CUSTOMER SERVICE

STRATEGY 2010
Report on how we can implement new customer
service strategies

In relation to the results of a survey that was conducted last month by

the Marketing department, aimed mostly at our more frequented
corporate clients. We concluded due to these findings and our increase
in staff that an update in our customer service strategies should be and
is our highest current priority

HOTEL TAFE
Marketing Manager: Tina Busby
14/09/2010
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Table of Contents

Page 2 Overview and Introduction

Page 3 Survey

Page 4 Item 1 Improving Customer Service

1.1 Employee Interview

1.2 Induction Program

1.3 Mentoring Program

Page 5 1.4 Coaching Service

2.1 Resource Planning

Page 6 Incorporating New Service/Program item 2

2.1 Resource Planning continued

2.2 Matrix Compatibility

Page 7 2.2 Matrix Compatibility continued

2.3 Interview and Induction

Page 8 2.3 Interview and Induction continued

Page 9 Item 3 a guide on how to deal with customer service

Summery and conclusion

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CUSTOMER SERVICE STRATEGY

2010
Report on how we can implement new customer service strategies

Overview
Due to a survey that was conducted last month it is evident that our current Customer
Service Strategy is no longer suitable this could be a result of the Hotels Loyalty Program
generating an increase in its clients. Developing customer service strategies that meet our
customers’ needs is important. But we must also consider how these strategies can be
implemented to ensure the delivery of quality products and services that satisfy both
internal and external customers. We can achieve this by using available resources to
maximise opportunities, and developing appropriate procedures to resolve customers’
objections and complaints.

Introduction
According to our most recent customer service survey which we in the Marketing
department conducted, it was decided that
the company’s whole approach to customer
service needed a complete overhaul.
Incorporating staff into the new
There has been a rapid increase lately in
customer membership and as a result has customer service strategy is
prompted us to employ more casual staff, imperative to its success
without any current induction process
available for training our new staff our
customer service level of quality has
appeared to have lapsed.
This information contained in this report will help guide the company into customer
service strategies that will take it well into the future. It includes a system of mentoring
and a plan for an induction process to be incorporated, and will help to ensure that
expectations for us to provide quality service are always met.

The following page shows a copy of the survey previously mentioned and what brought
our attention to re-evaluate our customer service strategies in the areas that rated on the
lower end of the scale with many comments also referring the need for us to re asses our
customer service strategies.

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Hotel Tafe Client Survey

Please take a moment to rate our services. This survey is aimed at our most active customers so a more honest reply is anticipated. Thank you for giving us
the opportunity to serve you.

Evaluation Scale: (5) Superior (4) Excellent (3) Good (2) Fair (1) Poor

Overall Experience 5 4 3 2 1

Check In

Service 5 4 3 2 1

Speed 5 4 3 2 1

Room

Value 5 4 3 2 1

Comfort 5 4 3 3 1

Cleanliness 5 4 3 2 1

Room Service 5 4 3 2 1

Food and Restaurant

Variety 5 4 3 2 1

Quality of Food and Drink 5 4 3 2 1

Hotel Staff

Staff was Friendly 5 4 3 2 1

Prompt Service 5 4 3 2 1

Checkout

Convenience 5 4 3 2 1

Overall Experience 5 4 3 2 1

Comments:

1 IMPROVING CUSTOMER SERVICE

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The following is a detailed guide to improving our customer

service and will offer an easy to read basic information
instruction manual on how we here at Hotel Tafe can provide
the high quality customer service our clients have come to
expect. The plan includes an induction program and
mentoring system for new employees, training sessions,
coaching and problem solving and motivational staff
workshops.

0.1 Employee Interview

To incorporate our new staff induction program we decided it would also be an
advantage to introduce an improved method of staff recruitment. Rather than each
department advertising as a position becomes vacant, we will advertise for a variety
of positions at quarterly intervals throughout the year, then conduct group interviews
where one nominated senior member of all customer service related departments
attends so as to ensure no promising applicants are missed

0.2 Induction Program

A process that all new employees will be required to undertake before commencing
employment, this will involve a member from the department in which the employee
has been employed to work in, giving a lecture or information orientation type of
service to all staff in relation to all company policies related to the department which
the employee is employed and what is expected of them these information sessions
will vary in length with a minimum of three hours, they will assist in educating new
staff in company policy and other relevant company issues.

0.3 Mentoring Program

To mentor is to guide and assist a less experienced individual than oneself.

We will be implementing a mentoring system so that all new employees have a more
experienced member of their department to confide in regarding company regulation
and so on. A mentor will usually be the supervisor of a department so will be added
to an already existing role. In the case where a mentor is somebody other than a
supervisor then a slight increase will be added to the normal rate of pay to
encourage less senior staff to attend mentoring meetings that will assist them in
learning what is expected of a Hotel Tafe Mentor.

1.4 Coaching Service

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Coaching involves guiding team members and giving feedback to help them to
improve their knowledge and skills. Coaching in advance increases the chances that
the person will effectively apply the new skills and knowledge to a situation. It helps
people to improve performance.

Coaching will also be adopted by our senior staff members so that our less
experienced staff members can better understand the way the company operates.

1 INCORPORATING NEW SERVICE/PROGRAM

The following is a detailed description on inclusions and
relevant changes to the company SOPs; it describes various
ways we will now use to improve the way our customer
service is delivered.

1.1 Resource Planning

Customers can be ranked in pyramid formation as in
the following diagram:
Pareto’s customer pyramid

We will use the Pareto principle to make sure that our resources are channeled in the
most productive way; the table followed will be issued in sheet form and according to
each department requirements the columns are to be completed addressing each of
the questions listed.

The objective should contribute in some way to your overall customer service
strategy. Answering the other questions and completing the rest of the chart will help

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you to identify exactly how your team will contribute, what resources you’ll need,
timeframes, and potential problem areas. Involvement by all staff is important early
as this will create genuine interest.

Resource planning chart

The objective How Resources What if?

What must be How will it be required Any potential
done and by done? (the tasks Who will do each problems?
when? involved, the task? Any potential
stages/key What is needed issues with co-
points) for each task? ordination?
How will the tasks
be measured?

1.2 Matrix Compatibility

All departments will be presented with this team member compatibility matrix and
they will also receive the required resources to follow a detailed method to applying
it.

A resource capability matrix will allow us to identify areas of strength in certain

capabilities within a team and also areas where there may be capability gaps. If
capability gaps are identified, they can be ‘plugged’ by increasing the training to a
team, or by changing the members of a team to include individuals with the required
capabilities.

To complete a matrix:

• Write the task that will contribute towards the key objective of the service
strategy in the row labelled ‘Task’.

• List the names of your team members in the left hand ‘Team member’
column.

• Label each ‘Capability’ column with one of the task skills required to deliver
the service strategy, eg ability to determine customer needs or ability to
manage complaints.

• Record the skills that each team member currently has, deciding on an
appropriate rating (low proficiency, medium proficiency, high proficiency,
excellent proficiency/can train others to do the job).

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Team member capability matrix

Reviewed on: Task:
/ /

Team member: Capability 1 Capability 2 Capability 3 Capability 4 Capability 5 Capability 6

A ++ + + +++ 0 ++
B ++ ++ ++ ++ 0 +++
C ++ + + 0 ++ ++
D + + ++ ++ 0 +
E ++ ++ + ++ 0 0
F + + +++ ++ +++ 0

1.3 Interview and Induction

Along with a detailed staff handbook which has been re written to work in conjunction
to this very Customer Service Strategy and all staff policies have been updated
accordingly, please refer to staff website and or up dated handbooks/policies for
further comparisons

All new staff members will be required to read the materials mentioned above as well
as all having to complete a company induction before commencing employment
which will firstly involve a large group interview the plan is to conducted at regular
quarterly intervals this will be the company’s only new employment periods so it will
be essential for all departments to prepare accordingly otherwise they may
potentially lack appropriate staff throughout a neglected quarter.

The following diagram details the process of how it will play out each quarter, it will
be up to the managers and their staff ensures all responsibilities are met.

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1 How to deal with complaints

1. Show your concern and remain calm.
Complaints are important to the people making them, so give them a chance to let off
steam and to express their feelings. If they have a problem, you might have one too. It’s
OK for them to be upset, but you need to remain calm, in control, tactful, and ready to
respond.
2. Be objective.
Your job is not to judge — the issue is not really about who is right. The customer is
simply seeking satisfaction. You must make it clear that you are interested in the problem
and are concerned with fair treatment. Often the opportunity to complain is just as
important to some people as any resolution of the issue.
3. Be prepared to listen.
Every story has at least two sides, and you are about to hear one of them. Listen to, and
empathise with, the customer. This not only shows respect but might also enable you to
find out what the real problem is — including any hidden agenda — and the depth of
feeling associated with the complaint. Your considered response will show that you have
taken the matter seriously. If you are particularly busy at the time, make an appointment
to meet within a day or two. Never allow people to gain an impression that you are not
interested.
4. Assemble the facts.
Although you should avoid any escalation of the perceived problem, you should resist
making a decision until you’ve probed for the facts. Customers may attempt to minimise
their part in a problem by selectively omitting certain details, so search beneath the
surface to understand what is involved without trying to manoeuvre them into admitting
the complaint is unfounded. Finally, state your interpretation of the key issues and allow
the customer to clarify where necessary. Effective handling of the complaint at this early
stage should avoid complications later.

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5. Refer the customer to the right person.

Sometimes the best help you can give people is to put them in touch with the person who
can help to solve their problem. You should make the necessary arrangements for the
discussions to take place, and thoroughly brief the person to whom you refer the
complaint.
6. Adopt and follow a grievance procedure.
You may already have documented procedures and accompanying work instructions for
reporting and handling complaints and workplace problems. If not, develop procedures
for handling complaints and educate employees and customers about those procedures.
Though not every complaint will require strict adherence to formal, documented
procedures, you can’t afford to ignore a grievance or a complaint.
7. Address the complaint and advise of the decision.
It’s safe to assume that anyone coming to you with a complaint or grievance would like a
direct answer. Either give it in clear, definite and understandable terms, or guarantee a
response by a certain time. If further time is required to investigate, unanticipated delays
should be communicated to the customer. Once you’ve made your decision, tell the
person yourself. Any misunderstanding can be clarified at this point. Though customers
may not always agree with your decision, they should understand that their complaints
were given very serious consideration, and that you appreciate their feedback.

CONCLUSION

In conclusion and as a result of the new customer service strategy

incorporated according to the detailed plan above and the department
handbook along with all Club policies and a copy of the guide above on
how to deal with complaints which should be placed in an easily
accessed position within each department so that it can be referred to
as is needed.

The above guide followed by Club staff and management according to

all accompanying directions and/or instructions a guaranteed
improvement in customer service is certain.

All departments will be closely monitored during the initialization of the

new strategy to assist in its successful incorporation.

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