BCSS Manual

Basic Customer Service
Skills (BCSS)
Training
Dr. Rosemarie Terez-SantosDr. Rosemarie Terez-Santos
Project DocumentorProject Documentor
Asia Foundation (PSEEAP-Asia Foundation (PSEEAP-
USAID-funded projectUSAID-funded project

“Public service is a public trust. Public officers
and employees must at all times be
accountable to the people, serve them with
utmost responsibility, integrity, loyalty, and
efficiency . . . (Article XI, Section 1, 1987
Constitution of the Philippines)
“. . . The activities of civil servants and
public/private agencies must follow the will of
the people to whom they are ultimately
responsible. The publicness of their
employment and goals thus prescribes their
behavior and circumscribes their choices . . .”
(Carino, 1983)

 Customer expectations are higher than ever before.
 The service industry is growing.
 Competition for resources keeps increasing.
 Excellent service means repeat business.
 Excellent service is profitable.
 Change in management values.
 During the last few years, the values of people
have changed.

 Organizational culture/climate problems
 Quality of work life problems
 Executive credibility problems
 Organizational arthritis
 Middle management inertia

Invert the Pyramid
(to Improve Service)
TRADITIONAL
ORGANIZATION
• The 5 P’s increase
toward the top of
the organization.
• People work for
the level(s) above
them.
• Excessive
attention to title
and rank but very
little attention to
customer
satisfaction.
Top
Management
Executives
Managers
Supervisors
Frontline
Personnel
CUSTOMERS

CUSTOMERS
Frontline
Personnel
Supervisors
Managers
Executives
Top
Management
• The customers are
considered the most
important to the success
and survival of the
organization.
• The customer is the boss.
People in the organization
“work for” the customers.
• The customers have the
highest status, importance,
and power.
CUSTOMER-ORIENTED
ORGANIZATION

Who is the Customer?
• Anyone internal or external to the
organization for whom your work,
products (results, outputs) or services
(expertise, knowledge) are produced or
intended.
• Anyone whose success or satisfaction
depends on your action.

Types of Customers
DIRECT: individuals or organizations who
avail themselves of your products
or services for their personal or
organization’s use.
INDIRECT: individuals or organizations that
benefit from your products or
services through another party or
from a direct customer.

INTERNAL: another person, your boss, a group
of peers, another division, or another
department within the organization
that depends on products or services
you provide.
EXTERNAL: an individual, a group of individuals,
or another organization outside your
organization that depends on
products or services you provide.

Who are the Stakeholders?
• They are people or groups who have a sincere
interest in your organization and in whether it
succeeds or fails. Stakeholders include internal
and external customers as well as other
government agencies, the public, and special
interest groups.
• Stakeholders do not necessarily use the products
or receive the services provided by the department
or office concerned.

CAREFREE
PLAYFUL
CHEERFUL
You love a free and spontaneous life. And you strive to enjoy
every moment, in accordance with the motto: "You only live
once." You are very curious and open about everything new.
You thrive on change. Nothing is worse than when you feel tied
down. You experience your environment as being versatile and
always good for a surprise.
A

INDEPENDENT
UNCONVENTIONAL
UNFETTERED
You demand a free and unattached life for yourself that
allows you to determine your own course. You have an
artistic bent in your work or leisure activities. Your urge for
freedom sometimes causes you to do exactly the opposite
of what is expected of you. Your lifestyle is highly
individualistic. You would never follow trends. On the
contrary, you seek to live according to your own ideas and
convictions, even if this means swimming against the tide.
B

INTROSPECTIVE
SENSITIVE
REFLECTIVE
You come to grips more frequently and thoroughly with yourself
and your environment than do most people. You detest
superficiality. You'd rather be alone than have to suffer through
small talk. Your relationships with your friends are very strong,
which gives you the inner tranquility and harmony that you
require. You do not mind being alone for extended periods of
time. You are rarely bored.
C

HARMONIOUS
BALANCED
DOWN TO EARTH
You value a natural style and love that which is uncomplicated.
People admire you because you have both feet planted firmly on
the ground and they can depend on you. You give those who are
close to you security and space. You are perceived as being
warm and human. You reject everything that is garish and trite.
You tend to be skeptical toward the whims of fashion trends. Your
style is easy and elegant.
D

PRAGMATIC
CONFIDENT
PROFESSIONAL
You take charge of your life, and place less faith in luck and
more in your own deeds. You solve problems in a practical,
uncomplicated manner. You take a realistic view of the things in
your daily life and tackle them without wavering. You are given a
great deal of responsibility at work, because people know that
you can be depended upon. Your pronounced strength of will
projects your self-assurance to others. You are never fully
satisfied until you have accomplished your goals.
E

PEACEFUL
DISCREET
NON-AGGRESSIVE
You are easy-going and independent. You do not need to be
the center of attention, instead you graciously let others take
center stage. You have no set plans, rather you prefer to "go
with the flow," relying on your sharp instincts and intuition as
situations present themselves to you. You are very social and
popular, yet you are perfectly happy going off alone to pursue
your interests. There is a quiet confidence about you.
F

ANALYTICAL
TRUSTWORTHY
SELF-ASSURED
You appreciate high quality and things that endure.
Consequently, you like to surround yourself with little "gems,"
which are often overlooked by others. Culture and tradition
are important to you. You have found your own personal
style, which is elegant and exclusive, free from the whims of
fashion. Your ideal, upon which you base your life, is
sophisticated pleasure.
G

ROMANTIC
DREAMY
EMOTIONAL
You are a very sensitive person. You refuse to view things
only from a sober, rational standpoint. You listen to your
feelings. It is important for you to have dreams in life. You
reject people who scorn romanticism and are guided only
by rationality. You refuse to let anything confine the rich
variety of your moods and emotions.
H

DYNAMIC
ACTIVE
EXTROVERTED
You are quite willing to accept certain risks and to make a
strong commitment in exchange for interesting and varied
work. Routine, in contrast, tends to have a paralyzing effect
on you. What you like most is to be able to play an active role
in events. In doing so, your initiative is highly pronounced.
I

THE SERVICE TEMPERATURE
WORKSHOP # 2
EXCITEMENTS
WORRIES /
CONCERNS
COMPLAINTS HOPES &
WISHES
INFORMATION
I get excited
if/when my
customers….
I worry
when/ that
my
customers..
I don’t/won’t
like it if/when
customers…
My hopes/
wishes for
Basic
Customer
Service
Skills
Training
Workshop
Things I still
need to know
about Basic
Customer
Service Skills
Training…

SERVICE EXCELLENCE AND
ITS IMPORTANCE
Customer Service and Service Management
Characteristics of Excellent Service
Four Kinds of Service Organizations

Customer Service
… is the delivery of a
product or service in a
manner that is
satisfactory to the
customer

Service Management
… is the total organizational approach to service
excellence as perceived by the customers.
• It is customer-oriented; not inwardly focused
• It is customer-driven; not product or
technology-driven
• Service is integrated; not departmentalized
• Service is a responsibility; not an extra

Service Management…
 Service standards are not organizational tradition; not
unrealistic or non-existent
 Service is a reality; not just lip service
 Service programs are not only for frontline personnel;
they are also for managers
 It adheres to the belief that in many instances,
dissatisfied customers do not complain, they just walk
away

When you are the
customer, how can you
tell that the service you
get or receive is
excellent?

Characteristics of Excellent Service
WORKSHOP # 1
List AT LEAST 10 (ten) qualities you look
for when you expect good service.
How can you tell good service when you
are a customer?
_____________________________________________
_____________________________________________
_____________________________________________
_____________________________________________

Four Kinds of Service Organizations
The Factory
High
High
Systems
and
Procedures
Low
Low
People
The Freezer
High
High
Systems
and
Procedures
Low
Low
People
Excellent Customer Service
High
High
Systems
and
Procedures
Low
Low
People
The Friendly Zoo
People
High
Low
High
Systems
and
Procedures
Low

DEVELOPING A CUSTOMER-
ORIENTED SERVICE CULTURE
The Customer is Always…
Memorable Customer Experiences
Analyzing Customer Characteristics

Rational Objectives
(ROs)
Experiential Objectives
(EOs)
At the end of the module,
the participants shall have
been able to:
1. Understand the importance
of developing a customer-
oriented service culture in
the organization;
2. Learn the difference
between the bureaucratic
and customer-oriented
service organization; and
3. Identify who their respective
customers are.
At the end of the module,
the participants shall have
been able to:
1. Feel energized in
discovering the difference
between a bureaucratic and
a customer-oriented service
organization;
2. Appreciate the value of
anticipating customer
needs; and
3. Feel enthusiastic in filling
up their customer map.

• Fix the problem quickly.
• Know what the company does, its services
and products.
• Know the answer to their questions and that your
answers will make sense.
• Treat them with respect.
CUSTOMER EXPECTATIONS

WHAT IS YOUR ROLE?
Your role is to exceed customer
expectations. At a bare minimum
it is to satisfy expectations.

WORKSHOP # 3
List down at least ten (10) perceptions
about the customers
The Customer is always…________________________________
________________________________
________________________________
________________________________

Memorable Customer Experiences
When service providers are aware of
their customers’ real wants and
needs, and have the skills for
ensuring good customer interactions,
customers often have “memorable
experiences”.

4 Kinds of Treatment
Friendly and Caring
Flexible
Problem Solving
Error Recovery

Friendly and Caring
People want to feel that their needs are
important to you and your organization.
People want to be treated in a friendly
way.
This can be shown even in simple ways,
such as giving information or answering
questions.

Flexible
People want you to be able to “go
around the system” if necessary.
People also want the system to
work for them when the present
situation does not totally meet their
needs.

Problem Solving
When people have problems that need
some attention, they want to know that
you are able to figure out a solution.
People want to know that they will not
be transferred or shuffled around and
left feeling that they are responsible for
taking care of their problem.

“Error” Recovery
When a mistake is made, people want
it to be taken cared of immediately,
and to their satisfaction.
Actually, many people are considerate
and recognize the potential of honest
mistakes.
What people want is a quick response
that recognizes that a mistake has
been made and every effort is being
done to correct it.

Recall an occasion when you observed or
even went through a memorable customer
experience. Identify which of these
indicators were most vital to making that
experience memorable.
1. _____________________________________________________
_____________________________________________________
2. _____________________________________________________
_____________________________________________________
WORKSHOP # 4
Recalling Memorable
Customer Experiences

WORKSHOP # 5
Analyzing Customer Characteristics
Image Signals Needs How to
Help
1. Customer with a hearing problem.
2. Young woman with a crying baby.
3. Person who is talking very loudly.
4. Does not speak English very well.
5. Been waiting in line a long time.
6. Someone friendly and talkative.
7. Person with poor eyesight.
8. A Very Important Person (VIP).
9. Someone anxious and confused.
10. A very demanding person.
11. Keeps looking at his watch.
12. Someone new in this place.

“You are a key player in your
company’s success. You are
worth millions! The better your
customer service skills, the
more your organization
prospers and the better raises
and job security”

UNDERSTANDING OURSELVES
AND OUR CUSTOMERS
What Drives Us Crazy?
Transactional Analysis in the Workplace
Pinpointing Interaction
Tips on Not “Hooking” Customers
Customer Perceptions
Attitude is Your Key to Success
Customer Style Snapshot

WORKSHOP # 6
What customers say and do that drive
us (service providers) crazy
________________________________
________________________________
________________________________
________________________________

What we (service providers) say and
do that drive customers crazy
 ________________________________
 ________________________________
 ________________________________
 ________________________________

Transactional Analysis in the
Workplace
1. PARENT
a. Critical Parent b. Nurturing
- judgmental - protective
- condescending - I’ll take care of it
- I know best - let’s not argue
- always, should, never - arm around
- can’t please - “mom”/ “dad”
- feel like and “pointing finger”
2. ADULT
- unemotional/factual
- what/who/when/how
- give and ask for ideas and opinions
- problem-solving
3. CHILD
- free expression
- spontaneous
- gut level emotion
- manipulative
- self-absorbed
- know-it-all

Types of Transactions
1. Parallel
A person sends a direct message to someone and the
sender gets an expected response. This can occur
between any two ego states. When the response is
expected, the transaction is complimentary and the lines of
communication remain open and uninterrupted.
Examples:
P P P P
A A A A
C C C C
X: Are you attending the X: Let’s call in sick
staff meeting this morning? tomorrow.
Y: Yes, I plan to attend. Y: Great. It should be
a great day to go
off.

2. Crossed
It occurs when the sender is met with an unexpected
response. When this takes place, the transaction may
become blocked and communication may be closed off or
diverted. In this state, people may become angry, frustrated,
confused or withdrawn.
Examples:
P P P P
A A A A
C C C C
X: Are you attending the X: Let’s call in sick
staff meeting this morning? tomorrow.
Y: Why are you always Y: You shouldn’t be
checking on me? breaking the rules
by calling in sick
when you are not
sick.

3. Ulterior
It occurs when a person appears to be sending one kind of message
but is actually sending another kind of message in disguise.
Sometimes the tone of voice or body language will convey the real
message. This sort of transaction is undesirable.
Examples:
P P P P
A A A A
C C C C
X: Ms. Cortez, the policy of X: Mr. Olano, where are the
this office is to pay clerical data sheets from the
staff P300.00 per day. Accounting Department?
(Ms. Cortez, this office is (Mr. Olano, why can’t
paying you P300.00 per day. you handle your work like
That’s a lot of money for the you are supposed to?)
kind of work you’ve been
turning out.)

Attitude is your Key to Success
Attitude is your mental position with
regard to facts or more simply, the way
you view things.

Attitude is your Key to Success
• Your attitude toward customers influences your
behavior. You cannot always camouflage how
you feel.
• Your attitude determines the level of your job
satisfaction.
• Your attitude affects everyone who comes in
contact with you, either in person or on the
telephone.
• Your attitude is not only reflected by your tone of
voice, but also by the way you stand or sit, your
facial expression and other non-verbal ways.
• Your attitude is not fixed. The attitude you
choose to display is up to you.

“The more we know about ourselves
and each other,
the better chances we
have for mutually
productive interaction.”

TRUE BLUE
You feel best about yourself
when you are --
Being helpful to others.
You like it best when others
treat you as --
A warm and friendly person
who can be counted on to be
of help.
You feel the best people are
those who --
Look out for and take care of
other people.
Sometimes you feel things can
be better if you could --
Stand up for your self more and
not try so hard to please others.
It makes you feel bad when
others treat you as --
A selfish person who doesn’t
care about how others feel.
It bothers you the most when
other people either --
Get angry with you or when they
give you the cold shoulder.

RED HOT
treat you as --
A strong and ambitious person
who can be counted on to be the
leader and tell people what to do.
those who --
Know how to be the boss and
get things done.
A wishy-washy person who
doesn’t know what he/she wants.
Betray their loyalty to you or
when they won’t listen to you.
Let other people have their way more
often and not try to run things all the
time.
when you are --
Being the leader of others.

COOL GREEN
You feel best about yourself when
you are --
Being a person who counts on
himself/herself to get things done.
those who --
Use their heads and are good at
keeping their cool.
Be friendlier toward others and not be so
suspicious of what they are trying to do.
A person who is too emotional and can’t
keep his/her cool.
Try to push help on you or when they
push you to do things their way.
You like it best when others treat
you as --
A careful person who could be
counted on to think things through.

RAINBOW
when you are --
treat you as --
those who --
Being with others and doing
things together.
A person who can be counted on
to act in whatever way is needed.
Can fit into any situation easily
and can stick together.
Be more consistent in how you
act and not be so wishy-washy.
A rigid person who just can’t fit
into the group.
Accuse you of always doing the
wrong thing or when they accuse
you of letting everyone down.

SKILLS IN BUILDING
CUSTOMER SATISFACTION
Fundamental Skills in Customer Interaction
Dealing with Complaints
Saying “No” Without Antagonizing
Handling Difficult Customers

Fundamental Skills in Customer
Interaction
________________________________
________________________________
________________________________
________________________________

SKILLS IN BUILDING
CUSTOMER SATISFACTION
1. Dealing with Complaints
1. Saying “No” Without
Antagonizing
3. Handling Difficult Customer
Three Critical Types of Customer
Interaction

Remember
ACKNOWLEDGE
• Good eye contact
• Nodding
• Non-verbal: body and voice
• Sub-verbal
• Focused attention
LISTEN
• Paraphrasing
• Ask questions for
clarifications
• Reflecting on feelings
• Summarizing

Techniques in
1. Allow the customer to vent, let off steam, if
appropriate or necessary.
2. Apologize in order to show your sincere
concern.
3. Educate the customer on how best to access
the service or use the system.
4. Ask open questions to determine the source of
the problem.
5. Openly explain what action you will take to
help resolve the problem.

Techniques in
6. Thank the customer for bringing the issue to
your attention.
7. Under promise but sometimes over deliver.
8. Write complaints down.
9. “Escalate concern” to empathize.

Dealing with Complaints Exercise
Typical complaints you hear from some of your customers:
1._____________________________________________
2._____________________________________________
3._____________________________________________
PRACTICE EXERCISE:
Take one of the typical complaints and write a simulated dialog on how
you deal with it. Be sure to use one or more of the skills listed on page
43 of the participants manual. Discuss your approach with others in
your table group.
________________________________________________________
________________________________________________________

Saying “No” without Antagonizing
Remember
ACKNOWLEDGE
• Nodding
• Non-verbals: body and voice
• Sub-verbals
LISTEN
• Paraphrasing
clarifications
• Summarizing

Techniques in
Saying “NO” Without Antagonizing
1. Use a warm and cooperative voice to reduce
irritation and put them at ease.
2. Explain why, to reduce tension.
3. Eliminate the jargon and (government) double
talk to establish rapport.
4. Say “NO” in a courteous way.
5. Restate policy or procedures in a friendly tone.
6. Give the benefit to the customer first.
7. Suggest alternatives. Be a problem-solver for
the customer.

Remember
ACKNOWLEDGE
• Nodding
• Non-verbal: body and voice
• Sub-verbal
LISTEN
• Paraphrasing
clarifications
• Summarizing

________________________________
________________________________
________________________________
________________________________

The Dirty Dozen
SHERMAN TANKS
They are those who bully their
way around others to get what
they want, regardless of who
gets hit or trampled upon along
the way. They are the hardy
and battle-scarred bunch who
are used to getting their way by
intimidating others.

The Dirty Dozen
SNIPERS
They pick on you or on others
behind your back. Snipers like
to complain but can’t seem to
do it up front from the person
concerned. They prefer to do
their complaining behind your
back through and to other
people.

The Dirty Dozen
EXPLODERS
They are short-tempered
characters who blow up at the
slightest provocation. Little
inconveniences become major
problems eliciting the loudest
voice and an assortment of
expletives.

COMPLAINERS
They always have something to
fret about and will be noisy to
anybody about it. Nothing and
no one will ever be good
enough because “the grass is
always greener on the other
side.”
The Dirty Dozen

The Dirty Dozen
CLAMS
They are the quiet type who never
say anything up front. They keep
their problems, worries, and
complaints all to themselves. So
while every-thing will seem fine as
no complaints are heard, their
irritation is sometimes manifested
in other non-verbal ways. And this
may even be more disruptive than
if they just say what could have
been said.

The Dirty Dozen
SUPER-AGREEABLES
They are a pack of happy
people who seem to always
agree with you on just about
anything. But they can’t seem
to make up their minds because
they will also agree with just
about anybody even if
conflicting views abound.

The Dirty Dozen
NEGATIVISTS
They always see rain on
anybody’s parade. For them
things will always turn out for
the worse, never better. Instead
of looking at a glass half-filled
with liquid as a half-full glass, it
will always be a half-empty
glass.

The Dirty Dozen
BULLDOZERS
They are like Sherman Tanks,
only they are more vociferous
and noisy. They will primarily
get their way by bullying people
through verbal assault.

The Dirty Dozen
BALLOONS
They are the airy type, high-flying,
but insubstantial. They often talk a
lot of things, but you will easily
have to swim into their ideas to get
what they are saying.

The Dirty Dozen
PROCRASTINATORS
They belong to the “there is
always tomorrow” club. They
never get things done on time
because they are always sure
they will always have time to do
things later in the day.

The Dirty Dozen
SELECTIVE LISTENERS
They always seem to listen intently
to what you are saying. But when
they open their mouth it will be
revealed that they only heard what
they wanted to hear. Or that they
will only retain what they want.
They are oftentimes subjective and
may sometimes take you out of
context.

The Dirty Dozen
TRIVIAL PURSUITERS
They are always one step
behind a magnifying lens
looking for the slightest mistake.
They are never at rest at
looking for something to
complain about. And they seem
to enjoy what they are doing.

THE CHALLENGE OF SERVICE
Cycle of Service
Action Planning
My Daily Prayer for Excellence in Customer Service

Cycle of Service
How is a service different from a
product ?
Qualities of excellent service
Drawing up a cycle of service

Rational Objectives (ROs) Experiential Objectives (Eos)
At the end of the session,
participants shall have been
able to:
• Differentiate a service from a
product;
• Identify qualities of excellent
service;
• Learn how to draw up a cycle
of service;
• Analyze cycles of service and
key Moments of Truth in their
department/office; and
• List customer expectations in
each Moment of Truth.
At the end of the session,
participants shall have been
able to:
• Discover that service is
different from a product;
• Appreciate the significance of
excellent service;
• Get excited in analyzing the
cycles of service and key
Moments of Truth of their
office/department; and
• Show eagerness in describing
customer expectations of their
office/department.

How is a Service Different from a
Product?
 Requires human contactRequires human contact – Service is more personal; there is
human interaction involved.
 Expectations Shape SatisfactionExpectations Shape Satisfaction – What one expects is the
basis of one’s level of satisfaction. If a person expects to be
treated warmly and nicely, then it is how she/he is treated that
will satisfy that person.
 More staff = Less satisfactionMore staff = Less satisfaction – Service does not mean that if
there are more people or employees, then the customers are
satisfied. The opposite may even be true.
 Customer Owns Nothing TangibleCustomer Owns Nothing Tangible – The service that
customer experiences is behavioral and qualitative, unlike a
piece of paper produced in factory which can be seen and
touched.
 Perception = RealityPerception = Reality – Service quality is largely determined by
customer perception. Perceptions are highly subjective. They
may not be logical, accurate or fair, but they’re real and they
are powerful (Discend, 1991).
 Quality = Process + Staff AttitudeQuality = Process + Staff Attitude – There is more to quality
service than just processes and procedures. Staff attitude also
counts.

The cycle of service is a way of looking
at a customer’s total service experience,
step-by-step. The cycle begins at the
customer’s very first point of contact with
the organization. It ends when the
customer considers the service complete.
Drawing up a Cycle of Service

Cycle of Service
(Eating in a Restaurant)
Ask for
Menu
Place
Order
Go to CR
Wait for
food
Watch setting
of table
Watch while
food is serve
Eat food
Ask for bill
Pay bill
Wait for
change
Leave table
Get out of the
restaurant
Enter the
Restaurant
Look for
table
Excellent service is profitable. If your
customer is satisfied with the
service, he/she comes back for a
repeat transaction; if he/she is not
satisfied, he/she does not come
back. The cycle is broken, you lose a
customer, and you lose business.

Rational Objectives
(ROs)
Experiential Objectives
(EOs)
At the end of the module, the
participants shall have been able
to:
1.Know the things they need to
watch out for in providing excellent
service to customers; and
2. Identify actions to be taken in
facilitating the development of a
customer-oriented service culture
in their respective
departments/offices.
At the end of the module, the
participants shall have been able
to:
1.Get excited in applying all the
things they have learned in the
training; and
2.Commit themselves to the
development of a customer-
oriented service culture.

My Daily Prayer for Excellence
in Customer Service
Lord, help me make this day a good one by giving me the wisdom to treat
myself and others with care and respect;
Help me to understand our customers’ point of view, and allow me to work
with them so that I can help in solving their problems;
Remind me never to say “that’s not my job, I just work here” or any other
phrase that indicates lack of concern for our customers;
Allow me to remember to use my skills in diffusing anger and in managing
myself in a mature, professional way in the face of pressure and stress;
Help me to view our customers as “shareholders” who have invested their
tax pesos into my job so that I may provide them with a “return on
investment” by treating them with respect; and
Lord, give me the wisdom to protect myself against abusive behavior;
enlighten the mind of my boss, so that he will support me with praise,
coaching and recognition of my skills. Amen.

BCSS Manual

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