This is aimed at helping you understand that the customer needs to be listened to

1. SEAN SNYMAN
Management & Training
Consultants
The One Minute
Customer
A quick service Customer Perspective
Sean Snyman
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2. Know Your Customer
The
Customer
is KING?
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3. Know Your Customer
The
customer is
always
right!
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4. The Customer
• A Customers expectations
when dealing with you can be
summed up in five categories:
• A fair Price.
• A quality product.
• Efficient and courteous
service.
• Appreciation for his business.
• Respect.
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5. The Customer
• Research shows us Customers do not
return to businesses for the following
reason:
• 1% Die
• 3% Move away
• 5% Make other contacts
• 9% Say prices are too high
• 14% Say merchandise or service was
inferior
• 68% Say they moved to another
service provider due to the…
attitude of the personnel!!
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6. The Customer
• A customer who
experiences a problem
with your service will,
on average tell 9 or 10
people about it!
• 13% of people will
relate the incident to
more than 20 people!
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7. The Customer
• People who have
their complaints
handled in a
professional manner
tell on average 5
people about their
experience!
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8. The Customer
• ONE ANSWER?
• When dealing with a
customer we should try to
treat them like one of our
close family members!
• Because that’s exactly
who they are.
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9. The Customer
• There is estimated to be over 2
Million species of life on our
planet of which we are only one.
• We, Homo Sapiens have only
existed on this planet for 100, 000
years.
• How far back do you think
you would have to go to find
your customer on your family
tree!!
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10. The Customer
• When dealing with a family
member you rarely say things
like:
• We can’t do that!
• It’s not our policy, sorry!!
• I am not responsible for this situation.
• There’s nothing I can do.
• Hold on, sorry but that’s not my
department!!
• What idiot told you that!
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11. The Customer
• Put yourself in
their shoes:
would you like
to deal with
you?
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12. The Customer
• Who is this person you are
trying to deal with…Do you
know?
• How do they make
decisions?
• What does ‘good service’
mean to them?
• Male, female, both or
neither?
• Facts or perceptions?
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13. The Customer
• What are their values?
• What are their attitudes?
• How will this effect your
ability to satisfy them?
• Is it possible to recognise
their prime personality type?
• What type of communication
approach will be successful ?
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14. Human Behavioural Theory
• VALUES
MOTIVATION
ATTITUDES
INDIVIDUAL
PERCEPTION BEHAVIOUR
PERSONALITY
LEARNING
ABILITY
Key Variables Affecting Individual Behaviour
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15. The Customer
 Values represent basic
convictions that specific
modes of conduct or end
of state behaviours are
preferable to others.
 They are based on moral
foundations of what is right
and wrong.
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16. The Customer
 Importance of Values
 Values are Important as they lay
the foundation for the
understanding of: attitudes,
perceptions, personality and
motivation. People enter into
situations with preconceived
notions of what “ought” and what
“ought not” to be.
 Values cloud objectivity and
rationality.
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17. The Customer
 Characteristics of Values
 A persons values are relatively stable and
enduring. The values you hold today are likely
to be very similar to those you held last year
and those you will hold to in the future.
 This has a great deal to do with the way in
which we are originally schooled.
 You cant be little bit honest or a
little bit responsible!....
Just like you cant be a little
bit pregnant!!
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18. The Customer
• The learning process
MODIFICATION
ENVIRONMENT CONSEQUENCES BEHAVIOUR
CODING
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19. The Customer
• Consequences: Favourable or
unfavourable
outcomes.
• Modification: The changes in behaviour
that safeguards against a
similar experience
recurring.
• Coding: The changes in behaviour
to secure similar
experience
• It’s up to you to manage the
communication process & the learning
outcomes!
• So don’t ask the dumb question!!!
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20. The Customer
• Dominant values in today’s population
• 1940s-1950s 40 to 70 Hard work, conservative,
Protestant work ethic Loyalty to their Organisation &
family
LEVEL 2&4
• 1960s-1970s 30 to 40 Quality of life
Existentialism Nonconformist Seeks
autonomy, loyalty to self, family
LEVEL 6&7
• 1980s-1990s 20 to 30 Success, achievement,
Pragmatism ambition hard work,
Loyalty to friends, family &
career.
LEVEL 5
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21. Values
• 40 to 70 years old
• Level 2: Tribalistic
These individuals are characterised by
high independence. They are strongly
influenced by tradition and the power
exerted by authority figures.
• Level 4: Conforming
These individuals have a low tolerance
for ambiguity, have difficulty in
accepting values that differ from their
own, and desire that others accept
their values
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22. Values
• 30 to 40 years old
• Level 6: Sociocentric
These individuals consider it more
important to be liked and get along
with others than to get ahead. They
are repulsed by materialism,
manipulation, and conformity.
• Level 7: Existential.
These individuals have a high
tolerance for ambiguity and people
with different values. They are
outspoken against inflexible systems,
restrictive policies, status symbols,
and arbitrary use of authority.
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23. Values
• 20 to 30 years old
• Level 5: Machiavellian
These individuals strive to
achieve their goals by
manipulating things and
people. They are
materialistic and actively
seek higher status and
recognition.
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24. Recommendations
• ONLY LET PEOPLE
BETWEEN THE
AGES OF 30 TO 40
IN YOUR SHOP!!
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25. The Service Provider
• Attitude is a two way street!
• Favourable or unfavourable evaluation
statements regarding people, situations,
objects or events are all manifestations of
attitude.
• Managers should focused attention on
their staffs attitude in 3 important areas:
• job satisfaction
• job involvement
• Organisational commitment
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26. The managers
 Job Satisfaction
 Refers to an individuals general
attitude towards their job. One of
the relevant findings pertaining to
attitude is the fact that individuals
seek consistency.
 This means there is a direct
relationship between positive
attitude and consistent
methodologies in the work place.
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27. The managers
 Job Involvement
 Are they Involved or just doing a job?
The attitude towards job involvement is
related to the identification of the
organisational goals and objectives and
the individuals role to achieve these
objectives.
 This entails a comprehensive induction
programme and continuous one on one
communication with management…
 TALK TO YOUR PEOPLE EVERY DAY!!!
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28. The Retailer
 Organisational Commitment
 The attitude towards organisational
commitment is determined by security,
tenure and a sense of belonging.
Deterministic involvement in future
direction and career planning is essential
to foster positive attitudes and
behaviours.
 Quarterly Performance appraisals
and Behavioural mentoring are
essential in this regard.
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29. The managers
2
 E=MC
Enthusiasm =
Clearly Defined
Mission X Cash X
Congratulations
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30. Human Behavioural Theory
• VALUES
MOTIVATION
ATTITUDES
INDIVIDUAL
PERCEPTION BEHAVIOUR
PERSONALITY
LEARNING
ABILITY
Key Variables Affecting Individual Behaviour
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31. Personality
 Sixteen Primary Traits
 Reserved Outgoing
 Less Intelligent More Intelligent
 Affected by Feelings Emotionally Stable
 Submissive Dominant
 Serious Happy go Lucky
 Expedient Conscientious
 Timid Venturesome
 Tough Minded Sensitive
 Trusting Suspicious
 Practical Imaginative
 Forthright Shrewd
 Self-assured Apprehensive
 Conservative Experimental
 Group-dependent Self-sufficient
 Uncontrolled Controlled
 Relaxed Tense
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32. Personality
Sixteen Primary Traits
Reserved Outgoing
Less Intelligent More Intelligent
Affected by Feelings Emotionally Stable
Submissive Dominant
Serious Happy go Lucky
Expedient Conscientious
Timid Venturesome
Tough Minded Sensitive
Trusting Suspicious
Practical Imaginative
Forthright Shrewd
Self-assured Apprehensive
Conservative Experimental
Group-dependent Self-sufficient
Uncontrolled Controlled
Relaxed Tense
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33. The Customer
• Personality
• There are four personality
traits recognised as having a
direct relevance to predictive
behaviour.
• Locus of control
• Authoritarianism
• Machiavellianism
• Risk propensity
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34. The Customer
• Locus of control:
• Internal Locus of Control
• This personality trait believes they
control their own destiny. They they
are RESPONSIBLE for their actions
and are ACCOUNTABLE for the
resultant outcomes. They think they
know what they want!!
• They think they’re leaders!!
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35. The Customer
• Locus of control:
• Internal Locus of Control
• Generally not too friendly, confident and
very business like. Time is money!!
• They always appear to be in a rush!
• They buy the same thing every time!
• If you recommend something new they
will bite your head off!!
• They leave you feeling a little inadequate
and……
• Oh! Excuse me!, Sorry for living!!!
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36. The Customer
• External Locus of control:.
• External personalities are less
satisfied with everything due to
the fact that its not their fault!
• They believe the responsibility for
everything rests with others!
• They see their lives as being
controlled by outsiders. They are
not in control of their own destiny.
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37. The Customer
• External Locus of control:.
• Faffers, indecisive,
• HYPOCHONDRIACTS.
• They get lost a lot! & they are either
early, late or never.
• They are chatty but quick to moan!!
• They always have a THEY in
their life!!!
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38. The Customer
• Authoritarianism:
• The people that exhibit this
personality trait are generally
very judgmental of others,
believe in rigid management
and power status and can be
seen as exploitative of
others. They like telling
others what to do!!
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39. The Customer
• Authoritarianism:
• They are simply far more intelligent than you!!
• These are the people with a smell
under their nose!
• They think you need their expert advise on how
to make your Pizzas and clean your floors!
• They generally treat you as if you have just
crawled out of a hole in the ground!!
• Ask them lots of questions!!!
• Give them lots of options!!!
• They like to be treated differently!!
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40. The Customer
• Machiavellianism:
• (Mach). The great manipulator.
Pragmatic, unemotional and
ruthless in their approach to gaining
power and wealth. They will use any
tactic that gets results.
• Very good negotiators, sales
people and brokers………
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41. The Customer
• Machiavellianism:
• These are the guy’s who insist on
negotiating the price of a Coke &
want extra toppings for free !
• They also ask you how much the
franchise cost and do you want
to sell it!
• Trendy, lots of BLING and
loud……….. very loud!!!
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42. The Customer
• Risk propensity:
The willingness to take risks.
• High risk: They make rapid
decisions and need less
information to do it. They rely on
gut feel and experience to judge
the outcome of any situation.
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43. The Customer
• High risk:
• These are the people who buy something different every
time you serve them!.......... WHATS NEW!!
• They will come into the restaurant to buy a Pizza and
leave having bought YOUR CAR!
• They are the compulsive buyers and have no idea what
they want, they always ask you for what you don’t
have!
• Tell them they are the 1st person in the
country to try your new Pizza
• They’ll buy it every time!!!
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44. The Customer
• Low risk:
They don’t make rapid
decisions, in fact they will try
their hardest not to make
decisions.
• They will enlist your opinion on
the various merits of single or
double dish pizza.
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45. The Customer
• Low risk:
• BEWARE!!! You just may become their
personal food consultant on just
about everything they buy from your
shop!
• When they buy something you recommend that
they don’t like they will complain like hell and
feel very hurt and disappointed in you!!
• HOW COULD YOU DO THAT TO THEM, THEY
TRUSTED YOU TO KNOW WHAT THEY
WANTED!!!
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46. The Customer
 Shaping or Modelling?
 The key to the learning process
is based on two theories.
 One is Shaping the other is
modelling. When learning takes
place in gradual steps it is
Shaped.
 However much of what we learn
in life is derived from observing
others and modelling our
behaviour after them!
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47. The Customer
 Shortcuts to judging others
 Individuals cannot assimilate all they
observe, so they engage in selectivity.
They take in bits and pieces.
 These ‘Bits & Pieces’ are not chosen
randomly; rather, they are selectively
chosen depending on the interests,
background, experience and attitudes of
the customer.
 This can lead to an inaccurate
conclusions. So you must
check!!
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48. The Customer
 Assumed Similarity
 It is easy to judge others if we
assume they are similar to us.
The “like me” effect, results in
an individual’s perception of
others being influenced more by
what the observer is like than by
what the person being observed
is like
 You can be wrong 50% of the
time. So you must check!!!
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49. The Customer
 Stereotyping
 If we measure individuals by
our perceptions of the group
they belong to we are using a
shortcut called Stereotyping.
This helps in making
judgements but many
stereotypes have no
foundation Stereotyping
distorts judgement. So
you must check!!! 49

50. The Customer
 Implications for Managers
 Values:
Why should a manager seek to know an
individuals values?
 Because an individuals values will give
clear insights into their attitudes.
 One model we have just reviewed predicts
the relationship between age and attitude.
 A Customers satisfaction is likely to be
higher if their values are catered for in any
dealings with you or your staff!
 If they feel they belong they
will feel COMFORTABLE!!
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51. The Customer
 Implications for Managers
 Attitude :
Managers should be interested in their
employees attitudes because attitudes
influences their behaviour and this
has a direct effect on customer
satisfaction. Research proves satisfied
employees’ for instance, are liked by
more customers, have lower rates of
turnover and absenteeism.
 Managers must strive to generate
positive job attitudes in their staff if
they want satisfied customers!!
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52. The Customer
 Implications for managers
 Personality:
The major value in recognising customer
personality differences probably lies in
interaction! You are more likely to have higher-
satisfied customers if your staff modify their
behaviour to suit the customers style. matching
personality types with communication
styles!!
 In addition you are likely to find those customers
with external locus of control less satisfied with
your service delivery due to their need for
attention and recognition. GO FIGURE!
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53. The Customer
 Implications for managers
 Learning: Are you going to actively
manage learning or not! If you want
behaviour A and reward for behaviour B
don’t be surprised if employees engage
in learning behaviour B!!!
 Employees will look to
you as a model…. be
one! They will model
themselves on you!
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54. The Customer
 Implications for managers
 Customer satisfaction starts
with you!!
 Customers are difficult
but ask them the
questions and they will
generally give you the
answers!!!
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55. Sean Snyman
Advanced Workshops in:
• Effective Management Skills
• Change Management
• Advanced Selling Skills
• Negotiation Skills
• Team Building – Psychometric and Adventure
based
• Sales and Account Management (CRM)
• Presentation Skills
• Telesales, Telephone and Call Center Skills
• Customer Care
• Call 0711922811. E-mail sean@seansnyman.co.za
• www.seansnyman.co.za
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