Dr. Rosemarie Terez- Santos, profile picture
Uploaded byDr. Rosemarie Terez- Santos
PPT, PDF1,327 views

BCSS Manual

The document provides an overview of basic customer service skills training. It discusses the importance of developing a customer-oriented service culture and putting customers first. It outlines four types of service organizations - the factory, freezer, excellent customer service, and friendly zoo - and emphasizes developing a culture like the friendly zoo where people and customer service are prioritized. The document also discusses developing customer maps to better understand customer characteristics and anticipate their needs to provide memorable customer experiences. The goal is to help participants understand the difference between bureaucratic and customer-oriented service and identify who their own customers are.

Embed presentation

Downloaded 61 times
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.
A B C D E F G H I
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.
Types of Transactions 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.
Types of Transactions 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.
Customer Style Snapshot “The more we know about ourselves and each other, the better chances we have for mutually productive interaction.”
Customer Style Snapshot 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 You like it best when others treat you as -- A strong and ambitious person who can be counted on to be the leader and tell people what to do. You feel the best people are those who -- Know how to be the boss and get things done. It makes you feel bad when others treat you as -- A wishy-washy person who doesn’t know what he/she wants. It bothers you the most when other people either -- Betray their loyalty to you or when they won’t listen to you. Sometimes you feel things can be better if you could -- Let other people have their way more often and not try to run things all the time. You feel best about yourself 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. You feel the best people are those who -- Use their heads and are good at keeping their cool. Sometimes you feel things can be better if you could -- Be friendlier toward others and not be so suspicious of what they are trying to do. It makes you feel bad when others treat you as -- A person who is too emotional and can’t keep his/her cool. It bothers you the most when other people either -- 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 You feel best about yourself when you are -- You like it best when others treat you as -- You feel the best people are those who -- Sometimes you feel things can be better if you could -- It makes you feel bad when others treat you as -- It bothers you the most when other people either -- 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
Dealing with Complaints 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 Dealing with Complaints 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 Dealing with Complaints 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 • Good eye contact • Nodding • Non-verbals: body and voice • Sub-verbals • Focused attention LISTEN • Paraphrasing • Ask questions for clarifications • Reflecting on feelings • 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 • Good eye contact • Nodding • Non-verbal: body and voice • Sub-verbal • Focused attention LISTEN • Paraphrasing • Ask questions for clarifications • Reflecting on feelings • Summarizing Handling Difficult Customers
Handling Difficult Customers ________________________________ ________________________________ ________________________________ ________________________________
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 Dirty Dozens
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.
Action Planning
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.

More Related Content

PPTX
Positive thinking in workplace
byRAGHUNANDAN RAMACHANDRAN
 
PPTX
10 Must-Have Work Ethics in Daily Work Routine
byHatem Ramadan
 
PPT
Leadership & Motivation
byShree M.L.Kakadiya MCA mahila college, Amreli
 
PPTX
How to motivate your employees
byThe Pathway Group
 
PPTX
Top 10 education specialist interview questions and answers
byjobbking39
 
PPTX
Time Management Strategies - Presentation (Personality Development)
byHaseeb Alam
 
PPTX
How can you motivate your employees
byDebojite Bhowmick
 
PPTX
Attitude Training
byLiju Pillai
 
Positive thinking in workplace
byRAGHUNANDAN RAMACHANDRAN
 
10 Must-Have Work Ethics in Daily Work Routine
byHatem Ramadan
 
Leadership & Motivation
byShree M.L.Kakadiya MCA mahila college, Amreli
 
How to motivate your employees
byThe Pathway Group
 
Top 10 education specialist interview questions and answers
byjobbking39
 
Time Management Strategies - Presentation (Personality Development)
byHaseeb Alam
 
How can you motivate your employees
byDebojite Bhowmick
 
Attitude Training
byLiju Pillai
 

What's hot

PPTX
Interpersonal skills
byK. M. Hasan Ripon
 
PDF
Professionalism & Work Ethic
byMichigan Works! Muskegon-Oceana
 
PPTX
Managing interpersonal relationship in the workplace wumi
byXrysteah
 
PPTX
Building Great Work Relationships
byRoberto de Paula Lico Junior
 
PDF
Attitude In Work
byAmarjeet Singh
 
PPTX
Strategies to Improve your Performance at Work
byRoberto de Paula Lico Junior
 
PPT
Personal Effectiveness
byNarendar Kumar
 
PPTX
How to build good work relationships
byRoberto de Paula Lico Junior
 
PPTX
Work life balance
byAmbika Pandita
 
PPTX
Top 10 senior administrative officer interview questions and answers
byannababy1245
 
PPTX
Respect in the workplace presentation
byEmily Cameron - ISO Quality Services Ltd
 
PDF
Happiness at Work- the 5 Most Important Things
byEd Redard, MD
 
PPTX
Why Personality Development Skills for Employees
byStrengthsTheatre
 
PDF
How To Become An Effective Manager
byJose Bautista
 
PPT
Employee commitment
byveenaanbu
 
PPT
Role & goal clarity
byMOHAMMED IMRAN
 
PDF
Accountability at work
bySaloni Kaul
 
PDF
Teamwork
byRathin Biswas
 
PPTX
Employsure Workplace Presentation | Absenteeism
byEmploysure AU
 
PPTX
Absenteeism of employees my ppt
bySomesh Gurbani
 
Interpersonal skills
byK. M. Hasan Ripon
 
Professionalism & Work Ethic
byMichigan Works! Muskegon-Oceana
 
Managing interpersonal relationship in the workplace wumi
byXrysteah
 
Building Great Work Relationships
byRoberto de Paula Lico Junior
 
Attitude In Work
byAmarjeet Singh
 
Strategies to Improve your Performance at Work
byRoberto de Paula Lico Junior
 
Personal Effectiveness
byNarendar Kumar
 
How to build good work relationships
byRoberto de Paula Lico Junior
 
Work life balance
byAmbika Pandita
 
Top 10 senior administrative officer interview questions and answers
byannababy1245
 
Respect in the workplace presentation
byEmily Cameron - ISO Quality Services Ltd
 
Happiness at Work- the 5 Most Important Things
byEd Redard, MD
 
Why Personality Development Skills for Employees
byStrengthsTheatre
 
How To Become An Effective Manager
byJose Bautista
 
Employee commitment
byveenaanbu
 
Role & goal clarity
byMOHAMMED IMRAN
 
Accountability at work
bySaloni Kaul
 
Teamwork
byRathin Biswas
 
Employsure Workplace Presentation | Absenteeism
byEmploysure AU
 
Absenteeism of employees my ppt
bySomesh Gurbani
 

Viewers also liked

PPTX
Customer service training[1]
byloryn_aquino
 
PPTX
Developing excellent customer service
bySheryll Ico
 
PPTX
Proactive attitude
byshiva krishna(sk)
 
PPT
Customer Service Skills
bymonica singh
 
PPT
Managing Customer Service
byYodhia Antariksa
 
PPT
Customer Service Strategy
byYodhia Antariksa
 
PPTX
Strategic HR SWOT TOWS IFE EFE
byUniversity of the Philippines- NCPAG
 
PPT
P&g
byDominic Mackenzie
 
PPT
7 Basic Habits
byDr. Rosemarie Terez- Santos
 
PPTX
Social marketing webinar final may 8 11
byJim Mintz
 
Customer service training[1]
byloryn_aquino
 
Developing excellent customer service
bySheryll Ico
 
Proactive attitude
byshiva krishna(sk)
 
Customer Service Skills
bymonica singh
 
Managing Customer Service
byYodhia Antariksa
 
Customer Service Strategy
byYodhia Antariksa
 
Strategic HR SWOT TOWS IFE EFE
byUniversity of the Philippines- NCPAG
 
P&g
byDominic Mackenzie
 
7 Basic Habits
byDr. Rosemarie Terez- Santos
 
Social marketing webinar final may 8 11
byJim Mintz
 

Similar to BCSS Manual

PPT
Customer Service Training
bymdubois2010
 
PPT
Managing customer service - Behavior and Quality
bySatish singh sengar
 
PPT
Day One Quality Customer Care
bysunil8888
 
PPT
Main customer service skills ppt.ppt
byetebarkhmichale
 
PPT
LDQ- Training material- Handout- Customer service- Delight customers.ppt
bynguyenanvuong2007
 
PPTX
The Colors of Customer Service
byRay Linder
 
PDF
Customer Service Skills For Success 8th Edition Robert W Lucas
byherveklieske
 
PPT
3212148 customer-satisfaction
byVishal Kapoor
 
PPT
447228529-CLASSIFICATION-OF-HOTEL-GUESTS.ppt
byRegency Hospitality Training Institute (RHTi)
 
PPTX
Achieve excellence with customer service excellence
byChristopher Redpath
 
PDF
Assesment feed back report_ajayan karunakaran
byAjay Karun
 
PPTX
Week 8
byWelly Braham
 
PDF
Mastering the Mindset of World Class Service in Your Medical Practice
byPeggy Wynne Borgman
 
DOC
Final Portfolio_2
bymandy cornell
 
PPTX
CSO crisis accommodation program The Interview Process For New Aspirants
byBluecare
 
PPT
One minute customer sean snyman
byBright Idea Projects 2965
 
PPTX
Customer Service Presentation to INA - October 2016
byKaren Campbell
 
PDF
ShannaMartinez_Career & Education Portfolio
byShanna M. Martinez
 
PDF
Assessment Feedback Report
bySue Caza
 
DOC
michelleinterview
byMichelle Cook
 
Customer Service Training
bymdubois2010
 
Managing customer service - Behavior and Quality
bySatish singh sengar
 
Day One Quality Customer Care
bysunil8888
 
Main customer service skills ppt.ppt
byetebarkhmichale
 
LDQ- Training material- Handout- Customer service- Delight customers.ppt
bynguyenanvuong2007
 
The Colors of Customer Service
byRay Linder
 
Customer Service Skills For Success 8th Edition Robert W Lucas
byherveklieske
 
3212148 customer-satisfaction
byVishal Kapoor
 
447228529-CLASSIFICATION-OF-HOTEL-GUESTS.ppt
byRegency Hospitality Training Institute (RHTi)
 
Achieve excellence with customer service excellence
byChristopher Redpath
 
Assesment feed back report_ajayan karunakaran
byAjay Karun
 
Week 8
byWelly Braham
 
Mastering the Mindset of World Class Service in Your Medical Practice
byPeggy Wynne Borgman
 
Final Portfolio_2
bymandy cornell
 
CSO crisis accommodation program The Interview Process For New Aspirants
byBluecare
 
One minute customer sean snyman
byBright Idea Projects 2965
 
Customer Service Presentation to INA - October 2016
byKaren Campbell
 
ShannaMartinez_Career & Education Portfolio
byShanna M. Martinez
 
Assessment Feedback Report
bySue Caza
 
michelleinterview
byMichelle Cook
 

BCSS Manual

  • 1.
    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
  • 2.
    “Public service isa 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)
  • 3.
     Customer expectationsare 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.
  • 4.
     Organizational culture/climateproblems  Quality of work life problems  Executive credibility problems  Organizational arthritis  Middle management inertia
  • 5.
    Invert the Pyramid (toImprove 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
  • 6.
    CUSTOMERS Frontline Personnel Supervisors Managers Executives Top Management • The customersare 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
  • 7.
    Who is theCustomer? • 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.
  • 8.
    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.
  • 9.
    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.
  • 10.
    Who are theStakeholders? • 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.
  • 11.
    A B C DE F G H I
  • 12.
    CAREFREE PLAYFUL CHEERFUL You love afree 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
  • 13.
    INDEPENDENT UNCONVENTIONAL UNFETTERED You demand afree 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
  • 14.
    INTROSPECTIVE SENSITIVE REFLECTIVE You come togrips 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
  • 15.
    HARMONIOUS BALANCED DOWN TO EARTH Youvalue 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
  • 16.
    PRAGMATIC CONFIDENT PROFESSIONAL You take chargeof 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
  • 17.
    PEACEFUL DISCREET NON-AGGRESSIVE You are easy-goingand 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
  • 18.
    ANALYTICAL TRUSTWORTHY SELF-ASSURED You appreciate highquality 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
  • 19.
    ROMANTIC DREAMY EMOTIONAL You are avery 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
  • 20.
    DYNAMIC ACTIVE EXTROVERTED You are quitewilling 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
  • 21.
    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…
  • 22.
    SERVICE EXCELLENCE AND ITSIMPORTANCE Customer Service and Service Management Characteristics of Excellent Service Four Kinds of Service Organizations
  • 23.
    Customer Service … isthe delivery of a product or service in a manner that is satisfactory to the customer
  • 24.
    Service Management … isthe 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
  • 25.
    Service Management…  Servicestandards 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
  • 26.
    When you arethe customer, how can you tell that the service you get or receive is excellent?
  • 27.
    Characteristics of ExcellentService 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? _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________
  • 28.
    Four Kinds ofService 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
  • 29.
    DEVELOPING A CUSTOMER- ORIENTEDSERVICE CULTURE The Customer is Always… Memorable Customer Experiences Analyzing Customer Characteristics
  • 30.
    Rational Objectives (ROs) Experiential Objectives (EOs) Atthe 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.
  • 31.
    • Fix theproblem 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
  • 32.
    WHAT IS YOURROLE? Your role is to exceed customer expectations. At a bare minimum it is to satisfy expectations.
  • 33.
    WORKSHOP # 3 Listdown at least ten (10) perceptions about the customers The Customer is always…________________________________ ________________________________ ________________________________ ________________________________
  • 34.
    Memorable Customer Experiences Whenservice providers are aware of their customers’ real wants and needs, and have the skills for ensuring good customer interactions, customers often have “memorable experiences”.
  • 35.
    4 Kinds ofTreatment Friendly and Caring Flexible Problem Solving Error Recovery
  • 36.
    Friendly and Caring Peoplewant 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.
  • 37.
    Flexible People want youto 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.
  • 38.
    Problem Solving When peoplehave 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.
  • 39.
    “Error” Recovery When amistake 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.
  • 40.
    Recall an occasionwhen 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
  • 41.
    WORKSHOP # 5 AnalyzingCustomer 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.
  • 42.
    “You are akey 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”
  • 43.
    UNDERSTANDING OURSELVES AND OURCUSTOMERS 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
  • 44.
    WORKSHOP # 6 Whatcustomers say and do that drive us (service providers) crazy ________________________________ ________________________________ ________________________________ ________________________________
  • 45.
    What we (serviceproviders) say and do that drive customers crazy  ________________________________  ________________________________  ________________________________  ________________________________
  • 46.
    Transactional Analysis inthe 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
  • 47.
    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.
  • 48.
    Types of Transactions 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.
  • 49.
    Types of Transactions 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.)
  • 50.
    Attitude is yourKey to Success Attitude is your mental position with regard to facts or more simply, the way you view things.
  • 51.
    Attitude is yourKey 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.
  • 52.
    Customer Style Snapshot “Themore we know about ourselves and each other, the better chances we have for mutually productive interaction.”
  • 53.
    Customer Style Snapshot TRUEBLUE 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.
  • 54.
    RED HOT You likeit best when others treat you as -- A strong and ambitious person who can be counted on to be the leader and tell people what to do. You feel the best people are those who -- Know how to be the boss and get things done. It makes you feel bad when others treat you as -- A wishy-washy person who doesn’t know what he/she wants. It bothers you the most when other people either -- Betray their loyalty to you or when they won’t listen to you. Sometimes you feel things can be better if you could -- Let other people have their way more often and not try to run things all the time. You feel best about yourself when you are -- Being the leader of others.
  • 55.
    COOL GREEN You feelbest about yourself when you are -- Being a person who counts on himself/herself to get things done. You feel the best people are those who -- Use their heads and are good at keeping their cool. Sometimes you feel things can be better if you could -- Be friendlier toward others and not be so suspicious of what they are trying to do. It makes you feel bad when others treat you as -- A person who is too emotional and can’t keep his/her cool. It bothers you the most when other people either -- 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.
  • 56.
    RAINBOW You feel bestabout yourself when you are -- You like it best when others treat you as -- You feel the best people are those who -- Sometimes you feel things can be better if you could -- It makes you feel bad when others treat you as -- It bothers you the most when other people either -- 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.
  • 57.
    SKILLS IN BUILDING CUSTOMERSATISFACTION Fundamental Skills in Customer Interaction Dealing with Complaints Saying “No” Without Antagonizing Handling Difficult Customers
  • 58.
    Fundamental Skills inCustomer Interaction ________________________________ ________________________________ ________________________________ ________________________________
  • 59.
    SKILLS IN BUILDING CUSTOMERSATISFACTION 1. Dealing with Complaints 1. Saying “No” Without Antagonizing 3. Handling Difficult Customer Three Critical Types of Customer Interaction
  • 60.
    Dealing with Complaints 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
  • 61.
    Techniques in Dealing withComplaints 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.
  • 62.
    Techniques in Dealing withComplaints 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.
  • 63.
    Dealing with ComplaintsExercise 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. ________________________________________________________ ________________________________________________________
  • 64.
    Saying “No” withoutAntagonizing Remember ACKNOWLEDGE • Good eye contact • Nodding • Non-verbals: body and voice • Sub-verbals • Focused attention LISTEN • Paraphrasing • Ask questions for clarifications • Reflecting on feelings • Summarizing
  • 65.
    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.
  • 66.
    Remember ACKNOWLEDGE • Good eyecontact • Nodding • Non-verbal: body and voice • Sub-verbal • Focused attention LISTEN • Paraphrasing • Ask questions for clarifications • Reflecting on feelings • Summarizing Handling Difficult Customers
  • 67.
  • 68.
    The Dirty Dozen SHERMANTANKS 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.
  • 69.
    The Dirty Dozen SNIPERS Theypick 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.
  • 70.
    The Dirty Dozen EXPLODERS Theyare short-tempered characters who blow up at the slightest provocation. Little inconveniences become major problems eliciting the loudest voice and an assortment of expletives.
  • 71.
    COMPLAINERS They always havesomething 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
  • 72.
    The Dirty Dozen CLAMS Theyare 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.
  • 73.
    The Dirty Dozen SUPER-AGREEABLES Theyare 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.
  • 74.
    The Dirty Dozen NEGATIVISTS Theyalways 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.
  • 75.
    The Dirty Dozen BULLDOZERS Theyare like Sherman Tanks, only they are more vociferous and noisy. They will primarily get their way by bullying people through verbal assault.
  • 76.
    The Dirty Dozen BALLOONS Theyare 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.
  • 77.
    The Dirty Dozen PROCRASTINATORS Theybelong 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.
  • 78.
    The Dirty Dozen SELECTIVELISTENERS 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.
  • 79.
    The Dirty Dozen TRIVIALPURSUITERS 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.
  • 80.
  • 81.
    THE CHALLENGE OFSERVICE Cycle of Service Action Planning My Daily Prayer for Excellence in Customer Service
  • 82.
    Cycle of Service Howis a service different from a product ? Qualities of excellent service Drawing up a cycle of service
  • 83.
    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.
  • 84.
    How is aService 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.
  • 85.
    The cycle ofservice 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
  • 86.
    Cycle of Service (Eatingin 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.
  • 87.
  • 89.
    Rational Objectives (ROs) Experiential Objectives (EOs) Atthe 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.
  • 90.
    My Daily Prayerfor 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.