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18. When A Customer Makes Persistent And Frequent Phone Calls
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18. When A Customer Makes Persistent And Frequent Phone Calls


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Customer Service: When A Customer Makes Persistent And Frequent Phone Calls

Customer Service: When A Customer Makes Persistent And Frequent Phone Calls

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  • 1. When a Customer Makes Persistent and Frequent Phone Calls
    By VanSight
  • 2. COPYRIGHT 2009 VANSIGHT division of Synbiz Solutions Pvt Ltd
    No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of VanSight Division of Synbiz Solutions Pvt Ltd. The information contained herein may be changed without prior notice.
    VanSight is trademark of Synbiz Solutions Pvt Ltd. All other product and service names mentioned and associated logos displayed are the trademarks of their respective companies.
    Data contained in this document serves informational and educational purposes only. The information in this document is proprietary to Synbiz Solutions Pvt Ltd.
    This product contains training material for English or Soft Skills or Personality Development. Synbiz assumes no responsibility for errors or omissions in this document. Synbiz does not warrant the accuracy or completeness of the information, text, graphics, links, or other items contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, or non-infringement.
  • 3. The Situation
    A customer who calls over and over again when there is No clear constructive point in doing so is enough to drive Any employee to frustration. Customers do this kind of thing for various reasons—perhaps in the hope of being So annoying the employee will give them the answer they Want or simply because they are exceedingly anxious.
    Apart from being annoying, the bigger problem is that Persistent and pointless phone calls interfere with getting Real work done and serving other customers. While you can’t really control who calls and how often, there are Some things you can try.
  • 4. Techniques Used
    Broken Record
    Acknowledge Customer’s Needs
    Finding Agreement Points
    Setting Limits
  • 5. Dialogue
    In this situation, the caller wants to speak to the manager, who is away from his desk for most of the day. During the First call, the employee who answers explains that the manager
    Will be unable to return the call today, but will likely do so tomorrow. Unfortunately, about minutes later the customer Calls again, asking if the manager is in yet.
  • 6. Dialogue
    Customer: This is John Smith. I called earlier, but I need to know if the manager is back yet.
    Employee: As I said, he won’t be available until at least tomorrow. I will make sure he knows you urgently want to talk to him.
    Customer: OK. Bye.
    About an hour later, the customer calls again and repeats the question.
  • 7. Dialogue
    Employee: Mr. Smith, I realize you are anxious to speak to the manager and I’ve promised you I’ll convey a sense Of urgency to him. You can save yourself a lot of time by waiting until you hear from us tomorrow, and I’d really like to ask you to refrain from calling until Tomorrow.
    Customer: Yeah, well, I’ll do what I want.
    Employee: I’m sure you will. If you do call back today, though, your call is simply going to get routed to voice Mail. Best to wait until tomorrow.
  • 8. Explanations
    This is a difficult situation because the customer controls whether he calls back or not; the employee can only encourage restraint. The basic approach is to avoid getting into an argument by doing a “broken record” of the same message—that the manager is not available and will call tomorrow.
    Despite this, the customer calls back again, asking the same question. Once again the employee uses the broken Record, but couples this with an acknowledgment that the caller feels the situation is urgent. The customer does not respond favorably and indicates he will do what He wants. Rather than arguing, the employee agrees that he can do as he pleases.
    The employee also sets a limit. He indicates that further calls will not be answered and will simply go to Voice mail. In other words, he is trying to get across the Point that additional calls will simply waste the caller’s Time. Of course, if the employee lacks the facility to do this (caller ID), then this particular consequence won’t work.
    A second option for setting limits goes like this. “I appreciate that you want to speak to the manager, but if You call again today, I’m not going to be able to speak to You, except to repeat what I’ve already told you.” And then enforce that consequence/limit.
  • 9. How to Diffuse the Situation
    The worst thing you can do is get angry or let your frustration Show, since this will almost always precipitate an argument, which will eat up more of your time.
    You can explain why you can’t continue to respond to the same questions, but the challenge is to do so in a way that does not send the message that you have “more important things to do.”
    If the customer gets that message from you, whether implicit or explicit, an argument is likely.
  • 10. How to Purchase & Download full Course from VanSight.
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