The document discusses differentiating messages for customers. It emphasizes placing the customer at the center and focusing on customer-relevant messages rather than company-focused messages. It also stresses the importance of tailoring messages to different moments in the customer's buying cycle and providing salespeople with just-in-time access to relevant brand content. The overall goal is to de-commoditize products and services by deeply understanding customer needs and problems.
A recent research report, commissioned by Oracle, which questioned 1,500
consumers and 250 contact centre managers, revealed a startling difference
between what customer expectations are and the way businesses in the UK (and
Europe) are dealing with them.
The document provides an overview of the key components that make up an organization's customer promise. It discusses 9 ingredients that are part of the customer promise: 1) level of customer involvement, 2) product design, 3) consistency, 4) service standards, 5) efficiency, 6) managing constraints, 7) resolving conflicts, 8) impressives, and 9) valuing customer-facing employees. It uses examples from companies like McDonalds, British Airways, and Jo Malone to illustrate how these different aspects can impact customer satisfaction when delivered effectively or ineffectively. The overall message is that meeting customer expectations across all these dimensions is essential to fulfilling an organization's promise to its customers.
This document discusses improving patron experience at arts organizations. It argues that while the performance or show is important, mediocre customer service can negatively impact perceptions of the experience. Good customer service is controllable through hiring and training friendly staff to ensure queries are promptly answered. In contrast, customer reactions to performances are not fully controllable. The document outlines a customer service management cycle and frameworks for understanding customer needs, wants, and experiences in order to improve satisfaction and loyalty.
The document summarizes the services provided by Adserve Contact Center, an outsourcing contact center company in Saudi Arabia. It describes the common problems faced by customer service departments, such as long wait times and unanswered calls. It then introduces Adserve Contact Center as a solution that can completely outsource and manage a company's customer service operations using trained staff and technology. This allows companies to focus on their core business while improving customer service and reducing costs.
The document discusses service marketing and quality. It introduces the gaps model of service quality as a framework to understand problems in service delivery. The model identifies seven potential gaps between customer expectations and perceptions: 1) knowledge gap, 2) standards gap, 3) delivery gap, 4) internal communications gap, 5) perceptions gap, 6) interpretation gap, and 7) service gap. Closing these gaps requires understanding customer expectations, setting clear service standards, ensuring delivery meets standards, realistic communications, educating customers, pretesting communications, and consistently meeting expectations.
This document provides an overview of managing customer expectations. It discusses:
1) Identifying customer expectations, which are their vision of future service and can change over time based on experiences. Customers generally expect competent, efficient service; anticipation of their needs; and explanations in terms they understand.
2) There are two key elements to meeting expectations - the technical element of the product/service working properly, and the human element of how customers feel they are treated during the process.
3) Managing expectations at different stages - learn expectations prior to purchase, communicate expectations during service, and follow-up after to ensure expectations were met. Influencing expectations involves establishing trust and communicating the benefits of realistic expectations.
This document provides information about the 5th Annual Quality Assurance in Contact Centres conference taking place from January 27-29, 2016 in Johannesburg, South Africa. The conference will feature case studies, workshops, and panel discussions on topics related to implementing quality assurance best practices and the latest technologies in contact centers. Some highlighted sessions include using analytics to improve customer experience, balancing customer satisfaction with contact center operations, and incorporating blended learning for agent training. The document also lists industry speakers and case study presenters from organizations in South Africa.
A recent research report, commissioned by Oracle, which questioned 1,500
consumers and 250 contact centre managers, revealed a startling difference
between what customer expectations are and the way businesses in the UK (and
Europe) are dealing with them.
The document provides an overview of the key components that make up an organization's customer promise. It discusses 9 ingredients that are part of the customer promise: 1) level of customer involvement, 2) product design, 3) consistency, 4) service standards, 5) efficiency, 6) managing constraints, 7) resolving conflicts, 8) impressives, and 9) valuing customer-facing employees. It uses examples from companies like McDonalds, British Airways, and Jo Malone to illustrate how these different aspects can impact customer satisfaction when delivered effectively or ineffectively. The overall message is that meeting customer expectations across all these dimensions is essential to fulfilling an organization's promise to its customers.
This document discusses improving patron experience at arts organizations. It argues that while the performance or show is important, mediocre customer service can negatively impact perceptions of the experience. Good customer service is controllable through hiring and training friendly staff to ensure queries are promptly answered. In contrast, customer reactions to performances are not fully controllable. The document outlines a customer service management cycle and frameworks for understanding customer needs, wants, and experiences in order to improve satisfaction and loyalty.
The document summarizes the services provided by Adserve Contact Center, an outsourcing contact center company in Saudi Arabia. It describes the common problems faced by customer service departments, such as long wait times and unanswered calls. It then introduces Adserve Contact Center as a solution that can completely outsource and manage a company's customer service operations using trained staff and technology. This allows companies to focus on their core business while improving customer service and reducing costs.
The document discusses service marketing and quality. It introduces the gaps model of service quality as a framework to understand problems in service delivery. The model identifies seven potential gaps between customer expectations and perceptions: 1) knowledge gap, 2) standards gap, 3) delivery gap, 4) internal communications gap, 5) perceptions gap, 6) interpretation gap, and 7) service gap. Closing these gaps requires understanding customer expectations, setting clear service standards, ensuring delivery meets standards, realistic communications, educating customers, pretesting communications, and consistently meeting expectations.
This document provides an overview of managing customer expectations. It discusses:
1) Identifying customer expectations, which are their vision of future service and can change over time based on experiences. Customers generally expect competent, efficient service; anticipation of their needs; and explanations in terms they understand.
2) There are two key elements to meeting expectations - the technical element of the product/service working properly, and the human element of how customers feel they are treated during the process.
3) Managing expectations at different stages - learn expectations prior to purchase, communicate expectations during service, and follow-up after to ensure expectations were met. Influencing expectations involves establishing trust and communicating the benefits of realistic expectations.
This document provides information about the 5th Annual Quality Assurance in Contact Centres conference taking place from January 27-29, 2016 in Johannesburg, South Africa. The conference will feature case studies, workshops, and panel discussions on topics related to implementing quality assurance best practices and the latest technologies in contact centers. Some highlighted sessions include using analytics to improve customer experience, balancing customer satisfaction with contact center operations, and incorporating blended learning for agent training. The document also lists industry speakers and case study presenters from organizations in South Africa.
This document discusses the importance of service recovery strategies for retaining customers. It notes that all products and services can experience defects, negatively impacting customer loyalty. To retain customers, marketers should invest in service recovery strategies alongside other efforts. This involves understanding customer expectations, developing customer-driven service standards, empowering employees to resolve complaints, and handling customer complaints through a consistent technique. The document provides examples of developing clear and measurable service standards for all stages of the customer experience.
This presentation discusses customer expectations of service. It begins by defining customer expectations and explaining that there are different types and levels of expectations, including ideal, normative, experience-based, acceptable, and minimum tolerance expectations.
It then examines the factors that influence customer expectations, such as explicit and implicit promises made by marketers, word of mouth, past experience, and situational factors. Current issues involving customer expectations are also addressed, like how to meet unrealistic expectations and exceed customer expectations.
The presentation concludes by providing strategies for how service marketers can influence expectations, answering frequently asked questions, and highlighting examples of what basic expectations customers have for different service types.
SQ Lecture Five : Promoting and Educating Customers & Designing and Managing ...SQAdvisor
This document provides an overview and summary of key points from Lecture Five of the MKTG 1268 Service Quality course. The lecture covers two chapters - Chapter 7 on promoting services and educating customers, and Chapter 8 on designing and managing service processes. Some of the main topics discussed include the role of marketing communications in services, challenges in communicating intangible services, developing an integrated marketing communications plan, and using various marketing channels like advertising, public relations, direct marketing and more.
SERVQUAL Service Quality (July 2014 updated)Michael Ling
Regression and MANOVA analysis.
Review of Parasuraman, A., Zeithaml, V. A., and L. L. Berry (1988), “SERVQUAL: A Multiple-Item Scale for Measuring Consumer Perceptions of Service Quality,” Journal of Retailing, Vol. 64, No. 1, 12-40.
This document summarizes a student's presentation on measuring service quality at the Grand Oriental Hotel in Dhaka, Bangladesh using the SERVQUAL model. It includes an overview of the hotel, data collection using SERVQUAL dimensions of reliability, responsiveness, assurance, empathy and tangibles. Analysis showed most respondents were satisfied with the hotel's service. Recommendations include maintaining service quality and fulfilling requirements to increase star rating if desired.
Here are my rankings for the call center motivation factors from 1 (highest importance/most difficult) to 10 (lowest importance/least difficult):
1. Management Style
2. Working Environment
3. Salary
4. Incentives
5. Benefits
6. Training
7. Career Development
8. Recognition
9. Work/Life Balance
10. Diversity/Equality
I ranked management style and working environment highest because establishing the right culture and leadership is so important for motivation but also one of the most challenging aspects to get right. Salary, incentives and benefits are also highly important for motivation but may be easier to address through policies. Training, career development, recognition, work/life
The document provides information about a two-day training event on customer experience management to be held in Atlanta, Georgia from August 9-10, 2010. The training will teach attendees how to design memorable customer experiences, engage employees, and utilize metrics to measure customer experience. Attendees will learn how to define customer experience intent, understand experience disconnects, and execute and measure experience achievement.
The document outlines Parasuraman, Berry, and Zeithaml's Gaps Model of Service Quality which identifies gaps between customer expectations and perceptions that can occur within an organization, and it discusses their SERVQUAL framework for measuring service quality across five dimensions: tangibles, reliability, responsiveness, assurance, and empathy. The Gaps Model is used to show how four internal gaps within a company relating to understanding customer expectations, service design, service delivery, and communications can contribute to an overall gap between customer expectations and perceptions of service quality.
The document discusses service quality gaps at Z.H. Sikder University of Science & Technology based on a student survey. Key findings include:
1. Major gaps identified were problems with the library, teacher turnover, education standards, computer/internet access, transportation, washrooms and lack of experienced teachers.
2. Gaps were presented through bar diagrams showing most students dissatisfied with the computer/internet, washrooms and library.
3. To close gaps, the university needs to better understand student expectations, establish proper service standards, ensure service meets standards, and ensure promises match performance.
The document presents a study on measuring service quality gaps at UIIC, Durgapur using the SERVQUAL model. Key findings include:
- The maximum gap exists in fulfilling promises in a timely manner and giving special attention to issues. The minimum gap exists in ambience and layout.
- Paired t-tests found significant differences between expected and perceived service scores for all 22 items, indicating gaps across the five SERVQUAL dimensions.
- The study aims to identify gaps to help UIIC improve service quality and customer satisfaction.
A project report on service quality gap model and quality dimensionsProjects Kart
The document discusses service quality, including defining it, measuring it using models like SERVQUAL, and identifying key dimensions of service quality. It notes that service quality is a perception involving technical and functional aspects, and that measuring it can be complex given intangible nature of services. Five key dimensions of service quality are identified as reliability, responsiveness, assurance, empathy and tangibles. The SERVQUAL instrument is discussed as a way to measure service quality gaps between expectations and perceptions.
This document discusses service quality gaps at Z.H. Sikder University of Science & Technology based on a student survey. The survey found several gaps between student expectations and perceptions, including problems with computers/internet (80% dissatisfied), transportation (50%), labs (many complaints), washrooms (90%), classrooms (lack of chairs), experienced teachers (40%), libraries (lack of books), teacher turnover (50%), education standards (25%), and common rooms (80%). These gaps are presented in bar and pie charts. The document then explains Parasuraman's gaps model of service quality, including the customer gap between expectations and perceptions, and four provider gaps: not knowing customer expectations; improper service design;
The document discusses the standard gap model of service quality. It describes the model as identifying four specific gaps that lead to an overall gap between customer expectations and perceived service. One of the gaps is the design gap, which measures how well a company's service design specifications match management's perceptions of customer expectations. Factors like goal setting, task standardization, and ensuring management understands customer expectations can increase or decrease this quality standard gap. The document provides an example of a restaurant that understands timely service expectations but may lack resources to meet them.
This document discusses key aspects of service quality improvement including:
1. Service quality is determined by meeting customer expectations across dimensions like reliability, responsiveness, assurance, empathy, and tangibles.
2. There can be gaps between expected and perceived service quality, which are addressed through continuous improvement methods like PDCA and DMAIC.
3. Higher customer satisfaction drives employee satisfaction, productivity, and profitability through the Service Profit Chain.
The document discusses service quality gaps and how to close them. It identifies four types of gaps: between customer expectations and management perceptions, service design and delivery, delivery and communications, and expectations and performance. For each gap, it provides reasons for the gap and strategies for closing the gap, such as improving marketing research, service standards, employee training, and managing customer expectations.
This document summarizes a case study on service quality in the banking industry. It discusses key dimensions of service quality and presents results from a survey of customers at two large regional banks. The main findings are:
1) Reliability and responsiveness were found to be the two most critical dimensions of service quality for customers and directly related to overall quality.
2) Customers at one bank (Bank A) rated the quality higher across all dimensions compared to the other bank (Bank B).
3) Within banks, some branches received higher ratings than others for certain dimensions like responsiveness and empathy.
This document discusses promoting a business cost effectively through strategic marketing. It emphasizes the importance of understanding customers' needs and motivations for buying. Traditional marketing theories may no longer be effective due to factors like increased choice and less time. Instead, marketing should focus on relevant customer conversations and aligning communications with the customer's buying cycle. The document provides tools for segmentation, developing unique selling propositions, and the marketing mix (product, price, place, promotion). It stresses that differentiation now occurs through interactions with customers and that marketing messages must be customer-relevant to be effective.
The document discusses the purpose of jobs and employment. It states that employers only handle money and distribute wages, but customers are the real source of income and reason for employment. Employees exist to make or do things for other people, namely customers. So while employers provide wages, customers are the true source of an employee's income and job through their spending and support of the business.
This document discusses the importance of service recovery strategies for retaining customers. It notes that all products and services can experience defects, negatively impacting customer loyalty. To retain customers, marketers should invest in service recovery strategies alongside other efforts. This involves understanding customer expectations, developing customer-driven service standards, empowering employees to resolve complaints, and handling customer complaints through a consistent technique. The document provides examples of developing clear and measurable service standards for all stages of the customer experience.
This presentation discusses customer expectations of service. It begins by defining customer expectations and explaining that there are different types and levels of expectations, including ideal, normative, experience-based, acceptable, and minimum tolerance expectations.
It then examines the factors that influence customer expectations, such as explicit and implicit promises made by marketers, word of mouth, past experience, and situational factors. Current issues involving customer expectations are also addressed, like how to meet unrealistic expectations and exceed customer expectations.
The presentation concludes by providing strategies for how service marketers can influence expectations, answering frequently asked questions, and highlighting examples of what basic expectations customers have for different service types.
SQ Lecture Five : Promoting and Educating Customers & Designing and Managing ...SQAdvisor
This document provides an overview and summary of key points from Lecture Five of the MKTG 1268 Service Quality course. The lecture covers two chapters - Chapter 7 on promoting services and educating customers, and Chapter 8 on designing and managing service processes. Some of the main topics discussed include the role of marketing communications in services, challenges in communicating intangible services, developing an integrated marketing communications plan, and using various marketing channels like advertising, public relations, direct marketing and more.
SERVQUAL Service Quality (July 2014 updated)Michael Ling
Regression and MANOVA analysis.
Review of Parasuraman, A., Zeithaml, V. A., and L. L. Berry (1988), “SERVQUAL: A Multiple-Item Scale for Measuring Consumer Perceptions of Service Quality,” Journal of Retailing, Vol. 64, No. 1, 12-40.
This document summarizes a student's presentation on measuring service quality at the Grand Oriental Hotel in Dhaka, Bangladesh using the SERVQUAL model. It includes an overview of the hotel, data collection using SERVQUAL dimensions of reliability, responsiveness, assurance, empathy and tangibles. Analysis showed most respondents were satisfied with the hotel's service. Recommendations include maintaining service quality and fulfilling requirements to increase star rating if desired.
Here are my rankings for the call center motivation factors from 1 (highest importance/most difficult) to 10 (lowest importance/least difficult):
1. Management Style
2. Working Environment
3. Salary
4. Incentives
5. Benefits
6. Training
7. Career Development
8. Recognition
9. Work/Life Balance
10. Diversity/Equality
I ranked management style and working environment highest because establishing the right culture and leadership is so important for motivation but also one of the most challenging aspects to get right. Salary, incentives and benefits are also highly important for motivation but may be easier to address through policies. Training, career development, recognition, work/life
The document provides information about a two-day training event on customer experience management to be held in Atlanta, Georgia from August 9-10, 2010. The training will teach attendees how to design memorable customer experiences, engage employees, and utilize metrics to measure customer experience. Attendees will learn how to define customer experience intent, understand experience disconnects, and execute and measure experience achievement.
The document outlines Parasuraman, Berry, and Zeithaml's Gaps Model of Service Quality which identifies gaps between customer expectations and perceptions that can occur within an organization, and it discusses their SERVQUAL framework for measuring service quality across five dimensions: tangibles, reliability, responsiveness, assurance, and empathy. The Gaps Model is used to show how four internal gaps within a company relating to understanding customer expectations, service design, service delivery, and communications can contribute to an overall gap between customer expectations and perceptions of service quality.
The document discusses service quality gaps at Z.H. Sikder University of Science & Technology based on a student survey. Key findings include:
1. Major gaps identified were problems with the library, teacher turnover, education standards, computer/internet access, transportation, washrooms and lack of experienced teachers.
2. Gaps were presented through bar diagrams showing most students dissatisfied with the computer/internet, washrooms and library.
3. To close gaps, the university needs to better understand student expectations, establish proper service standards, ensure service meets standards, and ensure promises match performance.
The document presents a study on measuring service quality gaps at UIIC, Durgapur using the SERVQUAL model. Key findings include:
- The maximum gap exists in fulfilling promises in a timely manner and giving special attention to issues. The minimum gap exists in ambience and layout.
- Paired t-tests found significant differences between expected and perceived service scores for all 22 items, indicating gaps across the five SERVQUAL dimensions.
- The study aims to identify gaps to help UIIC improve service quality and customer satisfaction.
A project report on service quality gap model and quality dimensionsProjects Kart
The document discusses service quality, including defining it, measuring it using models like SERVQUAL, and identifying key dimensions of service quality. It notes that service quality is a perception involving technical and functional aspects, and that measuring it can be complex given intangible nature of services. Five key dimensions of service quality are identified as reliability, responsiveness, assurance, empathy and tangibles. The SERVQUAL instrument is discussed as a way to measure service quality gaps between expectations and perceptions.
This document discusses service quality gaps at Z.H. Sikder University of Science & Technology based on a student survey. The survey found several gaps between student expectations and perceptions, including problems with computers/internet (80% dissatisfied), transportation (50%), labs (many complaints), washrooms (90%), classrooms (lack of chairs), experienced teachers (40%), libraries (lack of books), teacher turnover (50%), education standards (25%), and common rooms (80%). These gaps are presented in bar and pie charts. The document then explains Parasuraman's gaps model of service quality, including the customer gap between expectations and perceptions, and four provider gaps: not knowing customer expectations; improper service design;
The document discusses the standard gap model of service quality. It describes the model as identifying four specific gaps that lead to an overall gap between customer expectations and perceived service. One of the gaps is the design gap, which measures how well a company's service design specifications match management's perceptions of customer expectations. Factors like goal setting, task standardization, and ensuring management understands customer expectations can increase or decrease this quality standard gap. The document provides an example of a restaurant that understands timely service expectations but may lack resources to meet them.
This document discusses key aspects of service quality improvement including:
1. Service quality is determined by meeting customer expectations across dimensions like reliability, responsiveness, assurance, empathy, and tangibles.
2. There can be gaps between expected and perceived service quality, which are addressed through continuous improvement methods like PDCA and DMAIC.
3. Higher customer satisfaction drives employee satisfaction, productivity, and profitability through the Service Profit Chain.
The document discusses service quality gaps and how to close them. It identifies four types of gaps: between customer expectations and management perceptions, service design and delivery, delivery and communications, and expectations and performance. For each gap, it provides reasons for the gap and strategies for closing the gap, such as improving marketing research, service standards, employee training, and managing customer expectations.
This document summarizes a case study on service quality in the banking industry. It discusses key dimensions of service quality and presents results from a survey of customers at two large regional banks. The main findings are:
1) Reliability and responsiveness were found to be the two most critical dimensions of service quality for customers and directly related to overall quality.
2) Customers at one bank (Bank A) rated the quality higher across all dimensions compared to the other bank (Bank B).
3) Within banks, some branches received higher ratings than others for certain dimensions like responsiveness and empathy.
This document discusses promoting a business cost effectively through strategic marketing. It emphasizes the importance of understanding customers' needs and motivations for buying. Traditional marketing theories may no longer be effective due to factors like increased choice and less time. Instead, marketing should focus on relevant customer conversations and aligning communications with the customer's buying cycle. The document provides tools for segmentation, developing unique selling propositions, and the marketing mix (product, price, place, promotion). It stresses that differentiation now occurs through interactions with customers and that marketing messages must be customer-relevant to be effective.
The document discusses the purpose of jobs and employment. It states that employers only handle money and distribute wages, but customers are the real source of income and reason for employment. Employees exist to make or do things for other people, namely customers. So while employers provide wages, customers are the true source of an employee's income and job through their spending and support of the business.
The document discusses the importance of customer experience and loyalty for businesses. It notes that loyalty has become more critical as markets have become saturated and products commoditized. It then outlines several key points about customer experience, including that customers are willing to pay more for a good experience and will drop brands after a single poor experience. The document emphasizes that improving customer experience needs to be a company-wide effort across all departments in order to be effective.
Growing your business requires investment—but with so many competing priorities, where should you focus your time, money and expertise?
Start with a resource you already have that can drive both profitability and customer satisfaction: your employees.
Studies have proven that companies with engaged employees had 2.6 times the earning per share growth of companies with below average employee engagement and 86% higher success rates on customer metrics.
In our latest white paper, learn the four key requirements of effective employee engagement and how treating your employees like customers can improve your business.
Customer Relationship Management (CRM) focuses on understanding customers and improving interactions. A good CRM strategy can help businesses succeed by gaining more customer control, managing expectations, increasing trust, and providing better products and services. While CRM software is commonly used, the most important aspects are knowing customers and having a unified view of interactions across an organization.
This document provides an introduction to customer relationship management (CRM). It discusses key CRM concepts like understanding customers, touch points of interaction, and market segmentation. It emphasizes the importance of customer retention and measuring customer satisfaction. It also covers challenges like dealing with unhappy customers and adopting new technologies. The overall message is that CRM involves strategically managing all customer interactions to improve relationships and business outcomes.
This document discusses cultivating customer loyalty through social media engagement and quality customer service. It emphasizes that customer satisfaction is key to sales and avoiding negative social media can lead to dissatisfied customers. The document recommends implementing tools like TED talks and thought leadership blogs to increase sales and show customers the company values them. It also stresses the importance of leaving scripts, articulating vision, learning from feedback, and integrating human connection with technology to build loyalty and produce sales.
The document discusses how businesses need to adapt to the "age of the customer" where customers now have more control over their buying decisions and expectations. It outlines how companies need to focus on delivering excellent customer service across all channels to build loyalty, citing statistics about the benefits of higher customer retention rates. It also emphasizes the importance of understanding customer journeys, collecting feedback, training agents, and using metrics to track first contact resolution and customer effort/satisfaction in order to provide the best possible experience and remain competitive.
This document discusses how utilizing home agents can improve customer satisfaction for companies. It notes that home agents typically have lower turnover, higher quality work like fewer errors, and better scheduling flexibility compared to traditional brick-and-mortar agents. The document provides an example of how ProFlowers improved customer satisfaction rates by over 10% by partnering with West at Home to transition to a hybrid home agent model.
This document discusses strategies for improving customer relationships and loyalty through effective communication, delivering a quality customer experience, and going beyond expectations. It recommends conducting customer surveys to understand buyer behaviors and satisfaction levels. The surveys would provide insights to improve customer service and identify areas for growth. Additionally, the document suggests training sales teams and focusing on building long-term relationships with customers after the sale through consistent communication. The overall goal is to differentiate the brand and leverage positive customer experiences.
The document provides an overview of how project-based work is impacting client-agency relationships. It discusses how clients are working with multiple agencies for specific needs and projects rather than relying on single "agency of record" relationships. Agencies are encouraged to focus on solving clients' business problems better, delivering work more efficiently through approaches like Agile, and pricing their work based on value rather than hours. The document suggests agencies can thrive in this environment by leveraging their expertise in specific categories or functions, minimizing interruptions to optimize workflow, and positioning themselves as experts that clients hire for their knowledge rather than just their services.
The document summarizes key insights from the 2014 Total Customer Experience Summit. It discusses how understanding the customer experience across all touchpoints can impact brands. It then provides 8 insights from the summit on improving the customer experience: 1) Build relationships by understanding customer emotional needs, 2) Give customer service representatives authority to resolve issues, 3) Your brand is how customers feel, 4) Save customers time, 5) Use customer feedback to resolve issues and improve, 6) Map the customer journey to find highlights and trouble spots, 7) Engaged employees are brand ambassadors, 8) Iterate improvements continuously. The overall message is that focusing on the customer experience and relationships can impact brands.
This document discusses customer satisfaction surveys and provides guidance on conducting them. It addresses six key parts of any customer satisfaction program: 1) who to interview, 2) what to measure, 3) how to carry out interviews, 4) how to measure satisfaction, 5) what the measurements mean, and 6) how to use surveys effectively. The document emphasizes finding the right people to survey, determining important attributes to assess, using various interview tools, employing satisfaction rating scales, and understanding expectations and importance to drive improvements.
On the 5th December 2013, Intelecom took a trip into the future to look at the trends which will influence our contact centres and the way in which we deliver customer service. Featuring a fascinating key note from Gartner, Intelecom also took the opportunity to dispel some of the myths surrounding Cloud contact centres and highlighted the growing importance of Social Media in customer service.
Customer Service Sales Resume. Tailored to PerfectReina Rosado
BestResumeHelp.com provides professional resume writing and career coaching services to help job seekers unlock their career potential. Their team of experienced resume writers create personalized resumes tailored to each client and optimized for applicant tracking systems. In addition to resume writing, BestResumeHelp.com offers cover letter creation, LinkedIn profile optimization, and career coaching to help clients at every stage of their career journey.
Customer service principles is a necessary module for every studentfento2011
At the end of this section candidates should be able to:
• Describe customer service.
• Explain why customer service is important to the
success of every organisation.
• Identify who their customers are.
• Identify the drawbacks of poor customer service.
• Explain how to promote good service.
• Demonstrate an understanding of customer
service needs and expectations.
Indicative content
1.1 Outline knowledge of basic principles - maintaining
good customer service at all times; treating all
customers with respect; identifying and meeting
customer needs; providing the service expected by
the company.
1.2 Understanding why customer service is important to
the company and to you – it helps to make the
organisation successful, generates repeat business,
assists profit and growth.
1.3 Identifying external and internal customers and their
importance to the organisation.
1.4 Appreciate the drawbacks of not serving internal and
external customers effectively, e.g. poor reputation,
loss of business, loss of profit, loss of jobs.
Customer service principles is a necessary module for every studentfento2011
Customer service is very important to an organisation regardless of the nature of the business they are in. Superior customer service will guarantee continued business through repeat purchases as well as references by satisfied customers. Many organisations offer similar products and differentiation will only be possible by varying service levels against competitors. Good customer service builds from understanding the customer, communicating effectively at different situations and be able to sell the organisation’s product effectively and efficiently. Skills for good customer service are built in this module and the role of quality assurance and employee resourcing for customer service is explored.
Aims and Objectives of this Module
This module enables students to gain understanding on how superior customer service contributes to the overall performance organisations. On successfully completing this module, the learners will be able to:
• Understand the importance of customer service to the overall marketing effort of an organisation.
• Know the service skills required to meet the requirements of the customers’ needs
• Understand the need for setting quality standards for customer service level.
• Explain the effect of employee resourcing to service provision.
• Understand how organisations vary customer service to match individual needs
The above objectives will be addressed by the LOs. targeting the following skills below:
• Knowledge and Understanding
• Intellectual Skills
• Professional Skills
• General and transferable Skills
This document discusses various ways that safety information and health and safety policies will be communicated to employees. It notes that communication will occur through formal training sessions, supervisor and staff meetings, health and safety notice boards, team meetings, displayed health and safety law posters, online web pages, and induction briefings. The health and safety coordinator will be responsible for disseminating information within departments. Maintaining open communication about safety is important.
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
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8. Why customers quit
1% die
3% move away
5% develop other friendships
9% for competitive reasons
14 % because of service dissatisfaction
68% ATTITUDE OF INDIFFERENCE
TO CUSTOMER FROM SUPPLIER.
9. Summary
Protect existing business
Focus on niches
Double edge sword of technology
Environmental issues
Differentiate.
26. Customer thinks....
“It doesn’t matter what product you buy.
Most products are now good enough to
serve the majority of users
most of the time.”
Source: Simon Hayward VP & Gartner Fellow
27. Differentiating your message is hard
More confusion less clarity
Customers are overloaded with messaging & promotions
Shorter window of opportunity
Difficult to capitalise on even subtle product / service difference
More credible competition
Proliferation or consolidation creates markets filled with similar
products.
31. Scary Numbers
33% Information increase per year
53% Customers decision based on interaction in the field.
90% Marketing tools unused
x No. of sales people / channels = No of different
messages
______
Source - Booz Allen Hamilton and Corporate Visions inc
32. What’s broken?
1. Brand messages do not Customer relevant messages
reflect desired customer
conversations
2. Communication tools do Messages for and at key
not match the consultative moments
buying cycle
3. Brand content is not
presented to sales people in JIT access.
the way they want to learn.
33. Placing your customer at the centre
1. Brand messages do not Customer relevant messages
reflect desired customer
conversations
2. Communication tools do Messages for and at key
not match the consultative moments
buying cycle
3. Brand content is not
presented to sales people in JIT access.
the way they want to learn.
35. Brand Message Outline
GOALS
Provide a repeatable messaging
process
Produce high-quality, consistent,
distinctive customer messages
Drive your brand message down
to a street level conversation.
36. Company Relevant v Customer Relevant
Company - Relevant Customer - Relevant
Talk about who we are What do our customers want to
accomplish?
Label our core competencies What’s keeping them from optimally
achieving this?
Showcase our leadership in these areas What relevant point of view or insight
can we share?
Highlight the capabilities that make this How do our capabilities deliver a
possible solution?
Describe some generic customer What distinctive value can that bring to
benefits our customers?
Here are some examples of our latest Here are some examples of where
breakthroughs we’ve done this before
Attempt to sell by: Empower buyers to:
Promoting core competencies - Achieve goals
Making capabilities presentations - Solve problems
Convincing and persuading. - Satisfy needs.
37. Company – Relevant Positioning
I’m with Coverall Cleaning Services we’ve been in business 25 years and have over 1,500 franchise locations.
We are the leader in healthcare cleaning, providing services to cover 8,000 medical facilities
We’ve led the way in adopting the latest cleaning technologies such as micro-fibre, multi-coloured cleaning tools, flat mops and
back-pack vacuums, as well as P&G hospital-grade chemicals that help us provide a healthcare quality clean.
How satisfied are you with your cleaning service?
Are you getting the value you want for the price?
Can we get 10 minutes of your time to measure your facility and give you a quote and see if we can do better?
There is no obligation.
Based on our measurements, we’ll be able to give you an immediate quote to see if we’d be a good fit.
If you sign up that day, we can even offer a special first-month FREE offer.
I’ll be in your area next week when would be a convenient time to meet?
38. Customer - Relevant
Example: Would you delegate the
I’m with Coverall Cleaning Services and we are calling Medical Facilities Managers to find out whether you feel your after hours
cleaning services are contributing positively to your patient and staff safety objectives.
conversation? conversation
A recent CDC study indicated that of the infections caught inside healthcare facilities by patients and staff,
1/3 were due to improper disinfecting and cross-contamination due to poor cleaning techniques.
Were you aware of that?
What if you could leave work each night with complete confidence that your after-hours cleaning service personnel are trained,
certified and following proper disinfecting process
as well as using the latest tools and techniques proven to reduce cross-contamination
How might this help you with your goal of ensuring your facility is doing all it can to ensure patient and staff are safe?
What impact could it have if you weren’t sure of these things?
We use micro-fibre technologies in our cloths and mops instead of cotton and wet mopping.
Studies show we can reduce bacteria by 99% compared to 30% with traditional techniques.
In addition, our multi-colour cloth and mop system has been proven to help avoid cross-contamination.
Basically it means that no longer will your cleaners mistakenly wipe off your phones with the same rag they use to wipe off the toilets.
Can we get together for 30 minutes to assess your after hours cleaning approach
and then provide you with a recommendation for ensuring you are maximizing the positive impact on patient and staff safety goals?
41. Placing your customer at the centre
1. Brand messages do not Customer relevant messages
reflect desired customer
conversations
2. Communication tools do Messages for and at key
not match the consultative moments
buying cycle
3. Brand content is not
presented to sales people in JIT access.
the way they want to learn.
43. Placing your customer at the centre
1. Brand messages do not Customer relevant messages
reflect desired customer
conversations
2. Communication tools do Messages for and at key
not match the consultative moments
buying cycle
3. Brand content is not
presented to sales people in JIT access.
the way they want to learn.
44. Situation Relevant Access
1. What Market 2. Select a Decision Maker
Administrative Chief Financial Officers
Engineering Business Line Supervisors
Manufacturing Directors of Human Resources
Financial
Services
Education
Healthcare 3. Identify the key Objective
Retail Improve the quality of candidates for temporary
Call Centre positions
Accounting Provide quicker placement (‘Fill rate’)
Reduce turnover of temporary staff
Speed ramp-up and productivity
Improve temporary staffing process management
Manage cost of temporary staffing support
Enable staffing vendor consolidation to save money.
45. We need to “reduce turnover of temporary staff”
We need to reduce turnover of temporary Proof:
Related challenges
staff
ABC Global – Glos.
Getting temporaries that are not a good fit with the assignment or Reduced staff turnover
culture from 75% to 5% in their
Temporary staff doesn’t have a broad enough skill set to flex with the call centre
job
requirements
Temporaries are too easily lured away before finishing the job. Our Insights:
In fact:
• Pre-Screening &
It costs up to 30% of a positions first year salary to replace and retain Assessment
after
turnover – not including the time, frustration, and potential de- •Realistic job previews
motivation •Free skills training
of other employees who are affected by turnover.
•Stay put bonuses
Probing questions
Are you struggling with temporary administrative staff who are unreliable, unhappy with their
assignments, a poor cultural fit, or who leave too quickly for better job offers?
How does frequent turnover of temporary staff impact your company in terms of training and re-
training
time? Customer continuity? Morale of other employees?
What is your best method for recruiting temp employees? Are you usually hiring to fill a
temporary
position, or hoping to find someone who will fit the job and culture as a long term employee?
46. We need to “reduce turnover of temporary staff”
We need to reduce turnover of temporary staffto do?
Diagnostic Questions
What do you want
Conversation starter
How often do you find that administrative or temporary employees
do not have the proper skills for the position? Appt setting script
What do you do if a temporary person is not a good cultural fit for Solution brief
your work environment?
What impact does that have on supervisors who struggle with temps
who are unhappy or unreliable?. Our Insights:
• Pre-Screening &
Solution Scenario: Assessment
What if you only received candidates that had passed a rigorous pre- •Realistic job previews
screening process matching their skills and personality to the position? •Free skills training
•Stay put bonuses
Value Creation Statement:
Our Pre-screening and Testing process thoroughly assess and qualify the candidate that’s
the best fit for the job.
Proper screening and testing has been shown to lower turnover by 4x in the first 90 days.
47. The Message Process
1. Brand messages do not Customer relevant messages
reflect desired customer
conversations
2. Communication tools do Messages for and at key
not match the moments
consultative
buying cycle
3. Brand content is not JIT access.
presented to sales people
in
the way they want to
learn.
49. Mass Advertising Theory
Buy ads get
increased
More choice awareness /
distribution
Less time
Buy more Sell more
Ignore. ads products
Make more
profit
The model no longer works
50. Viral Marketing Theory
Make
something
WORTH
Remarkable TALKING
ABOUT
Hard to ignore
Get Tell someone
PERMISSIO who
Not N to tell them
about your
next fashion
WANTS TO
HEAR
from you
spamming.
They do your
MARKETING
for you
Start small and watch it grow
56. Trends
Extremely wealthy people have moved up a gear
More old people
Mismatch between housing stock and household
Greater diversity of origins
Marginalisation of rural Britain.
Source: Experian - Mosaic 2009
57. Effect of the Recession
Alpha Territory
Some affected but by no means all
Active Retirement
Lower interest rates + loss of capital value
= Savage reductions in disposable
income.
Professional Reward
Having to support their children for longer
Diversion of investment into property.
Source: Experian - Mosaic 2009
58.
59.
60.
61.
62.
63.
64.
65.
66.
67.
68.
69.
70.
71.
72.
73.
74.
75.
76.
77.
78.
79.
80. “Marketing is about
...conducting a dialogue over time with a specific group of customers
...whose needs you get to understand in depth and for whom you
develop a specific offer
...with a (sustainable) differential advantage over the offers of your
competitors.”
“When you have something to shout about, then shout!
If not;
then shut up until you do.”
Prof. Malcolm MacDonald
Cranfield University.