Manage Customer Feedback & Complaints
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Learn about, you, your customers, your business, understanding different types of customer behaviours, customer first competency, the effects of difficult customer behaviours, bad handling of customer complaints and feedbacks and winning over your customers
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Manage Customer Feedback & Complaints
- 1. MANAGING CUSTOMERS COMPLAINT & FEEDBACK
- 2. MODULE 1 YOU - YOUR CUSTOMERS & YOUR BUSINESS
- 3. DOMINANCE POWER - FOCUS ON RESULTS COMPETITIVE DIRECT FORCEFUL
- 5. STEADINESS PACE - COOL TYPE GOOD LISTENER KIND ACCOMODATIVE
- 6. COMPLIANCE POLICY - RULES & REGULATIONS CAREFUL COMPLIANT PERFECTIONIST
- 7. MODULE 2 UNDERSTANDING DIFFERENT TYPES OF CUSTOMER BEHAVIOURS
- 8. TYPES OF CUSTOMERS THE KNOW IT ALL CUSTOMER WOULD ASK YOU ENDLESS QUESTIONS
- 9. TYPES OF CUSTOMERS THE OPEN MNDED CUSTOMER WILL BUY IF YOU CAN CONVINCE THEM
- 10. TYPES OF CUSTOMERS THE UNCERTAIN CUSTOMER WILL NOT BE ABLE TO MAKE A DECISION
- 11. TYPES OF CUSTOMERS THE HARD HEADED CUSTOMER THEY ARE BLUNT & RUDE
- 12. TYPES OF CUSTOMERS THE DISSATISFIED CUSTOMER FRUSTRATED AND KEEPS COMPLAINING & BLAMING
- 13. TYPES OF CUSTOMERS THE ANALYTICAL CUSTOMER THEY ALWAYS WANT MORE INFORMATION
- 14. MODULE 3 CUSTOMER FIRST COMPETENCY
- 15. THE BUSINESS SUCCESS DEPENDS UPON US ARE WE RELIABLE? ARE WE EFFICIENT? ARE WE EFFECTIVE?
- 17. THE CUSTOMER THE CUSTOMER IS THE MOST IMPORTANT VISITOR ON OUR PREMISES HE IS NOT DEPENDENT ON US - WE ARE DEPENDENT ON HIM HE IS NOT AN INTERRUPTION TO OUR WORK - HE IS THE PURPOSE OF IT HE IS NOT AN OUTSIDER TO OUR BUSINESS - HE IS THE PURPOSE OF IT HE IS DOING US A FAVOUR - KEEPING US IN BUSINESS SERVING HIM
- 18. MODULE 4 THE EFFECTS OF DIFFICULT CUSTOMER BEHAVIOURS
- 19. PREVENTS US FROM DOING OUR JOBS = PERFORMANCE EFFECTED
- 20. CAUSES US NOT TO ENJOY OUR JOB = MOTIVATION EFFECTED
- 21. RESULTS IN HIGH LEVEL OF STRESS = HEALTH EFFECTED
- 22. HOW DO WE SOLVE THIS? DO NOTHING SUFFER IN SILENCE FRUSTRATION
- 23. HOW DO WE SOLVE THIS? DO SOMETHING CHANGE OUR ATTITUDE CHANGE OUR BEHAVIOUR
- 24. STEPS IN MANAGING CUSTOMERS FEEDBACKS 1. _____________________________________________ 2. _____________________________________________ 3. _____________________________________________ 4. _____________________________________________ 5. _____________________________________________ 6. _____________________________________________ 7. _____________________________________________
- 25. STEPS IN MANAGING YOUR BOSS _________________________________________ ____ _________________________________________ ____ _________________________________________ ____ _________________________________________ ____
- 26. STEPS IN MANAGING YOUR BOSS _________________________________________ ____ _________________________________________ ____ _________________________________________ ____ _________________________________________ ____
- 27. MODULE 5 BAD HANDLING OF CUSTOMERS COMPLAINTS & FEEDBACKS
- 28. REASONS FOR BAD CUSTOMER HANDLING
- 29. NEGATIVE ATTITUDE BY EMPLOYEES TOWARDS THEIR CUSTOMERS
- 30. VOID OF SERVICE CULTURE NO CUSTOMERS SERVICE PHILOSOPHY WITHIN THE COMPANY
- 31. LACK OF TRAINING DIFFERENCE IN PERCEPTION BETWEEN WHAT THE BUSINESS THINKS AND WHAT THE CUSTOMER WANTS
- 32. ABSENCE OF STANDARD OPERATING PROCEDURE (S.O.P.) POOR HANDLING AND RESOLUTION OF CUSTOMERS COMPLAINTS & FEEDBACKS
- 34. EXCUSES I DON’T HAVE ENOUGH TIME
- 35. EXCUSES I DON’T GET PAID TO BE NICE
- 36. EXCUSES EVERY CUSTOMER ARE TROUBLE MAKERS
- 37. EXCUSES I CAN’T DEAL WITH CUSTOMERS WHO DON’T SHOW ME RESPECT
- 38. EXCUSES I CAN’T DO A GOOD JOB IF OTHER DEPARTMENTS ARE NOT SUPPORTING ME
- 39. MODULE 6 WINNING OVER YOUR CUSTOMERS
- 41. PRINCIPLE 2 NEVER SAY YOU’RE WRONG
- 42. PRINCIPLE 3 REMEMBER THE PERSONS NAME
- 43. PRINCIPLE 4 BE A GOOD LISTENER
- 44. PRINCIPLE 5 MAKE THEM FEEL IMPORTANT
- 45. MODULE 7 CREATING YOUR CUSTOMER SERVICE STANDARDS
- 47. REALISING THAT CUSTOMERS MAKE PAY DAYS POSSIBLE - THE ORGANISATIONS POLICY SHOULD CENTRE AROUND THE “ WE CARE” CULTURE IN EVERY ASPECT OF CUSTOMER SERVICE
- 49. ASSESSING CUSTOMERS SERVICE EXPECTATIONS BY BENCHMARKING THE COMPETITION
- 51. USE OF QUESTIONNAIRE, TELEPHONE INTERVIEWS, FIELD SURVEYS AND PERSONAL CONTACT TO AUDIT CUSTOMER COMPLAINTS AND FEEDBACK RESPONSE STANDARDS
- 53. QUICK RESPONSE TO SERVICE CALLS AND IMMEDIATE REPLIES TO LETTERS, FAXES, EMAILS
- 54. STAFF MOTIVATION, EMPOWERMENT & TRAINING
- 55. PROVIDE CONDUCIVE WORK ENVIRONMENT TO INVITE SUGGESTIONS FROM STAFFS & RESPECT THEIR VIEWS TO DELEGATE SOME AUTHORITY TO STAFFS WITH PROPER GUIDELINES TRAIN & RETRAIN STAFFS ON PRODUCT KNOWLEDGE - SERVICE STANDARDS - CUSTOMER PSYCHOLOGY
- 56. CONGRATULATIONS
Editor's Notes
- It’s impossible to win an argument. If we lose the argument, we lose; if we win the argument, we have made the other person feel inferior, hurt his pride, and made him resent us. In other words, we still lose.
- Avoid telling someone that they’re plain wrong. We’re essentially telling them that we are smarter than they are and we’re going to teach them a thing or two. This comes off as a challenge. It arouses opposition and incites in the other person a desire to battle with us.
- A person's name is a very powerful thing - it's an embodiment of that person's identity. So remembering and using someone's name is a great way to make that person feel important.
- Be genuinely interested in the other person. Never listen to answer but listen to understand Aim to do 75% listening and 25% talking.
- We should all be happy - and excited - to do something for someone else when they can’t do anything for us in return Do unto others as you would have others do unto you