+ation/s culture and vision to
customers on a daily basis
• Demonstrate et$ical be$avior
• dentify and im%rove service skills• ecome an e9%ert on t$e organi+ation
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Strategies for &romoting a &ositive Service Culture
• Demonstrate commitment
• 7ork .it$ t$e customer/s interest in mind
• -reat vendors and su%%liers as customers
• S$are resources
• 7ork .it$ and not against customers
• &rovide service follo.3u%
Se%arating "verage Com%anies from *9cellent
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Se%arating "verage Com%anies from *9cellent
Com%anies
• Factors t$at determine e9cellence – *9ecutives s%end time .it$ t$e customers and talking to frontline
service %roviders
– Customer feedback is regularly asked for and acted u%on
– nnovation and creativity are encouraged and re.arded
– enc$marking is done .it$ similar organi+ations
– -ec$nology is fre:uently u%dated and effectively used
Se%arating "verage Com%anies from *9cellent
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Se%arating "verage Com%anies from *9cellent
Com%anies
• *m%loyee training is %rovided on a regular basis to kee% t$em
u%dated
• %en communication e9ists bet.een frontline em%loyees and
all levels of management
• *m%loyees are %rovided .it$ guidelines and em%o.ered to
aim for customer satisfaction• &artners$i%s .it$ customers and su%%liers are common
• -$e status :uo is not acce%table
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7$at Customers 7ant
• &ersonal recognition
• Courtesy
• -imely service
• &rofessionalism
• *nt$usiastic service
• *m%at$y
• &atience
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