Customer Service

Services Offered by Retailers
Department and specialty store
Acceptance of credit cards Alteration of merchandise Child care facilities Credit Delivery to home

Discount stores

Demonstrations of merchandise
Displaying of merchandise Dressing rooms Extended store hours Extensive signage to identify merchandise

Services Offered by Retailers
Department and specialty store
Gift wrapping Facilities for shoppers with special needs (physically handicapped, etc.) Parking Personal assistance in selecting merchandise

Discount stores

Play areas for children
Presentations on how to use merchandise Repair services

Difficult for customers to evaluate service quality .Problems in Providing Quality Service • Intangibility of benefits .Difficult for firms to evaluate quality of service delivered by employees • Inconsistencies of service provided .Employees are not machines .

Greater potential benefits to customers .Higher cost • Standardized .High consistency .Greater inconsistency .Customer Service Strategies • Customized .Meets but does not exceed expectations .Lower cost .

Role of Expectations in Evaluating Retail Service Service quality Perception of service delivered Satisfaction with service quality Past experiences Customer expectations Dissatisfaction with Competitive service quality Perception of service delivered offerings .

Cues Customers Use to Evaluate Retail Service Quality TANGIBLES  Appearance of store  Display of merchandise  Appearance of salespeople CREDIBILITY  Reputation for honoring commitments  Trustworthiness of salespeople  Guarantees & warranties provided  Return policy UNDERSTANDING & KNOWING CUSTOMER  Providing individual attention  Recognizing regular customers INFORMATION PROVIDED TO CUSTOMERS  Explanation of service & its cost  Notes sent to customers informing them of sales  Assurances that a problem will be resolved SECURITY Feeling safe in parking lot Communications & transactions treated confidentially .

Cues Customers Use to Evaluate Retail Service Quality COURTESY  Friendliness of employees  Respect shown to customers  Interest shown in customers COMPETENCE  Knowledgeable & skillful employees  Customer questions answered RESPONSIVENESS  Returning a customer’s call ACCESS  Short waiting time to complete sales transaction Convenient operating hours  Convenient location  Manager available to discuss problems  Giving prompt service RELIABILITY  Accuracy in billing  Performing service at designated time  Accuracy in completing sales transaction .

The GAPS Model for Improving Service Quality Knowledge gap Management perceptions of customer expectations Standards gap Customer expectations Service gap Standards specifying service to be delivered Delivery gap Retailer communications about services Communication gap Actual service delivered Customer perception of service .

Closing the Knowledge GAP • Customer research • More interactions between managers and customers • Better communications between managers and service providers .

Closing the Standards GAP • High quality service commitment • Innovative solutions • Define the role of service providers • Set service goals • Measure service performance .

Closing the Delivery GAP • Information and training • Internal communications • Reduce conflicts • Empower employees • Providing incentives .

Closing the Communications GAP • Realistic commitments • Managing customer expectations .

Service Recovery • Listen to the customer • Provide a fair solution • Resolve problem quickly .Reduce number of contacts .Give clear instructions .Avoid jargon .

Retail Selling .

Steps in the Selling & Buying Process 1. Approaching the customers 2. Presenting & demonstrating merchandise & overcoming reservations 4. Collecting Information 3. Making the sale 5. Building future sales .

Alternative evaluation 4. Alternative choice 5. Postpurchase evaluation . Information search 3.Steps in the Selling & Buying process 1. Problem recognition 2.

It is stronger than most chinawear because it is fired at 2600 °F. Not Features PRESENTATION EMPHASIZING FEATURES This chinawear has a hard glaze that is applied after the pattern is on the cups and plates. To prevent the cup handles from breaking off. The pattern will also last a long time. The handles are molded into the cup before it is fired. It won’t fade because a hard leadless glaze is applied over the pattern. .Selling Benefits. All the china is fired at 2600 °F. PRESENTATION EMPHASIZING BENEFITS This chinawear will last a long time. they are molded into the cup body before it is fired.

Salesperson I don’t like him. . Location I can’t find it. Timing I haven’t made up my mind.Types of Reservations Store I don’t know about this store’s return policy. Price This is too expensive. Merchandise I don’t think this is made well.

TX 75225 . Looking forward to seeing you again soon. Marker. Diana Carreon Neiman Marcus Diana Carreon SALES . and please do not hesitate to call for any assistance. FASHION . 2127 Res. ACCESSORIES (214)363-8311 Ext. at our Neiman’s Northpart store.Building Relationships With a Customer 11-10-97 Dear Ms. 327-2258 400 NORTHPARK CENTER DALLAS. Sincerely. It was a pleasure meeting you and assisting you with your sunglasses from our accessories dept.

Rubbing back of neck. Steepling (fingertips touching). dominance. . IL: Irwin/McGraw-Hill. Piercing eye contact. 3rd ed. Selling: Building Parternships. Source: Barton Weitz. 1998). Minimum eye contact. and John Tanner. Fingers clasped. Hands on hips. Hands to face. HANDS INTERPRETATION BODY ANGLE FACE ARMS Nervousness. Stephen Castleberry. Constant blinking. superiority Exaggerated leaning over. hair. (Burr Ridge.Patterns of Nonverbal Communication INTERPRETATION BODY ANGLE FACE ARMS HANDS Power. submission. apprehension Fidgeting or shifting from side to side. Hands behind neck or back. Head down. Wringing hands.

Patterns of Nonverbal Communication INTERPRETATION BODY ANGLE FACE ARMS HANDS Disagreement. (Burr Ridge. Finger pointing. distinterest Slouching against display. Hands gripping edge of display. anger. Looking at door. Eyes squinting. Selling: Building Parternships. Lips pursing. Fist. Lack of eye contact. 1998). Blank stare. Chin thrusting out. IL: Irwin/McGraw-Hill. Stephen Castleberry. 3rd ed. Drumming on display case. out window. . shake of head. skepticism Turning body Negative away. HANDS INTERPRETATION ARMS Boredom. frown. BODY ANGLE FACE Arms crossed. Finger under collar.. Playing with object on display case. and John Tanner. Source: Barton Weitz. at watch.

Points to Consider in Handling Objective Anticipate objections Create opportunities from objectives Maintain a positive attitude Understand customer objections .

Sources of Objections • The customer may be objecting due to lack of information • The customer may be setting a condition • The objection may be genuine .

softly Moves deliberately Makes few statements Expresses moderate opinions More Assertive “Tell” oriented Take-charge attitude Competitive Directive Risk taker Makes decisions quickly Takes initiative Leans forward Direct eye contact Speaks quickly.Indicators of Assertiveness Less Assertive “Ask” oriented Go-along attitude Cooperative Supportive Risk avoider Makes decisions slowly Lets others take initiative Leans backward Indirect eye contact Speaks slowly. intensively Moves rapidly Makes many statements Expresses strong opinions .

approachable People oriented Uses opinions Playful Personable. independent Task oreinted Use facts Serious Impersonal.Indicators of Responsiveness Less Responsive Controls emotions Cool. businesslike Moves rigidly Limited use of gestures Formal dress Disciplined about time Controlled facial expressions Monotone voice More Responsive Shows emotions Warm. friendly Moves freely Gestures frequently Informal dress Undisciplined about time Animated facial expressions Many vocal inflections .

The Social Style Matrix Low Responsiveness D C B A 1 2 Low Assertive 1 2 High Assertive 3 4 D C B A High Responsiveness 3 4 .

Cues to Identify the Social Styles of Customers Analyticals Technical background Achievement awards on wall Office is work-oriented. team sports . showing a lot of activity Conservative dress Like individual leisure activities. such as reading. individual sports Drivers Technical background Achievement awards on wall No posters or slogans on office walls Calendar prominently displayed Desk placed so contact with people is across desk Conservative dress Like group activities. such as politics.

unorganized desk Desk placed for open contact with people Casual or flamboyant dress Like group activities. open atmosphere Pictures of family displayed Personal mementos on wall Desk placed for open contact with people Casual or flamboyant dress Like individual leisure Expressives Liberal arts background Motivational slogan on wall Office has friendly.Cues to Identify the Social Styles of Customers Amiables Liberal arts background Office has friendly. open atmosphere Cluttered. such as politics. team sports activities. individual sports . such as reading.

Versatile and Non-Versatile Behavior Less Versatile Limited adaptability to other’s needs Specialist Well-defined interests Firm of principle Predictable More Versatile Able to adapt to others’ needs Generalist Broad interests Negotiates issues Unpredictable Single-minded Looks at many sides of issue .

Techniques to Alter Sales Behaviors Reducing Assertiveness Ask for customer’s opinion Acknowledge merits of customer’s viewpoint Listen without interruption Reducing Responsiveness Become businesslike Talk less Restrain enthusiasm Be more deliberate don’t rush Make decision based on facts Stop and think Let customer direct flow of conversation .

Techniques to Alter Sales Behaviors Increasing Assertiveness Get to the point Don’t be vague or ambiguous Volunteer information Be willing to disagree Reducing Responsiveness Verbalize feelings Express enthusiasm Pay personal compliments Spend time on relationships rather than business Socialize--engage in small talk Use nonverbal communication Take a stand Initiate conversation .

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