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ELCOME TOHE NATIONALAILWAYMUSEUM
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Before We Start.
Please ensure mobile phones areoff or on silent
Please dont eat or drink in the
room
Fire Evacuation Instructions
This Powerpoint will be e-mailedto school / college, please dontworry about copying downevery word
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What Are We Going ToDo?
Introduction to the Museum and the MuseumSector.
What is Marketing?
How we use Marketing at the NRM.
Make you think about Marketing!
Brief introduction to the NRM and the museumsector.
Briefly explain the role of two Museumdepartments and how they contribute toCustomer Service within the organisation.
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M u se u m s d iffe r fro m o th e rh e rita g e a n d le isu re a ttra ctio n sb ecau se th ey m u st u se an d lo ok
a fte r re a l .objects
,There are about 2 500 museums and80 million visits in the UK every
.year
Research carried out for DCMS%suggests that 43 of people visit.one museum per year
hat Are Museums?
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National Museum of Science andIndustry
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NMSI Executive & SeniorStaff
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at ona a wayMuseum
The National Railway Museum is thelargest railway museum in theworld and Englands most visitedmuseum outside London.
773,000 visitors to the NRM in 2007-
2008. Our target for 2009-2010 is818,100.
In 2007-2008 just over 4 millionpeople visited York and spent a
record 364 million. 80% of visitors to York in 2007-2008
were repeat visitors
NMSI Mi i
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NMSI MissionStatement To be the most admired museum in
the world. A source of pride to thepublic, our sponsors and staff.R M M issio n
S ta te m e n tT h e N a tio n a l R a ilw a y M u se u m h e lp sth e p u b lic u n d e rsta n d a n d e n jo y th eh isto ry a n d co n te m p o ra ry
.d e v e lo p m e n t o f th e ra ilw a ys
, We aim to inspire enlighten andeducate
The NRM collection is Britains largest single
body of historic railway material from locosto uniform buttons.
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Museums Promises
Excellent care for the National
Collections Displays and events that are
accurate, stimulating and enjoyable
High quality educational and researchfacilities
Up-to-date information about theMuseum
A prompt and helpful response toenquiries
A warm and courteous welcome A safe, clean and comfortable
Museum
Service to all parts of the community
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How is the NRM funded?
W e h ave FR E E en try d u e to th e Lab ou r
G o ve rn m e n t O p e n D o o rs p o licy w h ich.m e a n s allN a tio n a lM u se u m s are FR E E . We receive about 5 6m to run this
,museum from the Department of Culture
( ),Media and Sport DCMS to whom the NRM is. .responsible A further 1 5m is used to
provide central services like IT and.Finance
The decisions and running of the museum,go through a Board of Trustees appointed
by the Prime Minister.
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Most of our funding goes on staff salariesWe have to meet targets and generate revenue(make money)In December 2001 we went free after the New
Labour government introduced their Open Doorspolicy to remove admission charges from nationalmuseums.NMSI has the status of a non-departmental publicbody, operating within the public sector but at arms
length from its sponsor dept DCMS.The Board of Trustees of the SM is responsible forthe whole of NMSI. Advisory committees whichcomprise of trustees and specialists in the relevantsubjects have part responsibility for the NRM.Trustees number 12-20 and are appointed by the PMand are responsible to him through DCMS.Crown property.
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Other Funding -Sponsorship
In 2008-2009 we sought to raise anextra 7.7m through fundraising.
This is in addition to our grantfrom Government.
This is to help make new exhibitions,facilities and galleries and assist inthe restoration of exhibits.
We approach trusts and other grantgiving bodies. We also approachcompanies and individuals forfunding.
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Corporate Partners
We seek companies who are willingto make donations to becomeCorporate Partners.
There are various levels ofCorporate Partner - Patrons donate 20,000 per year,
Benefactors 10,000 per year,
Members 5,000 per year,Associates 2,500 per year.
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Benefits for CorporatePartners
Company name displayed onPartners board (on wall betweenthe Shop and Station Hall)
Mentioned on the NRM website andin our Annual Review publication
Discounts for Corporate Hire
Invitations to Launches and Events
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Legacy Scheme
Inviting people to contribute to theMuseum in their will.
We were the first NMSI museum tolaunch a legacy scheme, inAutumn 2008.
As with Corporate Partners, themoney will be spent on a widerange of Museum projects.
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th e r S o u rce s o fFu n d in gorporate Events Department:Revenue is generated from
Conferences
Weddings
Dinners
Parties
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What Is Marketing?Organisations aim to provide:
A Product that people want
At a Price they can afford
Available in the right PlaceWhich potential customers know
about by effective Promotion(This is known as the Marketing Mix)
Promoting the right Product, atthe right Price, in the rightPlace
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Aims of NRM Marketing
- .M a rke tin g O b je ctiv e s 2 0 0 9 2 0 1 0
Achieve a visitor target of,818 100 and support other teams in
achieving commercial revenue.targets
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a s ur ro ucUSP?
The NRM Marketing Department usethis
to Develop the above phrase as akey branding statement in allcommunication.
Focus Groups - tested brandstatementsand this was selected as more
motivating than FREE.
The Worlds Largest Railway Museum.
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Our Core Product The NRM is the custodian of the
Nations Railway collection our COREPRODUCT, the collection, does notchange very often.
We have developed and follow aCultural Plan - to attract repeat visitorsand new visitors to the museum.
We have a Unique Selling Point
We are the trustees of the nationsrailway collection
People from all over the world visit our
museum
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Our Cultural Plan
Exhibitions
Events, Debates, Activities andTours
Information and Collection Services Outreach Programme
Learning Activities
Rail Operations Loan of Collection items
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Cultural Plan Events
2008 China Festival, Mallard as thefeatured locomotive, The RailwayChildren theatre show
2009 India Festival, Duchess of
Hamilton as the featuredlocomotive, Film Festival inSeptember, The Railway Childrentheatre show
2010 Europe Festival, FlyingScotsman as the featuredlocomotive. Anniversarycelebration of Japanese Bullet
Train at NRM
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The Railway ChildrenA Case Study
A partnership between the NRMand York Theatre Royal
Performances based on the famous1906 book, subsequent TV series
and film Uniquely used one of our engines
shunted into the theatre duringthe performance
Brought 24,000 visitors in 2008and 26,000 visitors to Museum in2009
Won the White Rose award forBest Tourism Experience of the
Year in 2009
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Marketing Strategy
On-site Marketing Table Talkers /Banners
Press Adverts, e.g. The Guardian
E-Flyer in June Outdoor Campaign Buses /
Stations
Poster Mail Out
Generic Literature
Ticket Competitions
Website
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Robertson Bell Associates August Bank Holiday. Theyproduce this report
Association of Leading VisitorAttractions Easter
Mystery Shoppers throughout theyear (customer service)
Visitor Services Report quarterly
Computers at entrances tracknumbers and breakdown
All these methods allow us tobuild up an audience profile
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Depot Banner
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When Tickets Were Sold
tix sold
0
5000
10000
15000
20000
25000
30000
Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08
tix sold
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Selling Tickets
54 performances played at 84%capacity
The last 26 performances playedat 100% capacity
3,545 transactions were newbookers on the Theatre Royaldatabase
41% of ticket sales were online 1,200 bookers did not have their
postcode recognised i.e. fromoutside the UK
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Repeat Bookers
A m e a su re o f su cce ss w a s th ea m o u n t o f p e o p le w h o b o o ke d tocom e b a ck a n d see th e p la y m o re
:th a n o n ce
2 2 8 p e o p le b o o ked tw ice
5 1 p e o p le b o o ke d th re e tim e s
2 4 p e o p le b o o ked fo u r tim e s
1 p e rson b o o ke d fiv e tim e s
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Ticket Types
32% Family tickets
24% Standard tickets
19% Over 60s
18% Under 26s
7% Theatre Royal Membership
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u d ie n ce Lo ca tio n s
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Press Coverage
The show gained 1.7 million ofpress coverage
Reviews were excellent
A rare five-star award from TheGuardian reviewer
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isito rP ro file 1 5 0 V isito r su rv e y s a re ca rrie d o u t e a ch
.m o n th
T h re e tim e s a y e a r A sso cia tio n o f
(Le a d in g V isito r A ttra ctio n s S o u th o f)E n g la n d b ia s
D u rin g ye a r b y M yste ry S h o p p e rsWe attract about 3/4m visitors a yearWe are the busiest museum outside LondonWe must now increase access by ethnicminorities, families and C, D, E category visitors
,Fin d in g o u t w h o o u r V isito rs a re w h yth ey cam e an d w h at th ey th ou g h t
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Visitor Profile
Age
24 23
18 19 19 18
50 50
40 41
5054 52
44 44
17 1518 20
22
11
23
9
14 15
22 22 2122
1913 1618
11 99
1998 1999 2000 2001 2002 2003 2004 2005 2006
%
Under 35 35-54 55-64 65+
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Visitor Profile
Gender
6 666
6 6 76 6 6
4 4 4
9 7
99 999 4 6
%
Man Woman
Where Visitors Come
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Where Visitors ComeFrom
7
9
6
9
7
47 4
4
6
6
6
7
4
Yorks & Humber Other UK Outside UK
%
99-99 996- - 4 6
P t d t Vi it b
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Prompted to Visit by ...
12
11
18
14
11
24
17
39
16
13
23
43
10
15
22
3
38
7
7
15
20
45
Leaflet about York
TV/Radio Ad
Recommendation
Flying Scotsman
Been before
%
4
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How We Reach Our Audience
Press/PR (Estimated 10,000,000 TV coveragedue to Flying Scotsman campaign).
Bus-sides / Poster sites = tourist trade. Appealsto passers-by in York. York is Britains second
most popular tourist city so there are usuallyplenty of tourists about who are looking forsomething interesting to do.
Radio
Leaflet Distribution Direct Mail (limited due to cost) = to target
audience. E.g Education newsletter is DM to2000 schools within a 60 mile drive of the
Museum -
Promotional Techniques
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Advertising (Outdoor, press ads etc.)108,000
Memberships (YTB, Visit York) 14,500 Design and print (what's on, brand, internal)
65,000 Print distribution (distributing leaflets)
20,000 Press (Cuttings service, photcalls) 34,000 Exhibitions/Design
2,500
Other (travel, training, direct & e-mail) 12,000 Market Research(Ad hoc marketing research) 9,000 Feb half-term
25,000 Yorkshire Wheel (Marketing and press)
50,000 General marketing
u r S p e n d in g o nM a rke tin gC an yo u g u ess th e M use u m s M arketin g-b u d g e t fo r 2 0 0 8 2 0 0 9 ?
Promotion AIDA
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Promotion - AIDA
AIDA: acronym to describe the process of
how advertising and promotion works:
A Attention (eye catching)
I Interest (short, sharp, snappy, funelement)
D Desire (needs and expectations ofaudience)
A Action (what they have to do conta
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Yo rk T IC B a rro w in C ity C e n tre Pre ss A d v e rts to u rismp u b lica tio n s a n d n a tio n a l. .n e w sp a p e rs e g T h e T im e s
Po ste rs o n B u s S h e lte rs Yo rk a n dL e e d s
A d ve rts o n Yo rk Pa rk a n d R id eB u s e s
A d v e rts o n to ile t d o o rs Yo rkD e sig n e r O u tle t
Po ste r o n th e Y R A
Summer Campaign
P d i di il
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Poster used in Ladies toilet
P t d i G t t il t
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Poster used in Gents toilet
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Park and Ride Advert
M k t S t ti
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Market Segmentation
Look at the Leaflets which onesare aimed at families, retired peopleand people with plenty of money?
Some other groups companies aim
at -Yuppies -Young Upwardly MobileProfessionals
Dincs -Double Income No Children Woopies -Well Off Old Person Glammies - Greying Leisured
Affluent Middle Aged
The Competition
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The CompetitionIncludes
The NRM faces competition from a
variety of other attractions, so wemust make sure we stay ahead of theothers by delivering excellentCustomer Service:
Other Museums and Galleries
All Tourist Attractions
Pubs and Restaurants
Shopping Centres / Retail Parks
Theme Parks
at s ustomer
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at s ustomerService?
Customer service is an
organisation's ability to supplytheir customers' wants andneeds.
Excellent customer service is theability of an organisation toconstantly and consistentlyexceed the customer'sexpectations.
Every aspect of a business has animpact on customer service, not
just those aspects that involveface-to-face customer contact.
Vi it E i D t
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Visitor Experience Dept
There to represent the needs ofthev isito r in a ll a sp e cts o f th e M u seu m s, w o rk to a sk W h a t a b o u t th e
v isito r?
T h e y th e re fo re in flu e n ce th e w o rk o fo th e r d e p a rtm e n ts w ith in th e
.M u se u m
: ,R e sp o n sib ilitie s in clu d e A d m issio n s, ,C a r Pa rkin g C le a n in g W a ste, ,M a n a g e m e n t C u sto m e r C o m m e n ts
, ,R o a d Tra in V isito r In fo rm a tio n
.S w itch b o a rd a n d D u ty M a n a g e rs
D t M
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Duty Manager
We have a Duty Manager availableevery day, who is responsible forthe smooth running of the Front ofHouse experience.
You are now going to do an exercisesorting out an issue in the way our
Duty Manager would.
D t M E i
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Duty Manager Exercise
The main lift is reported broken. Announce on the tannoy system thatthe lift is broken.
Put up a sign to inform visitors that
the lift is broken. Call the lift repair company. Log how long the lift was broken for. Announce on the tannoy system that
the lift is fixed. Remove the signs saying that the lift
is broken.
Complaints and
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Complaints andComments
The Museum regards a complaintas:
Any expression of dissatisfaction
about the Museum and itsservices, whether madeformally or informally
Customers can complain orcomment in various ways:
By filling in our Comments form,
By Letter, By Fax, By Email, In
C l i t P li
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Complaints Policy
We encourage dissatisfiedcustomers to complain.
We aim to resolve the problemquickly and effectively.
We need to learn from the
complaint, to improve ourservice for the future.
Responsibilities &
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Responsibilities &Standards
All staff are responsible foraddressing a complaint as soonas it is made, whether it is abouttheir department or not.
Each department has a member ofstaff responsible for respondingto comments or complaints aboutthat department.
Visitors receive anacknowledgement of theircomment by letter or e-mailwithin 5 working days and fuller
answers or another holding reply
Comments Break Do n
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Comments Break-Down
ALVA Benchmarking
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ALVA Benchmarking2008/9
The NRM scored above average in:
Ease of finding your way here General cleanliness Engaging your emotions
Engaging your mind Value for money Lots to see Lots to do
Visited before Likelihood of recommending the
NRM Enjoyment
Things To Do Better
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..Things To Do Better
Get more visitors to visit the shop
Need more staff who are easier tofind
Friendliness and welcome fromstaff
Efficiency and knowledge of staff
More people to use websitebefore visiting
The Learning
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The LearningDepartment
The Learning Department enhancevisitors experience of the NRMthrough their Explainer team whogive daily talks anddemonstrations.
They also offer presentations toschools and colleges from KS1-KS4.
At holiday times other activities areoffered, such as making Jitterbugs,Object Handling and Story Telling.
Other activities are offered toaccompany special events at theMuseum, such as the India Festival
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Our Responsibilities
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Our Responsibilities Our Staff
ta ff Tra in in gFro n t o f H ou sesta ff a re
e x te n siv e lytra in e d th ro u g h a
v a rie ty o f co u rse s
in clu d in gW e lco m e H o st
,a n d W e lcom e A ll
/ .R N IB R N ID
Qualifications
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Qualifications
Some jobs require formalprofessional qualifications, likeAccountants, Librarian and theCurators of the exhibits.
Some jobs require experience -working with children, inpresentations, customer servicelike the Explainer Team.
Staff who work with children andvulnerable adults undergo CRBchecks.
Personal Skills Needed
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Personal Skills Needed
Able to Learn
Able to Communicate
Able to Deal with People
Can Remember lots of Things! Sense of Humour
Presentable (smart, personal
hygiene)
Our Responsibilities -
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Our Responsibilities Health
and Safety We want all our visitors and staff
to have a safe time at the
Museum.
We use the Health and Safetychain to make sure this
happens.
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Health andSafety Policies
ProofSigned PolicydocumentsTest Answers
WorkPlaceInspections
Signed, dated,reviewed
RiskAssessments
Signed, datedReviewed
Accident BookIncidentsNear MissesHazard Reports
All Recorded
A S f Vi it
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A Safe Visit
All managers risk assess theactivities of their staff andactivities they run
All staff complete an e-learning
Health and Safety course eachyear
Front of House staff monitor areasand liaise with cleaners and
Duty Manager Practice and Live Fire Evacuations Accident and near-miss
investigation and recording in
each department
Our Responsibilities
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Our Responsibilities-Special Needs Visitors
, W e p ro v id e A cce ssib le Pa rkin g, &A cce ssib le To ile ts B a b y Fe e d in g
, ,C h a n g in g fa cilitie s Lifts a n d R a m p s
,Fre e W h e e lch a ir h ire in clu d in g.Po w e re d C h a irs
,W e a lso h a v e H e a rin g A id Lo o p s
,S o u n d G u id e s fre e fo r V isu a lly,Im p a ire d v isito rs A ssista n ce D o g s a re
,a llo w e d A cce ss sta te m e n ts ca n b e.sen t in a d v a n ce o f v isit
Our Responsibilities
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Our Responsibilities-Communication
Keeping VisitorsInformed C le a r a n d a ccu ra te sig n s in a n d
.arou n d th e M use u m D a ily B rie f sh e e ts a t M u seu m
.entrances A ll Fro n t o f H o u se S ta ff a n d
vo lu n te e rs b rie fe d a b o u t e ve n ts.h a p p e n in g in th e M u se u m
U p to d a te in fo rm a tio n o n th e N R Mw e b site a b o u t w h a t is o n o ffe r e a ch
.d a y
Communication
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Communication Keeping Staff
Informed Internal Telephone System E-mail personal and global
Pagers
Intranet
Staff Newsletter Newsy Snippets
Monthly Briefings
Meetings
The Customer
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The Customer
It is said The Customer is alwaysright.
What do you think?
Is the Customer always right?
Examples
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Examples
We get roughly one complaintevery two weeks through thesummer season from peoplewho cant bring their dogs into
the Museum.
We recently had a complaint froma visitor who thought There
was too much about railwayshere.
The Customer
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The Customer
..in fact isnt always right!
We aim to satisfy all our
customers within the limits of ourvision of being the most admiredmuseum in the world.
What Did We Learn?
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What Did We Learn?
Name two benefits of good qualitycustomer service?
Why do we keep records ofcustomer service?
Why is benchmarking important?
Thank You
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Thank You
Thank you for listening.
We hope its been useful.
Any questions?