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CUSTOMER SERVICE … we’re all in this together! Based on key research findings in a Report published  November 2008
World Class Customer Service.... for 2012 and beyond   Available on EIAT 2009 website
 
 
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Key findings ,[object Object],[object Object],[object Object]
Key findings ,[object Object],[object Object],[object Object],[object Object],[object Object]
Key findings ,[object Object],[object Object],[object Object],[object Object]
Recommendations (Part 1)  ‘Creating a legacy’ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Recommendations (Part 1)  ‘Creating a legacy’  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Recommendations (Part 1)  ‘Creating a legacy’ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Recommendations (Part 1)  ‘Creating a legacy’ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Facilitating a step-change ,[object Object],[object Object],[object Object],[object Object],[object Object]
Recommendations (part 2) ‘delivering ‘gold standard’ service for 2012’ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Recommendations (part 2) ‘delivering ‘gold standard’ service for 2012’ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Recommendations (part 2) ‘delivering ‘gold standard’ service for 2012’ ,[object Object],[object Object],[object Object]
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CUSTOMER SERVICE... we are all in this together!

  • 1. CUSTOMER SERVICE … we’re all in this together! Based on key research findings in a Report published November 2008
  • 2. World Class Customer Service.... for 2012 and beyond Available on EIAT 2009 website
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Editor's Notes

  1. Representative survey of over 2,000 businesses Best practice employers interviews Including John Lewis, Pret a Manger, Four Seasons, Novotel, the Tate, Birmingham International Airport, Bettys and Taylors If other factors are not in place (such as support from managers and supervisors, a customer-focused culture, customer-focused processes, reward and recognition for staff and quality assurance, mechanisms for, obtaining customer feedback). Staff go on training but aren’t given the opportunity to put what they have learnt into practice once back in the workplace. … . And ensuring consistently good levels of service. Supervisors and line managers therefore need to understand the importance of customer service and have the skills to be able to coach and motivate their staff.
  2. There appear to be two schools of thought regarding customer service training. One view is that training can’t change behaviour. Staff should be recruited purely on their attitude and personality and be provided with the knowledge they need to do their job well through training. The view is that when equipped with this knowledge (such as product knowledge), staff become confident and their personality and professionalism can shine through, enabling them to deliver excellent customer service The other school of thought is that not all businesses can purely recruit on attitude and personality due to a shortage of people with these attributes looking for jobs in the service sector. Therefore, training needs to focus on changing the behaviours of these people rather than purely providing them with knowledge. WIIFM – will differ depending on the individual but includes focusing on the personal development benefits/well-being or links to rewards and recognition
  3. What’s different? Currently no short customer service quals for supervisors/line managers (non-accredited training) A few short quals plus the NVQ None of the short quals are effectively linked back into the workplace (transfer of learning) Clear progression links Qualifications – recognise the importance, professionalise service industry Managers – providing information before external training, linking training to appraisals/performance management/mystery shopping, closely involved with
  4. What’s the difference? Motivational from the start Focus on attitudes and behaviours (and the ways of delivering this) plus ‘what’s in it for me’ Cultural awareness and disability awareness v important Embedded examples throughout… i.e. Embed local knowledge (through exercises) Communication section (avoiding misunderstandings) – emphasis on why clear communication is essential with speakers of other languages (both internal and external customers) Generic content – relevant across the six sectors looked at (plus others?) – but… very importantly, all the scenarios, examples, activities must be tailored to specific industries/businesses to make them relevant for the learner
  5. Intercultural skills (including cultural awareness, working with non-English speakers and diversity) Understanding behaviours (including the psychology of service, empathy training, assertiveness) Disability awareness Olympics History of the Olympics Key facts Visitor profile Requirements of different visitors Visitor journey Event knowledge Games knowledge Security awareness Local knowledge/local pride Conflict management
  6. Importance of customer service Developing a customer service culture Coaching (It is recommended that a whole day is dedicated to developing coaching skills. The potential of this being linked to NVQ assessor training should be explored) Team building and motivation Communication Monitoring performance
  7. based on the Manchester Standard) to raising standards should be adopted by businesses operating at key tourist destinations (such as train stations, airports, Piccadilly Circus, Covent Garden, Oxford Street and areas around the Olympic sites) which could include:
  8. should be produced and distributed to all visitor-facing staff in London and around other Olympic venues immediately prior to the Games. This should contain information that staff could use to answer visitors questions, for example.
  9. For example, taxi drivers could be given the opportunity to spend a day on a tour bus and given free access to some key tourist destinations to help them ‘sell’ the city to the passenger.