PLAN AND ESTABLISH SYSTEMS AND PROCEDURES D1.HGE.CL7.07 D1.HGA.CL6.01 D2.TGA.CL6.08 Slide 1
Jan 11, 2016
PLAN AND ESTABLISH SYSTEMS AND PROCEDURES
D1.HGE.CL7.07D1.HGA.CL6.01D2.TGA.CL6.08
Slide 1
Subject elements
This unit comprises three Elements:
Plan and develop systems and procedures
Establish systems and procedures
Review systems and procedures
Slide 2
Assessment
Assessment for this unit may include:
Oral questions
Written questions
Work projects
Workplace observation of practical skills
Practical exercises
Formal report from supervisor
Slide 3
Element 1:Plan and develop systems and procedures
Slide 4
Plan and develop systems and procedures
Performance Criteria for this Element are:
Identify the need for enterprise systems and procedures, and clarify enterprise requirements by monitoring the workplace and consulting with colleagues and customers on an ongoing basis
Identify problem areas and take prompt action to identify possible responses
Develop or revise systems and procedures using appropriate consultative processes
Slide 5
Plan and develop systems and procedures
Performance Criteria for this Element are:
Consider immediate operational needs and enterprise goals, and capabilities and resources, when developing or revising systems and procedures
Identify any relevant legal and ethical constraints
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Systems and procedures
Importance of systems and procedures
Every organisation needs some format of structure in which its operations are dictated and guided by.
This structure will come in the form of systems and procedures
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Systems and procedures
Importance of systems and procedures
What is a system?
What is a procedure?
What are examples of each?
Why is it important to have them?
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Systems
Definition of systems
A system is an arrangement or combination of interrelated and interdependent things or parts that form a whole
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Systems
Types of systems
Kitchen systems
Housekeeping systems
Office administration systems
Catering systems
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Systems
Systems theory
The workplace has parts that interrelate, are dependent on each other and also relate to the outside environment.
These parts are:
Inputs: people, equipment, capital, materials, technology, information
Processes: value-adding activities, workflow, layout operations, sub-systems, work methods and procedures
Outputs: finished goods, final services, information, results
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Procedures
Definition of procedures
A procedure refers to a series of ordered steps that are used to get a job done or to solve a problem
Organising this involves determining the logical sequence of tasks
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Procedures
Types of procedures
Customer service procedures
Bar or restaurant procedures
Reservations procedures
Cleaning and maintenance procedures
Quality assurance procedures
Security procedures
Stock control systems and procedures
Occupational health, safety and welfare procedures
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Procedures
Considerations when designing procedures
Things to take into account when organising procedures include:
Identification of tasks
How long each individual task should take
The most logical order of tasks to avoid duplication and gaps in service
Occupational health and safety requirements
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Procedures
Reasons for procedures
Procedures are used for a number of reasons. They can:
Help with quality control
Assist in problem solving
Ensure consistency of product or service
Ensure legislative requirements
Be used as a way to quickly train staff
Lower response and delivery times
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Procedures
Using flowcharts to determine procedures
A useful tool for working out procedures is a flowchart
A flowchart is particularly useful if the work process involves some decision points, as the flowchart shows the appropriate path to take at each point
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Procedures
Purpose of an SOP
To ensure that:
All tasks are performed
They are performed in a logical order
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Understand customer service cycle
Understanding the ‘service cycle’ enables an organisation to see where changes can be made at each stage to provide a greater offering, whether through improvements in:
Products
Services
Operations
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Understand customer service cycle
What are common service cycles of your customer?
Which areas can be improved?
What improvements would you make?
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Understand customer service cycle
A possible example for a customer of a bar might be:
Customer arrives in bar
Customer looks at menu board and selects what they want
Customer places order and makes payment
Staff produces beverage
Customer collects beverage or staff serve beverage
Customer drinks beverage
Customer departs
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Moment of truth
What is a moment of truth?
How does it differ from the customer service cycle?
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Moment of truth
A moment of truth is when the customer comes in contact with a staff member:
Face to face
Over the phone
In written correspondence
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Customer needs, wishes and expectations
Who are your customers?
What are the needs of your customers?
How do you identify their needs?
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Customer needs
Generic needs
Value for money
‘Offering’ reflecting what was advertised
Expectations met / exceeded
To feel respected
To feel welcomed
To be served by friendly staff
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Customer needs
Generic needs
To be dealt with in a prompt and courteous manner
To receive assistance when necessary
To be in comfortable, clean surroundings
To feel remembered and recognised
To be heard and understood
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Customer needs
Specific needs
What are the specific needs of your markets?
Business
Women
Family
Leisure
Elderly
Others
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Expectations
Expectations come from:
The company’s image or reputation in the market
Past visits
Advertisements and promotional messages
Competing hotels
Industry standards
Comments from family, friends and colleagues
Price charged for the offering
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Seeking improvements
Importance of handling problems promptly
Managers need to identify quality problems and issues quickly and take appropriate action swiftly.
What are common types of operational problems?
How can you identify them?
How can you resolve them?
Why is it important to resolve them in a timely manner?
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Seeking improvements
Identifying requirements and problems
A manager’s role is one of constantly trying to identify whether something can be done better, faster or at less cost
Or, if there is a problem, how this can be properly identified and solved. If you are reviewing workplace systems or procedures
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Seeking improvements
Focus
Managers should be on the lookout to:
Cut out unnecessary steps
Avoid duplication of effort
Reduce the time that some tasks take
Avoid workplace accidents through bad practices
Come up with a more effective work layout
Reduce costs through use of too many materials
Solve problems that reduce effectiveness and efficiency
Slide 30
Seeking improvementsSteps in establishing system and procedural requirements
Clarify the purpose of the work
Understand the environment
Create an environment of continuous improvement
Consult your customers
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Develop or revise systems and proceduresRole of change
As business changes, developments or revisions to the existing model of operation often result.
This is especially true when it comes to the need to develop or revise:
Products and services
Systems and procedures to support these products and services
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Change management
What is change?
Why is it important?
What influences change?
Change is inevitable
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Need for change
Common problems with systems
Organisational structures that impede or slow down progress
The culture of the organisation
Poor workflow between areas
Double handling of goods
More checking than is justified
No or limited checking at critical points
Poor employee scheduling or rostering
Problems in relation to staff training
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Need for change
Common problems with procedures
Unnecessary steps
Steps missing
Lack of training of staff
Lack of clarity about how much discretion a staff member has within the procedure
A procedure that is out-of-date
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Need for change
Taking action about problems
Determine urgency of action
Need for long term solution
Involvement in decision making
Identify desired achievements
Slide 36
Involve stakeholders
Importance of involving stakeholders
Managers can rely and utilise ideas and support from a wide selection of relevant stakeholders to creatively think of:
Enterprising ideas to improve organisational performance
Suggestions to systems and procedures to practically implement these ideas
Slide 37
Involve stakeholders
Types of stakeholders
Consultative processes may involve:
Other employees and supervisors
Customers and suppliers
Management and union representatives
Industrial relations and occupational health, safety and welfare specialists
Other professional or technical staff, contractors and maintenance personnel
Slide 38
Continuous improvement
What is it?
Why is it important?
Who is responsible for implementing it?
Slide 39
Generate ideas from stakeholders
Generating ideas
How would you generate ideas?
Why is it important to involve stakeholders in the process?
Slide 40
Generate ideas from stakeholders
Common techniques to generate ideas
Talking to colleagues and supervisors
Looking at what happens in other venues
Contacting industry peak bodies
Reading industry literature
Conduct internet research
Using creative thinking techniques
Gathering information from different work areas
Slide 41
Review ideas
Review ideas for relevance and practicality
When you have captured ideas and information relating to them your next step is to review and evaluate these ideas.
Why is this important?
What are you trying to determine during this process?
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Review ideas
Practicality considerations
Impact on other existing house protocols, policies and procedures
Impact on layout
Staff ability
Expected revenue
Cost
Impact on service delivery
Slide 43
Preparing to implement change
Preparing plan for implementation of change.
A plan focused on change is very much like any other plan in that it is a document that will contain:
Nominated areas, systems or procedures for change
Details of intended actions to be taken
Development of SOP’s
Allocation of responsibilities for action to nominated persons
Determination of accountability for actions taken
Details of the budget and resources allocated
Key Performance Indicators (KPIs)
Slide 44
Considerations when developing or revising systems and procedures
Understand organisational strategies and plans
Mission statement
Corporate goals
Operational plans
Business Plans
Slide 45
Considerations when developing or revising systems and procedures
Understand organisational requirements
Business and performance plans
Policies
Procedures
Practices
Confidentiality and security requirements
Legal and organisational requirements
Occupational Health and Safety (OHS)
Quality and Continuous Improvement (CI) Slide 46
Considerations when developing or revising systems and procedures
Understand Key Performance Indicators
A common and extremely effective way to ensure that you achieve the results required in any plan is to use Key Performance Indicators (KPIs)
Key Performance Indicators are measures for monitoring or evaluating the efficiency or effectiveness of a system, and which may be used to demonstrate accountability and to identify areas for improvements
Slide 47
Considerations when developing or revising systems and procedures
Understand organisational capabilities and resources
Human resources
Financial resources
Equipment capacity
Staff skill levels
Hours of operation
Communication capabilities
Slide 48
Considerations when developing or revising systems and procedures
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Understand staffing needs
Knowledge
Skills
Training
Equipment
Time
Appropriate allocation of work
Support
Fairness
Slide 49
Identify legal and ethical requirements
Understand legal and ethical requirements
What are legal requirements?
What are ethical requirements?
How can you identify them?
Why is it important to consider them?
How can you ensure these requirements are met?
Slide 50
Identify legal and ethical requirements
Legal vs ethical issues
What is the difference between:
Legal requirements
Ethical requirements
Whilst ethical issues, may or may not be enforced by laws or regulations, there is a certain 'code' in which all businesses should operate under.
Slide 51
Legal requirements
The importance of complying with legal requirements cannot be strongly emphasised.
Failure to meet legally imposed obligations can result in fines (to you and the business) as well as a whole range of penalties including closure of the business.
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Legal requirements
General workplace rights and responsibilities
What are some of the following:
Employer responsibilities
Employee responsibilities
Employee rights
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Legal requirements
Types of legal requirements
Laws
Consumer protection issues
Duty of care
Equal employment opportunity
Workplace relations
Privacy
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Legal requirements
Industrial and workplace relations
Recruitment and Retention
Termination of staff
Workplace health and safety
Workplace agreements
Harassment and Discrimination
Conflict in the workplace
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Ethical requirements
Types of ethical requirements
Confidentiality
Commission levels
Overbooking
Pricing
Familiarisations
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Environmental issues
The role of tourism has always been to promote tourists to visit attractions, many of which are natural.
It is also important that any impact of conducting tourism activities in an area, leave the smallest environmental footprint.
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Environmental issues
‘Sustainable tourism’ is based on the principles of sustainable development.
It is based on ‘minimising adverse impacts on local communities, heritage, landscapes, water resources, habitats and species while supporting social and economic development.
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Environmental issues
Sustainable tourism issues:
Sustainable development
Protection or natural and man-made resources from inappropriate and insensitive development, poor planning and lack of zone management
Maintaining the cultural, social aspects and historical character of the community
Managing the implications of climate change
Ensuring sustainable, co-ordinated management and development of resources
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Environmental issues
Sustainable tourism issues:
Managing threats to biodiversity and natural resources
Managing the increased generation of waste
Dealing with growing energy consumption and rising greenhouse gas emissions
Decreasing the environmental impact of tourism travel
Minimising the environmental impact of tourism related development
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Environmental issuesSustainable tourism issues:
Improving energy efficiency, waste management and water conservation and
Dealing with traffic congestion and damage to roads and other infrastructure
Resources conservation
Recycling
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Element 2:Establish systems and procedures
Slide 62
Establish systems and procedures
Performance Criteria for this Element are:
Provide advance notice of new systems and procedures to colleagues
Introduce systems and procedures to the workplace in a manner that causes minimum disruption to customers and colleagues
Provide training and support to colleagues as required
Slide 63
Providing notice of new systems and proceduresProvide advance notice of new systems and procedures to colleagues
Once all aspects of change have been decided and detailed, it is now time to communicate these changes to managers, supervisors and staff.
The type of communication used must ensure that all the necessary people who will be impacted by the change know about it and understand its consequences.
Slide 64
Providing notice of new systems and procedures
Importance of communication
Communication is extremely important. It is worthwhile establishing processes and systems unless staff are:
Aware of them
Understand why they exist
Understand their role in the process
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Providing notice of new systems and procedures
Types of communication
Formal meetings or briefings
Intranet
Newsletters and internal bulletins
Memos
Other communication devices
Slide 66
Providing notice of new systems and procedures
Communicating continuous improvement processes
In on-the-job and in-house training
During induction and orientation of new staff
At relevant meetings
In the staff operating manual
Talking to staff in a one-on-one or group settings
Erecting posters in the workplace
Slide 67
Providing notice of new systems and procedures
Topics for communication
Impact of change
Reason for change
Changes to be made
When do changes commence
Identification and scheduling of change activities
How will change affect staff member’s job security, job roles, responsibilities and tasks
Possible disruptions
Possible training requirements
Slide 68
Providing notice of new systems and procedures
Topics for communication
Benefits of change to:
Individual staff members
Team
Organisation
Customers
Stakeholders
Community
What are the benefits to each? Slide 69
Implement new systems and procedures
Considerations of implementing new systems and procedures
What are considerations when implementing new systems and procedures?
Slide 70
Implement new systems and procedures
As change takes place, things often do not go exactly to plan for a variety of reasons, both caused by factors internal and external to the department or organisation.
What are common reasons why things do not go as planned?
How can you minimise these?
What affect do these have?
Slide 71
Implement new systems and procedures
Implementation steps
Involve colleagues in change process
Consider predictable consequences of introducing new systems and procedures
Provide reason for change
Trial new systems or changes
Provide information
Choose a suitable time
Provide an incentive or compensation to customers
Build in a review Slide 72
Provide training and support
If we want to improve service, we must improve staff.
Why is it important for staff to be able to learn and develop?
How is this done in the workplace?
How can you identify learning and development opportunities?
What learning and development initiatives can you implement?
Slide 73
Identifying learning and development opportunities New employees joining the business
A request from a staff member
Personal observation of staff practice
Customer complaint
Workplace errors
Changes in workplace equipment
Changes in procedures
Changes in legal requirements
Training Needs Analysis Form Slide 74
Learning and development initiatives Coaching
Training programs
Research Activities
Visitations
Discussions
Project Work
Mentoring
Counselling
Slide 75
Learning and development initiatives
Regardless of the initiative used, it is important to prepare a ‘Learning and Development Action Plan’
What is included in this plan?
Who is this plan for?
Who should prepare this plan?
When should it be prepared?
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Learning and development initiatives
Guidance and support
Provision of top-up training
Provision of demonstrations
Advice on training and development opportunities
Support with difficult interpersonal/ personal situations
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Learning and development initiatives
Guidance and support
Provision of opportunities to discuss work challenges
Confirmation of organisational objectives and key performance objectives
Ensuring adequate resources
Representation of staff interests in other forums
Slide 78
Learning and development initiatives
Counselling
Workplace counselling is concerned with
discussions and analysis of personal and work
problems that affect an employee’s work
performance in an attempt to find a solution.
How is this provided in the workplace?
Who provides it?
How can you handle personal problems?
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Element 3:Review systems and procedures
Slide 80
Review systems and procedures
Performance Criteria for this Element are:
Provide advance notice of new systems and procedures to colleagues
Introduce systems and procedures to the workplace in a manner that causes minimum disruption to customers and colleagues
Provide training and support to colleagues as required
Slide 81
Monitoring systems and procedures
Importance of monitoring
Monitoring performance systems and processes of the venue is one way of allowing you to determine the extent to which plans and targets are being achieved
Monitoring and controlling the efficiency and effectiveness of work methods, systems and procedures to achieve goals is very much part of operational management in all parts of an organisation, from production through to sales and finance
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Monitoring systems and procedures Monitoring is a process of determining how well our
plans are being implemented
You cannot monitor something if you don’t have a plan or basic structure of how something should be done or a defined goal
Work operations refer to the work itself and includes:
Systems and procedures
Staff performance
Levels of service in the workplace
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Monitoring systems and procedures
These operations can include:
Service delivery
Customer satisfaction
Products supplied and the nature of them
Dealing with paperwork
Financial performance
Slide 84
Monitoring systems and procedures
Efficiency and effectiveness
Efficiency – achieving a set goal on time and within given resources
Effectiveness – your service or product meets quality standards and customer needs, and the job is done well
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Areas to monitor
Any aspect of work operations can be monitored with a view to improvement including:
The procedures or systems
The workflow
Gaps or overlaps in service provision
The workload of staff
The time it takes to do a task or job
Job design
Level of customer satisfaction
Slide 86
Steps in monitoring work operationsWork out what needs to be monitored
Generally, things to be monitored include:
Areas showing early warning signs things are not going according to plan
Areas of critical activity to the organisation including:
high revenue raising streams
areas subject to intense legal scrutiny
Areas due for scheduled review
Slide 87
Steps in monitoring work operations
Decide on methods or measures to use
This is where you decide how to measure your progress including:
Observation
Statistical and written reports
Surveys
Checklists
Flowcharts
Benchmarking
Slide 88
Steps in monitoring work operations
Compare what is happening with what should be happening
Here you review and analyse what’s actually happening:
Refer back to your original goals
Compare your progress against these targets
Identify difference and causes.
Maybe original target is unrealistic and needs to be changed
Slide 89
Steps in monitoring work operations
Take appropriate action
This involves making the necessary adjustments to improve the level of service, productivity or customer satisfaction
Depending on what is being monitored, involving staff in all or some stages of the monitoring process is likely to achieve better results
Slide 90
Seek suggestions for improvement
Importance of continuous improvement
Frontline managers have an active role in continuously improving systems and procedures to achieve the organisation’s objectives
Slide 91
Seek suggestions for improvement
Importance of continuous improvement
Reducing or eliminating waste
Shortening response times
Simplifying work processes
Enhancing customer service
Improving product and service quality
Removing unnecessary procedures
Introducing new activities
Slide 92
Continuous Improvement
Develop continuous improvement focus
How can you get staff focuses and involved in continuous improvement?
Slide 93
Continuous Improvement
General workplace expectations
In practice, staff are expected not just to do the work allocated
but also to keep alert for opportunities to ‘do it better’ including”
Saving money
Making things safer
Doing it quicker
Saving resources
Improving service levels and standards
Enhancing the reputation of the venue
Slide 94
Continuous Improvement
Encouraging staff to be involved in the continuous
improvement process
Making ‘improvement/continuous improvement (CI)’ a
standing topic in every staff meeting
Raising the question of improvements regularly at staff
briefings
Developing a CI team within your department
Placing posters around the workplace to
encourage staff to ‘Think Smarter’ or similar
Slide 95
Continuous Improvement
Encouraging staff to be involved in the continuous improvement process
Providing a ‘Suggestion Box’
Having an open door policy
Implementing an ‘Improvement Award’
What else can you do?
Slide 96
Adjust procedures and systems
Why is it important to adjust procedures and systems?
Provide examples of where changes have taken place?
How can you monitor the changes to ensure they have been effective?
Slide 97
Adjust procedures and systems
Considerations
Critical areas of activity that must be adjusted immediately if there is a problem
The system or procedure as a whole and its purpose
Any cost implications of proposed changes
Any legislative requirements that cannot be tampered with
The effect on other areas of any adjustments you make to your own area
Slide 98
Adjust procedures and systems
Operational considerations when adjusting procedures and systems
Products and services provided
Management positions
Job titles, descriptions and responsibilities
Staffing structures
SOP’s
Policies
Systems and procedures themselves
Slide 99
Adjust procedures and systems
Operational considerations when adjusting procedures and systems
Corporate image
Pricing structures
Equipment
Layout of work area
Productivity standards
Training requirements
Slide 100
Adjust procedures and systems
Operational considerations when adjusting procedures and systems
Uniform requirements
Response times
Service guarantees
Slide 101
Adjust procedures and systems
Staffing considerations when adjusting procedures and systems
Providing education and training service
Involving staff in planning and implementing quality improvement
Building a spirit of working together towards goals
Improved communication channels
Promoting open communication and feedback
Encouraging and recognising innovation and teamwork
Recognising the right of every employee
Slide 102
Adjust procedures and systems
Customer considerations when adjusting procedures and systems
Making the customer a ‘member’ of the organisation as opposed to a ‘customer’
Rewarding faithful customers
Communicating with customers in a way that promotes goodwill, trust and satisfaction
Identifying customer’s un-stated needs
Ensuring customers’ needs and reasonable requests are met
Providing friendly and courtesy assistance without having to be asked
Slide 103