| "Every company's greatest assets are its
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| | repercussion, as long as they are meeting
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| customers,
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| | a customer's need. I have found this
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| because without customers there is no
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| | creates a greater willingness to serve
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| company,"
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| | the customer.- Often times you could say
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| --Erwin FrandDuring our recent weakened
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| | "no" to a customer, however, "no" can
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| economy, many businesses have seen
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| | have huge implications on your business.
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| declining revenues and declining budgets.
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| | Ask yourself, "Am I willing to
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| Declining budgets often lead to reduced
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| | potentially lose 10 customers as result
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| staff levels and diminished services. To
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| | of this interaction?"6. Offer a
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| me, this does not make sense. I believe
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| | solution- Shift from the problem to the
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| that it is during the down times, when
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| | process for resolution.- Offer a choice
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| service should be at the forefront and
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| | between several options.- Put yourself in
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| retention of loyal customers even more of
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| | their place.- Involve the customer in
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| a focus.When price wars fail to drive
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| | determining the solution.- Clearly
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| revenues, businesses often look to
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| | explain any limitations that
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| service to give them a competitive
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| | exist.7. Recognize your staff members for
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| advantage. Many big business marketers
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| | outstanding service- Implement a customer
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| are returning to a "service sells"
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| | service awards program that recognizes
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| mentality, however, many sell great
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| | employees for exceptional customer
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| customer service and few deliver. The
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| | service. Maybe you have tried these
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| problem is that few marketers have ever
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| | without success and do not believe that
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| truly served a customer.Throughout my
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| | they work. I would tend to agree if the
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| years in business, I have had the
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| | program were like most I have seen. Try
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| opportunity to interact and develop a
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| | something different; break the mold. One
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| customer service philosophy. It is
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| | of my most successful clients offers spa
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| inherent that when you are in a
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| | treatments for his female employees if a
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| service-based business, there will be
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| | customer goes out of their way to
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| times when your customer is compelled to
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| | recognize them for great service.
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| offer you their feedback. It is what you
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| | Another client provides his employees
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| do with this feedback that will shape the
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| | with a "day off with pay" incentive for
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| future and their impression of your
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| | every five unsolicited, positive customer
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| business.Upon reflection, most all of my
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| | comments that he receives. These are
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| interactions with displeased customers
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| | just a few examples that are "outside the
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| were not the result of a poor product,
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| | box." Be creative and generate a little
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| but rather a disappointing customer
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| | excitement in your staff for customer
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| experience. Why is that? Because,
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| | service.- Take the time to acknowledge
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| product is not personal, customer service
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| | employees at staff meetings. People want
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| is. Briefly, I would like to share with
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| | to leave their mark and feel that they
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| you eight critical steps to establish a
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| | matter. Taking the time to recognize
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| customer service culture.1. Customers are
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| | them in front of their peers can make a
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| the reason for work, not an interruption
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| | real difference.8. Ask your customers
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| of workThis sounds really obvious doesn't
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| | what they think of your serviceThe best
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| it? How many times have you gone into a
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| | way to find out if you are satisfying
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| business only to wait while someone is on
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| | customers is to ask them. Formal efforts
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| the telephone or busy doing some
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| | could include customer surveys,
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| "non-service" task? Employees often lose
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| | questionnaires, interviews or comment
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| sight of the importance of the customer
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| | suggestion cards. Informally, get out
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| and get consumed in lesser day to day
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| | and talk with your customers and your
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| tasks. Sure, there are tasks that need
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| | staff. Ask them how they feel about
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| to be accomplished, but you cannot afford
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| | service you are providing. Ideally, use
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| to sacrifice service to get them done.
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| | a combination of both methods.You may be
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| Good customer service must be a priority
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| | thinking, "Why should I go ask for
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| for you and your team. Without your
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| | trouble? Who knows what I might hear if
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| customers, you have no company!2. Train,
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| | I ask?" That is the point. As you will
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| train, and continue to train.- Cross
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| | see in the statistics below, most
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| train your entire staff to be able to
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| | customers will not voice their
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| assist a customer regardless of their
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| | disappointment with your service levels.
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| department. When a customer becomes
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| | They will simply leave and never return.
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| upset they want their problem solved not
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| | If you do not ask about the quality of
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| to be shuffled between employees that are
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| | your service, you might make the wrong
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| not empowered or enable to assist
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| | assumptions and feel that you can reduce
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| them.- Offer continuous customer service
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| | service levels because you get few
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| training for your staff and once they are
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| | complaints and lead your organization
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| providing good service, continue to train
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| | into areas that turn off your customers
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| them.- Utilize role play situations to
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| | or cause problems that you never
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| assist your staff in recognizing and
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| | intended.On the other hand, asking your
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| experiencing both easy and difficult
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| | customers about their satisfaction sends
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| service opportunities. If an employee
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| | a message to them that you care about
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| has a level of comfort with a difficult
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| | your business and about them. While you
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| situation, they will be able to better
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| | might hear some criticisms, you might
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| handle it.3. Empower your staff to
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| | also learn what you are doing right and
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| serve- Establish a system of resources
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| | see what you should modify.In addition to
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| for your staff to serve the customer.
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| | the information, you will benefit from
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| Allow them latitude to take the necessary
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| | the interaction. Every interaction is a
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| action to provide exceptional service and
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| | customer service opportunity. Make the
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| resolve any issues should a customer
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| | most of each and every one.Most of us
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| become disgruntled. Create a structured
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| | continue doing business with people and
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| system to allow your staff to serve
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| | businesses who give good service. We
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| customers.- Establish a discretionary
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| | might not say anything, but we reward
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| budget that an employee may access to
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| | good service providers by continuing to
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| recover a customer before you lose them.
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| | do business with them. If the service is
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| I recently learned that a major hotel
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| | outstanding, we will probably tell our
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| chain has a monetary fund available per
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| | friends and colleagues about it.
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| year and per employee enabling them to go
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| | Likewise, when we receive poor service
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| above and beyond to ensure exceptional
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| | most of us vote, not with our voice, but
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| service. This empowers the employee to
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| | with our feet-we just leave.In the 1980's
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| right a wrong or create a "memorable"
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| | the White House Office of Consumer
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| customer experience. I am not advocating
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| | Affairs commissioned a report called the
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| large sums of money, but with regards to
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| | TARP study. The report revealed the
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| customer service, a small gesture can go
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| | following facts about unhappy
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| a long way.- Ask your staff what tools
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| | customers:96% of dissatisfied customers
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| would enable them to provide better
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| | do not complain directly.90% will not
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| service. You would not send a fireman
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| | return.One unhappy customer will tell
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| into a burning building without the
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| | nine others.13% will tell at least 20
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| proper equipment. Failing to empower and
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| | other peopleSuperior customer service is
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| enable your staff with the necessary
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| | one of the most difficult deliverables
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| tools to serve you customer leaves you
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| | facing the business world today. Selling
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| with few options other than poor
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| | service is the easy part, delivering on
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| service.4. Make service personal- Greet
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| | that promise offers a tremendous
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| repeat customers by name, if
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| | challenge. So I ask you, what can you do
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| possible.- Offer a handshake and
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| | to improve the service you provide?
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| introduce yourself. Creating service
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| | Implement these eight steps and begin to
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| that is personal will not only retain
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| | excel at providing a superior customer
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| customers, but help diffuse difficult
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| | culture today!©Anthony Mullins - Elite
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| situations should they arise.- Thank your
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| | Coaching Alliance 2005Anthony Mullins is
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| customers for their patronage. It really
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| | the President and Coach for The Elite
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| does make a difference.5. It is ok to say
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| | Coaching Alliance. He specializes in
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| "Yes", even when you should say
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| | leadership development, business
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| "No"- Support your staff when they make
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| | coaching, strategic planning, 1-on-1
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| customer service decisions. In my
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| | coaching, facilitation and inspirational
|
| business, it is my policy that an
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| | speaking. He is the author of the
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| employee can act without concern for
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| | upcoming book "Leadership Links.
|
