This document provides a summary of key tips and strategies for excellent customer service: 1. It outlines 6 tips for customer service, including creating a customer-focused culture, listening to customers, engaging employees, showing customers you care, benchmarking service, and continuously improving. 2. Each tip is explained in 1-2 paragraphs and provides examples of how to implement the strategy to improve customer service. 3. The document also introduces a 5P's Service Quality Model and explains how various activities during Customer Service Week can help organizations implement better customer service practices.

1. CUSTOMER
SERVICE
HANDBOOK

2. Contents
Introduction 1
6 Customer Service Tips
Tip1: Create a customer focused culture 2
Tip2: Listen to your customers 3
Tip3: Engage your employees 4
Tip4: Show customers that you really care 5
Tip5: Customer Service Benchmarking 6
Tip6: Measure and Countinously Improve 7
5P’s Service Quality Model 8
9
Policies
Premises 10
Processes 11
Product/Service 12
People 13
Performance Measurement 14
Introduction
Service quality has increasingly become a differentiating factor
among organisations and has become the key driver for
organisations to gain competitive advantage in ever changing
business environment. This customer service handbook has been
uniquely developed for the inaugural UAE Customer Service Week
to highlight some key factors regarding service delivery excellence
and provide an insight into the 5P’s Service Quality Model upon
which The International Customer Service Standard is based.
Each page of this handbook will provide information on a useful yet
crucial aspect of Customer Service delivery. It will also identify which
activities are taking place during customer service week and help you
get the most out of your participation.
1

3. TIP Create a customer focused culture
1
An organisation with a customer focused culture promotes the basic value of service
quality among employees throughout the length and breadth of the organisation. It makes a
conscious attempt to develop and use innovative methods to respond and capture customer
needs on a continuous basis. Its product offerings revolve around meeting and exceeding
customer requirements.
Before you look out-
Delivery of excellent customer service side - look inside. A customer
should be instilled within the culture of focused culture needs to be
the organisation. A customer centric created among employees
organisation paves its way to a (Lowe, 2010).
profitable future with several growth
opportunities. In “a survey conducted by
Forum Corporation of 2,374 customers
from 14 organisations [it was found that]
more than 40 percent [of the customers]
listed poor service as the number-one
reason for switching to the competition”
(Blume, 1988).
Research shows that “service excellence
initiatives are short-lived unless they are
embedded as a part of the culture of
the organisation” (Cook, 2008).
Creating a customer focused culture
involves a solid Vision and Mission
Statement, Training & Education and
Employee Reward & Recognition.
Participate for free in CSW and learn how to implement a customer focused culture
2

4. TIP Listen to your customers
2
Customer feedback about your organisation’s products and services is as valuable as
increasing profits. If organisations are going to improve the service/products provided to
customers, it is essential to listen to them.
A recent study revealed that
only 3% of respondents
thought companies and organisations
across all sectors listened enough to
them and their needs (Tips for Tip Top
The barriers preventing Service, 2009).
organisations from under-
standing customer needs:
• Events which do not occur
but often come to
management attention due
to a large negative impact the
situation creates
• The fact that a high percentage of
customers do not complain. Research
undertaken in the United States
suggests that “only one in 26
people”complain
• Opinions may only be collected from a
Listening to your customers involves
specific group of customers which may
collecting meaningful information
not be a representative sample. This
through various channels and acting
can distort the view the organisation
upon it in a timely manner. Methods for
has about its customers’ needs and
collecting customer information include:
requirements
• Resistance to change on the part of
• Complaint handling system
the organisation leading to “we have
• Customer satisfaction surveys
always done it this way and this is
• Employee satisfaction surveys
what the customer wants syndrome”
• Employee exit interviews
(Cook, 2008)
• Declining trends in demand
Learn more at our Customer Service Week complaint management workshop
3

5. TIP
3 Engage your employees
An engaged workforce comprises of “people who are willing to do whatever it takes to
help the company succeed, including lead, innovate and serve customers” (Gostick & Elton,
2009). Employee engagement plays a major role in raising customer satisfaction level.
Research suggests that a fall in customer satisfaction level can be prevented with the help
of an engaged workforce (Coco, 2009).
• Act as advocates for the organisation
• Increases innovation rates
• Introduce cost cutting solutions
Engaged Employee: • Impact on service delivery as a result of
their dedication and commitment
Organisations with “high-
employee-engagement report
on average customer satisfaction
20 percent higher than their low-
engagement peers” (Gostick &
Three of the key drivers which lead to an
Elton, 2009).
engaged work force relates to the ability
of the organisation to create:
• A link between each and every
employee’s job role and how
fulfillment of his/her job
responsibilities leads to meeting
organisational objectives
• A positive atmosphere amongst
employees resulting from the
knowledge that their skills and
abilities have been utilised for the
benefit of the organisation
• An environment which supports
innovation and encourages
employee contribution
Download free tips, games & puzzles. Attend the CSW workshop on employee engagement
4

6. TIP Show customers that you really care
4
“Getting it right the first time” may not be the only tactic to win and keep customers.
Customers need to feel that they are cared for.
Profit is the applause
you get for taking care
of your customers and creating a
motivating environment for your
people (Blanchard, 2004).
Forum Corporation found that “68% of
[customers] would go to another vendor
simply because of indifference on the part
of a single employee at their current one” Loyal customers not only contribute to
(Blume, 1988). By showing customers that continual business growth but also act
the organisation truly cares about as advocates for the organisation’s
meeting their needs and expectations, products/services. At the Better
it works its way towards building a loyal Business Bureau of Southern Colorado’s
customer base. The benefits include: Excellence in Customer Service Award
• Improved image of the organisation banquet, keynote speaker Rick Brinkman
through the eyes of the customer mentioned that “about 90 percent of
• Increased customer retention customers will remain loyal to a
• Increased customer satisfaction levels company and bring five new
• A reduction in costs customers if they feel they are cared
• An increase in profits about” (Expert, 2006).
How responsive are you to your customers’ needs? Enter the UAE CSW STAR Awards
5

7. TIP
5 Customer Service Benchmarking
Benchmarking can be defined as a “continuous, systematic process for comparing your
own efficiency in terms of productivity, quality and practices with those companies and
organisations that represent excellence” (Karlof & Ostblom, 1995).
Benchmarking, the latest management buzzword, focuses on borrowing concepts and ideas
which already have proven to be successful instead of having to re-invent the wheel time
and again. According to Sewell, “if an idea works in one place, you can be pretty certain it
will work in another. People are just not that different from one another” (1990).
Successful companies
are constantly bench-
marking…They have to know
what they have to match up with
day-in and day-out if their Benchmarking in the field of customer
company is going to be service is beneficial because:
successful.
• It helps an organisaton to learn
how to increase strategic efficiency
in terms of customer service
• It leads to skill enhancement as a
result of learning from world class
organisations
According to (Johnson & Stern, 1995) • It initiates a learning process to
the Four basic elements for cultivate and constantly improve
benchmarking: service delivery
• Determining and describing what
area/aspect of the organisation to
benchmark
• Assessing the performance of
other organisations in a similar
area/aspect of operation
• Identifying gaps in performance
and developing a plan to address
them
• Implementing change
Learn from local & international thought leaders on best practice during the CSW Forum
6

8. TIP Measure and Continuously Improve
6
Measuring customer satisfaction level and making a constant effort to improve service
delivery performance is an essential element of delivering excellent customer service.
Measure everything.
Baseball teams do it.
Football teams do it. Basketball
teams do it. You should do it
too (Sewell, 1990).
Measurement is the basis for
continuous improvement. According
to Carl Sewell author of Customers for
Life, Benefits of continual performance
GE is one such company which gives measurement:
continuous improvement high • It provides organisations with an
importance. At GE, in order to assist call improvement plan to fill in gaps
centre agents to solve customer identified in the organisation’s
problems more effectively and service delivery process
efficiently, an investment of USD 10 • It helps the organisation to identify
million was made to develop an and improve on the inefficient and
‘Answer Centre’. This is a large unproductive areas in an
database which holds over 750,000 organisation which adversely affect
customer questions, so that when a the customer experience
customer calls with a problem, call • It helps organisations become
centre agents can enter a keyword to exceptional customer service
get the information to respond. As providers and it paves the way for
and when new problems arise they are increased customer retention and
added to the database (Cook, 2008). satisfaction
Attend the CSW workshop delivered by TICSI on service quality measurement
7

9. The 5P’s Service Quality Model
The 5P’s Service Quality Model provides a comprehensive framework for the key elements
essential to the delivery of customer service excellence. Each element plays a critical
role in the customer’s experience and cohesively these form the basis for an integrated
approach to the delivery of service excellence. This model forms the foundation for The
International Customer Service Standard (TICSS2010), which has been developed by the
Institute and consists of a set of practical customer service guidelines which organisations
can be formally assessed against.
Details of each of the elements of the 5P’s Service Quality Model follow over the next few
pages, highlighting their importance within a service quality improvement context and the
implementation benefits that this model can bring to an organisation.
Customer satisfaction is defined by the people within the organisation responding to their
needs, the quality of the products and services received by the organisation, the
surrounding premises, and efficiency of the processes.
Policies
Products Premises Processes People
Attractors Retainers
Quality Assessable Defined Awareness
Value Usable Communicated Technical Skills
Brand Interesting Implemented Teamwork
Availability Serviced Measured Behavioural Skills
Refined
Customer Satisfaction
Performance Measurement
© Philip Forrest (1985-2010)
8

10. Policies
The Policies are the guides of action for any organisation. This P creates the framework
for each level and field of operation within the organisation, setting the core values for
customer service provision. The Policies should be derived from best practice and address
the intent of the organisation through their mission, vision, core values and standards.
Setting the Policies for
the organisation is as
essential as thinking
before acting. Policies set the
goals to be reached and
set the framework for
how to get there (TICSI).
Policies should be:
• Documented to establish a
Within the 5P’s Service Quality Model, common understanding of core
Policies are the overall enablers and values, strategies and standards
conditioners of the remaining P’s. They • Clearly communicated to all
govern the allocation of resources stakeholders of the organisation
(time, money and effort etc.) to assist in ensuring all employee interactions
the achievement of the organisation’s with customers commit to the
service excellence goals. same standard of delivery
Policies Premises Processes Product/Services People
How the organisation’s Are the products/ services How effective are the Are the employees
designed according to the Do the delivery chan-
objectives and strategies organisation’s processes in sufficiently trained to
needs and expectations of nels facilitate delivery of
reflect the customers’ delivering the desired enable satisfaction of
the customers? customer service?
expectations? output to their customers? customers’ needs?
9

11. Premises
The Premises are interpreted as inclusive of all service delivery channels of the
organisation. The premises contribute to the customers overall impression of the business.
Within the “Premises” category all available delivery channels are measured:
Physical location, Call centres and Websites.
Your organisation’s
website very often acts as
the customer’s first touch point.
It’s extremely important that
your site represents your
organisation’s values and
vision (TICSI).
Premises can lead to delivery of excellent customer service when:
• A comfortable and safe work environment helps to raise employee satisfaction and
motivation levels within the organisation
• Customers who feel safe and comfortable within the organisation’s physical location
are likely to visit the location repeatedly and may contribute to the business growth.
• Access to a call centre agent/reception desk in a timely manner, by competent and
knowledgeable call centre agents helps to create a positive customer experience
Premises act as important attractors for new customers, as service delivered through any of
the delivery channels could create a lasting first impression which would in turn persuade
customers to do business with the organisation. Organisations need to ensure that all its
customer service delivery channels are structured to support the needs of its customers.
Policies Premises Processes Product/Services People
How the organisation’s Are the products/ services How effective are the Are the employees
designed according to the Do the delivery chan-
objectives and strategies organisation’s processes in sufficiently trained to
needs and expectations of nels facilitate delivery of
reflect the customers’ delivering the desired enable satisfaction of
the customers? customer service?
expectations? output to their customers? customers’ needs?
10

12. Processes
Processes are activities that deliver specific services or products for internal or external
customers. Processes are one of the most crucial elements in the delivery of Service
Excellence. Customers expect a satisfactory outcome after completing a transaction with
an organisation and it is the efficiency and effectiveness of the processes that contribute
greatly to this expected outcome.
While Products and Premises act as attractors, Processes and People are retainers. These
last two factors play a crucial role in maintaining the customers’ enthusiasm for the brand
and ensuring provision of a consistently high level of service which ultimately results in
customer retention and loyalty.
Practical considerations regarding Processes should include:
• Processes are derived from Policies to ensure that the main strategic goals are
achieved
• Collection of input from all relevant parties (e.g. employees, customers, strategic
partners, etc.), to ensure efficiency across all levels
• Documentation and clear communication to all stakeholders, so that all those
who are involved in executing procedures have a uniform understanding of
required resources and quality standards
• Be integrated at each operational level of the organisation to maintain a quality
output
• Be measured on a regular basis, to eliminate non-value added activities while at
the same time enhancing those activities which are beneficial for customers
Policies Premises Processes Product/Services People
How the organisation’s Are the products/ services How effective are the Are the employees
designed according to the Do the delivery chan-
objectives and strategies organisation’s processes in sufficiently trained to
needs and expectations of nels facilitate delivery of
reflect the customers’ delivering the desired enable satisfaction of
the customers? customer service?
expectations? output to their customers? customers’ needs?
11

13. Products/Services
This P is the reason the organisation exists and is heavily linked to strategy and
development of the organisation. This P acts as an attractor to the organisation and hence,
the quality of the products and services. The value they represent to the customers and
their availability are crucial factors which the organisation needs to take into consideration.
Organisations must
continually adjust and improve
their products and/or services to Many organisations forget that a key aspect of
meet customer demands. delivery of services and products involves taking
into consideration customer feedback. Only
organisations who support and promote a
customer focused approach will ensure that
their products and services are continually
adjusted and improved to meet customer
demands.
Other key factors regarding products and services:
• After sales service should be transparent and effective. The organisation should clearly
communicate applicable policies so that customers are fully aware of their rights
• Organisations need to take into consideration their strategic partners. This is any
business relationship with a partner who is in direct contact with the organisations
customers. Through an appropriate selection process, and through continuous
measurements against set performance criteria, organisations can ensure their
customers receive the same standard of service through all their touch points
Policies Premises Processes Products/Services People
How the organisation’s Are the products/ services How effective are the Are the employees
designed according to the Do the delivery chan-
objectives and strategies organisation’s processes in sufficiently trained to
needs and expectations of nels facilitate delivery of
reflect the customers’ delivering the desired enable satisfaction of
the customers? customer service?
expectations? output to their customers? customers’ needs?
12

14. People
This P is the factor which allows organisations to deliver their vision, mission and aims in
an effective way. Successful customer service is dependent on the ability of the people of
an organisation to deliver, at the point of customer contact, a unique combination of a
number of different elements.
Knowledge, competence and skills (such as communication and interpersonal) can
positively influence the service quality performance. Well trained and highly motivated
employees are able to engage with customers easily and apply themselves appropriately
in addressing customer needs. Together these are highly influential on emotional aspects
of the customer experience and hence are the retainers within the 5P’s model.
People are an organisations
most important resource.
Care for them, nurture them, help
them achieve their dreams, and
they might just, help you
achieve yours (TICSI).
Some key aspects regarding People:
• Effective internal communication is essential to ensure that employees are kept
up to date with all aspects of change thereby enabling organisations to better
serve the needs of customers
• Identification of training needs to ensure that employees have developed the
skills and knowledge they require to perform at their job
• Collection of employee feedback and suggestions is crucial for organisations to
identify areas for improvement both internally and externally. Engaging
employees in development of products/services encourages innovation and
motivates the workforce
Policies Premises Processes Products/Services People
How the organisation’s Are the products/ services How effective are the Are the employees
designed according to the Do the delivery chan-
objectives and strategies organisation’s processes in sufficiently trained to
needs and expectations of nels facilitate delivery of
reflect the customers’ delivering the desired enable satisfaction of
the customers? customer service?
expectations? output to their customers? customers’ needs?
13

15. Performance Measurement
In addition to the five P’s, the model places high emphasis on the Measurement
Improvement cycle. Service Quality Performance Measurement is the key management tool
for directing improvement in the organisation across all levels. All aspects of service delivery
can be measured. It is only when organisations can correctly identify where they stand in
relation to best practice organisations, that they can start the journey towards achieving
customer service excellence.
All aspects of
service delivery
can and should be Continuous performance measurement
measured (TICSI). ensures:
• The organisation identifies its
strengths and weaknesses on a
continuous basis and sets a path for
improvement
The achieved scores of service performance • The organisation is in a position
measurement are the true measure of where it can accurately identify
satisfaction of customers and employees, customer needs and expectations
and together these are crucial in • The organisation develops an action
maintaining an improvement - plan to implement improvements
measurement cycle which will drive which meet customer needs and
organisation’s improvement. Improvement expectations
is based on the results of: • The organisation is on the path of
• Customer Experience Measurement sustainable customer service
• Employee Engagement Measurement improvement
• Mystery Shopping Research
Performance Measurement
Continuous performance measurement is a crucial factor in excellence. Performance measurement ensures the organisation is moving in the right
direction, monitoring strengths and areas of improvement, identifying customer needs and expectations, and ensuring sustainability in customer
service improvement.
14

16. About the Institute
The International Customer Service Institute (TICSI) is an international
partnership organisation enabling the recognition and sharing of
global best practice in customer service. The Institute was founded
in 2005 in the United Kingdom with the ultimate goal to set the
global standards of customer service in a diverse and always changing
environment.
The International Customer Service Standard (TICSS) has been
developed by the Institute with the objective of making it the global
standard for quality customer service. The aim of TICSS is to enable
organisations to focus their attention on delivery of excellence in
service quality while at the same time providing recognition of
success through a formal third party certification scheme.
To assist organisations measure their current performance against
TICSS, a self assessment tool is available on the TICSI website. The
tool promotes a flexible approach to identifying their strengths and
weaknesses within their current system.
For the list of references used in this guide, please email us at
info@ticsi.org
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W: www.ticsi.org W: www.customerserviceweek.ae
E: info@ticsi.org E: csw@customerserviceweek.ae
T: +971 4 432 9370 T: +971 4 432 9373