BSBCUS501C_BUS Presentation 3

BSBCUS501CMANAGE QUALITY CUSTOMER SERVICEPRESENTATION 3

PRESENTATION OBJECTIVES

At the end of this presentation you will be able to:

• Deliver products and services to customer specifications within

organisation’s business plan

• Monitor team performance to consistently meet the organisation’s

quality and delivery standards

• Assist colleagues to overcome difficulty in meeting customer

service standards

DELIVER PRODUCTS AND/OR SERVICES

These documents are developed with

careful consideration of your

customer needs and they serve to

provide a framework for your staff to

follow.

They will allow for your staff to meet

and exceed your customers’

expectations.

Now we will be learning how to

implement these plans to deliver

quality customer service. This will

include reviewing the necessary

skills for effective customer service,

tools and methods to monitor

customer service and managing

difficult customers.

Customer service vision and mission

Product and/or service

standards

Organisational policy and procedures for:•Identifying customer needs•Gaining customer feedback•Managing record keeping

Strategies for continuous

improvement

A customer service charter

Customer service plans include:

INTEGRATION WITH ORGANISATION/BUSINESS PLAN

As you deliver customer service you also need to consider the overall

business plan which will have over-arching strategic goals for the

business.

Customer service delivery is one factor in achieving these goals.

In addition work within the budgets, approved delegations of

authority, and organisational policies and procedures.

You need to manage your teams’ performance in line with the

organisation/business plan - later we will explore team performance.

You may need to reassess the skills of service team members so they

can carry out customer service responsibilities and meet the other

needs of the business.

CUSTOMER SERVICE SKILLS AND ATTRIBUTES

To provide excellent customer service all staff need the required skills, knowledge and

personal attributes. These are considered to be essential customer service skills:

• Patience

• Attentiveness

• Clear communication skills

• Knowledge of the product

• Ability to use “positive language”

Example: A customer contacts you with an interest to buy a particular product,

but that product happens to be on backorder for two weeks. Response without

“positive language” “I can’t get you that product for another

two weeks”

Response with “positive language”

“That product will be available in two weeks’ time. Would you like me to place your order now and ensure it is delivered to you as

soon as it reaches our warehouse?”

• Time management skills

• Ability to “read” the customer (emotional intelligence)

• Ability to keep calm

• Goal oriented focus

• Problem solving skills

• Persuasion skills

• Tenacity

• Ability to close a sale

• Willingness to learn

As you can see there is a long list of skills, knowledge and attributes to be

developed for excellent customer service delivery.

All staff should look at professional development opportunities such as training,

coaching and mentoring to develop skills.

CUSTOMER SERVICE SKILLS AND ATTRIBUTES

MONITOR TEAM PERFORMANCE

Strategic organisational/business goals and objectives will be

distributed to teams and individuals.

An individual or team may have many goals and objectives that need to

be monitored and measured.

Key Result Areas (KRAs), Key Performance Indicators (KPIs) and targets

are effective ways to monitor and measure performance.

Key Result Areas (KRAs) are areas of performance that are important to

the business and may include:

• Financial results

• Customer satisfaction and retention

• Employee satisfaction and retention

• Quality and compliance

KEY PERFORMANCE INDICATORS KPIS

A number, percentage, or ratio that serves as a measure of

performance.

KPIs directly relate to specific targets to be achieved for each KRA.

Targets detail what is to be achieved, in what timeframe, and are used

to measure actual performance.

Example

An individual who does not meet their targets and KPIs may be

coached, trained and placed on a performance improvement plan to

assist them in achieving their targets.

KRA – Customer satisfactionTarget - Every customer served

within 5 minute wait time

KPI - 100% of customers served within 5 minutes

Each KRA should have only two to three KPIs and should be focused

on measuring the most critical aspects of the KRA.

KPIs and targets generally cover:

Cost

Quality

Quantity

Time

Safety

KEY PERFORMANCE INDICATORS

CUSTOMER SERVICE KEY PERFORMANCE INDICATORS

Depending on your customer service plan you may seek to use the

following key performance indicators to measure performance:

• Time taken to answer customer calls

• Percentage of complaints resolved on the same day of complaint

• Achieving an agreed customer satisfaction score in feedback

• Undertaking an agreed number of customer feedback activities

• Undertaking an agreed number of customer need identification

exercises

• Percentage of return customers

CUSTOMER SERVICE MONITORING TOOLSReviewing written correspondence

Review all written correspondence within your business: letters, emails and chat records. Chart results and provide coaching and training to staff who are not reaching the agreed service standards.

Monitoring phone calls Ensure you make your customers aware that the call is being monitored and give them an option to decline the monitoring, if so desired. “Your call may be recorded for quality purposes”. Listen to the record with your staff and provide feedback for improvement.

Asking customers for feedback

This can be done in a formal or informal approach depending on the nature and size of the business. Larger organisations use customer surveys or post service questionnaires.

Use mystery shoppers Some companies employ mystery shoppers to perform transactions and to report on the level of service they received. This provides accurate feedback as the mystery shopper is provided with details of organisational customer service standards and expectations.

The numbers tell the story

Monitoring sales numbers. Percentage of return customers; value of add on sales; cross sales and up sale volumes; and goods returned.

BALANCED SCORECARDBalanced scorecards are:

• A popular way to monitor performance• Simply gives a weighting to each KPI• Can be useful for managers and employees, they can be

implemented as part of the performance management system

Example Balanced Scorecard : Jimmie Dunnit

KRA Target KPI Weighting OutcomeFinancial To increase sales by

$2000.00 per monthDepartment sales increased by $2000.00 in the month of January

40%

Customer Increase volume of return customers

Return customer sales increased from 5% to 15% in first quarter

30%

People Staff absenteeism reduced

Staff absenteeism reduce by 10% in first quarter

20%

Process Staff professional development plans to be completed

A professional development plan has been implemented for all staff by end of March

10%

MANAGING CUSTOMER COMPLAINTS

“Your most unhappy customers are your

greatest source of learning”. Bill Gates.

Three steps to manage a customer complaint:

1. Listen 2. Respond

3. Resolve

ACTIVE LISTENING

Active listening comprises four processes.

Asking questions

• Will help you focus on what the person you are speaking with is saying•It shows you are interested• Ask questions that seek to clarify understanding•Do not ask questions that imply judgement 

Paraphrasing

•Summarising or recapping what the person has said to you• It confirms that you have understood the message and also lets the person know that you have been listening 

Verbal prompts

• Use verbal prompts to acknowledge you are listening, i.e. “yes”, “I see”•Say these words with meaning

Demonstrate commitment

•Make eye contact•If the conversation is over the phone, avoid distractions

RESPONDINGYour organisation may have a policy and procedure for handling and responding to

customer complaints, if so this should be followed.

General principles for responding are:

• Assume the customer is telling you the truth; “the customer is always right”

• Do not argue with the customer

• Be honest (if you don’t know the answer, admit that)

• Acknowledge the customers feeling, but concentrate on the facts

• Use active listening to find out as much as you can

• Ask the customer what resolution they are seeking

• Meet with the customer’s request (if reasonable and in your authority)

• If above your authority, explain this to the customer and refer to a superior

• If you cannot resolve the complaint immediately give your customer a time frame

for your reply make sure you meet this deadline

RESOLVING

Listening, responding and following organisational procedures is likely

to resolve the majority of customer complaints.

For more complex complaints, specialist skills or solutions requiring

higher authority may be required.

Some examples may include:

• The complaint involves injury or damage and may involve an

insurance claim

• The complaint involves legal action

• The complaint can be resolved, however it requires authority for

financial expenditure

• The complaint is valid and requires a change to be implemented for

the product or service

PRESENTATION SUMMARY

Now that you have completed this presentation you are able to:

• Deliver products and services to customer specifications within

organisation’s business plan

• Monitor team performance to consistently meet the organisation’s

quality and delivery standards

• Assist colleagues to overcome difficulty in meeting customer

service standards