Customer Care.pptx

Customer Service Excellence

1. customer care & Service Excellence Mhanqwa Jamela Customer Service Training

2. WHATEVER YOU CAN CONCEIVE AND BELIEVE…WE HELP YOU ACHIEVE IT.

3. Introductions 3 Welcome Introductions Hi, I’m Mhanqwa Jamela. I’m the Senior Consulting for Jamela Resources Hi, I’m Ed. I’m the hotel custodial technician sent to clean the spilled canapés.

4. Expectations 4

5. Breaks 10:15 / 10:30 Coffee / Tea break / Stretch 12:30 – 1:15 Lunch 1:15/30 -3:15/30 Aim to finish by 15:30 5

6. House Rules: Please minimise the number of times you leave the room as this disrupts the flow of the conference Please keep to the allocated times of tea breaks & smoking intervals

7. ROADMAP: Batho pele principles  Service levels and service standards  How to ensure the right perception of customer care.  How to handle difficult situations.  Key skills of questioning and how to apply them.  How to use Transactional Analysis to ensure a productive out-come.  How difficult situations can be valuable.  An easy-to-use effective manner of dealing with difficult situations.  How to be effective in their 'follow-up.'  How to ask effective questions.  how to improve their 'Active' listening skills and use them to ensure greater effectiveness.  Improve their ability in dealing with difficult customers and situations.

8. Quote by President

9. The Constitution, 1996 (Chapter 10) A high standard of professional ethics must be promoted and maintained. Efficient, economic and effective use of resources must be promoted. Services must be provided impartially , fairly, equitably and without bias. People’s needs must be responded to, and the public must be encouraged to participate in policy-making . Public administration must be accountable. Transparency must be fostered by providing the pubic with timely, accessible and accurate information . Clause 9 makes reference to prohibition of unfair discrimination on the basis of disability.

10. Why does customer service matter? Exceptional customer service begins with exceptional people.

11. Identify Customers Internal Customers External Customers Internal customers are people within your organization. Who would that be? Bus Shop Technicians Office Staff Does it matter how you treat them? In government, the people you help. customers

12. Exceptional Customer Service Exceptional customer service involves exceeding customer expectations, where the standards and level of service received exceed what the customer could reasonably define as normal or expected. 2. Exceed the customers’ expectations 3. Make an emotional connection with your customers

13. What is customer service What is a customer? “A customer is the most important person to ever enter your business. He/she is not an interruption of your work; he/she is the purpose of it.”

14. customer

15. Let’s Discuss… Who are customers? Your role – why care? Being the best! How to keep ‘em! How to lose ‘em! Loyalty Facts Responsibility Additional Info

16. Who Are Customers? Everyone at work with whom you interact are your customers Everyone who purchases or uses your activities, events, products and services are your customers Your supervisor, your manager, and all of your employees are your customers, too You help achieve extraordinary customer service when you make each interaction one that is positive, effective, efficient, courteous, competent, thorough, and professional. This is your job!

17. Your “Service” Role – Why Care? Serving every customer well helps you, your program, and your organization stand out Providing good customer service is essential to: your job security future job/career opportunities how you feel about what you do

18. Being The Best -- Everyday! HIGHLY EFFECTIVE CUSTOMER SERVICE PEOPLE: Exceed customer expectations Find out how customers want to be treated Know the customer's needs are a priority Listen effectively to ensure they understand the customer Don’t take complaints personally Look and act like a professional Keep learning Keep teaching Smile genuinely Respect the customer

19. How To Keep ‘em! #1 1. Be professional. Maintain a neat appearance and keep your workspace clean, organized and tidy. 2. Make every customer feel welcome. Forget the problem behavior you may have just dealt with – focus your energies on serving the current customer. 3. Always be courteous - manners matter. Treat customers the way you want to be treated as a customer. 4. Take each customer-problem seriously. When customers have a concern or a complaint, listen attentively and try to solve their problem yourself…, and as quickly as possible. 5. Follow through! Do what you must to solve the problem. Not every problem can be resolved the way the customer wants, but that doesn't mean he/she should receive poor service.

20. How To Keep ‘em! #2 6. Understand your customers’ needs and match those needs with correct solutions. 7. Know your organization and your activities, events, products and services. You will be better able to serve your customer, resolve problems, and direct them to another department, when needed. 8. Learn your lines. Take the time to master the technical and procedural ins and outs of your job. 9. Be a team player. Help those you work with. When a coworker is trying to help three people at once, pitch in. If the phone is ringing on someone else's desk, take the call. 10. Enjoy your work ! Customer service is a demanding job. Find joy in the fact that you are helping people meet their needs.

21. How To Lose ‘em! Don’t do these!

22. Loyalty Facts! 1of 7 Did You Know? Only 5% of customers who have had a problem will ever complain to management; although 45% tell front line employees Most customers just go away because they believe their complaints will not do any good For every complaint you hear, there are 26 additional customers with unresolved problems or complaints and 6 of these are serious You will never hear from these 26 again – and they are the ones who could tell you how to make your business better

23. Loyalty Facts! 2of 7 Did You Know? 56%-70% of the customers who complain to you will do business with you again if you resolve their problem. If they feel you acted quickly and to their satisfaction, up to 96% will do business with you again, and they will probably refer other people to you A dissatisfied customer will tell 9-15 people about it. And approximately 13% of your dissatisfied customers will tell more than 20 people about their problem Your Program cannot possibly afford the advertising cost it would take to overcome this word-of-mouth, negative publicity

24. Loyalty Facts! 3of 7

25. Loyalty Facts! 4of 7 Did You Know? It costs five to six times as much to get a new (first time) customer as it does to keep a current one Customer loyalty can be worth up to 10 times as much as a single purchase The lifetime value of any single customer is worth more than the cost of returning their purchase price on a single item The rule of 10's: It costs up to $10,000 to get a new customer; 10 seconds to lose him/her; and up to 10 years for the customer to get over whatever made him/her leave you

26. Loyalty Facts! 5of 7 Did You Know? It costs 6 times more to attract a new customer than it does to keep an old one Customer loyalty is, in most cases worth 10 times the price of a single purchase A typical business hears from only about 4% of its dissatisfied customers --- 96% just go away! … and 91% will never come back! 13% of the people who have service problems tell 20 others It takes 12 positive service incidents to make up for one negative incident 7 out of 10 customers will do business with you again if you resolve the complaint in their favor

27. Loyalty Facts! 6of 7 Did You Know? If you resolve a complaint on the spot, 95% will return and do business with you again On average, a satisfied complainer will tell 5 people about the problem and how it was satisfactorily resolved Of the customers who quit your business, 68% do so because of an attitude of indifference by the company or a specific individual Long term customers are usually more profitable. A 5% increase in customers retention can boost profit by 25% to 125% A company can improve revenues by 49% with a 10% increase in customer retention

28. Loyalty Facts! 7of 7 Where Do They Go? Where do customers/patrons go when they disappear? 1% Die 3% Move away 5% Float/seek alternatives or develop other business relationships or are influenced by friends 9% Are lured away by the competition 14% Are dissatisfied with the products/services/pricing 68% Are upset with the treatment they received..., or an attitude of indifference on the part of an employee

29. Your Responsibility Work as if you own the business. Take ownership of customer problems. Make sure problems get resolved. You may have to ask for help, but be responsible. Customers are tolerant when somebody is willing to follow up and make sure problems are handled. Serve! Always be the customer’s solution, never their problem!

30. Delivering Exceptional Customer Service

31. Welcome to MNQUMA MUNICIPALITY CUSTOMER CARE CLINIC We are excited to have you on our team and want you to be proud to serve the students and faculty here by providing: GOOD ??? GREAT ??? EXCELLENT ??? EXCEPTIONAL – that’s it Customer Service

32. Customer Contact is a moment of truth When “customers” first meet us they immediately form opinions about us and our organization. Those impressions include things about character, efficiency, and friendliness. They will decide in 7 seconds from 11 impressions whether they… Like You Dislike You Indifferent … that will largely determine the satisfaction of their experience (and yours)

33. 7-11 Quiz 1- Cleanliness 2- Warmth (engaging) 3- Credible 4- Knowledgeable 5- Responsive 6- Friendly 7- Helpful 8- Understanding 9- Courteous 10- Confident 11- Professional

34. Professionalism Positive Attitude Attentive – listen and care (make them know they matter) Give accurate information, don’t be afraid to say “I don’t know, but I will find out” Friendly approach – watch for non-verbal and body language signs Eye contact (best response in 2 seconds) Learning to say no with tact and courtesy and confidence Stay positive Attention to detail Go the extra mile Use names whenever possible Work Ethics Punctuality Time Management Manage multi-tasking Follow the chain of command

35. Professionalism continued Etiquette Telephone Greeting Holds Transfers Workspace Clean from clutter Organized (know where to find things and put them back in their place) No food, drinks in covered containers Socializing limited to break times (includes Appearance Refer to handout for helpful guidelines

36. Communication Use Clear and Concise Communication and be the Problem Solver Verbal Speak clearly at an appropriate speed Be aware of your tone and inflections Give undivided attention Written business email and letters/memos Use correct grammar (no text talk or IM speak) Limit styles and images Be careful of font colors Use correct case (not all caps or lower case) Non-verbal Watch body language, lack of eye contact or signs of frustration

37. Communication continued Language Avoid use of: Vulgar or profanity language Sexually explicit or suggestive comments Discriminatory or demeaning comments There is never an appropriate time for any of these in the workplace Confidentiality Adjust tone and volume Use a privacy screen where appropriate

38. customer care & Service Excellence Mhanqwa Jamela Customer Service Training

39. DAY 2 Recap Day 1 Pillars of customer service Batho Pele Customer care standards Dealing with difficult customers Personal branding Conflict management

40. Knowledge and Learning Knowledge is an acquaintance with or understanding of facts and truths Learning is a willingness to become acquainted with facts and truths not yet understood Working Knowledge Job description, responsibilities and performance expectations Where to find college policies and procedures Department policies, procedures and expectations Functions of MUNICIPALITY Stay current on email and department updates for up-to-date information General Knowledge General knowledge about UMnquma municipality/Infrastructure Important college dates and events UMnquma municipality catalog (online) Cross training or knowledge of other department functions

41. Knowledge and Learning continued Willingness for continued learning Participate in staff training See supervisor for permission to attend professional development workshops of interest for career and advancement learning. Be sure to check the CAPE website for offerings Assignment of an inner department mentor for the first 90 days

42. DIVERSITY Be understanding and accepting of people or situations that do not fit your comfort zone Keep you temperament in check Be aware of your biases

43. Expecting things to change when you continue to do them the same way

44. Teamwork Be respectful of all members of your team Be coachable and open minded to help offered by your supervisor or other members of your team Be willing to work together to accomplish department and institutional goals Be willing to be available and do your share of necessary extras (take one for the team) Be willing to share you knowledge with others. Mentor and support new team members Give recognition and credit wherever you can for a job well done or a difficult situation well handled.

45. Exceptional customer service Maintain a high level of professionalism by following the guidelines and handouts from today’s discussion Listen and be attentive to what your customer needs Communicate using clear and concise business language and remember to watch body language Be a life long learner at your job as well as your personal education. Take opportunities to learn new things and become aware of all the services provided at UMnquma municipality so you can help and refer seamlessly Be understanding of all people and situations, especially where you may have biases that are contrary

46. Smile, be happy and have fun! It will always show in the service you give

47. Customers Internal customers Internal customers are fellow employees, a boss, subordinates, other departments. An internal customers is anybody inside the business who depends on your work output before they can start their own work, for example your supervisor. If we follow customer care principles inside an organisation, we are better geared to serve our primary and most important person, namely the customer.

48. Customer Service Extraordinary businesses are those that do ordinary things extraordinarily well.

49. 7 Pillars of Customer Service

50. Wowing the customer builds the organization’s reputation and overall brand. Employees will not always understand this; therefore, it is IMPERATIVE that management challenges employees and coaches them to a level beyond what they’re willing to do.

51. Research 90 % of machine manufacturers said in order to defend against low cost competitors a greater percentage of their revenues must come from services; therefore, the way they service their clients is critical to their long-term success - Industry Week

52. Research If you can prevent 5% of your customers from leaving you can increase your bottom line profit by 25 – 95% - Harvard Business Review

53. Research The average South African business loses 15% of its customer base each year. 68% of customers who stop buying from one business and go to another will do so due to poor or indifferent service. 82 % go somewhere else because of a specific customer service issue

54. Are You Convinced Yet?

55. Pillar 1: Develop a Customer Service Mission Statement Clearly convey your company’s specific objectives as they relate to customer service. Should be dedicated to building an organizational perspective of what WOWING the customer is truly about. Communicate mission statement with customers AND employees. All to keep the mission alive as well as communicate its successes. Could include: Signs throughout the organization Internal employee newsletters Incentives for good work

56. Pillar 2: Customer Service is Attitude AND Action It is imperative that employees have the proper attitudes as well as the capacity to take action. Its one thing to be willing to offer great customer service, however willingness means nothing without action. Employees need to be encouraged to take matters into their own hands and impress clients.

57. A great customer Example The president of the organization asked me, how do you go about doing a wow activity? I asked him if he had learned anything unique about any client in the past week or two. He was talking when he realized he had his answer. He stopped by a client site with a book about our military personnel and he told the woman, I just wanted to give this to you to show our appreciation for your son and what he does for our country. The customer began to tear up and cry. It is safe to say this client told a multiple of fellow employees about this act of kindness. $20 and a short drive later a wow factor had been created; client loyalty had been more deeply entrenched.

58. A Great Customer Example One major client we had was in the boating industry, which at the time was down over 30%. Knowing the market was tight we decided to take action. We created a folder system that had articles about how to run marine dealerships successfully. We trained the personnel to ask business driven questions such as how is business, when is your next open house, and what are you doing in regard to marketing your dealership. We took this information and began to disseminate specific articles of interest against what the customer stated they were doing. It was during this program sales increased 22% in a down market.

59. Pillar 3: Base Training Employees must be trained on customer service and best practices. Base training should include 3 major components Workshops Discussion Real world activity Workshops should teach core content and facilitate discussion about real-world challenges of the organization, as well as specific customers. Builds deeper engagement among employees when the workshop is drawing upon things they can directly relate to.

60. Pillar 4: Coaching Employees Coaching is imperative to helping employees embrace the techniques taught, and form new positive attitudes about the program. Must be a sincere approach to have managers learn the specific techniques that coaching includes. Managing is about telling people what to do; coaching is about asking questions and helping employees improve their performance. For example, an employee with a bad attitude will not magically improve if the manager tells them to improve their attitude. An example coaching question could be “if someone were viewing how you’re acting right now how do you think they would perceive you”? The key difference is when you ask, employees have to come to grips with their own issues as well as subscribe to a level of accountability.

61. Pillar 5: Creative Thank You’s Most people will NOT take the time to say thank you because they are too busy, so make this a common practice in your organization. If your competition is to busy while you make the time, you will truly stand out. A simple hand written note is all it takes. When you go home and you have three bills and one hand addressed envelope which do you open first? The hand addressed envelope… right? Cards are NOT the only way to say thank you, Get Creative.

62. Great Customer Example One of our clients decided to get creative for one of their clients. Their client had won a big contract so as a sign of congratulations they sent donuts in the morning with a card from all the staff. Each donut had the word “Congrats” on it. When they buy their next piece of equipment, who do you think they will think of first? This particular client’s business (a construction equipment company) rose over 30 % in a down economy.

63. Pillar 6: Functional Walkthrough A functional walk-through is a step-by-step view of the lifecycle of a customer as it relates to doing business with your organization. This includes the entire process from the initial meeting to the first product or service ordered to becoming a long-standing customer. The key is to identify stages in which specific people or departments engage and/or interact with the customer. Helps organizations identify key points where they can create worth while methods of interaction. Few organizations will ever take the time to look at the customer in such a manner.

64. Pillar 7: Engage Engage Engage Have your staff learn three new things about clients daily. Employees will push back. Most want to come to work, do their jobs, and go home. Engagement represents going above and beyond any effort they have made in their career up to this point.

65. Real Life Example A major manufacturing firm had imposed a rule in their customer service department where they were to complete all phone calls in 40 seconds or less. The objective was to give the customer what they wanted and then get them off the phone as quickly as possible. This method took a huge risk in assuming they were meeting all the customer’s needs. In actuality, customers reported they felt dismissed and a cold response from the staff. In the first 90 days of the project we removed this 40 second barrier and encouraged all staff members to learn three new things about one new customer in the morning and one in the afternoon. The staff was encouraged to quantify these actions in staff meetings on a weekly basis to enable total accountability.

66. Summary Building a customer service driven organization has many components that rely on one another. It is critical the organization embraces this movement from the top down and challenges employees to go above and beyond any past level of customer service they have experienced. This endeavor will come with pain, frustration, and ultimately an unbelievable exhilaration of developing deep and worthwhile customer relationships.

67. CHANGING customers‘ EXPECTATIONS Demographic changes Changing urban rythms Changing customers‘ behaviour and habits Growing concern for environmental issues Insecurity feeling

68. Municipal systemes ... ... costs less to the community ... needs less urban space ... is less energy-intensive ... pollutes less ... is the safest mode ... improves accessibility to jobs ... offers mobility for all

69. BATHO PELE

70. “ Together Beating the Drum for Service Delivery” This is all about service delivery!!!! It is about working together as teams We need to sing from the same hymn sheet There must be harmony, rhythm & integration in our work teams If we don’t understand each other there will be no rhythm and we will be disorganised, fragmented and in our silos 71

71. “Improve the quality of live of all customers and free the potential of each person…….” Mandate

72. What is Batho Pele? Strive for excellence in service delivery; Commit to continuous service delivery improvement; Allows customers to hold organisations accountable for the type of services they deliver; and Citizen orientated approach to service delivery informed by the 8 principles

73. WHY A BATHO PELE SPECIFIC POLICY? To ensure that all Employees adhere to the Principles of Batho Pele and be more accountable to customers To have a customer-centric approach to equitable service delivery To improve service delivery To build effective relationships with the end users of public service

74. Non Negotiables

75. Revitalisation of BP: Towards a framework Internal Communication External Communication Front office Back Office Culture Structure Systems Processes Client interface Thusong Service Centres (MPCCs) Ethics Professionalism Change Engagement Programme Customer focus Consultation Information Staff focus Organizational culture Morale

76. BATHO PELE PRINCIPLES Consultation Service Standards Access Courtesy Information Openness and transparency Redress Value for Money

77. Group Work Provide a definition for each principle as your understand it List some ideas /examples of how the 8 Batho Pele Principles can be applied in your work situation. Highlight Consultation and cover everything possible about it, and How do you understand the concept: The people must come first-the 'customer' concept - W hat it meant by “treat customers like customers?” How does the public perceive the public service? Break in groups Report back to class 20 minutes for exercise

78. Why teams fail? Lack of support, information, time, and resources from management Lack of a clear idea of what they are to accomplish Lack of skills to work together effectively or to analyze the problem they face Over-managed, management imposing personal agendas or seeking political solutions to problems that require objective answers 79

79. TEAM EFFECTIVENESS “ a group of people working together to achieve common objectives and willing to commit all their energies necessary to ensuring that the objectives are achieved”(Humphries:1998) Team Charectaristics: Purpose Empowerment Relationships & Communication Flexibility Optimal productivity Recognition & Appreciation Morale

80. Gearing up for Delivery Then why do up to 70% of major performance improvement projects fail? 81

81. Identity the customers Establish the customer's needs and priorities Establish the current service baseline Identify the 'improvement gap' Set service standards Gear up for delivery IMPLEMENTATION STRATEGY

82. CONT END RESULTS Evidence for proper consultation Evidence for improved service delivery & What impact does proper consultation have on other principles? 83 Consultation must be conducted intelligently – avoid raising unrealistic expectations; rather, instead reveal where resources and effort should be focused (priority). The outcome should be a balance between what customers want and what could be realistically afforded

83. Service Standards customers should be told what level and quality services they will receive so that they are aware of what to expect

84. Ensuring Courtesy customers should be treated with courtesy and consideration e.g. tools, measurements & systems put in place to effect customer care - customer care units & staff Right attitude!!

85. Information customers should be given full, accurate information about the services they are entitled to receive e.g. Braille and functional sign language, help desks, brochures, posters, press Information to be available at service points, in various official languages. Ticketing staff training Induction training is made compulsory to all new employees

86. Openness & Transparency customers should be told how much the service cost and also benefit form the partnership.

87. Value for Money Service should be provided economically and efficiently in order to give customers the best possible value for money e.g. Maximizing value as perceived by the citizen. Optimally balancing efficiency, effectiveness, and economy within the constraints of public expenditure management. Ensuring that services are accessible, appropriate, and adequate to meet customers’ needs. Eliminating wasteful and unnecessary expenditure, and procedures.

88. Customer-Defined Service Standards Factors Necessary for Appropriate Service Standards Types of Customer-Defined Service Standards Development of Customer-Defined Service Standards

89. Customer-Defined Service Standards Distinguish between company-defined and customer-defined service standards. Differentiate among “hard” and “soft” customer-defined standards and one-time fixes. Explain the critical role of the service encounter sequence in developing customer-defined standards. Illustrate how to translate customer expectations into behaviors and actions that are definable, repeatable, and actionable. Explain the process of developing customer-defined service standards. Emphasize the importance of service performance indexes in implementing strategy for service delivery.

90. Standards are based on the most important customer expectations and reflect the customer’s view of these expectations. Customer-Defined Standards Company-Defined Standards SOURCES Customer Expectations Customer Process Blueprint Customer Experience Observations SOURCES Productivity Implications Cost Implications Company Process Blueprint Company View of Quality Service Standards

91. “ Not everything that counts can be counted...and not everything that can be counted, counts .” Albert Einstein Counting…

92. SOFT STANDARDS AND MEASURES Opinion-based measures that cannot be observed and must be collected by talking to customers (perceptions, beliefs) HARD STANDARDS AND MEASURES Things that can be counted, timed, or observed through audits (time, numbers of events) Standards…

93. Service Encounter Customer Requirements Measurements Service Quality Customer-Driven Standards and Measurements Exercise

94. What Customers Expect: Getting to Actionable Steps

95. Process for Setting Customer-Defined Standards

96. Importance/Performance Matrix

97. Linkage between Soft Measures and Hard Measures for Speed of Complaint Handling

98. Soft Standards at Toyota in Japan Standards for salespeople patterned after samurai behaviors: assume the samurai warrior’s “waiting position” by leaning five to ten degrees forward when a customer is looking at a car stand with left hand over right, fingers together and thumbs interlocked, as the samurais did to show they were not about to draw their swords display the “Lexus Face,” a closed-mouth smile intended to put customers at ease Samurai warrior “waiting position”

99. More Soft Standards at Toyota in Japan Standards for salespeople patterned after samurai behaviors: when serving coffee or tea, kneel on the floor with both feet together and both knees on the ground bow more deeply to a customer who has purchased a car than a casual window shopper  stand about two arms’ lengths from customers when they are looking at a car and come in closer when closing a deal point with all five fingers to a car door’s handle, right hand followed by left, then gracefully open the door with both hands 

100. Hard and Soft Service Standards at Ford Appointment available within one day of customer’s requested service day Write-up begins within four minutes Service needs are courteously identified, accurately recorded on repair order and verified with customer Service status provided within one minute of inquiry Vehicle serviced right on first visit Vehicle ready at agreed-upon time Thorough explanation given of work done, coverage and charges

101. Standards at Four Seasons Seven Service Culture Standards S mile E ye R ecognition V oice I nformed C lean E veryone Ticket sales Entry in the bus Information Exceptions are permitted if they make local sense

102. Additional Info… #1 Read about customer service Attend additional customer service training Attend training relevant to your job Learn about your program’s activities, events, products and services Continuously develop your career

103. Difficult Customers & Situations 5– 104

104. The “Difficult Customer” Simple Strategies for working effectively with challenging customers

105. We like to work with customers who … Want to be helped, Who we can relate to, Who make us feel competent, Who make our work feel worthwhile, Who we feel we are helping, Who verbalize their appreciation of us.

106. Customers are labeled “difficult” when …. We do not feel competent in helping them, We do not feel our helping is effective, When they are not being cooperative, When they do not seem to want our help, When we believe we are putting in more time than they are.

107. What makes a customer “difficult”? Their stuff. Their history, personal mythology, perceptions, biases, experiences, psychosocial development/history My stuff. My history, personal mythology, perceptions, biases, experiences, psychosocial history/development Our stuff. Our shared history, relational patterns of interaction, established patterns of behavior, expectations etc.

108. Challenging vs. Difficult? The effects of the words we use

109. Challenging requiring full use of your abilities or resources The Free Dictionary arousing competitive interest, thought, or action Merriam Webster

110. Difficult: hard to deal with, manage Merriam Webster hard to deal with; troublesome The Free Dictionary

111. Challenging customers

112. Challenging Customers The resistant customer The angry or hostile customer Other types of challenging customer

113. The resistant customer Resistance is a natural reaction to change . Change can result in anxiety and fear. Resistance cannot be attributed to a single underlying cause, but is the product of multiple internal and external influences. There is no such thing as an unmotivated client/customer. Many customers are believed to be difficult because of the effect they have on the counselor/case worker.

114. Resistive behaviors Missing appointments Arriving late Blaming others Lack of effort Anger/hostility Talking too much/too little Nonadherence to rules, policy etc. Defensiveness Intellectualization Uncooperativeness

115. Possible causes Negative expectations, perhaps based upon experience or mythology Interpersonal skills of counselor and customer Customer’s fear of failure Uncertainty leading to fear (fear of the unknown) Skills deficit of counselor Goals mismatch

116. Dealing with resistance Help customers view their problems in a different light (re-frame). Focus on customers positive coping strategies (identify and develop strengths rather than focus on deficits). Promote problem recognition and ownership Help customers make decision to change

117. When confronted with difficult clients, we need to look at ourselves to see what we contribute to the process.

118. The Angry/hostile customer Anger and fear are closely related emotions. Anger may be masking depression or grief. Grief is a common experience resulting from job loss. When customers feel vulnerable, they may lash out at us. Angry customers can be experts in detecting and exposing our weaknesses.

119. Angry/Hostile Behaviors Scowl Clenched fists, set jaw Tension in voice Tone of voice Sarcasm Missing appointments or arriving late

120. Possible Causes of Hostility Fear of change, failure, loss of control Feeling vulnerable Fear loss of independence-seeking help Habit- a learned reaction as a way to maintain control over others. Displaced emotion or transference Unempathetic counselor Personality traits of customer Past experiences, lack of social skills

121. Dealing with hostility Try to identify the source of the client’s anger. If the customer’s anger toward you is valid, it is best to admit your mistake and move on. Is the anger infrequent or chronic? Confront the client’s feelings in a nonjudgmental and nonthreatening way. Attempt to diffuse the hostility by responding in ways that meet the client’s emotional needs, not your own.

122. With chronic anger: Set limits early on. State what behaviors will and will not be tolerated and what the consequences will be if limits are broken. Evaluate the client’s readiness for change. Consider the need for referral to behavioral health services. Anxiety management training, social skills training and problem-solving skills development are effective treatment approaches.

123. Potential violence Watch for signs of heightened tension. Clenched fists Loud voice Angry words Threatening words Narrowed gaze Sudden bursts of activity

124. What to do End the session/conversation in a way that preserves some basis for a future relationship. “I’m sorry, I’d really like to work with you, but right now you seem to be pretty upset. Maybe we can get together again later”. Leave the room and alert security/consult with supervisor Maintain thorough records

125. The Challenging Customer Customers can be challenging for many reasons. It is important to try to understand the reason behind the behavior and to not personalize it or label it in a way that limits how you respond to it (countertranference). Recognize when your own good efforts to help a customer have been exhausted. Know when to refer.

126. Prevention Often, what we do can prevent “challenging” behaviors from occurring. Be on time for appointments. Reminder phone calls before the 1 st & 2 nd meeting. Allow enough time during the first meeting to build rapport and to hear the customer’s story. Engage in active listening & empathic understanding. Eliminate distractions during appointments. Promptly admit mistakes and move on. Seek to understand your customer’s needs. Establish clear roles, expectations and boundaries early on.

127. Other Challenging Behaviors Being late Silence Changing subject Involuntary behaviors/ticks Forgetfulness Exaggerations Omissions Lying Lack of initiative/follow through Poor Boundaries Mental Health Issues

128. Possible Causes of Challenging Behaviors Attempts to prevent embarrassment Limited skills, fear of failure Psychological issues Cultural differences are not recognized Unrealistic expectations/goals Have not committed to change

129. Dealing with Challenging Behaviors Seek first to understand Document, document, document Seek support, counsel from others Know when to make a referral Focus and build on customer strengths Engage in a collaborative relationship working toward mutual goals. Start with modest goals, work on only one change at a time. Match your style/approach to the needs of the customer Understand and make accommodations for cultural differences and older customers. Avoid power plays, stay calm and in control of the conversation. Know when to end the session/meeting

130. How to Make a Referral If the customer’s challenge serves as a barrier to your ability to work with the customer… 1. Talk to your customer, focus on behaviors not personalities. 2. Act as a bridge, aiding the client in the referral process. 3. Other services may better serve the customer’s primary/immediate needs. 4. Follow up with the customer to maintain relationship and increase chances of follow through. 6. Thoroughly document process, consult with supervisor as appropriate.

131. Module 5 5– 133 Difficult Customer Situations

132. Difficult Customer Situations

133. Module 5 5– 135 Difficult Customer Situations Ask questions Give feedback Summarize

134. Limited English Speaking Be patient and concentrate Speak slowly and distinctly Be extra courteous Avoid using slang or industry jargon Speak in a normal tone of voice Reiterate what has been said

135. Long-Winded Caller People will monopolize another’s time on the telephone

136. Module 5 5– 138 Argumentative Customers

137. Verbally Abusive Customer

138. Threatening Customers Threats can be an attempt to intimidate you. Keep calm and keep your responses focused on the issue at hand.

139. Hostile/Angry Customers An angry customer is most likely not angry with you .

140. Module 5 5– 142 Hostile/Angry Customers Wait until their hostility peaks and then begins to cool. HOSTILITY CURVE Slow Down Supportive Comments Cool Down Take off Rational Behavior Problem Solved

141. Hostile/Angry Customers– Strategy

142. Group Activity

143. Saying “No” Sometimes you have to say “no,” but if you do it right, you can still get a “thank you” for your service

144. Strategies for Saying “No” Explain why it can’t be done Don’t quote policy Don’t be patronizing Offer alternatives when you can Avoid making excuses Eliminate negative phrases Don’t mention other/similar complaints

145. Safety and Security Child Support offices can be targets for: Theft Unauthorized entry and access Threats Physical abuse and harm

146. Strategies for Safety and Security Door Codes Closed-circuit television cameras Always leave yourself an escape route Construct “natural” barriers to separate ID Badges Panic Button in interview rooms Security guards

147. CUSTOMER COMPLAINTS- Gifts or Hindrances? Presenter: Rosemarie Price AIM Breakfast 14 April 2010

148. Overview of presentation What is a Complaint? Why do customers complain? How is a complaint a gift? Impact of Management’s view of complaints handling Complaints handling in a global environment What can be achieved with a “Complaint is a gift” strategy- looking at complaints differently 150

149. What is a Complaint? AS ISO 10002 Customer satisfaction – Guidelines for complaints handling in organizations defines a complaint as – “ An expression of dissatisfaction made to an organization, related to its products (services), or the complaints-handling process itself, where a response or resolution is explicitly or implicitly expected” 151

150. Why do customers complain? Their expectations have not been met! 152

151. Recent experience Activity-1 minute Turn to the person sitting next to you and discuss a recent experience where you handled a complaint, focusing on how you reacted to your complaint Alternatively, discuss a recent experience where you made a complaint, focusing on how the business reacted to your complaint 153

152. Recipient’s normal reaction to complaints Ignore complaints Defensiveness Anger Concern re loss of trade, reputation Annoyance, time consuming, rectification costs Hindrance- wish they would just go away! Not believe some or all of what the customer was saying These reactions are as a result of “negative attribution” – blame is being attributed to us or our business. A complaint is evidence that, in the customer’s view, we have not met their expectations. 154

153. Customer’s manner Lack Gracious Social skills to communicate Nervous Harsh, one sided Emotional Lack understanding of commercial/regulatory limitations Rude Unreasonable complainant 155

154. Complaint deterrent techniques Apology only, no rectification Blame Promise but don’t deliver No response Rudeness Pass on to another department Customer Interrogation 156

155. How could complaints be gifts? Underlying Principles There are 2 Levels of messages embodied in complaints The customer has 2 separate needs when complaining-needs as individuals and needs relating to the complaint The benefits of Customer recovery far outweigh the cost of losing a customer or attracting another customer The majority of customers are honest 157

156. 1. Two levels of messages in Complaints Example 1 Surface message – product is not working as expected Underlying message – I don’t understand the new technology, I need help Example 2 Surface message- I am disappointed with the service during my last visit/purchasing experience Underlying message – I am testing the value of my loyalty to your business 158

157. 2. Customer’s needs when they complain Needs as individuals To be heard To be understood To be respected Needs relating to the complaint To have their concern dealt with quickly, fairly and properly To be given what they have been denied and perhaps an apology To have action taken to fix a problem or address a concern- a resultant process change 159

158. 3. Benefits of Customer Recovery Only 4% of dissatisfied customers complain. 96% leave without any communication to business Of the 96% who leave, 91% will never return A typical dissatisfied customer will tell 8 to 10 people about the issues with your business- significantly more in global communications 1 in 5 dissatisfied customers will tell 20 people about the issues with your business It takes 12 positive service incidents to make up for one negative incident 160

159. 3. Benefits of Customer Recovery (cont’d) 7 out of 10 complaining customers will do business again with you if resolve the complaint in their favour Of complaining customers, 95% will do business with you again if you resolve the complaint at the first contact On average, a satisfied complainer will tell 5 people about their problem and how it was solved It costs 6 times more to attract new customers than it does to retain current ones Customer loyalty is worth 10 times the price of a single purchase “How to win and Keep Customers” – Michael LeBoeuf 161

160. 4. The majority of customers are honest 1-4% of customers systematically cheat businesses If complaining customers are treated with suspicion or rudeness, customers will take a defensive position 162

161. The Gift If a customer is complaining, you are being given a chance to retain that customer 163

162. Unwrapping The Gift Free direct communication from customer about service failures, competitors offerings-no survey costs Readily available market research-Complaints define what customers want Opportunity to increase customer trust Opportunity to build long term relationships-customers will re-purchase if they believe complaints are welcomed Opportunity to rectify service failures Opportunity of engaging customers as advocates 164

163. Engaging Customer as your Advocate Customers becoming your advocates is based upon “reciprocity” principle – humans like to return favours When businesses handle customer complaints in a respectful way and a token of atonement is offered beyond their expectation, customers are likely to reciprocate with positive advocacy Token of atonement can be financial, but can also be an apology, acknowledgement of making a difference- recognition of their value 165

164. What are the elements of “Complaint is a gift” strategy (1) Complaints Policy and guidelines based on “complaint welcoming” culture Complaints data base to maximize complaints capture Complaint handling training, including empathy and conflict handling training- front line staff and induction training Target response and resolution times Regular complaints reporting 166

165. What are the elements of “Complaint is a gift” strategy (2) Clearly defined Escalation path for difficult complaints Specialist Complaints case managers Customer Surveys Continuous improvement focus Unreasonable Complainant conduct management guidelines (demands, persistence, lack of co-operation, arguments, behavior) Complaints Analysis- root cause analysis 167

166. Practical Implementation of Gift Strategy Thank customer for contacting you Explain why feedback is appreciated Apologize for service failure Take responsibility and make commitment to customer to do all you can to rectify situation Collect all information from customer Correct or facilitate correction of service failure as promptly as possible Check customer satisfaction Prevent future service failures of this type-root cause analysis (5 whys, causal factor tree analysis etc) 168

167. Impact of Management view of Complaints Handling Customer Charter set by management- includes complaints handling Focus on complaints “welcoming” not reduction of complaints Culture, Complaints Handling guidelines/policy, KPIs, reporting, escalation path for complaints Management set mandate for staff re customer recovery, give confidence/framework Mindset of staff is easily sensed by customer 169

168. What can be achieved from a “Complaint is a Gift” strategy Improved Customer Experience Access to valuable source of knowledge- at no cost Knowledge of most common service failures Increased customer trust and loyalty Opportunity to partner with customer as advocate Opportunity to strengthen service quality management Increased satisfaction for complaints handling staff 170

169. Application of Gift Strategy Can be applied to large corporations, individual departments, small businesses, monopoly businesses, government departments or government owned corporations Comment re monopoly/ businesses – equally important – focus is on improved customer experience, improving complaint handling staff experience, achieving best practice, reducing external ombudsman costs 171

170. Using “Complaint is a gift” knowledge as a Complainant Be clear and specific in describing what you are complaining about Be respectful Describe the impact and what you are expecting as a resolution Make suggestions re improvements Give the business a chance to rectify the issue and retain your business See your complaint as a gift 172

171. SUMMARY Complaints are packages with 2 levels of messages waiting to be unpackaged Complaints are given freely Businesses can use the gifts in different ways- correction of immediate and systemic issues through direct communication of unmet expectations Complaints give businesses opportunities to retain customer’s business and loyalty 173

172. A question to ponder Putting yourself in the customer’s seat , what is your preference – Would you rather be dealing with a business that ignores complaints or with a business that welcomes complaints and sees them as a gift – a powerful source of information ? Let your response to this question be the driver for your approach in managing complaints for your business. 174

173. Questions 175

174. Summary & Conclusions Methods for diffusing the anger and hostility of customers Strategies for handling difficult customers Strategies for handling difficult situations

175. Me, Inc. Become the CEO of Your Career using Personal Branding

176. Presentation Overview What is branding? Branding yourself Why branding today? Getting started: 7 steps for building a brand The importance of branding

177. What Do These Things Have In Common? These are all examples of brands of McDonalds, Nike and Apple computers

178. Branding

179. When you see these brands somewhere, you associate them with a set of expectations or perceptions Nike = tough athletes at the height of their performance. Mcdonald = fast service and good food Apple logo = cutting-edge technology. You associate these concepts, thoughts, and images with the particular companies because of the brand each company has established. Branding

180. What Do We Mean By Branding? Branding is… An image created in someone’s mind It’s both tangible and intangible characteristics of a product or service that make it unique Products that are branded are often chosen over similar products because they somehow have a perceived value of being ‘better’

181. Example: Think of the teenager deciding between a name brand pair of blue jeans and an off-brand pair. Which do you think they will choose? Why do they perceive one as better than the other than the other? Branding

182. Branding is not just for products anymore… Use branding concepts for yourself. In this program you will learn how to establish a career brand for yourself, starting your own business “Me, Inc.”

183. People Can Brand Themselves Too Think about the way the following people have branded themselves: Michael Jordan Kenny Kunene ( King Of Sushi) Bonang Mathema Trevor Noah Paris Hilton Cyril Ramaphosa and Toyko Sexwale Various political leaders

184. Branding Yourself Helps to define who you are/what you are about (or why an employer should hire you) Branding yourself is a way of associating great value with a product (the product being you ) Branding yourself is not about getting an employer to choose you over your competition. It is about getting the employer to see you as the only solution to their problem

185. Why Branding Today? Trust is essential in the corporate world People want to do business with and hire or promote people they know and feel good about 2. There has been change in what a traditional career path looks like People today change careers an average of 8 times during their lives Branding can be consistent throughout the changes (ex. Hard work and creativity can flow through to different occupations)

186. 3. There is also a change in the way people communicate Electronic communication doesn’t allow personality to show (compared to face-to-face communication) Your first interview might be over the phone or your first communication with a potential employer could be over e-mail. This type of communication could make it difficult to express yourself.

187. 4. Branding makes you more memorable (think about how the swoosh or golden arches stand out in your memory) in the midst of the different type of communication. If you can get an employer to associate positive traits with your application or communication, you will likely rise to the top of the applicant pool.

188. Getting Started: 7 Steps to Building your Personal Brand Self-reflection Continuous Learning Prepare marketing strategy Build relationships Prepare marketing pieces Develop your pitch Follow up

189. Step 1: Self-reflection Before you start, you need to know what you’re beginning with. Self-reflection will help you identify the tools you have and the areas you need to improve.

190. Identify and list past accomplishments and achievements – create a master list of all the good things you’ve done. This may include employment, internships, volunteer opportunities, leadership positions, civic involvement, or courses taken. Don’t sell yourself short, spend some time reflecting on all the activities, and achievements you’ve taken part in Continue adding to the list each time you have a new experience

191. Identify areas in need of further development Once you’ve created your list of accomplishments, you can look for areas in which you’re lacking experience Plan and focus on gaining new experiences This can come from many different sources: internships, volunteering, workshops, etc.

192. Next, identify what makes your product unique or different What’s your best asset? What are you noteworthy for? What do you contribute that you are most proud of? Ask your parents, friends, etc. to find an answer to that question Once you uncover your ‘edge’ make sure you write it out and play it up as often as possible

193. Step 2: Continuous Learning It is imperative that you regularly benchmark your skills against others and develop a plan to keep your skills on the cutting edge Continuous learning is essential to build your brand. Add a Degree (majors/minors) or certificate Attend conferences and workshops Spend time spent with a mentor

194. Step 3: Prepare Marketing Strategy Mission statements are the backbone of a company By creating a mission statement for Me, Inc., you will have direction for where you want your brand to go. Mission statements are short, descriptive statements of the common objective and focus of the organization. Keep your mission statement to no more than two or three sentences, or about 30 words.

195. Mission Statements End your statement with qualifying words and phrases to describe your mission. Example: “My personal career mission is to inspire and equip students to reach their maximum potential." Notice the other examples in the PowerPoint

196. Mission Statements Your personal mission statement should be tightly focused toward the first three to five years of your career. You can give specifics about the job type and/or industry, as appropriate. This personal career mission statement will form the foundation of your career focus. A mental concept of your personal career mission statement is not enough. You should write it down and put it where you can see it every day.

197. Create a vision statement for Me, Inc. Your vision statement takes your mission statement a bit further by mentioning HOW you will complete what you intend to (as stated in your mission) Make sure you mention specific tactics you will practice or methods you will use.

198. Create a marketing plan for Me, Inc. Be visible to enhance your profile Volunteer Be involved Talk about your mission and your edge/talents/etc. Everything you do and choose not to do, can communicate the value of your brand E-mails you send How you conduct yourself in meetings Words you say How you dress Conversations you have Etc.

199. Step 4: Build Relationships network is defined as: group of people who exchange information, contacts, and experience for professional or social purposes.  (The Oxford Dictionary) Networking tips: Word of mouth is powerful; what are people saying about you? Keep in good contact with your network Always make sure your network knows of any recent successes

200. Step 5: Prepare Marketing Pieces Your promotional pieces should include: Cover Letter Resume Personal References Consider how you will incorporate your mission/vision into your promotional pieces Consider how you will distribute these pieces Job search engines Distribute to family and friends Directly apply to an organization

201. Step 6: Develop your pitch A formal interview is your opportunity to pitch your brand: Me, Inc. Tips: Practice makes perfect (take advantage of the Mock Interview program) Dress appropriately and professionally Prepare (research the company and reflect on your skills and abilities) Don’t be too modest (you’re selling your product and you don’t want to sell yourself short) Consider how you will incorporate your personal mission/vision statements into the conversation

202. Your ‘pitch’ can also occur in informal settings Conversations, e-mails, presentations, etc.

203. Step 7: Follow up Good follow-up communication will assist in creating a positive association with your brand Return employers’ calls immediately (establishes trust) Respond to all requests (shows responsibility) Write a thank you note after interview (associates courtesy with your work) Write acceptance/decline letter upon accepting a job Keep in touch with your network

204. Let’s Review: 7 Steps to Building your Personal Brand Self-reflection Continuous Learning Prepare marketing strategy Build relationships Prepare marketing pieces Develop your pitch Follow up

205. The Importance of Branding Creating a brand allows you to associate value with your product (you!) There are many competing brands…you must position yourself so employers choose you By branding yourself – you’ll stand out from other candidates If you don’t brand yourself, someone else will do it for you

206. CONFLICT MANAGEMENT 208

207. Conflict Magt Sources of Conflict Desirability of Conflict Types of Conflict Undesirability of Conflict Game Theory Toward Conflict Management 209

208. Sources of Conflict Conflict is “an --expressed struggle --between at least two interdependent parties --who perceive incompatible goals, scare resources, and --interference from others in achieving their goals” (Wilmot and Hocker, 1998) Conflicts exist whenever incompatible activities occur 210

209. Sources of Conflict Conflicts may originate from a number of different sources, including: Differences in information, beliefs, values, interests, or desires. A scarcity of some resource. Rivalries in which one person or group competes with another. 211

210. Desirability of Conflict Conflict can be desirable. Conflict helps eliminate or reduce the likelihood of groupthink. A moderate level of conflict across tasks within a group resulted in increased group performance while conflict among personalities resulted in lower group performance 212

211. 5 ways to manage conflict Avoidance Competition (A) Accommodation (B) Compromise (C) Collaboration (D) 213

212. Conflict Continuum I win, you lose (competition—A) I lose or give in (accommodate — B) We both get something (compromise—C) We both “win”(collaborate—D) A B C D 214

213. Competition Plus The winner is clear Winners usually experience gains Minus Establishes the battleground for the next conflict May cause worthy competitors to withdraw or leave the organization 215

214. Accommodation Plus Curtails conflict situation Enhances ego of the other Minus Sometimes establishes a precedence Does not fully engage participants 216

215. Compromise Plus Shows good will Establishes friendship Minus No one gets what they want May feel like a dead end 217

216. Collaboration Plus Everyone “wins” Creates good feelings Minus Hard to achieve since no one knows how Often confusing since players can “win” something they didn’t know they wanted 218

217. What This Means Managing conflict means you need to develop several styles and decide which is valuable at any given point of conflict 219

218. Tips for Managing Workplace Conflict Build good relationships before conflict occurs Do not let small problems escalate; deal with them as they arise Respect differences Listen to others’ perspectives on the conflict situation Acknowledge feelings before focus s ing on facts Focus on solving problems, not changing people If you can’t resolve the problem, turn to someone who can help Remember to adapt your style to the situation and persons involved 220

219. THANK YOU!! For your participation & enthusiasm. Mhanqwa Jamela 0737602269 [email protected]

220. That’s All There Is To It… Prepared By MJ