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BIG and EASY Customer Service

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Exceptional customer service is the greatest assurance for client retention and for developing a successful "word of mouth" marketing campaign. Many venues have a solid foundation for treating …

Exceptional customer service is the greatest assurance for client retention and for developing a successful "word of mouth" marketing campaign. Many venues have a solid foundation for treating customers well, but many do so without a clear philosophy and/or specific standards in place. In this session, designed for upper-level management, attendees will be introduced to a step-by-step process for implementing a universal customer service philosophy that is structured and able to be evaluated for its success. Make exceptional service a standard and an expectation in your operation.

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  • 1. BIG  and  EASY  Customer   Service     ACCED-­‐I  Annual  Conference   March  23,  2014   Chuck  Salem,  Unique  Venues  
  • 2. What  does  your  door  sign  say?   An Example… Door Sign: Bobby’s Sport Shop, Vermillion Bay, Ontario, Canada   Hi,  my  name  is  Allan.       My  home  phone  number  is  123-­‐4567.     My  hours  are  long,  but  if  you  come  by  and  I’m  closed,     just  call  and  I  will  come  up  because  you,  my  customer,     are  number  1,  and  it’s  been  that  way  for  the  32  years  that     I’ve  been  here  and,  besides,  I  love  my  job!          -­‐-­‐Al      Jerry  Fritz,  Traveling  the  Highway  to  WOW  Service,  1998  
  • 3. What  does  your  door  sign  say?   Mine  said…   Conference  Center  at  the  University  of  PiFsburgh  at  Johnstown   Johnstown,  PA,  USA     Welcome  to  PiJ-­‐Johnstown.    We  are  sincerely  glad  you  made  the   trip  to  our  center.    While  you  are  here,  you  can  expect  truly   aJenMve  service  from  a  team  of  highly  trained  staff  members.    Our   faciliMes  are  ordinary,  but  our  service  will  make  you  feel  you  are  at   a  five  star  resort.    We  try  to  anMcipate  each  and  every  need  but   someMmes  we  miss.    So,  make  sure  you  let  us  know  what  we  may   be  missing  that  makes  you  feel  welcome  and  we  will  get  that   taken  care  of  right  away.   Chuck  Salem,  GM  
  • 4. Group  AcKvity   What  does  your  door  sign  say?  
  • 5. The  Case  for  Good  Service   ü What  does  good  service  mean  to  you?   ü What  does  bad  service  mean  to  you?  
  • 6. The  Case  for  Good  Service   ü Service  Impact  On  Revenue   ü ParQcipants  ranked  service  as  the  #1  factor  for  vendor  trust   ü 62%  of  B2B  and  42%  of  B2C  purchased  more  aUer  good  service   ü 66%  of  B2B  and  52%  of  B2C  stopped  purchasing  aUer  receiving   bad  service   ü 88%  surveyed  have  been  influenced  by  online  reviews   Source: Zendesk through research conducted by Dimensional Research, Andrew Gori, April 29, 2013
  • 7. The  Case  for  Good  Service   ü Responsiveness  MaZers   ü 69%  say  good  services  is  equal  to  quick   resoluQon   ü 72%  blame  poor  customer  service  on  having  to   explain  their  problems  to  mulQple  people   Source: Zendesk through research conducted by Dimensional Research, Andrew Gori, April 29, 2013
  • 8. The  Case  for  Good  Service   ü Service  and  Customer  Longevity   ü 24%  conQnue  on  with  businesses  aUer  a  good   experience  for  two  years  or  more   ü 39%  avoid  businesses  aUer  a  bad  experience  for  two   years  or  more   Source: Zendesk through research conducted by Dimensional Research, Andrew Gori, April 29, 2013
  • 9. The  Case  for  Good  Service   ü We’re  Story  Tellers   ü 95%  share  the  bad,  87%  share  the  good     ü 54%  share  bad  with  5  or  more  people   ü 33%  share  good  with  5  or  more  people   ü 58%  are  more  likely  to  share  now  than  5  years  ago   Source: Zendesk through research conducted by Dimensional Research, Andrew Gori, April 29, 2013
  • 10. The  Case  for  Good  Service   ü The  Social  Media  Engine   ü 45%  share  the  bad,  30%  share  the  good  via  social   media  outlets   Source: Zendesk through research conducted by Dimensional Research, Andrew Gori, April 29, 2013
  • 11. What  Do  Customers  REALLY  Want   ü The  Survey   ü 10,000  meeQng  planners  and  trainers   ü Conducted  by  the  NaQonal  Conference  Center   ü Industry  experts  Sarah  Vining,  Joan  Eisenstodt,  KrisQn   Kurie,  Lindsey  Rosenthal  and  Lynda  Poll     Source: What Do Meeting Planners and Trainers Really Want in Their Service Experience? Sarah Vining, The National Conference Center, Meeting Discoveries, 2012
  • 12. What  Do  Customers  REALLY  Want   ü Three  things…   ü The  advantage  of  choosing  a  venue  that  solely  focuses   on  meeQngs  and  events   ü The  ability  to  build  lasQng  relaQonships  with  the   venue’s  staff   ü The  staff’s  ability  to  anQcipate  a  planner’s  needs   Source: What Do Meeting Planners and Trainers Really Want in Their Service Experience? Sarah Vining, The National Conference Center, Meeting Discoveries, 2012
  • 13. What  Do  Customers  REALLY  Want   ü The  ability  to  build  lasQng  relaQonships  with  the  venue’s   staff   ü  Is  the  planner  meeQng  the  management  team  from  the  start  of   the  planning  process?   ü  Encourage  the  management  team  to  learn  more  about  the   planner  from  group  history,  industry  contacts,  talking  to  the   planner,  etc.   ü  Are  you  and  the  team  making  reacQve  or  proacQve  points  of   contact  with  the  planner?   ü  How  present  are  you  and  your  team  during  the  event?       ü  How  about  the  follow-­‐up?    Are  you  reviewing  hits  and  misses?  
  • 14. What  Do  Customers  REALLY  Want   ü The  staff’s  ability  to  anQcipate  the  planner’s  needs   ü  Do  you  understand  the  goals  and  objecQves  of  the  meeQng  or   conference?   ü  Have  you  taken  Qme  to  learn  about  the  group  history…their  ins,   outs  and  all  about's?   ü  What  are  you  doing  to  recognize  the  idenQfied  special  wants,   needs,  habits  and  desires  of  the  group,  the  planner?   ü  Are  you  cross-­‐communicaQng  and  informaQon  sharing  between   the  in-­‐house  team?  
  • 15. The path to truly exceptional service BEGINS with LEADERSHIP
  • 16. Build  a  Solid  FoundaQon   ü Philosophy   ü Goals  and  ObjecQves   ü Service  Promise  
  • 17. Build  a  Solid  FoundaQon   ü CUSTOMER  SERVICE  Philosophy     ü This  is  a  bi-­‐product  of  your  overall  mission   ü The  foundaQon  by  which  all  other  aspects  of   developing  and  maintaining  excellent  service  are  built.   ü Example:     Furman  University  AdministraQve  Services   ü Lonsdale  Wealth  Management  
  • 18. Build  a  Solid  FoundaQon   ü Goals  and  ObjecQves   ü How  are  you  going  to  get  there?   ü Bringing  the  philosophy  to  life   ü Develop  achievable  and  measurable  goals  and       objecQves   ü GOAL:    Achieve  a  minimum  saQsfacQon  rate  of  95%...   ü ObjecQve:    We  will….  
  • 19. Build  a  Solid  FoundaQon   ü Service  Promise   ü What  do  you  tell  your  customers  they  can   expect  from  you  in  service?   ü What  can  they  expect  100%  of  the  Qme?   ü What  are  YOUR  consequences  for  not   delivering?   ü Example…Dominoes  
  • 20. Personnel   ü Job  DescripQons   ü Hire   ü Train   ü Evaluate   ü Recognize  &  Reward  
  • 21. Personnel   ü Job  DescripQons   ü Infuse  service  expectaQons  into  all  job   descripQons   ü Maintain  a  minimum  survey  result  of  XX%  in   housekeeping  saQsfacQon   ü Assist  in  Catering  maintaining  an  overall  quality   assurance  score  of  95%  or  above  through…  
  • 22. 1.  Who  have  you  spoken  with  in  the  today’s   interview  process  and  what  did  you  talk  about?   2.  Tell  me  about  problems  with  the  product  or   services  you  previously  supported.   3.  How  do  you  respond  when  you  don’t  know  the   answer  to  a  quesQon?   4.  The  customer  is  saying  you  are  taking  too  long   to  resolve  their  issue,  what  do  you  do?   5.  The  customer  is  poinQng  out  a  big  problem   with  our  product,  what  do  you  do?   6.  Give  an  specific  example  of  a  customer  that   you  turned  around  from  a  posiQon  of   unhappiness  to  sheer  joy.         Hire   Ask  the   right   quesKons…     Source: Zendesk through research conducted by Dimensional Research, Amanda Kleha, June 25, 2012
  • 23. Personnel   ü Train   ü Develop  a  consistent  introductory  training   module  that  outlines  the  philosophy,  goals  and   objecQves  and  expectaQons     ü Develop  quarterly  department-­‐specific  staff   trainings  and  require  aZendance   ü Develop  bi-­‐annual  all-­‐staff  training  to  build   upon  the  needs,  areas  of  improvement,  etc.  
  • 24. Personnel   ü Evaluate   ü Infuse  customer  service  into  the  criteria  for   evaluaQng  staff   ü This  is  a  tough  one…   ü No  goals  and  objecQves,  no  firm  ground  for  evaluaQng   ü No  surveying,  no  firm  ground  for  evaluaQng   ü No  clear  examples  to  site,  no  firm  ground  for  evaluaQng   ü This  must  remain  OBJECTIVE  from  the  supervisory   standpoint.  
  • 25. Personnel   ü Recognize  and  Reward   ü Total  Team,  Departments  and  Individuals   ü Monetary  rewards   ü PTO  rewards   ü Luncheons,  dinners  or  an  aUernoon/evening  out  as  a   team  or  department   ü GiU  cerQficates   ü Professional  development   ü Employee  excellence  award  
  • 26. Be  Trapeze  ArQsts   ü The  success  of  the  overall  effort  requires  a   a  well  rehearsed  and  executed  plan     ü Training   ü Cross  Training   ü PerfecQon   ü Safety  Nets  
  • 27. Quality  Assurance   ü Empowerment   ü Surveying   ü Innovate  
  • 28. Quality  Assurance   ü Empowerment   ü Remember…72%  blame  customer  service  on  having  to   explain  their  problems  to  mulQple  people   ü Remember…69%  say  good  services  is  equal  to  quick   resoluQon   ü Cross-­‐training  helps  with  resoluQon   ü Ritz  Carlton  policy  
  • 29. Quality  Assurance   SURVEYING   Do  you  do  it?       Do  you  do  it  but  don’t  use  it?   Do  you  just  not  do  it?  
  • 30. Quality  Assurance   ü Ask  quesQons  in  a  non-­‐biased  and   efficient  manner   ü Avoid  selling  in  the  survey   ü Our  Chefs  are  the  industry’s  best  and  they  make  very   aZempt  to  make  your  dining  experience  excepQonal.     How  would  you  rate  our  success  in  this  area?     ü Instead…   ü How  would  you  rate  your  overall  dining  experience  at  XYZ   Conference  Center?  
  • 31. Quality  Assurance   ü Neutrality  VS  Forced  Choice   ü Neutrality  in  general  quesQoning   ü Forced  choice  in  specifics   ü EXAMPLE   ü How  would  you  rate  your  overall  dining  experience  at  XYZ   Conference  Center?   ü Neutrality  is  acceptable   ü How  would  you  rate  the  food  selecQon  offered  at  lunch?   ü Forced  choice  is  preferred  
  • 32. Quality  Assurance   ü Ask  comparaQve  quesQons   ü How  do  you  rate  against  your  compeQtors?   ü How  do  you  rate  your  catering  experience  here  compared   to  other  conference  centers?   ü What  conference  center(s)  have  provided  a  beZer   catering  experience?  
  • 33. Quality  Assurance   ü Gather  Demographic  InformaQon   ü Ability  to  analyze  segments  and  subsets  of  your   customers   ü Geung  Responses   ü 10-­‐15%  acceptable  rates   ü Methods   ü Onsite  surveying   ü IncenQves   ü Email  surveys  and  reminders    
  • 34. Quality  Assurance   ü Take  AcQon   ü Review  survey  results  following  each  group   ü Review  by  group  and  overall   ü Share  results   ü AcQon  Plans   ü Communicate  changes   ü Thank  the  evaluators  
  • 35. Quality  Assurance   ü Innovate   ü A  Comprehensive  Approach  to  Involvement   ü  Generate  unique  ideas   ü  Ask  everyone   ü Customers   ü Employees   ü  Implement  ideas   ü Don’t  ask  for  the  sake  of  asking   ü  CounterproducQve   ü  Acknowledge  and  reward  ideas  
  • 36. Thank  You!     Chuck  Salem,  President   Unique  Venues   chuck@uniquevenues.com      

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