Dial-in: 1-888-824-5783, Pass Code: 75154299#; Tech Support: 1-888-259-8414, Webinar ID: 114299683 Fleet Excellence – Customer Service This webcast will cover ... • NPTC Benchmark Data Findings and Member Customer Service Best Practices, • Industry Best Practices, • The Orscheln Experience, and • Question & Answer Moderator Dr. Gary Petty, President & CEO, NPTC Panelists Tom Moore, Vice President of Education, NPTC Tom Bray, Editor – Transportation Management, J. J. Keller & Associates, Inc. Erle Bergstrom, CTP, Transportation Manager, Orscheln Farm & Home LLC Attention Attendees: + Thank you for attending! + The presentation will start in a few minutes at 1:00 PM Central. + Please use your computer speakers to listen to the event. If you have audio issues, dial- in info is below. + You will be muted during the event. + Please use the Question feature to text questions to “Q & A”. We’ll try to answer them during the Q&A period if they are not covered in the presentation. + The slides and recording will be posted in 1-2 days at http://www.jjkeller.com/nptcinfo
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Dial-in: 1-888-824-5783, Pass Code: 75154299#; Tech Support: 1-888-259-8414, Webinar ID: 114299683 Fleet Excellence – Customer Service This webcast will.
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The right product at the right location at the right time in the right condition and at the right price On-time Damage-free Emergency response Control Appearance Experience
Other “Abilities” Reliability Dependability Affability Accessibility
• Opportunity for the private fleet to provide unique service that
In your dealings with ABC Private Fleet, how would you rate your overall level of satisfaction?
The process for getting your concerns resolved was: Relative to on-time delivery, how satisfied are you with the service? Relative to cargo damage and claims, how would your rate our performance? Relative to quality of service, how would you rate our performance? How would you rate your experience with our staff? How would you rate the price? How easy are we to do business with? The customer service representative was courteous, handled my call quickly
and professionally.
• Provide balanced range of satisfaction levels to choose from; allow participant to add detail for low scores
The Customer is Always Right!• You may be very successful doing business by
carefully meeting the reasonable expectations of your customers, which include getting: the right product to the right place in the right condition at the right time at the right cost.
• But now you have to determine if you are doing all of that in the right way!
• Educate Drivers and CSRs on the “Front of the House” Business
One point of contact Be courteous at all times Thank the customer for continued business Provide consistent and reliable service
• The Unhappy Customer (keep smiling!) Respond to complaints immediately Show concern for the customer's unhappiness Try to help fix the problem Take measures to prevent a recurrence
Progressive Customer Service• The Angry Customer (handle with care!)
Remain calm and courteous Show empathy Apologize even if the problem is not your fault Accept responsibility for helping to fix the problem Offer solutions Take part in implementing a solution Follow up on the success of the solution Educate the customer after the situation is resolved, if necessary Deliver bad news early and honestly
Customer Service Chain• The means through which customer service is delivered
from the moment the customer comes in contact with your company to the time the job has been successfully completed.
• Example of the customer service chain: Customer calls to inquire about lead times and talks to receptionist Customer calls back to book load with CSR CSR conveys information to Trip Planner Trip planner communicates expected delivery time to CSR Trip planner works on scheduling with Dispatcher Dispatcher communicates load information to Driver Driver picks up, transports, delivers and unloads load in manner agreed to by
CSR Customer confirms load as delivered meets requirements Customer is invoiced
Driver Care• Drivers aren’t mushrooms in the closet. Recognize
and respond to their needs in the field because they are on the customer service frontlines.
• Sources of driver stress include: avoiding accidents and traffic delays ensuring safety of vehicle avoiding fatigue keeping equipment maintained on the road meeting pick-up and delivery schedules completing paperwork properly and on time passing inspections sustaining economic security for self and family meeting physical demands of the job getting home to spend time with family.
• Address drivers by name • Get to know drivers, so when they visit the terminal
they feel like a valuable part of the company • Don't stick drivers away in cold, impersonal driver rooms
as though they were second class citizens • Be accessible and available to them • Answer their questions in a timely manner • Give them accurate, helpful information • Be fair, consistent, and avoid preferential treatment • Keep them informed about changes in the company • Make them feel like the integral part of the team that they
are, involved and appreciated. • Give them reasons, not just orders
• Don’t use the phone while driving• Answer the telephone promptly, identify yourself and
get the caller's name and number early during the call• Speak up so the caller can hear you and minimize noise• Listen attentively, ask questions, take notes and don't interrupt• Don't eat or drink while using the telephone• Represent your company courteously and respectfully• Limit touch points--transfer with care, use only if necessary• Limit placing callers on hold--be considerate, use only if
necessary• Take messages with care-- proper spelling, pronunciation,
verify phone number and time when caller can be reached
Orscheln’s Communication• Consistent delivery day• Email dispatch log preceding day• Online shipment tracking refreshed every 30 minutes• Driver emails ETA before departure• OBCs in 100% of power units – in process of developing
capability to track equipment using GPS/OBC to project ETA en route and automatically email tracking notices to stores
• Call store if delay is possible• Key Point: your customer has labor scheduling concerns that
you need to be sensitive to and communication is key to maintaining their satisfaction