Delivering Excellent

Customer Service
Experience
Session 22
Service Culture
Objectives

• Identify specific customer

service strategies during
frontline interactions

• Discuss the importance of

excellent customer service

• Define the necessary personal

leadership and social
competence during One-on-
One Interactions
Introduction

Most people say that the customer is the best

marketing tool for every business. The experience
our customers will have when they interact with
our organization determines whether it’s positive
or negative.

In today’s session, we will look deeper into what

an excellent customer service is and how to
deliver this experience to our customers.
Today’s Agenda

• Needs of a Customer

• Moment of Truth

• Steps in Service Excellence

• Dealing with a Difficult Customer

Who are our Customers?

A customer buys goods or receives services from a

seller or a provider.

Two Types of Customers:

• Internal customer – directly connected with the

company

• External customer – customers who are the

organization
Needs of a Customer

• Practical Need – business need of the customer;

the reason why they contacted your business or
organization

• Personal Need – emotional need of the customer

Moment of Truth

The Moment of Truth occurs whenever a customer

comes in contact with your organization and focus
either a negative or positive memorable impression.
Steps in Service Excellence

• Acknowledging the Customer

• Establishing Rapport

• Active Listening

• Exceeding Expectations

• Confirming Satisfaction
Acknowledging the Customer

Make sure you make the Customer feel that you

heard and understand what they have just said.

Sample Statements:

I understand what you are saying….

I see your point….
Establishing Rapport

Rapport is defined as a close or sympathetic

relationship where there is mutual trust.

When we have established rapport with our

customer, we gain our customer’s trust, which
makes them comfortable talking to us.

This makes it easier for us to assist them or

resolve their concern.
Active Listening

Active Listening - there is a conscious effort to

hear not only the words that another person is
saying, and try to understand the speaker’s
complete message.
Active Listening

To become an active listener, you should:

• Pay attention.
• Show that you are listening.
• Provide feedback.
• Avoid interrupting the speaker and allow
him to finish.
• Respond appropriately.
Exceeding Expectations

Exceeding Expectations is going an extra mile for

the customer. This proactive effort makes our
customers feel valued.

How do you exceed expectations?

Steps in Dealing with An Angry Customer

1. Listen and respond with empathy.

2. Ask questions to get the specifics of the

complaint or issue.

3. Summarize the customer’s issue to get an

agreement.
Steps in Dealing with An Angry Customer

4. Offer a choice of alternatives to fix the issue.

5. Let the customer decide which alternative to

use.

6. Follow through on what you have agreed on.

7. When possible, do something extra

Summary
 Internal Company
Methodology & Standards
Session 23

Service Culture
Objectives

• Define what service

standards, quality, total
quality management, and
metrics are

• Identify the difference

between service qualities
and service standards,
and their importance to
an organization
Objectives

• Explain what total quality

management is and its
principles
• Differentiate metrics and
key performance indicators
• Enumerate and discuss
common metrics in a
service company
Introduction

Each organization has their own standards and methods

on how to keep up with these standards to ensure quality.

This module is Part 1 of 3 of the Service Analytics module.

In today’s session, we will talk about the basics of service
standards within an organization.
Today’s Agenda

• Introduction to Service Standards

• Total Quality Management

• Key Performance Indicators

Activity

1. What are the Qualities of a Service Company

should have:
2. Why does a service company need these
qualities?
3. Can these be considered standards?
Service Qualities vs. Service Standards

A Service Quality is a quality or ideals that describe

the basic ways an organization treats its customers.

A Service Standard is a quality or objective of a

service that a service provider aims to achieve and
maintain, measured in terms of the corresponding
performance indicators, service levels, and targets.
Service Qualities vs. Service Standards

Service Quality Service Standard

Be attentive.
Show courtesy.
Take ownership for
helping the customer
Promptly answer the
phone.
Be presentable.
Service Qualities vs. Service Standards

Service Quality Service Standard

Make eye contact within 5 seconds
Be attentive.
Answer customer’s query right away
Show courtesy. Open the door for the customer
Take ownership for Always give your name to the
helping the customer customer
Phones must be answered within 3
Promptly answer the phone.
rings
Be presentable. Business attire at all times
Why are
Service Standards Important?

• Service standards gives your organization a

clear image

• Service standard are a great management

tool for measuring how well target levels of
service are met by the members
Criteria for
Effective Service Standards

• Specific

• Concise

• Measurable

• Based on customer requirements

Criteria for
Effective Service Standards

• Written into job description and performance

reviews

• Jointly created with the members

• Fairly enforced
What is
Total Quality Management?

Total Quality Management is a management system

for a customer-focused organization that involves
all employee in continuous improvement of all
aspects of the organization.
Principles of TQM

Continuous Employee
Improvement Involvement

Integrated
Fact-Based
System
Decision Making
Metrics vs. KPIs

Metrics are any standard of measurement.

Key Performance Indicators or KPIs are metrics that

give an indication of an organization’s performance
and can be used as a driver for improvement.
Your Targets

• Product Quality

• Ease of Procedures

• Personal Contact Quality

Steps in
Developing Service Standards

1. Define your service sequences.

2. Map out the steps

3. Determine your experience enhancers.

4. Convert your experience enhancers into

standards.
Goals and
Performance Drivers

Goals are measurable business objectives that

reflect the organization’s mission and vision.

Performance drivers are measured processes and

behaviors that influence achieving the
organization’s goals.
Common KPIs in a
Service Organization

• Attendance and Adherence

• Training Compliance

• Service Level

• Quality
Common KPIs in a
Service Organization

• First Call Resolution

• Customer Satisfaction
Activity:

Assign a KPI to a group for discussion:

• Attendance and Adherence
• Training Compliance
• Service Level
• Quality
• First Call Resolution
• Customer Satisfaction
• Discuss each KPI after each group’s turn.
Summary
 External Customer
Satisfaction Measures I
Session 24

Service Culture
Objectives

• Define what Customer Satisfaction

is
• Explain the importance of customer
satisfaction to a service
organization
• Discuss what ACSI is, its services,
methodologies, and standards
• Discuss what HDI-CSI is, its
services, methodologies, and
standards
• Compare the attributes of ACSI and
HDI-CSI
Introduction

For every organization, customer satisfaction is among

the important indicators of how the organization is doing,
especially for service organizations.

In today’ s session, we will look into customer

satisfaction and two of the commonly used standards for
measuring customer satisfaction.
Today’ s Agenda

• Customer Satisfaction

• American Customer Satisfaction Index

• HDI Customer Satisfaction Index for IT Service and

Technical Support

• Comparing ACSI and HDI-CSI

What is Customer Satisfaction?

“ Customer Satisfaction is the number of customers, or

percentage of total customers, whose reported experience
with a firm, its products, or its services (ratings) exceeds
specified satisfaction goals.”

- Marketing Accountability Standards Board (MASB)

Purpose of Customer Satisfaction

According to MASB

•Within the organization, customer satisfaction sends a

message about the importance of tending to customers
and ensuring that they have a positive experience with
the company’ s services.
Purpose of Customer Satisfaction

According to MASB

•Customer satisfaction can be the best indicator of how

likely it is that the customer will become a repeat customer.

7
Activity:

American Customer Satisfaction Index

8
What is ACSI?
ACSI Services
ACSI Methodology
What is HDI-CSI?
HDI-CSI Services
HDI-CSI Methodology
Summary
 External Customer
Satisfaction Measures II
Session 25

Service Culture
Objectives

• Describe COPC and

Malcolm Baldrige
National Quality Award

• Enumerate the
different standards and
services of COPC

• Describe the Baldrige

Criteria for
Performance
Excellence
Introduction

What is service without quality?

Customer satisfaction does not lie on customer service alone,

but to the quality of the service an organization provides,
whatever industry it belongs to.

In today’s session, we will discuss two of the most prestigious

names in US Quality and Standards:

•Customer Operations Performance Center

•Malcolm Baldrige National Quality Award
Today’s Agenda

• Customer Operations Performance Center

 What is COPC?
 COPC Standards
 COPC Services
Today’s Agenda

• Malcolm Baldrige National Quality Award

 What is MBNQA?
 Baldrige Criteria for Performance
Excellence
 Baldrige Awardees
What is COPC?
COPC Standards
COPC Services
What is MBNQA?
Baldrige Criteria for
Performance Excellence
Summary
Project Management
Initiation & Planning
Session 26

Service Culture
Objectives

• Define project management

• Enumerate in order the

phases in a project’s
lifecycle

• Identify the tasks

associated with the
Initiation and Planning
phases of the project
lifecycle
What is a project?

A unique endeavor to produce a set of

deliverables within clearly specified time, cost
and quality constraints.
What is a Project?

A project must meet two requirements:

• They are temporary undertakings—they have a

specific start and a specific en

• They have an end result—something must be

completed or created out of them
Which of these are Projects?

A. Organizing a Family Reunion

B. Setting up a Home Network

C. Playing Computer Games

D. Doing Chores at Home

E. Renovating the Kitchen

What is Project Management?

The skills, tools and management

processes required to undertake a project
successfully.
What is Project Management?

Project Management Comprises:

• A set of skills.

Specialist knowledge, skills and experience are

required to reduce the level of risk within a
project and thereby enhance its likelihood of
success.
What is Project Management?

Project Management Comprises:

• A suite of tools.

Various types of tools—such as document

templates, planning software, audit checklists
and review forms—are used by project
managers to improve their chances of success.
What is Project Management?

Project Management Comprises:

• A series of processes.

Various management techniques and

processes are required to monitor and control
time, cost, quality and scope on projects.
What is Project Management?

Meet the People Involved in a Project:

• Stakeholders

Persons or organizations actively involved in the

project, or whose interests may be positively or
negatively affected by execution or completion of
the project; they determine if a project is successful
What is Project Management?

Meet the People Involved in a Project:

• Sponsor

A person or group providing the financial

resources for the project; a sponsor may also be
a stakeholder
What is Project Management?

Meet the People Involved in a Project:

• Project Manager

Person assigned to achieve the project

objectives
What is Project Management?

Meet the People Involved in a Project:

• Team Members

Persons reporting directly or indirectly to the

PM, and are responsible for performing project
work as a regular part of their assigned duties
Project Lifecycle

• Problem/opportunity is
identified and solution is
agreed upon Project Project Project
Initiation Definition Planning

• Project formed to produce the

solution
Post Project
Execution Detailed
Communication
• Project scope is defined Review Planning

• Project team formed

Monitoring
and Control
Project Closing Project
• GO/NO-GO decision and Evaluation Implementation
Project Lifecycle

• Problem/opportunity is
identified and solution is
agreed upon Project Project
Project
Initiation Definition Planning

• Project formed to produce the

solution
Post Project
Execution Detailed
Communication
• Project scope is defined Review Planning

• Project team formed

Monitoring
and Control
Project Closing Project
• GO/NO-GO decision and Evaluation Implementation
Project Lifecycle

• Plan is put into

Project Project Project
Initiation Definition Planning action

• Deliverables are
Post
Execution
Review
Project
Communication
Detailed
Planning
physically
constructed and
presented to the
Monitoring
customer for
Project Closing
and Evaluation
and Control
Project
Implementation
acceptance
Project Lifecycle

• Project
success is Project Project
Project
evaluated Initiation Definition Planning
and
documented
Post Project
• Closing done Execution
Review
Communication
Detailed
Planning

formally so
project
benefits are
fully realized Monitoring
and Control
Project Closing Project
by the and Evaluation Implementation
customer
Project Initiation

Activities under Project Initiation:

• Develop business case

• Establish terms of reference
• Appoint project team
• Set up a project office
Project Initiation

Business Case

Once the need, problem or opportunity has been

identified, a business case is created.
•A detailed definition of the need, problem or
opportunity
•The recommended solution and a generic
implementation plan
Project Initiation

The business case is approved by the sponsor

and the required funding is allocated to proceed
with the project
Project Initiation

Terms of Reference

After the solution has been agreed and funding

allocated, a project is formed and a detailed
Terms of Reference (also called Project Charter)
is drafted.
Project Initiation

Terms of Reference includes the following

information:
•Vision, objectives, scope and deliverables—what
has to be achieved
•Stakeholders, roles and responsibilities—who will
take part in it
•Resource, financial and quality plans—how it will be
achieved
Project Initiation

Terms of Reference includes the following

information:
• Timeframe/schedule—when it will be achieved
• Assumptions, constraints, and risks

The Terms of Reference is what stakeholders sign

off, thereby formally authorizing the project.
Project Initiation

Project Team

Once the scope of the project is defined in detail,

the project team is ready to be appointed.

•Although a Project Manager can be appointed at

any stage of the project, she or he will need to be
appointed prior to the establishment of the project
team.
Project Initiation

• The Project Manager documents a detailed Job

Description for each project role, and appoints
a person to each role based on that person’s
relevant skills & experience.
Project Initiation

Project Office

The Project Office can be a physical or virtual

environment. Components of a project office,
whether physical or virtual are:

• Communications—telephones, computer
network, email, Internet access, file storage,
database storage, and backup facilities
Project Initiation

• Documentation—methodology,
processes, forms, and registers

• Tools—for accounting, project planning,

and risk modeling
Project Planning

Checklist BEFORE Starting the Planning Stage:

•Benefits and costs of the project have been clearly

documented

•The objectives and scope have been defined

•Project team members have been appointed

•A project office has been set up

Project Planning

Once you have ticked all these items, you are

now ready to undertake detailed planning to
ensure that the activities performed in the
execution phase are properly sequenced,
resourced, executed and controlled.
Project Planning

Activities under Project Planning:

•Define the project scope to ensure everyone

understands what is included and not included in
the project

•Assess the project resources needed to

undertake all project tasks
Project Planning

Activities under Project Planning:

•Prepare the project finances to determine how

much money is needed to execute each stage of
the project
Project Planning

Activities under Project Planning:

• Make a project checklist to ensure that all tasks

have been identified and activities will be done in
order of priority

•Create a project schedule to keep the whole

team on track throughout the project
Project Planning

Activities under Project Planning:

• Set validation processes to ensure project

quality meets stakeholder expectations

• Draft a communication plan that outlines how

project communications will be carried out
Project Planning

Activities under Project Planning:

• Identify project risks, or those events or
conditions that might impact the outcome of
the project, and document ways to address
them or reduce their impact
• Set a procedure for project procurement or
the purchase of products or services from
external sources
Project Planning

Project Scope

The scope statement outlines the results a

project will produce and the terms and conditions
under which the team will perform the work. It
includes:
•Justification – How and why the project came to
be, the needs it addresses, the scope of work to be
performed, and how it will affect and be affected
by other related activities
Project Planning

Project Scope

• Objectives – The products, services, or results

the project will produce (also referred to as
deliverables)

• Product scope description – The features and

functions of the products, services, or results the
project will produce
Project Planning

Project Scope

• Product acceptance criteria – The process

and criteria for accepting completed products,
services, or results

• Constraints – Restrictions that limit what the

team can achieve, how and when they can
achieve it, and how much achieving it can cost
Project Planning

Project Scope

• Assumptions – Statements about how the

team will address uncertain information as they
conceive, plan, and perform the project
Project Planning

Project Resources

The resource plan is a detailed assessment of

the resources required to complete all project
tasks.
• Types of resources—labor, equipment and
materials
• Total quantities of each resource type
• Roles, responsibilities and skill-sets of all human
resources
Project Planning

Project Resources
• Items, purposes and specifications of all
equipment resource
• Items and quantities of material resource

A schedule is assembled for each type of

resource so the PM can assess the resource
allocation at each stage in the project.
Project Planning

Project Finances

The financial plan estimates the amount of

money required for each stage of the project.

It quantifies the cost of labor, equipment and

materials, and defines an expense schedule,
which enables PM to analyze forecast versus
actual spending throughout the project.
Project Planning

Project Checklist

A checklist identifies all required tasks and

defines the order in which they should be done.
It can ensure that work is proceeding on
schedule.

•Team members know what is expected of them

and when
Project Planning

Project Checklist

•Team members know the dependencies between

tasks

• Team manager can track the progress of project

Project Planning

Project Schedule

The schedule identifies when each task must be

completed, and who is responsible for its completion.
To be able to build a project schedule, it would help to
first create a Work Breakdown Structure (WBS).
WBS captures project tasks in a visual and organized
manner.
Project Planning

Project Schedule
It involves the decomposition of the project into
smaller, manageable deliverables, which
facilitates budgeting and assignment of
responsibilities.
WBS can be used to determine the critical path
of the project and create the project schedule.
Project Planning

Project Schedule

In a WBS, deliverables are broken down several

levels until its most basic detail. The topmost
level is typically called project, while the lowest is
called a work package.
Project Planning
Project Planning

Project Schedule

Using the WBS as basis, the Critical Path Diagram

shows the duration of each task, and which
sequence of activities takes the longest time. It
also shows the dependencies among tasks.
Project Planning
Project Planning

Project Schedule

A Gantt chart is a visual guide that shows the

relationship between tasks and time.

The linear chart spreads future time horizontally

while the work to be done is shown vertically.
Project Planning
Project Planning

Project Quality

The quality plan helps ensure that the quality

expectations of stakeholders are clearly defined
and can be reasonably achieved.

•Defines what quality means in the context of the

project
Project Planning

• Lists clear and unambiguous quality targets for

each deliverable—Each quality target provides a
set of criteria and standards that must be
achieved to meet the expectations of the
customer
• Outlines a plan of activities that will assure the
customer that the quality targets will be met—a
quality assurance plan
Project Planning

•Identifies the techniques used to control the actual

level of quality of each deliverable as it is built—a
quality control plan
Project Planning

Project Communications

A communication plan ensures the team and the

stakeholders understand how they will be informed
of the progress of the project. It essentially answers
the following questions:
Project Planning

•What information is to be communicated and in

what format?

• When will the information be communicated and in

what intervals?
Project Planning

Project Communications

• Who will be responsible for building and managing

the information and which stakeholders will receive
it?
• Where will the information be stored?
• How will the information be distributed?
Project Planning

Project Risks

A risk plan documents foreseeable project risks

and prescribes a set of actions to be taken, both
to prevent the risk from occurring and to reduce
its impact if it does happen.
Project Planning

Project Risks

Risk levels are assessed based on a 1-5 scale.

1. Causes minor adjustments
2. Sacrifices the lowest priority performance
factor
3. Sacrifices the medium-priority performance
factor
4. Sacrifices the highest-priority performance
factor
5. Causes total failure
Project Planning

Project Procurement

The procurement plan identifies the elements of

the project that will be acquired from external
suppliers.

It provides a detailed description of the products—

goods and services—to be procured from
suppliers, the justification for procuring each
product externally as opposed to from within the
business, and the schedule of procurement.
Project Implementation
Service Culture
Session 27
Service Culture
Introduction

When the project plan has been evaluated,

analyzed, set, and agreed on, the third stage in
the project’s life cycle to implementation.

In today’s session, we will discuss how a project

is implemented, together with the processes a
project manager needs to perform in this stage.
Objectives

• Describe how a project

plan is implemented

• Enumerate and discuss

the phases of project
implementation

• Define the processes

involved in implementing
a project plan
Today’s Agenda

• Project Implementation

• Putting the Plan into Action

• Monitoring at Checkpoints
Project Lifecycle

• Problem/opportunity is identified • Detailed preparation to

and solution is agreed upon ensure that activities to be
• Project formed to produce the performed in the
solution implementation stage are
• Project scope is defined properly sequenced,
Project Project resourced, executed and
Project
• Project team formed Initiation Planning
Definition controlled.
• GO/NO-GO decision • GO/NO-GO Decision

Post Project Detailed

Execution Communication Planning
Review

Project
• Project success is Implementation • Plan is put into action
Project Closing Monitoring
evaluated and documented and Evaluation and Control
• Deliverables are physically
• Closing done formally so constructed and presented to
project benefits are fully realized the customer for acceptance
by the customer
Project Implementation

Project implementation is usually the longest

stage of the project. This is when the project plan
is actually activated, deliverables are
constructed, and project activities are done.
Project Implementation Activities

Putting Plan into the

Action

Monitoring at
Checkpoints

Formative Evaluation
Project Implementation Activities

Putting Plan into the Activate Plan

Action Build Deliverables

Delegation
Monitoring at Volunteerism
Decision-Making
Checkpoints

Formative Evaluation
Putting the Plan into Action

In this phase, the deliverables are built, and project

plans are activated.

Two ways to build deliverables:

• Waterfall
• Iterative
Ensuring High Level of Team Work

It is important that the project team works

together. Therefore, as Project Managers, we
must ensure that all members are highly involved in
project activities through:

• Delegation
• Volunteerism
• Decision-Making
Project Implementation Activities

Putting Plan into the

Action

Regular Meetings
Monitoring at
Checkpoints Monitor and control
ongoing activities

Formative Evaluation
Monitoring at Checkpoints

Monitoring and Controlling includes:

•Where we are

•Where we should be

•How can we get on track

•Influencing the factors

Guidelines for Meetings

• What has happened?

• What still needs to happen?

• What problem is the team facing?

• What are hotspots and possible resolutions?

Management Processes

• Time Management • Cost Management

• Quality Management • Change Management

• Risk Management • Issue Management

• Procurement Management • Acceptance

Management
• Communication
Management
Project Implementation Activities

Putting Plan into the

Action

Monitoring at
Checkpoints
Implementation
Evaluation

Formative Evaluation Progress Evaluation

Formative Evaluation

At the end of the implementation phase, the project

should be evaluated to ensure that project has
achieved its objectives as planned

This can be performed in two ways:

• Implementation Evaluation
• Progress Evaluation
Summary
Project Evaluation and
Closure
Session 28

Service Culture
Objectives

• Describe how a project

plan is evaluated and
closed

• Enumerate and discuss

the components of
closing a project
Introduction

“Congratulations, your project went well!” This is

probably the best thing you will hear at the end of
your project. However, the project is not done yet
until evaluation has been performed and the project is
formally closed.

That is what we are going to discuss in this session.

The last leg of Project Management: Project
Evaluation and Implementation
Today’s Agenda

• Project Evaluation

• Phases in Closing a Project

Project Evaluation

Project Evaluation is the part of the last phase of

Project Management.

This phase provides the project team the

opportunity to look back and share their thoughts
on how the project went and give their
suggestions and recommendation if the project
was to be done again.
Project Lifecycle

• Problem/opportunity is identified • Detailed preparation to

and solution is agreed upon ensure that activities to be
• Project formed to produce the performed in the
implementation stage are
solution
properly sequenced,
• Project scope is defined Project Project
Project resourced, executed and
• Project team formed Initiation Definition
Planning controlled.
• GO/NO-GO decision • GO/NO-GO Decision

Post Project Detailed

Execution
Communication Planning
Review

• Project success is
evaluated and Monitoring
and Control • Plan is put into action
documented Project Closing Project
and Evaluation Implementation • Deliverables are physically
• Closing done formally so
constructed and presented to
project benefits are fully the customer for acceptance
realized by the customer
Project Closure Activities

Summative Evaluation

Project Closure
Project Closure Activities

Post-
Summative Evaluation Implementation
Review

Project Closure
Project Closure Activities

Summative Evaluation

Administrative
Closure
Post-Implementation
Project Closure Meeting
Project Report
Celebration
Summative Evaluation

A Summative Evaluation is a documented post-

implementation review of the project.

This evaluation assesses the project’s

performance against the established objectives
and followed the management process outlined
in the planning phase.
Administrative Closure

•Close and cancel all supplier contracts

•Tally invoices with payments made
•Hand-over project documentation
•Conduct performance review for project
team members
•Have project completion signed to confirm
project closure
Post-Implementation Meeting

A meeting done at the end of the project is called

Post-Implementation Meeting.

This is where the project team talk about the

project’s successes, challenges and opportunities.
The Project Report

A document that summarizes the project and

the actual work accomplished by the project
team.
Celebrate!

And to top it all up,

celebrate the success of your project!
Summary