MIs Gey wanes eu Upp sTa tester WC aty7 cums yCoh samiiessaicGetian 23) 7 The 12 Things © ustomers : really Want! — ‘This is the first in a series of articles on The Art of Giving Quality Service, designed to be shared th your frontline people. In this opening article, Mary Gober helps your service givers get ' inside their customers’ heads. hy do customers do the things they ‘do? What tums them on? What turns them off Why are they sometimes happy? Why are they sometimes angry? ‘What do customers want ina service transaction? “The answers to these questions are not easy Psychologists have been working on them for years, ut as. servcegives your success ‘depends on handling people propery. You need to know the reve basic needs that motivate customers and make them do the things they do. jontral. sastomers need to feel they are in control of the situation. They need to feel they can ase Cal make things come out their way and are not being taken advantage of, manipulated or deceived ‘Sandy Dempsey w2s planning her holy and was tying 0 select package tour with her trvel agent. The agent didnt scem 10 be giving Sandy ll the alternatives available to help her make a good decision, Sandy fle as though she was being manipubsted and sseered toward the tour the travel gent ‘wanted her to have, rather than being allowed tomake her own choice. This made her fel very uncomfortable. She decided to take her business elsewhere and lft te travel ‘agency.ke Col als. 1 Coeastomers need 1 fel that whatever they ‘redoing is helping them move towards their goals. Mast ofthe things we do in life are in 1 the pursuit of some goal. We are constaily seeking thse things that ae important to us, things we fee wil bring us happiness and _atisfaction, ‘Michael and Linda were a young couple tnying to furnish their new house. They were baying expensive furniture because they ‘wanted to establish a nice home that ceflected + theirtaste, They appreciated reassurance | thatthe furniture they were buying would {help chem meet tat gost, Rorramage stomers like ofel god shout themselves + astey go about their dail lives. They ike to think of themselves as doing the sigh thing, that dey see inteligent and competent, not | foolish or sly. They ike to interact with those ‘vito help them maintain their positive images | ofthemseives. | Bob Wilsow vas 2 plumber repairing the hot -water heating system in the Wellington's home, After this was finished, he explained the proper operation ofthe system to avoid | emewne remss Furure maintenance problems. He reassured the Wellingtons they themselves could make ‘minor ajsimenrs and doa minor maintenance ‘on the sytem if they wanted to, He avoided ‘making them fel foolish or guy about neglecting the system. They enjoyed Bob's visicand assured him they would call him in the futur if they needed repair services ugun Sroiress eo easton sronges des iavaves ‘sense of falmess. They lke to fee that in any service transaction, they are being treated fairly and appropriately when compared to others. icbele Ward was a businesswoman traveling tone. In her hotel dining room she was seated nd left wali, She noticed others who came in ater she did were watted on promptly. ‘She was very angry about what she considered unfai treatment and complained to the head waiter ndliness. stomers want to fel good about those with ‘whom they iterict, They want to trst them and have confidence in them. They like service givers toe friendly and warm so they, as customers, can enjoy pleasant transaction. Joanne Simpson was 2 bank tele. She never ‘smiled never looked at her customers and never used their names, She was always businesslike, but cold and impersonal Customers Waiting inline ed to avoid her window, They preferred to do business with the other teers who grected them by name, smiled and made the transaction pleasant and enjoyable. 3 (om standing. somersalvays Want to know WHAT is happening and why,so they can understind ‘what's going on around ther. In service- ving stuations they get frustrated and angry Lan Faron and Recog) stomers like to have the approval and olz TOOLS AND TECHMIQUES = rails when they are unable to get the information they want They don't ike when hing re fot explained to them 0 they ca relly “mndersuand what’ gong on Wendy Jobuson took herein for servicing after she heard surange noises i the engine “The mechanic used 3 oof technical terms and confused her with his expaations. She Tet the a but fel miserable and aad the repairs would be too costly because she dda realy understand what was ging tobe done cor wi ate Ste ‘Security. Customers havea strong need to feel safe and secure. They lke predictable stations where they are fair with everything and know ‘what's going co happen. That's why they often hesitate to change services or procicts. In service situations they get apprehensive when they think their safery or security is Ueatened. Tom Tracy took his family to a new theme ‘park that had just opened up. Buc as soon as hne got dere he felt uneasy. Things were 30 noisy and confused he count figure out ‘where to go or what to do. The rides dia’t took as though they were safe and everyting was dirty and messy, He decked to leave Deeaise he did't fel this was place he snd his family could enjoy. acceptance of others. Praise and recognition by others is one oftheir most powerful ‘motivators. From our first efforts a babies to gain the approval of our parents, we all spend alo of time trying to get others to recognise us for our accomplishments. “When Harry Dunbar was given the Rotarian ‘ofshe-Year Award by his orgnisition he was pleased and proud. That night to his surprise, rhe found a congratulatory fut basket in his ‘oom from the botel management where the award banguet bad been held. He fet provd and pleased thatthe hotel ad taken the time {oacknowledge his accomplishment and made ‘a mental note to use the hotel in the furure for his company’s meetings. tance All customers lke to fee they are importantJUULD ANU IEGHAIWUED and essen In service giving stations, they ‘want service giver 1 recognise their {importance and aot ignore them or treat them as unimportant, They lke prompt, ful atention ‘and have to have the proper consideration ‘given to thee time and sctivits. Ruby Mason was 3 manager in 2 small ‘company. She arrived at her doctor's office ther appointed time, 2.00p.m. At3.30 p.m. she stl hadn't seen the doctor and the nurse failed to keep her informed of any reason for the deay, Ruby left feeling insulted and frustrated and resolved to change doctors since this had happened before. Bai 1: Agpreiton \ppreciation. sstomer ike 1 Fel appreciated, Especially they invest large amount of time, energy ‘ormoney in something, They want that effort tobe appreciated by those who benef fron {it In dealing with onansuions they patrons, customers ike to know their business is valued and appreciated, especialy i they are regalar customers Rick Manner was a hard-working smanuficturer’ representative. Three times 2 ‘month he travelled on the same aitine ro make calls in diferent cites across Europe. He saw the same arine desk personnel on almost all [is ips, even the same ight attendants, [None ofthe afine servicegives ever told him they appreciated his business, even though hie spent thousands of pounds cach month svith tha ain. Jonging. slike oidentify with organisations. ‘They belong to hubs, neighbourhood groups and volunter organisations. They like to fee! they contribute to others, and that others contribute to them as members of the same ‘group. They enjoy being identified 2s people ‘who belong toa group. In servicegiving sluations, customers are often proud oftheir Mfaton with an organisation. They ike the feeling of being a regula customer and “belonging otha organisation. Servicers who cecopnise regular eustomers greet them bby name and acknowledge thee afiation, ‘help their customers ssisty that sense of belonging Fred and Alice Caruthers and Joe and Jackie Taylor had ben aking thee holiday togeticr atthe sme resort for realy 15 years. ‘They were always preted warmly bythe ‘owners and given special attention. When the owners introduced new staff members to te “Taylors and Caruthers they were always tol, “Take good care of these people, they pat of ie fay ere” GB sty ah ry peed fe ey cn us tod hve contence ia ‘erergven and et ergot This i espe ue dy became so many tomer tae been thew of ie afvering brat polis nd por seri, ‘Bob Andrews was 2 manufacturing plant smamager. His plant was having all kinds of problems with a piece of equipment they had recently purchased from Ajax id. When he called Ajax’ service department, one of their Beld representatives advised him thatthe problem must be Bob's own maintenance proceslures asthe Ajax equipment had no Droblems ofthis kind before. Later, lob ‘happened to be 2ta ade show and met several other manufacturing people who told him they had similar problems with their Ajax equipment. This kindof dishonesty made Bob angry and he decided that he woulda’. Day anything else from Ajax again Determining Customer's Needs. ‘These 12 needs apply to customers in general ‘To really use this information to good advantage, you need to be able wo determine ‘which needs are most important toa parcubr customer in2 given situation. There are techniques you can use todo this. ‘Ask Questions, By asking your customers, you can help ‘decermine what their primary needs ae at the time you are working with them. ™ Ta +44 (0) 1628 78206 Fe +44 (0) 1620700274 nal CanaleoTeing@hama.couk Wary Gers Preset of Mary Gober letematanl and centr he Gober Welt fr ahieing sire Custemer Seis. Se teatro 3 bak: "That of Ching Oty Sri’ ur Oaisonastanar Foes” and tages for Bultng a Cstomer Fused Organise’, ar’ sans, boks and videos presen te Gober Metbod have been wed by thawed of aragers and rene twat. May has wrk 22 | outs wih cers agg om grt Fre 0 l-aas e les and pray omed etre. To enue abut Marys soins, boks and corsltany work pleas cata: ‘hora Cooper, GanralMarapero Pippa Mires, Maraper Cosuancy Soren hanelen Tig & Cnmutng \Wnbetssarumerygotercom and vonichamem ok ol eis LEARNING POINTS ‘oar sues a soicegrdopandson bow val you Ran cistomes. Understanding what our cistomas need and wants essen io ‘quality sence ging, Customers in geeral have ‘esi ued: © ton @ tes Osatinge © Fainess © Freedinoss © Unostaning Q Secuiy © Amal en enon © trpatnce—_ Apeiain @ coming — Honesty To termine tpl neds ean aia ‘toner ina gn snl, you ned te: > Ask Queso > Usen © observe Usten. By listening carefully to what your customers say and how they say it, ou can also help determine what their needs are. And don’t just listen tothe words, ry to Isten forthe Teelings behind the words. Pay close tention to what they are teling you, what they ase about, what they comment on. Use these clues to zero i on the need they seem to be tying wo satis. Observe. ‘Watch how your customers are acting. Pay particular attention to ther facial expressions ‘and posture, Notice what they might be carrying, how they re dressed who they have ‘with them, ete. By being alert and observing your customers you ean sometimes pick up ‘aluable clues that will help you determine their needs Keep in mind that quality servicegivers ak themselves,"What does this customer seem to.need and want from me? Can I satisfy that need as [take care of them?" By ‘thinking this way. you can improve the service you give your customers and rake the trisaction a more satisfying ane for both of you 34 Customer Management piellramen icanTOOLS AND TECHNIQUES mee Me aes pis eecobaleali What makes for a uality Service ‘This is the second in a series of sbared with your frontline people. ‘articles on The Art of Giving givers apart in their dealings with customers. saservice giver or the manager of servicegivers, you can se the flowing characteristics, which are the result of iy observations of superior customer service people in action, asa checklist. How do you Ieasure up? Chances are youll find at east ‘few areas where you fel you could improve. Pures eet 1. Enjoy Helping People “This is what service giving is really all about, telping peop mee their needs and solve their problems, They se problems as opportunities for being of sevice to others. Customers ‘quickly respond to this ype of service giver Since itis easy for them to recognise such fervice givers as ready, able and exger to serve them. 2. Handle People Well Inaadtion to knowing the techniea! parts of thee job well, quality service givers aso know how to handle people. They consider this part ‘of tei job just a8 important a the technical sde,and maybe even moreso. They undersand that sometimes customers ae just as much fnnerested in HOW things were done for them, as they are in WHAT was done, That's why (gualty servicegivers are empathetic. They are sensitive to the needs and wants of other ‘people and know how to handle people int ‘wide varery of situations. 3, Care for Their Customers ‘Watching out for theis customers suety and ‘welfare is one ofthe things effective service: _pvers do best, They make sure the areas wire ‘estomers ae going to vst are clean, safe and Comfortable. And they keep an eye out for [ANYTHING that will make it more convenient {or their customers to do business with them. Good service givers make sure every part of the service tansaetion is set up not just for the organisation's convenience, but forthe customer's convenience, as well 4. Give Fair and Equal Treatment to All ‘Quality serviceivers give the same atention, care and concern toall of their customers regardless of age, ace religion or ethnic Sakground, They make sure creryone they deal with is treated fil 5, lever Use Thelr Job Authority to ‘Punish” People Servicogivers often rusratd and under stress, say sometimes be tempted tous their job ‘authority to“punish those who have been fiving them a hard time. Quabty serviceivers never do this. They realise they may have ‘certain power to make lie miserable for customers to mae them wai to make them ‘come bac the nextday at great incoavenience, te. But effective service givers resist that temptation they play itstaight and take no pleasure ingetting even” Skills Dealing with (scares 41, Know the Technical Parts of Ther Job rer jb requires erin technical knowedge and skils, Good sevice givers know ther job. ‘They are competent and abi to doll parts ‘of theie jb, and do them well. Tey pride themselves on their effectiveness and their Giver? Quality service, designed to be in this article, Mary Gober identifies what sets quality service- ficiency in knowing what to do, when ané Jhow. And if they are given new things to lear, they leaen them quickly so a5 to maintain ther high standarés of efficiency 2. Follow a Consistent Method for Giving Service tater in this series of articles you'l find the ‘Fstep Method of giving good service. Most quality serviceivers flow these seven steps inevery transaction. They realise that by using this method they can continue to offer their cestomers quality service, day in and day out, ‘not jst once in a while. Using the method fives them confidence to handle any service transaction, 3, Reassure People About Their Service Most customers hav ad bad service expeiens. In some cases they may approach a service: ‘iver with a chip on their shoulder expecting tobe badly treated and ready to fight. That's ‘why quality service givers ake time to reassise their customers they are going tobe ven the best possible service. This frequently helps avoid misunderstandings or problems before they aris. 4, Communicate Effectively ‘Al quality serice transactions are based on ‘good communicaionststening taking, wring fr reading, Quality service givers how to red ‘carefully and accurately, write clearly and se ‘good handwriting or keyboard sls. They are able to make themselves understood by speaking clearly, loudly enough and slowly enough, aad using Ianguage and terminology that customers can easily understand‘Quality service givers also lsten well They “raderstand communicating, though it seems imple fll of possible misunderstandings that can be harmful to all concered. So,they ae always careful to communicate effectively, Shether listening aking, writing o reading. 5. Refer People When Necessary When they are unable to help ther censor ceustomersffetive service givers know where to send people for help. They know other ‘people in their organisation who might be able to help or in some cases, they refer their ‘customers to other organisations that might. help them, But they do this only when they are quite sure they are tnable to give their customers what they want. 6. Always Use Courtesy One of te most distinguishing features of ‘quality service ives i they ae always endl and polit to their customers. They use courtesy words and phrases and demonstrate Sourteous behaviour. They continue tobe polite and friendly even in 2 tough situation ‘where they have to deal with an ite eutomes Quality servicesgivers are also courteous 19 their fellow employees, easing courtesy is contagious, They understand an important ‘ast of good human relations: most people, ‘when they ce others being polit and fiend, tend to act the same way themselves. 7. Are Reat, Clean and Well-Organist Quality service givers ean be identified by just looking at them. They keep themselves ‘neat and clean and always lok sharp. They ‘Keep thei clothing or uniforms clean and neat as welland are always dressed appropriately {or the job. Their concern with cleanness ‘and nestness extends to their workplace, and they make sue the areas where they work are ‘lean, neat and welhorganised. They folow they rule’A pce for everything, and everyting ints place” 8, Use the Telophone Effectively ‘Because more and more service is being hnandled by phone, quality service givers have developed ther telephone skis. They know the special problems of communicating by telephone and how to handle them. They 280 now the ins and ous of tephone management and the proper way of taking and leaving, messages. 9, Use Thele Time Well Knowing how much time to take is 2 critical sl ha effective servicegivers have developed. ‘They know customers don't want to be dealt ‘with to quickly. Bu they ao know customers don’t want to waste time and be delayed vuanecessaily. Taking the sight amount of ime to help and responding quickly to customers ae the two important sks here 10, Help Educate Customers Effective sevice givers reais they can help ‘themselves by helping educate thelr customer. “This cam mean a simple explanation of form, or procedure so the next time the customer's transaction is speeded up or made easier. OF itcan mean watching for what customers do that is corcect and helpful in the service ‘ansiction,and then commenting on that, reinforcing o rewarding the customer for ‘having the right forms ready or providing the right information and of tect. This makes the service transaction easier forall concerned. Dissatisfaction a eet erect =e, Seen Saas Saco oni 2. Take the Initiative In Solving Problems Effective service givers don't always wait for customers to bringin their problems. If they Sow the customer might be having a problem ‘with their product or service, they contact the ‘eustomer right away to let them know about it They ty to solve the problem as best they ccan,and if they are unable to they take the {nitive in belping the customer nd a soto to the problem. They never say"Sory, that's ‘not our problem, even when the problem iso" ‘their fut, They at responsibly by trying 10 hnep customers ge their problems solved, no ‘matter whose fault the problem was 3, Do the Job Carefully the First Time Quality service givers try to minimise errors and the time-consuming costly need to do something over or correct mistake. They are fast and efficient, but take time to check ‘careful to ee thatthe work is done correctly the fest time. 44. Koop Their Pramises Honesty and integrity are important t quality service givers. That's why they never make ‘promises they are unable to Keep. And they always keep the promises they do make. ‘Many customers are given exsy promises in ‘onder make them fel good, ge id of them, ttc. Late, when these promises are not Kept, they get angry, distrustful and lose faith in the Meth orate sup by Moesands of managers Ena Ghaneeon Tanng@Camen.cosk Wetsteswrarjbe-com a worchameo.cok ‘Way Gate a Preity Goer nation “To tof Giving ily Seva “sour Organisation CsteForusel” ard "Sagi fr Bing 2 Customer Fcused Orprisao”. ‘anys samipar, books nd vices prasetg the Gober Wath have oan weed | cous wt en's rangi rom gat Fru 50 raat publ tos nd pany ovnet enters. ~ To encuresbut Mary sina, bots and onsutancy work as cea ‘Shara Cooper Gateral Manager or Pippa Nues, Manager Consultancy secs, Chelan Tsing & Consulting. T-+48() 1628 28056 Fa +4 (0) 1628 79274 TOOLS AND TECHNIQUES seevicegiver and the organisation. Quality service givers know this and work hard to ‘maintain thie reputation for honesty and integrity. ‘5. Keep Customers Informed (One of the sls that quality servicegivers develop quickly is that of keeping customers {informed about what is happening. A 00d servicegiver never leaves the customer ‘wondering what's going on now? What's happening? What comes next? Good service ives tell their cutomers what they are doing nd why, and what they can expect wil happen fnext. This helps sake the service transsction pleasant and anxictyee for the eustomer. D.Coping With Customer Problems 1.Stay Cool in a Crisis ‘One of the most remarkable tits of quality service givers is their ability to stay cool, calm and collected in aersis. That's one oftheir ‘outstanding features, They realise evea when everything isin an uproag it doesn’t do much ‘good to panic. They know they are unable to five their best efforts if they are screaming and shouting or fussing and fuming. Elective ‘service givers have come to learn if they hang in there ina crisis situation, and sty cool, ‘others around them tend to sete down a bt “Then things seem to go alot exer for everyone. 2.Fake a Positive Approach to Complaints Complaints are opportunities for orgzisition to improve thee service. Wal that unders=nding, ood service givers see complains 2s nor Useful parts of any service giving activi. They handle complaints quickly and effectively and ae not afraid of them or try to avoid them. ‘Ofcourse, quality servicegversare never happy to see their eutomers complain because it ‘may mean a breakdown inthe service that ‘was given, Dut when there are complaints, they take a postive, helpful, problemsolving approach, They handle them in such a way that customers who are saisied withthe way the complaint was handled, often become ‘even better customers because oft Sotow dd you do compared wth these harks? Went sue we' look at the Gober 10 te Hein or Hanlin Complains. il a etre Gobet ror Ousiamar Seve. Shes aster of Sboks: nd rnin taf wri. Wary bas wrk in 22 at 3 esisTOOLS AND TECHNIQUES Tee your confidence RUMEN coin ennai Increasing COMPE In the third part of a series designed for you to share with your front-line staff, Mary Gober explains another aspect of The ‘GOBER METHOD’ for delivering superior service. In this edition we present to you a perfect routine for dealing with angry customers complaints? You should. Every service organisation recognises, heir worth. complaint is real god ‘treasure it! Complaints provide vital information on where things are going ‘wrong, allowing you to retain customers who may have taken their Business elsewhere. Research shows approximately 90 per cent of customers who have 1 problem and don't complain stop doing business with that organisation, ‘The 10Step Method outlined below ‘ill help you in effective complaint handling and lec you manage customer complaints with confidence and consistency. D: you appreciate the value of ‘Stop 1 ~ Listen without interrupting Regardless of how hostile, abusive and ‘upset the customer might be, you must listen fully to the complaint without interrupting. All vital information should be written down, Listening without interrupting will also help diffuse the ‘customer's emotions, Toward the end of the customer's statements, questions to help clarify information, if necessary, are okay. But don’t argue or deny anything the customer is saying, just listen. ‘Stop 2 - Don't got Defensive Customers may not have all the proper information. They may get abusive. They 28 may exaggerate. They may use a loud, ‘threatening voice. Regardless ofthis, ou must avoid gerting defensive and starting fn argument. It helps to remember although you may not be able to do ‘much about your customer's improper behaviour, you can understand their ‘being upset and control your own behaviour by not fighting back. If the ‘customer's tirade goes on 100 long, you ‘can ask:* May I summarise what 1 understand to be the problem, and then ‘we can try to solve i" The customer say want to continue the time. But if they haven't been answered with defensive, aggressive words or phrases, the chances are pretty good that they are ready to settle down and listen. ‘Step 3- Respond with GLAD - SURE - SORRY Next, you can use statements like:"T'm glad you're bringing it to my attention s0 1 can help you. 'm sure we can work. this out to your satisiction..'m sorry there isa problem” You need to be ‘careful you don't immediately accept liability for the problem and say something like:"T'm sorry we have made ‘a mistake" Until all the facts have been gathered, you are better off to express ‘empathy nnd acknowledge the existence Of the problem, Later ifthe problem is your mistake, you can make an apology to the customer, Tees ole 2 ech ieee om ‘Step 4 - Express Empathy ‘Next, show you understand the ‘customer's feelings and say something like:*That must have been frustrating for ‘you. can understand how you might fet angry and upset in that kind of situation” This helps to calm the ‘customer further. Once customers realise someone can appreciate thelr problem and ehcie feelings in the matter, they are much more willing to participate calmly at working on a solution to the problem. Step 5 - Ask Questions to Understand the Problem ‘Once the customer has ealmed down, you may discover the information they now give you may be slighty diferent ‘rom what they gave before. This is because the emotions involved at frst ‘may have caused them to distort or ‘exaggerate the ficts.So you need (0 ‘summarise what information you have obtained s0 far. Then, ask questions 10 ‘get more information. Then, confirm this {information with your customer. Get agreement with them on exactly ‘what the problem is. Once this step is ‘complete, and only then, should you go onto the next step. ‘Stop 6 - Find Out What tho Gustomer Wants ‘What the customer wants may be Customer Managementobvious. Iso, repeat it and ask the customer to confirm your anderstanding. Go the extra mile and ask,"Is there anything else you would ike us 10 do?” If the customer's request is not speeificyask the customer what they ‘want you to do, or what they want 10 have happen regarding their complaint In some cases, the customer may be satisfied with just “letting the organisation know" what happened Having someone listen and empathise ‘may be all they wanted. If this is so, simply express your appreciation to your customer for telling you of | their complaint. Ifthe customer wants something specific done, find out exactly what itis they want, Confirm this with them to be sure you unilerstand what itis they ‘want, ‘Step 7 - Explain What You CAH BO Next, explain to the customer what you ‘can do, IF what the customer wants done is something you can do, take action fight away, I what the customer wants done is something you cannot or are unable to do, then you need to go on to the next step. Step 8 - Discuss Altematives and ‘Agree On Action ‘You should fully discuss the alternative ‘courses of action that might be taken over the customer's complaint and request for action, Present this in terms of benefits or drawbacks for the ‘customer for each alternative. For instance, one alternative might be less castly to the customer, but might take more time. none of the alternatives are satisfactory to the customer, and if you are really unable to do any more for ‘them, then get a person of higher responsibility and authority in your ‘organisation involved. There are 5 important steps to take when getting another person involved. You will find them at the end of this article! ‘Once the alternatives have been fully discussed, you and your customer need to agree on a course of action. Be as specific as possible. Be sure the ‘eastomer knows who will do what and bby when, where and how, This helps sive the customer confidence that Something wil really be done,and you are not just giving them the brushott ‘Step 9 - Take Action IMMEDIATELY ‘Once something has been agreed upon, you must take action immediately and {implement the agreed upon solution. If there are any delays or deviations from the course of action agreed on, notify your customer immediately and negotiate a new plan of action. Remember, act immediately and keep ‘your promises to the customer. ‘Step 10 - Follow Up to Ensure ‘Customer Satistaction After the complaint has been resolved, follow up and contact the customer to sake sure the solution to the problem ‘was suisfuctory 10 them. You should also take this opportunity to thank the ‘customer for their continued business. Express your appreciation for their ‘complaint and the opportunity it gave Your organisation to correct the situation. You can also say something like: “We have identified the cause(s) of the problem and are taking aetion to ‘correct it Ia the future, i you are not completely satisfied with our service, ‘will you please let me know personally?” Remember, in handling complaints and potentially explosive situations ‘where the customer's business might be Jost, your conversations and how you handled of the complaint should be carefully documented. If necessary, report the situation to you manager You should also record the information and ‘maintain a file of customer complaints Referring Complaints Upward ‘Whenever possible try to resolve ‘complaints yourself. Never refuse to help customers take their complaints higher up within your own organisation if they wish to do so. Tis important to have a clear understanding ofthe type of complaint you can handle, and which you are to refer to someone else. You also need t0 have a clear idea of how much authority ‘you have in resolving complaints. When ‘you are going to refer a complaint to ‘your manager, follow these five steps: @ Have all the fucts and information about the problem on hand. All of this data should be confirmed by the ‘customer as being correct. @ Have a clear idea of what the of TOOLS AND TECHNIQUES ,51q ‘customer wants and what they are asking be done about the problem. © Be ready to give an account of your ‘conversation with the customer and tell your manager what you said to the customer. Explain the alternatives you offered and the customer's reactions ta them. Be honest and accurate and don't distort the facts of the situation 10 make yourself look ‘good in the eyes of your manager. IF You try to fike it,you may make the @ Next, make sure you inform your manager of any promises you made 10 ‘your customer. Be ready £9 recommend to your manager what you feel should be done now. © Lastly, you should come away from your meeting with your manager with a clear idea of what your roc is going to be from this point onwards. ‘Are you going to keep working on the problem or turn it aver to your manager entirely? If you are to turn it ‘over entirely, agree with your manager as to When and how you ‘will be told about the final outcome. If the customer asks you to speak to ‘your manager immediately ask for 2 ‘chance to help them first.Then promise the customer that if you don't handle the situation to thei satisfaction, you personally will make sure they get a hance to talk to your manager. Good luck in using these important 10 steps - especially Step 3.You will amaze your customers and yourself with the results you get when you use GLAD - [SURE -SORRY 25 your first response to a complaint. ‘eat edition we wil tok at another aspect ‘of Th ‘GOBER METHOD" for detivering ‘supertor customer service - Professional Telephone Techniques ary Gober Present of Wary ober irrational ed cre ofthe aber ath tr zheing super Cust Service. Shel e autor of books: "Toft of Ging Cally Serica! "Yur Oransatn CstmeFecise7” ant "Stel frulng a Caterer Focused Organ” ‘May’ seria, books apis presenting he Gober Method have been wed | by rsanes of manages aul sta, wr-wide, Mary hes worked in 22 “counties wit fer rancng rom gat Forte $00 mur-satnals to pubic ites and pray owned entries, Te enquire abut Mary senna, books and consulzncy wok ease cota “sna cooper General Wanageo Pippa Murs, Manage Corslncy ‘Series, Chanelon Tring & Consting. Te 480) 1528 790206 Fa +44) al Ghanlea faing@tncon.coak Wetsteswanemarygatercom and orca.TUULS AND TEGHNIUUES Tone Sain Rien CALLED UPON TO SERVE In the fourth part of a series designed for you to share with your front-line staff, Mary Gober explains another aspect of The ‘Gober Method’ for delivering superior service. In this edition we prune your skills to top up your telephone techniques the techniques needed to serve people personally and on the telephone. Understanding the rules of the teleplione game can gain you a vital edge in eustomer servic. T= are big differences between ‘Timo distortion For most people a few seconds on the telephone seems like many minutes. This is partly because a customer who is asked 10 wait, of who experiences a brief delay, has nothing to do ducing that time-They get impatient much more ‘quickly than they might otherwise. It is also due to people's expectation that telephones should work“instantly”.Any delay of waiting time is unexpected and Srusteating, ‘A customer visiting someone in person without an appointment would be quite willing to walt a few minutes before being seen. They would realise that as they were not expected the person they wanted might be aceupied But when calling by telephone people are less tolerant ‘Alonation and distance ‘Telephone communications also have a dimension of distance. There is a high potential for making customers feel alienated and “eft out” during delays and ‘waiting times. IIs co overcome this phenomenon that some organisations ‘now play music when callers are put on hold or asked to wait. The music is supposed t0 comfort the caller and ‘make them feel less“Ieft out”. You need to be aware of the potential to alienate ‘customers and do everything you can 10 make a call warmer and more personal, especially if you have to Lacie of visual contact You need to compensate forthe fact that two people are unable 10 see exch fther during a telephone call. Ina fice- tofice transtction customers can see ‘what fs happening, On the telephone you need to tell customers what you are doing for them. Keep them informed of ‘This is part leave the telephone to do something as part of the service transietion, Don’t just ‘sy to the customer something lke: 32 Customer Management ole ariaTOOLS AND TECHNIQUES >, 09 (4 A customer visiting someone in person without an appointment would be quite willing to wait a few minutes before being seen. They would realise that as they were not expected the person they wanted might be occupied. But when calling by telephone people are less tolerant Speed and action ‘Take a moment when answering calls We tend to associate the telephone with speed and fast action. When it rings it sound like starting bell.You may be tempted Co snateh i, start taking fast and get stampeded by 4 simple cal ‘You would do better to stay calm as you prepare to use the telephone. I is helpful if you take a few seconds to ‘compose yourself so you can make a transition from what you were doing just prior to the eall-This wil give you time to put a smile ia your voice and answer properly with 2 friendly, courteous greeting, Importance and urgency Ines early days, the telephone was used only for very important calls. The ringing, ‘of the telephone always seems to be an ‘urgent signal, Periaps you have been. serving someone in person and been incerrupred by the ringing of the telephone. You must lesen to take the call, but then inform the caller"T am busy with another customer now, but 1 te with you in a few moments? IF you ‘don’t the customer you were serving in person could become frustrated. Interruption Every telephone call isan interruption for the person being called. If you use the telephone in your job, you need to adjust your attitude. Accept calls as interruptions, but understand that these calls are an essential part of your jo. “Many people assume that the person they're callin is immediately ready to respond. They assume that what you are ding is less important than their cal ‘This sort of arrogance can be artculaey trying. But since the stomer has no way of knowing if they ave interrupting you, it is up to you to let them know. I you ean cake the call immediately, do s0.1f not, explaia this to your customer and put them on hold or {ell them you will call them back later. Courtesy Because there is such an emphasis on speed and urgency, courtesy is often overlooked. The altitude of some seems to be tha i they re fist and effective in ‘geting information across, they are ‘excused from having to obscrve the Rormal rules of manners. Nothing could bbe further from the truth. Without face- toface contact, courtesy can only be observed through words and phrases. ‘Telephone calls without even this verbal courtesy are likely to be highly frustrating for the customer and make them angry. ‘Anonymity With just a voice at the other end of telephone conversation, identifying people is dificult. Customers like to know who they are talking to, For this reason, you must always be quick to Identify yourself, your department and your ability to help the customer. If you identify yourself, customers are more likely to identity themselves, thus smaiking your telephone transactions more effective. Telephone Skills By the time children are six or seven, they have usually learnt how the telephone works, But many people never progress beyond that early stage: of telephone skill Quality service on the telephone requires familiarity with more ‘refined skills and the knowledge of what to say, how to say it and when, ‘Telephone management ‘With the increase in more sophisticated use ofthe telephone has come the need ‘o pay closer attention to telephone management. The location and number of telephones, kinds of equipment, location of supporting furniture and equipment, messige forms, systems and procedures -all these need to be worked ‘ut carefully: This will help to ensu that there is consistent and effi approach in your office to util telephone. This also includes the use of a list of frequentiycalled numbers, irectories, and the ready availability of information that is needed in answering ‘customer eal Need for information ‘The possibilty for mistakes, erors and imisunderstandings are greater on the telephone. For this reason you need to develop the skil of repeating information, asking for confirmation, and spelling and clarification where there ‘could be confusion. tis also helpful for ‘you to develop the habit of keeping ‘written records of your conversations and noting critical data This can help later to fuciitate confirmation of what ‘was said, if necessary. Teary Goer reson of Wary Gober nator and crear a the Gober || ttt for cleiag soar Custer Sera. Se isthe aro books: "Tet of Ging Cstly Ses Yer Orin Cust Focuse” and Stato for Bling a Customer Focused Organon. ‘Mays seminar, boos anvils presen he Gober Metin hae been sed ty thousand of maxagers and ror it wor-wie. Mary as woreda 22 ‘rue wih ons ranging tom nt Fru 00 rls out les array owned enterises, Tenure sost Marys sins, books and eansultane werk lease contac ‘Shona Cope General Manaper er Pai tres, Mage Consalan ‘Senco, Ghamelean Thing & Carulig. Tl: +44 (162879005 Fa (0) 1628 E0274 nal: umeleonrning@hamcn cule \Wansheswwnuarjgbetcom and w.chancan.couk