This document provides an overview of quality customer service. It discusses the importance of quality service and what quality means from a customer's perspective. It also outlines the key characteristics of services, including being intangible, inseparable, variable, and perishable. The document then discusses how to meet customer needs and expectations through the basic needs of being understood, feeling welcome, feeling important, and needing comfort. It also introduces the concepts of total quality management and continuous improvement in customer service.
A growing number of customer interactions are taking place online.Younger people in particular prefer to do too much of their business online rather than in person. But online interactions have limitations. To provide excellent customer service online, you need to understand what works and what doesn’t work, and how to make the most of the tools that are available to you.
Customer Service - Going beyond satisfaction. It is no longer enough to have merely satisfied customers. One has to look beyond satisfaction in order to retain customers in today's world.
Service Marketing/ Growth/ characteristics/classification/service marketing m...viveksangwan007
Punjab Technical University- Scheme and Syllabus of Masters of Business Administration (MBA) Batch 2012 onwards, course code MBA 906 -Service Marketiing
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
Benefits of 3D and AR,
Tools to create, manage and publish 3D and AR in Digital Commerce.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
A growing number of customer interactions are taking place online.Younger people in particular prefer to do too much of their business online rather than in person. But online interactions have limitations. To provide excellent customer service online, you need to understand what works and what doesn’t work, and how to make the most of the tools that are available to you.
Customer Service - Going beyond satisfaction. It is no longer enough to have merely satisfied customers. One has to look beyond satisfaction in order to retain customers in today's world.
Service Marketing/ Growth/ characteristics/classification/service marketing m...viveksangwan007
Punjab Technical University- Scheme and Syllabus of Masters of Business Administration (MBA) Batch 2012 onwards, course code MBA 906 -Service Marketiing
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
Benefits of 3D and AR,
Tools to create, manage and publish 3D and AR in Digital Commerce.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Search Engine Marketing - Competitor and Keyword researchETMARK ACADEMY
Over 2 Trillion searches are made per day in Google search, which means there are more than 2 Trillion visits happening across the websites of the world wide web.
People search various questions, phrases or words. But some words and phrases are searched
more often than others.
For example, the words, ‘running shoes’ are searched more often than ‘best road running
shoes for men’
These words or phrases which people use to search on Google are called Keywords.
Some keywords are searched more often than others. Number of times a keyword is searched
for in a month is called keyword volume.
Some keywords have more relevant results than others. For the phrase “running shoes” we
get more than 80M relevant results, whereas for “best road running shoes for men” we get
only 8.
The former keyword ‘running shoes’ has way more competition from popular websites to
new and small blogs, whereas the latter keyword doesn’t have that much competition. This
search competition for a keyword is called search difficulty of a keyword or keyword
difficulty.
In other words, if the keyword difficulty is ‘low’ or ‘easy’, there won’t be any competition
and if you target such keywords on your site, you can easily rank on the front page of Google.
Some keywords are searched for, just to know or to learn some information about something,
that’s their search intention. For example, “What shoe size should I choose?” or “How to pick
the right shoe size?”
These keywords which are searched just to know about stuff are called informational
keywords. Typically people who are searching this type of keywords are top of a Conversion
funnel.
Conversion funnel is the journey that search visitors go through on their way to an email
subscription or a premium subscription to the services you offer or a purchase of products
you sell or recommend using your referral link.
For some buyers, research is the most important part when they have to buy a product.
Depending on that, their journey either widens or narrows down. These types of buyers are
Researchers and they spend more time with informational keywords.
Conversion is the action you want from your search visitors. Number of conversions that you
get for every 100 search visitors is called Conversion rate.
People who are at different stages of a conversion funnel use different types of keywords.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
Financial curveballs sent many American families reeling in 2023. Household budgets were squeezed by rising interest rates, surging prices on everyday goods, and a stagnating housing market. Consumers were feeling strapped. That sentiment, however, appears to be waning. The question is, to what extent?
To take the pulse of consumers’ feelings about their financial well-being ahead of a highly anticipated election, ThinkNow conducted a nationally representative quantitative survey. The survey highlights consumers’ hopes and anxieties as we move into 2024. Let's unpack the key findings to gain insights about where we stand.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CROVWO
In today’s era of AI, personalization is more than just a trend—it’s a fundamental strategy that unlocks numerous opportunities.
When done effectively, personalization builds trust, loyalty, and satisfaction among your users—key factors for business success. However, relying solely on AI capabilities isn’t enough. You need to anchor your approach in solid principles, understand your users’ context, and master the art of persuasion.
Join us as Sarjak Patel and Naitry Saggu from 3rd Eye Consulting unveil a transformative framework. This approach seamlessly integrates your unique context, consumer insights, and conversion goals, paving the way for unparalleled success in personalization.
Unleash the power of UK SEO with Brand Highlighters! Our guide delves into the unique search landscape of Britain, equipping you with targeted strategies to dominate UK search engine results. Discover local SEO tactics, keyword magic for UK audiences, and mobile optimization secrets. Get your website seen by the right people and propel your brand to the top of UK searches.
To learn more: https://brandhighlighters.co.uk/blog/top-seo-agencies-uk/
Top 3 Ways to Align Sales and Marketing Teams for Rapid GrowthDemandbase
In this session, Demandbase’s Stephanie Quinn, Sr. Director of Integrated and Digital Marketing, Devin Rosenberg, Director of Sales, and Kevin Rooney, Senior Director of Sales Development will share how sales and marketing shapes their day-to-day and what key areas are needed for true alignment.
5 big bets to drive growth in 2024 without one additional marketing dollar AND how to adapt to the biggest shifting eCommerce trend- AI.
1) Romance Your Customers - Retention
2) ‘Alternative’ Lead Gen - Advocacy
3) The Beautiful Basics - Conversion Rate Optimization
4) Land that Bottom Line - Profitability
5) Roll the Dice - New Business Models
How to Run Landing Page Tests On and Off Paid Social PlatformsVWO
Join us for an exclusive webinar featuring Mariate, Alexandra and Nima where we will unveil a comprehensive blueprint for crafting a successful paid media strategy focused on landing page testing.With escalating costs in paid advertising, understanding how to maximize each visitor’s experience is crucial for retention and conversion.
This session will dive into the methodologies for executing and analyzing landing page tests within paid social channels, offering a blend of theoretical knowledge and practical insights.
The Pearmill team will guide you through the nuances of setting up and managing landing page experiments on paid social platforms. You will learn about the critical rules to follow, the structure of effective tests, optimal conversion duration and budget allocation.
The session will also cover data analysis techniques and criteria for graduating landing pages.
In the second part of the webinar, Pearmill will explore the use of A/B testing platforms. Discover common pitfalls to avoid in A/B testing and gain insights into analyzing A/B tests results effectively.
2. Outcomes
This topic provides knowledge required for assessment of the
following:
Develop and maintain product, service and market
knowledge
Provide quality service to customers
Deal with complaints and difficult situations
Manage and use information about clients and customers
Identify and resolve conflict
Evaluate service situations for ongoing improvement
4. Quality Customer Service Overview
Many complaints about the poor levels of customer
service
Quality is increasingly important: for our customers,
for success of our business as it determines whether
the customers are coming back to us or not =>
differentiation from competition
Quality rules
Quality is not price sensitive
When we want to buy some service, we rely more on
personal recommendations (word-of mouth) rather
than on impersonal advertising
5. Question for students to think
about…
Who measures the quality of
the service?
Manager, or the customer?
6. Answer…
Quality is measured by our customers
‘If you don’t look after your
guests,
someone else will ‘
7. What Is Quality?
A high grade of excellence
What the customer wants; what the customer expects;
what the customer is prepared to pay for
Continually satisfying or exceeding ‘reasonable’
customer expectations
Quality needs to be applied to each stage of the supply
process from the initial call to follow-up of invoicing
and payments (not enthusiastic response over the
phone, inferior quality of wines to those in the
brochure, reminder to pay for the bill, actually paid
already)
8. What Is Service?
The interaction b/w 2 human beings: service
provider and service receiver (customer)
The assistance 1 party provides to another
that is expected as a part of contractual
relationship
Consumer experience = key driver of value
and profit in service organization (more
than physical product)
9. Service is Complex
It involves unique social acts
Perceptions differ (on both sides)
Expectations differ
When the production side of service is outstanding it
is invisible, a flawless system
When the human side of service is outstanding it is
visible
Quality control in service is much more difficult than
it is on a production line
10. Characteristics of Service
Characteristics of service:
Intangible (can’t touch it)
Inseparable (can’t separate it from the
provider)
Variable (every interaction unique)
Perishable (can’t keep it and sell it later)
11. Characteristics of Service
Intangible – cannot be touched (but every service has
not only intangible aspect - service, but also tangible
aspect – food => very few ‘pure’)
Customers are often more influenced by intangible
elements than tangible => tangible are easy to be
replicated by competitors
Inseparable – creation and consumption of the service
cannot be separated
The service cannot be separated from its provider
Perishable - cannot be kept and sold later, cannot be
stored for later use, must be used at the same time as
they are provided
12. Characteristics of Service
Heterogeneity (variability) – every service is different/unique
=> inconsistency of services due to:
Quality of service varies from one service provider to another
Quality of service varies from one member of staff to another
Quality of service varies for the same person on different
occasions (different days, different situation, different mood) =>
person’s performance fluctuates
People to people service => ‘high-touch’ service system
However, ‘High-tech’ service system – with ATMs’, vending
machines’ performance will not vary that much, but we don’t
want to talk to machines (robots), we prefer people => that’s
why we are tolerant to some service performance variables,
but unlike machines, people can exceed their customer’s
expectations
13. Human Side of Service
Examples:
Keeping customers informed
Instilling confidence
Giving customers individual attention
Providing accurate and complete information
Being attentive and thoughtful
14. One Size Fits All?
Discuss or debate:
‘Service is the same,
whether a Chinese take-away
or a fine dining hotel restaurant’
15. Variables Influencing Service
Customer’s profile (age, country of origin)
Emotional state of customer (tired, hungry)
Duration of service encounter (short or lengthy)
Decision process (how complex the decision)
Competing demands (others waiting)
Significance of decision (booking one night or a
wedding reception)
Social and cultural features (eco or adventure)
Importance to business survival (corporate customer)
16.
17. Providing Service
1. Identify customer needs
2. Meet time frames
3. Enhance the quality of service
4. Recognize dissatisfaction
5. Manage complaints sensitively
6. Refer difficult problems to senior staff
7. Document issues and action
18. Questions
Closed (was your meal okay?)
Open (what type of shopping do you want to do?)
Active listening (paraphrase to check
understanding – e.g. you would prefer something
scenic but not a group tour?)
19. What Is a Quality Service?
Customer’s perceptions of the service experience
consistently meet their expectations => quality
Should even exceed customer expectations (stand out
against competitors) => give them more than they
expect => quality is higher
It is defined by customer (from their perspective)
It matters little if the provider feels the service
delivered is excellent, if the customer does not see it
this way
Experience for the customer leaving good impression
20. What Quality Is NOT?
When expectations exceed what is delivered => no
quality, or very low quality
Customer dissatisfaction due to mediocre service
Defects or errors
Delays, late or wrong deliveries
Re-doing jobs => Wasted time
Inconsistency
Unreturned phone messages
Broken or unfulfilled business promises
21. What Quality Is NOT?
Lack of trust, poor motivation to perform, poor
attitudes to staff, customers
Problems at work
Lack of customer service => complaints
Waiting for 10 minutes
No towel in bathroom
Waiting for 10 minutes
Coffee is cold
I booked a double room, not a twin bedded room
My chicken is undercooked
This steak is overcooked
Nobody ever answers your phone
23. Good Quality Service
What I expect
Attitude
Timely service
Easy to use (in the past business were concentrated on
them whether it was easy for them to use, not how
customers are going to use it)
24. What Is Value?
Every service seeks to achieve value for the customer
E.g. high quality meal with an excellent service
‘experience’ for the money paid => great value
25. Customer / Supplier Relationship
Supplier Aspect
Old way:
Customers have to accept what we offer them
Take it or leave it
New approach
A very competitive environment
Customer friendly => make it easy for our customers to do
business with us
Needs and expectations of customers need to be considered
Communication with customers (directly or marketing research)
The most important stage of any quality system is to
measure the quality, i.e. seek customer quality service!
26. Customer / Supplier Relationship
Customer Aspect
Expectations:
Needs – the essential requirement that must be satisfied
Preferences – non-essential requirement - bonus
Quality perceptions
Opinions formed by customers regarding the supplier’s
ability to meet their needs and preferences
27. Customer’s Needs & Expectations
Understanding customers’ needs and expectations
We don’t want just cheap and convenient products and
services
We want sincere smile, genuine show of concern or
interest, listening, we want to be recognized as
individuals = personalized service – designed just for
us not for masses, we want to be different, interacting
= attention at our need of time
We want experience = key driver of value and profit in
service organization (more than physical product)
28. Customer’s Needs & Expectations
Identifying customers’ needs
What do they want?
What do they need?
What do they think?
What do they feel?
Are they satisfied?
Will they return?
29. Customer’s Needs & Expectations
Anticipating customers’ needs => constantly ask these
questions
Have we considered their needs?
What will they need next?
How can we improve our service?
Situation => anticipated need
Customer waiting longer than usual => an extra warm
smile, comment of appreciation for waiting is anticipated
30. Four Basic Needs
Four Basic Needs
The need to be understood
The need to feel welcome
The need to feel important
The need for comfort
31. Four Basic Needs
The need to be understood
Feeling they are communicating effectively
Language and emotions can cloud the accurate
understanding of the message
The need to feel welcome
Pleased to see the customer
Value the business with the customer
Not an outsider => not return
32. Four Basic Needs
The need to feel important
Ego and self-esteem
Make your guest feel special
The need for comfort
Physical – place to wait, rest, talk, to do business
Psychological – confidence they will take care of you
appropriately
33. Levels of Service
Customer Expectations
Levels of Service:
Basic service
Expected service
Desired service
Unanticipated service
34. Levels of Service
Customer Expectations
Basic service
Why the company exists – reason (hotel – room, bed, breakfast,
bathrooms, restaurant – food and beverages)
Expected service
What customer expects as appropriate and right (prompt service
and pleasant manners)
Desired service
Value added service
Superior level of service
Unanticipated service
Anything that can be added to desired service in the future
Customers get used to superior levels of service => they may
expect something more, or different
35. Customer Service on Offer
Café
Limited menu
Accept only cash
Order and pre-pay at the counter
Receives a number, sits down and then collect the
order from the counter
36. Customer Service on Offer
Restaurant 1
Extensive menu
Accepts some credit cards
Order and pre-pay at the counter
Take the drink
Chooses a seat
Food is delivered to his table
37. Customer Service on Offer
Restaurant 2
Wide choice menu and wine list at the table
Accepts all credit cards
Customer pays on departure
Customer is requested to wait to be seated by staff
Drink and food orders are taken at and delivered to the
table, incl. water and bread
38. Infrastructure Development
Chipped paintwork ad threadbare carpets
Inadequate ventilation
Poor lighting
Uncomfortable chairs
Inadequate toaster facilities
Inadequate hot water supply
39. Old Style of Management
‘Pleasing the Boss’
Authoritarian style
Information flows down from the boss at the top
to the staff at the bottom on a ‘need to know’ basis
No input from staff
Staff just operate machines, serve customers and
follow instructions from management to meet the
management needs and standards
Staff performance is measured in terms of
‘pleasing the boss’, at the expense of customers
40. New Management Style &
Service Concept
Customer focused (oriented)
Change from pleasing a boss to serving a customer
People at all levels actively work in teams with the aim
to improve the systems and processes that serve
customers = > staff are encouraged to participate in
decision-making process and provide support and
training for people
Flatter organizational structures – departments and
people are co-operating, supporting each other for the
benefit of the customer (and ultimately the staff, and
the organization)
42. Total Quality Management
Management approach to long-term success through
customer satisfaction
All members of organization participate in improving
processes, products, services and the culture in which
they work
43. Total Quality Management
The aim is to:
Resolve quality problems
Prevent problems from re-occurring
Prevent problems from occurring = aim for ‘zero
defects’
TQM is focused on prevention rather than detection
Is to perform a TQM process in the best way possible
People are a very important part of TQM process
44. Total Quality Management
The aim is to (cont):
Emphasis is on how things are done, not the end result
TQM focuses on being proactive and creative, ‘think
outside the box’, be a ‘creator’ and not a ‘competitor’
Do things better every time
Teamwork
Constant improvement
46. Basic Principles of TQM
1) The Approach - Quality begins at the top
TQM must be management led => lead by an example =>
cannot expect something from staff if the management
doesn’t take it seriously
2) The Scope - TQM must be organization-wide
Constant improvement of all areas of the business, not just
one
3) The Scale - Everyone is responsible for quality
Traditionally, quality assurance department was
responsible for quality
Now, everyone should be involved in process and focus on
quality => Quality is critical to the future security of
everyone’s job.
47. Basic Principles of TQM
4) The Philosophy - The focus is on prevention not
detection
Past => mass production => little time => low quality =>
errors/defects
Quality inspections can stop faulty products going to
customers
Quality inspections have little opportunity for stopping
errors occurring in the first place
Quality inspections don’t reduce the number of errors or
costs
Quality inspections encourage people to expect errors and
provide ‘safe net’ to detect defective goods
48. Basic Principles of TQM
5) The Means - Control the process
Set the standards, check and measure against these
standards, ensure that any shortfall is answered/acted
upon swiftly
49. Basic Principles of TQM
6) The Standard - Get it right first time, every time =>
zero defects
Telling people to produce quality is not efficient = like
spreading a message by whispering => no one hears you
You need to provide information, clear instructions,
training, tools, environment that make it possible =
practical to achieve the quality
Create environment where people take responsibility
for the quality of tasks they do
End traditional autocratic style of management
Manager delegates responsibility for quality to people doing
the work => requires skills and knowledge => training and
supervision
50. Basic Principles of TQM
7) The Measure - The cost of poor quality
‘Defects are not cost free. Someone makes them
and gets paid for making them’
It’s much cheaper to get it right first time
Measurement has two aspects:
Money that could have been saved had things been
produced right the first time
Money that could have been made from missed business
due to poor quality or missed opportunities (important
to recognize, but difficult to evaluate)
51. Basic Principles of TQM
Efficiency of the business (health) is measured in
financial terms
Categories of these costs:
Failure costs
Appraisal costs
Prevention costs
Other costs of poor quality
52. Basic Principles of TQM
Failure costs:
Internal failure costs: sorting, inspection, re-work, re-test,
scrap
External failure costs: complaints, faults, warranty charges,
refunds to customers
Intangible quality costs: loss of morale, production delays
Appraisal costs:
Involved in discovering state of the product or service
Inspection through observation
Customer and employee appraisal
Quality and reliability audits
53. Basic Principles of TQM
Prevention costs:
To keep failure and appraisal costs at a minimum
Include quality planning, quality training, supplier appraisal,
contracts procurement
Small increase in prevention and appraisal costs will reduce
failure costs by a greater amount, thus reducing the total costs
Other costs of poor quality:
Free meals, drinks
Loss of reputation
Loss of customers
Wasted time and effort by everyone involved
54. The Theme:
Continuous Improvements
What is good enough today, may not be as good
tomorrow
Products are important (food, drink,
accommodation, clean premises), but the most
important issue regarding quality in hospitality
industry is the interaction b/w customers and
hospitality staff.
55. Resistance to TQM
Reasons for a resistance to TQM
Waste of time
Waste of costs
Waste of energy
Interesting fact is that they resist TQM even when the
mediocre service is the top reason for customer
complaints
56. Repeat Business
Customer retention
The key to success is to ensure the repeat business
Why do so many people fail to return?
1% of lost customers die
3% move away
4% just naturally float
5% change on friends recommendations
9% can buy it cheaper somewhere else
10% are chronic complainers
68% go elsewhere because the people they have
been dealing with were indifferent to their needs
57. Ways of Customer Retention
Marketing strategies:
Frequent buyer programs
Thank you cards
Customer reward and recognition program
Customer special events
Newsletters / personal letters
Telephone recalls
58. Ways of Customer Retention
Recovery:
Not all customers are happy customers => complain
We should accept the fact that at some time, our customer
will be unhappy, dissatisfied, or upset with product or service
=> solve it asap to customer satisfaction
Sometimes we need to compensate them for bad service or a
bad product
Recovery means action to tell customer we will take care of
their problems
Restitution means something you give your customers to
compensate them for their inconvenience
We should welcome any situation that our customer
complains as they are taking time to help us to improve our
business (majority keep quiet)
59. Ways of Customer Retention
Managing complaints
Please have a look at the suggestions how to turn complaints
into sales
Suggestions how to turn complaints into sales:
1) Understand why the customer is complaining
2) Listen attentively
3) Handle 1 complaint at a time
4) Ask what were their needs at a time of purchase and how
they have not been met
5) Tell the customer you understand the complaint and you
are sorry and will do anything to resolve their complaint
immediately
60. Ways of Customer Retention
6) Once resolved => discuss new sales offers and their
benefits
7) Attempt to close the new sale
8) If you cannot solve to their satisfaction => offer
alternatives, e.g. talking to a supervisor (higher
authority), exchange the good, refund the money
9) More than 75% people who complain and have their
complaint resolved immediately, will make another
complaint
61. How to C.A.R.E. for Your Customers
You must show your customers you CARE for them
If you CARE, they will reward you with their loyalty
Credible: reputation, they must believe in your business,
products and services
Accessible: quickly, easily and customer friendly; they are
already distressed, don’t make them more by passing the
bug = them from an employee to an employee
Reliable: consistent in the performance to ensure
satisfaction (they know what to expect)
Excellent: your customers want excellence, so should you
Excellent customer service = excellent retention of customers
Excellent training programs for staff = excellent performers
who will ensure the retention of customers
62. How to C.A.R.E. for Your Customers
Training:
Untrained employees present a bad image for your
companies
Language difficulties, or no knowledge about the
business create a bad image for the business, too
Rapport and effective communication
Opportunity to represent your company positively
Training:
How to do the job
How to interact with customers
63. How to C.A.R.E. for Your Customers
Most important types of training for customer
retention:
Team building – cohesive, self-directed teams
Sales training basics
Communication skills, effective listening
Customer service through procedures, policies, systems
2-5% of annual payroll on training => 10% increase in net
profit
Superior quality of customer service and loyal customer
base => can charge up to 10% more than competitors =>
20% increase in net profit
64. Handling Complaints
1. Take responsibility
2. Focus on the person
3. Be courteous, use the person’s name
4. Suggest steps taken or alternatives
5. Take the problem to someone who can solve it
6. Implement the solution
7. Follow up and check
8. Record the situation
65. Benefits of Good Service
Benefits of good service:
Time saved
Fewer mistakes
Accurate expectations (there will be a half hour
wait)
Increased customer satisfaction
Increased employee morale
66. Selling
Selling:
Top down (start high)
Bottom up (start low, our lowest room rate…)
Suggestive selling (the green salad would go well
with that)
Cross selling (can I book the restaurant for you)
Benefit selling (if you take the inclusive rate you
can enjoy the other facilities)
Informational selling (an award winning Shiraz)
67. Legal Issues With Selling
Don’t promise what you can’t deliver
Trade practices and sale of goods acts cover this
area
Advertising must be accurate
69. Revenue Management
Efficiency and cost effectiveness is managed by
taking a scientific approach to maximizing
output
E.g. including menu items that are prepared
quickly to allow more customers to be served
during a lunch period
E.g. offering room discounts during quiet periods
of the year