Customer Service by ert554898


									Customer Service
            Outline for today
• Introductions and welcome why are we here
• Customers, and customer service
• Customer Identification exercise
• What exactly do we mean by good customer
• Customer Relationship management
• Customer complaints – best and worst examples
• Managing customer expectations and complaints
• Key attributes of an effective customer service
     How today’s session will run
• I am here to stimulate your learning
• I will set you various exercises and tasks, there
  are no right or wrong answers.
• Be honest and open
• Contribute fully
• You are all here to learn
              Applied knowledge
• This course isn’t just about giving you some of
  the theory of delivering and improving an
  effective customer service.
• You can get that from reading books.
• The course is about you developing practical
  skills as well as knowledge and you will learn
  most effectively after the course if you start to
  make changes in the way you do things and
  apply new ideas during your work
The fundamental belief of a customer
        focused organisation

“Customers are the
 reason for work, not an
 interruption of work”.
           Moment of truth:
• Defined as “Any episode in which a customer
  comes into contact with any aspect of the
  organisation and gets an impression of the
  quality of service” (Albrecht 1988).

• Good customer service is all about improving
  the moment of truth
           Customer, User, direct and indirect
                 is there a difference?
• Customer – person or organisation who receives or uses
  ‘something’ produced by us, regardless of whether they pay
  for it or not.
• User – person or organisation who directly uses the
  product/service, sometimes called ‘end-user’
• Direct = direct recipient or user.
• Indirect = indirect recipient or user. They may be 2 or 3 steps
  away from us, but our quality affects them.
• E.g. I didn’t buy the computer I use in my office, I am not a
  direct customer of the computer supplier, nor of the
  purchasing department but I am a user or indirect customer.
Customer, User, direct and indirect
• Your organisation has all of these.

• MINI EXERCISE QUESTION - Should you treat
  any of them any differently? Or should they
  all be treated in the same way ?
       What do we mean by the term
• Anyone who interacts with us or the service
  we provide, either directly or indirectly, or is a
  affected by the quality of the product or
  service, whether they are paying for it or not,
  either indirectly or directly, whether they are
  internal to the organisation or not.
• They do not have to be in a contractual (i.e.
  paying) relationship with us.
              Mini exercise
• When you hear the words ‘customer service’
  what does it make you think of?
      Terms associated with customer
•   Customer focused
•   Delighting the customer
•   Satisfying the customer
•   Meeting the customer’s need
•   Exceeding the customer’s need.
•   Giving the customer what they want, not what
    we think they want.
     Customer service makes the
• Once differences between competitors are
  fairly similar then good customer service
  makes the difference for customers.
• Once: price, delivery times, quality of product
  are similar then customer service makes the
  difference as to whether a customer comes to
  you, stays with you, or goes elsewhere
  Internal and external customers
• Staff who work within your organisation are
  internal customers of each other.
• You are all customers yourselves
            Internal - external
• Staff at other branches/depots/offices/sites in
  Hull may be internal customers of both your
  Hull site and, for example, of your stockyard
  in Pontypridd (South Wales) and storerooms
  in Leeds.
• Do they receive the same service from each
  place/site within your organisation?
          Individual Exercise
• Who are the internal customers within YOUR
• Make a list.
• How many other internal customers does each
  internal customer link to
• Spider diagram?
• May be surprising – sometimes the ‘least
  important’ staff link with many more people
  than the senior staff do.
           Individual Exercise
• Now try and , then try and group or categorize
  the internal customers
• For example by: size, location, power,
  influence, reputation, quality – what is
  important to you
     What do we mean by the term
         ‘customer service’?
• For the purpose of today we will take it mean that it
  is the set of behaviours which an organisation
  undertakes during its interaction with its customers
  and how customers perceive the behaviours.
• ‘Service quality comprises the degree to which
  attributes of the service desired by the users are
  identified and incorporated in the product and
  service and the degree to which desired levels of
  these attributes are perceived by the users to be
  achieved’ (Jacques Horovitz, 1987)
             In other words
• It’s not always what you do.
• It’s how your customers pereceive what you
  do that makes the difference
But it isn’t easy
    Difficulties/Problems with measuring and
    assessing the quality of customer service

Extremely subjective

Quality is more frequently judged by price because there are less
  likely to be other ‘measurable’ factors. BUT once price
  amongst your competitors is similar to your prices; then it’s
  customer service that makes the difference

Each customer is different and has a different perception of what
  they expect/need/demand/want

With products a customer can see it before they buy it, with a
  service the quality can only be experienced
    It’s not what you do but how
            others see it....
• ‘The quality of a service is determined by the
  user’s perception’ (Murdick, Renders, Russel,
• It’s not what you do, nor the way that you do
  it, but how your customers perceive what
  you do and how you do it that determines
  the quality of your customer service.
            Discussion point
“It’s not what you do, nor the way that you do
  it, but how your customers perceive what
  you do and how you do it that determines
  the quality of your customer service”.

• To what extent do you think that the above
  statement is true or false?
   It’s easy to spot ‘poor quality’, sometimes
         difficult to identify good quality.

• When evaluating whether or not a product or
  service meets his or her needs a customer will
  typically wrap everything into one.
• This means that ‘everything’ to do with the
  product /service is considered together as
  ‘part of the overall package’. What this means
  is that for your organisation to be able to
  provide a quality product/service you have to
  get everything right. The overall package.
              Getting it right
           - the overall package
• Getting some of it right, or some of it ‘perfect’
  (whatever perfect is) is no good if something
  else isn’t right. So your ‘perfect’
  whatdoyamacallit may be let down and
  regarded as poor by the customer by the surly
  member of staff who takes 3 days to return a
  customer’s phone call because they have
  ‘better things to’, or may be let down by the
  delivery being late.
             Getting it right
           the overall package
• A great product and your organisation’s
  reputation may be let down by the delivery
  driver who walks dirt into the customer’s
  carpet or who is scheduled to arrive at 2pm
  but arrives at 4:30 without having let the
  customer know.

• Your subcontractors and suppliers affect your
    Exercise ‘the overall package’
• What do you think might typically form part of
  your organisation’s ‘overall package’ from a
  customer’s perspective?

• And to what extent do your suppliers and
  subcontractors affect your overall package?
  you think different customers have different
What types of things or attributes are
customers likely to consider as being part of
your overall package?
     Customers will typically consider all the
     following as being ‘part of the package’:

• Product or service reliability.
• Consistency.
• Speed and timeliness of delivery.
• Accuracy of paperwork.
• Courtesy of telephone answering.
• The value of information you give e.g. accuracy and
  ‘useability’ of any instructions on how to use it.
• The service provided by the delivery organisation.
• The attitude of staff - can do or “not my job guvnor”
              Getting it right
            the overall package
• Customers include everything as ‘part of the
  package’ - so you can never us the excuse – “that is
  the other department’s responsibility”, or “It’s the
  delivery driver’s fault”, or “It’s a computer problem
  that caused it”.
• A customer expects everything to meet their
  expectation – so you have to ensure that everything
  which forms ‘part of the package’ is ‘spot on’ – even
  if part of the service is outside your control or
  authority. And that may be difficult to do.
  The two dimensions of quality customer
• 1 procedural dimension
• Systems, procedures and processes - the way
  how things get done. The mechanisms by
  which customers’ needs may be met.
  Normally they are systematic, formal and
• 2 personal dimension
• The human or interpersonal side.
          Personal dimension
• The human or interpersonal side includes the
  attitudes, behavioural patterns and verbal
  skills which are present in every interaction
  with the customer.
• Unless the organisation is customer focused
  and staff are customer focused. It’s easy to
  lose sight of how important the personal
  touch is. Things such as our: appearance,
  attitude, communication style, telephone
  manner, friendliness,etc
• An organisation can manage the procedural
• An organisation can help develop the
  personal dimension and set standards.

• As individuals you can improve, develop and
  enhance your personal dimension.
                Skills Audit ?
• After today you might want to have a go at
  producing a skills audit?
• A self review of your own skills, for your own
  personal and professional development.
• Simply write down in a list:
• All your skills you have that you use
• All the skills you need for fantastic service
• Rate them from 1-10
                        Skills audit part 1
Skills you already have    Rate How good you feel   Rate how good they need
                           they are 1-10            to be 1-10
                                                    For any 10s ask what
                                                    evidence is there?

E.g. telephone skills      6                        9

Computer word processing   3                        5 as you rarely use a
            Skills audit part 1
• Where there is a difference in your numbers
  for a skills then think about how, where and
  when you will develop that skill in order to
  ‘close the gap’
                          Skills audit part 2
Skills you need to develop   Why are they important?      Where and how are you
now and for the future                                    going to learn these skills ?
Negotiating with             Important to be able to      Learn from colleagues,
customers                    negotiate                    shadow them and ask
                                                          them to explain
Better telephone skills      Very important for good      Attend training course
                             customer service
Presentation skills          I’ve been asked to explain a Training course plus watch
                             new product to potential     others learn how they do it
Short break ?
Ok now we’ll look at
external customers
    External Customer Identification exercise

• Who are your external customers?
• Use the handout ‘customer identification grid’
  purple coloured handout sheet

• Remember Direct = direct recipient/user.
• Indirect = indirect recipient/user e.g. may be 3
  stages away from us, but our quality affects
   Your best and worse customers
• Who are your best and worst customers to
  deal with and why?

• Discuss in pairs or in threes and write up main
• How do your customer see your
• Is it a pleasure to do business with you?
• Do they look forward to it?
• Are your systems easy to use?
• Are your people easy to deal with?
• Are staff friendly and helpful?
• Do they enjoy doing business with you?
• Are they delighted to do business with you?
• How do you think your customers see you?

• Would they classify your organisation as being
  one of their best or worse customers?

• There will be an exercise to help you think in
  more detail about this later on this.
         Service characteristics
• Before you can systematically start to improve
  your service you need to understand its

• The next exercise will help you do this.
   What are your characteristics?
• What are your organisation’s service

• See white coloured handout What Are your
  service characteristics?
• Complete the handout sheet in pairs or threes
  and then we’ll discuss the results.
   What are your characteristics?
• Your results ?

• If you had to draw a picture of this what
  would it look like?
Now an exercise on customer care
     Excellent and poor customer service

• See green coloured handout sheet ‘customer care
• Think of two examples which you regard as being
  excellent customer service; one from inside your
  organisation, one from outside of the organisation.
• Thinks two examples which you regard as being poor
  customer service; one from inside, one from outside of
  the company. For each example identify:
• The key factors that contributed to the experience,
• Your feelings and reactions at the time,
• Your feelings and reactions now.
Quick break?
      What did you list for excellent
           customer service?
• ?
       Typical factors you might have listed for
             excellent customer service
•   Knowledgeable and friendly staff
•   Professional manner of staff
•   Staff listened to me
•   They did what they said they would do
•   They seemed to care
•   They responded to me promptly
•   They seemed genuinely concerned
•   They smiled
•   They treated me as a real human being; not a distraction
•   They seemed proud of what they did and of the organisation
•   Courteous, friendly and efficient service
      What did you list for poor
        customer service?
• ?
    Typical fact is you might have listed under
               poor customer service
• Nobody seemed to have a clue what they were doing
• Nobody explained
• I was kept waiting
• They ignored me
• They treated me as though it was my fault
• They never got back to me; I had to chase them
• They blamed it on the system, the managers, the
  computers, their suppliers,
• They fobbed me off
• They were busy doing something else and I was an
  interruption and a distraction from their main work
    How long did your reactions to poor customer
                    service last?
•   Hours
•   Days
•   Weeks
•   Months
•   Years
•   A lifetime
    And how many people have you told about
    the poor service?
• Feelings about really bad experiences last for

• We tell at least five other people (and how
  many people do they then tell?).

• The company rarely knows how badly we feel
Some fundamentals…
   4 fundamental principles for delivering good
               customer service
1 the organisation is fully committed to providing
   excellent customer care and the customer is the key
   focus throughout the organisation.
2 all staff are aware of and committed to, the vision of
   excellent customer care.
3 all staff are trained to provide the highest quality
   customer care.
4 systems and procedures are designed to enhance
   customer care.
(F & R Bee 2003 reprint)
               Mini exercise
• Draw an annotated picture of what you
  perceive to be the essential characteristics a
  person who is able to provide excellent
  customer service.
• Be prepared to explain any aspect of your
               Mini exercise
• Draw an annotated picture of the ideal, or
  best environment for providing an excellent
  customer service.
• Be prepared to explain any aspect of your
 How do we know if we are measuring or meeting
            our customer’s needs?

• It’s often a problem. There are a number of
  reasons for this:
• We tend to rely on anecdotal evidence.
• We tend to only really believe the positive
  things but often don’t want to hear the
  negative things.
   How do we know if we are measuring or
       meeting our customer’s needs
• We tend to over rely on the opinions of a
  small number of highly articulate and or
  wealthy customers particularly those who are
  of high status.

• We tend to ignore the views of customers who
  we don’t like or who we believe are difficult
 How do we know if we are measuring or
     meeting our customer’s needs
• We tend to ignore the views of one-off or new
  customers as they don’t understand our

• Why should THEY have to understand YOUR
  systems? If it’s difficult for them the new
  customer won’t become a repeat customer.
   How do we know if we are measuring or
       meeting our customer’s needs
• We tend to rely on feedback from complaining
  customers which might give us a distorted
  picture of the situation.

• Conversely we tend to rely on a lack of
  customer complaints as being an indicator
  that everything is OK and our customers are
  all very satisfied. WE MAY BE WRONG!
   How do we know if we are measuring or
       meeting our customer’s needs
• We tend to over rely on outdated conceptions
  about our organisation’s customer service - if
  it worked well 3 years ago it must still work
  well today.
• We tend to over rely on complaint filtering
  systems. Often only very major complaints get
  dealt with. Minor ones tend to get filtered out
  so we don’t know about them so we can’t do
  anything about them.
 Now let’s have a look at your internal and
  external suppliers (and subcontractors)
• Use the pink coloured handout ‘Supplier’
  quality service influence and control grid.
• List down major suppliers. They affect your
  reputation and quality
• Are they direct or indirect to your organisation
  i.e. do they supply your suppliers or supply
  you directly?
• Can you influence them or control them to
  any extent?
         Relationship learning
• Relationship learning is the capacity to
  manage interdependencies with different
  stakeholders on a day-to-day basis under
  conditions of more or less uncertainty.
• The reputation of the individual and the
  business depends on these relationships.
Relationship Learning
  Teams and relationships - relationship
       learning and stakeholders
• Relationship learning is the process by which
  stakeholders (that is both people and parties
  who have an interest in an organisation such
  as: government, shareholders, managers,
  employees, family, professional services,
  regulatory bodies and agencies and most
  importantly customers) are engaged in a two-
  way process for mutual benefit.
• We will use it to look at your customers
   Relationship Learning Exercise
• This exercise will help you to develop skills in
  identifying the needs of your customers and
  seeing the reasons/needs for things from their
• Seeing things from someone else’s
• You’ll split into 2 groups.
 Relationship Learning Exercise part 1

• Group 1 Educating the customer
      dark yellow handout sheet
• Read the handout – don’t show it to the other
  group. May need to be in a different room for

• Group 2 Learning from the customer
     light blue handout sheet
 Relationship Learning Exercise part 1
• Group 1 are preparing a maximum 5 minute
  presentation talk for group 2.

• Group 2 are busy producing something.
 Group 1 educating the customer -
        mini presentation
• Now we will hear the mini presentation from
  group 1
 Relationship Learning Exercise part 2
• We will now repeat the process but from
  opposite perspectives - with the company
  thinking about what they would need to know
  about a potential customer and the customers
  thinking about what the company would need
  to know about them.
• So group 1 prepare a list and group 2 prepare
  a mini presentation.
  Group 2 educating the supplier -
        mini presentation
• Now we will hear the mini presentation from
  group 2
                After the presentation
• How did the 2 group’s lists differ?
• What similarities were there?
• What crucial differences were there?
•   How did the information differ this time?
     – Quality?
     – Type and amount of information?
     – Level of detail?
     – Specific items added?
     – ????

• Did either group feel a vital point(s) was(were)
         Relationship Learning
• After today’s session you may want to reflect
  on this exercise – how could you use the
  information from it?
                Captive customers

• Internal customers are often captive, that
  means we can’t go anywhere else for the
• E.g. You have to go to your finance dept to sort out
  an invoice?
• E.g. You have to contact your sales person about a
  sales issue
• You can’t control what they do; but you may
  be able to influence them in some way.
    Captive customers and poor service

• What often happens with poor internal
  service is that we bypass the system, we ring
  up somebody else instead perhaps, or do it
• The net effect of this is detrimental to the
  efficient and effective working of your
        Internal customer reputation

• It’s very easy to get a reputation for being
  unhelpful, never delivering the goods on time,
  not knowing what you doing, being
• Probably everybody in this room can think of
  at least one person they have to deal with to
  which the above applies????
• Do you bypass the system and work around
  the unhelpful person in order to get the job
        Is Odlings Tour Ready?
• Tour Ready
• The concept of organisation always being
  “presentable” should the Queen or other
  person such as a major new customer decide
  to pop over and have a quick tour of your
• What would their impression of your
  organisation be?
   Mini exercise – another picture
• Draw a new annotated picture of the ideal, or
  best environment and person or people in
  that environment for providing an excellent
  customer service.
• Include in words any current barriers there are
  which prevent this environment or people
  from being in place today.
• Be prepared to explain any aspect of your
         Customer Perception
• Quality of a service is about customer
  expectation and perception. Exactly the same
  product or service may be perceived as being
  good or poor depending upon the customer’s
• Customer perception of the product or
  service is often just as or even more
  important than the service itself!
• It’s not just what you do but the way that you
  do it.
        Customer expectations
• Customer expectations change over time
  (usually becoming more demanding) and are
  influenced by their previous experiences and
  their experiences of dealing with other
• Almost every customer is unique; but we can
  categorise them.
   Ways of categorising customers
• Prospective customers i.e. not yet a customer – and
  that’s always more customers than you already have
• New
• Old long term
• Repeat customers
• Local and regional
• National and international
• By how much they spend
• By how quickly they pay
         Mini discussion point
• How does your organisation categorise its
                Some facts
• Typically 68% of customers are lost through
  poor customer handling. i.e. They don’t come
  back. But it’s cheaper to keep customers than
  to gain new ones
• Customers are not obliged to tell you if they
  are unhappy.
• Customers are not obliged to tell you if they
  are happy.
Short break?
• Do we like complaints?

• Customers don’t just complain for the sake of
  it! Nobody wants to complain; they complain
  for a reason.
• How we manage the complaint is crucial to
  our reputation and to whether they will want
  to do business with us again
               Quick question

• How would you as an individual feel if you had
  made what you felt was a valid complaint, and
  the organisation/company dismissed it as
  being of no concern and not worth sorting
• What would you be likely to do?
• Discuss
   12 tips for resolving customer complaints

1. Treat the person as an individual who has feelings,
   values and a sense of self worth
2. Let the customer have their say
3. Say you sorry to hear what has happened
4. Listen actively
5. Get the facts by questioning effectively
6. Keep an open mind, don’t make assumptions
7. Don’t argue or be defensive
8. Try and find out what outcome the customer wants
   12 tips for resolving customer complaints

9. Concentrate on what you can do and explain what
  you cannot do and why
10.Don’t impose your own solution – you must reach a
  solution which the customer finds acceptable
11. Summarise and check that the customer
  understands and agrees
12. Agree a timescale which is acceptable to the
  customer for resolving the complaint
  How do you currently manage complaints?

• Note ‘manage’ rather than handle or solve or
  deal with.
• Manage implies a pro active approach.
• Do we allow the customer to complain in any
  way they want to?
• What systems and procedures do we have in
• Do we learn from them
     Exercise complaint handling
• List the what happens when a complaint is received
  by your organisation.
• Who/where does it come from?
• Verbal complaints...
• Written complaints...
• Where does it go?
• What happens.......?
• Any specific examples you can think of?
• Are there any gaps in or problems with the system?
  Procedural or personal?
Review of your results from your
  complaint handling analysis
 A proactive view of customer complaints

• Complaints are welcome, without them we can’t
• We learn from complaints.
• We must make it as easy as possible for
  customers to complain to us.
• We take customers very, very seriously.
• Customers really are right.
• Solving a problem at our expense is an important
  investment in our customers.
   A proactive view of customer complaints

• Customers must always be respected and treated
• We want no unhappy customers. We will do
  whatever it takes to make all our customers
  satisfied and happy with our service.
• We respond quickly to all our customer
• The way in which we solve every customer
  service problem has crucial or long-term
  ramifications, not only on customer loyalty but
  ultimately on the success of our organisation.
     A proactive view of customer
          complaints exercise
• See yellow coloured handout A proactive
  view of customer complaints.
• In pairs choose two of the points and consider:
• Would it apply to you?
• If yes – how can you prove this? What evidence is there? Give
• If no – why not. What barriers are there in place preventing
  you from doing it? Personal or procedural?
• How might you overcome the barriers?
    Beware of Complaint filtering
• Or our ‘complaints system’ filters out the
  ‘unimportant’ complaint so that only the
  major complaints get properly dealt with.

• ‘Less important’ complaints don’t get dealt
• Yet to the customer the complaint IS
• Do you have any complaint filtering at

• If you don’t think you do then - How do you
  really know that you don’t?
Complaints – difference between a complaint
  and a suggestion – eliminating the ‘but’
The word “But” is either a ‘complaint’ or a
If it’s a complaint - sort it out!
If it’s a suggestion - it gives you the opportunity
  to develop new product or service
  differentiation. With differentiation you can
  charge more for your product or service!
 Complaints – difference between a complaint
   and a suggestion – eliminating the ‘but’
E.g. “Your chips were really nice, but the batter on the
  fish was a bit soggy.”
       This is a COMPLAINT – sort it out.
E.g. “Your chips are really nice, but it would have
  been nice to have had a choice of batter or
  breadcrumbs on the fish.”
  This is really a SUGGESTION – the customer noticed
  good quality. If you eliminate the ‘but’ you’ll
  differentiate your product/service and enhance
  customer loyalty.
      Complaints LLOVE acronym
• Love the customer

• Listen to their complaint

• Offer an apology

• Verify the complaint/query

• Execute a solution
               Good customer service ?
                A Possible definition…
• One possible definition of quality or good
  customer service is that it is “supplying
  customers with what they want, to the
  standard and specification they want, with a
  predictable and acceptable degree of liability
  and uniformity, and at a price that suits their
•   (Perfect Customer Care – all you need to get it right first time – by Ted Johns 1999).
Quick break?
      Factors which could add value to the
               customer service
•   staff displaying appropriate body language
•   staff being friendly on the phone
•   callers not being placed on musical hold
•   staff who actually know what they are talking about
•   appropriate opening hours
•   one-stop shop
•   approachable staff
•   friendly staff
•   user-friendly
•   prompt service – or reason for delay is explained.
      Factors which could add value to the
               customer service
•   Friendly and helpful staff
•   Staff with ability to listen
•   Appropriate tone, pitch and pace of voice
•   Approachable staff
•   Staff displaying appropriate body language
•   How staff greet the customer
•   Understanding the customer’s needs
•   Staff with good soft skills
 Did you spot anything the points on the 2 previous
              slides had in common?

• They are all virtually zero cost.
     So how do we add value to the
         customer experience?
• It isn’t easy
• Need to know our customers needs inside out –
  this in itself is not easy
• Need to be aware of different customer’s needs
• Need to be aware of changing customer need
• Need to know what our customers expect of us
• Need to know what it is that our competitors do
  differently or better than us - and learn from it
• Need to be consistent, yet improve over time
• Small things count
    Adding value to the Odlings’
      customer experience?
• How can you add value?
• What can the company do?
• What can you as individuals do to make a
• Ideas and suggestions from you.
  Ideas – overcoming barriers to making
   changes to improve customer service
• Good ideas can often be ruined or ‘killed’
  before they are even properly considered.

• In order to improve our customer service we
  might need to consider some new ideas and
  not kill them off.
• The next few slides are typical idea killers
                   Idea killers
•   We tried it last year and it didn’t work
•   It would take too long
•   It’s not my job to…
•   You may be right, but...
•   Our department is too big
•   Our section is too small
   We don’t do it that way
                  Idea killers
•   We have always done it this way
•   If it ‘aint broken it don’t need fixin’
•   It sounds ok in theory, but….
•   It would cost too much
•   Something that cheap obviously won’t work
•   That company down the road tried it and they
    wasted a lot of time and money and scrapped
    it in the end
                Idea killers
• It’s impossible
• It’s too simple
• It’s too complex
• It’s obviously not going to work
• We need more time to research the full
 We need more time…
                  Idea killers
•   Why should I bother
•   My staff are too busy
•   We are all suffering from stress
•   Our budget has been cut
•   Our team has its own way of working
•   Maybe next year we’ll re-consider it
                 Idea killers
• We need more …………. before we can implement
• It seems like a good idea; but…..
• I need more information before I can make a
• I need others to make a decision before I can
  make a decision
• I can appreciate that there is a problem, but…
• I can’t; because….
            Tool and Technique
            The SWOT analysis
•   Allows us to consider our:
•   Strengths
•   Weaknesses
•   Opportunities
•   Threats
•   All can be internal or external or both
•   Can be done for the company as a whole, the
    Hull branch, a department within the Hull
    branch, or an individual person.
 SWOT Analysis for your organization
Strengths         Weaknesses

Opportunities     Threats
• Have a go at producing a SWOT analysis for
  your organisation. Think about:
•   Complaints
•   Customer service
•   Systems
•   Procedures
•   People
•   Barriers to improvement
•   What else is important to you?
Review of your SWOT analysis
    Problems – the problem with problems

• Customers are not bothered about your problems,
  the problems of your supplier, your manufacturer,
  your staff, or your employees.
• Why should a customer be bothered about your
  problems? Customers are not always bothered about
  your shortage of staff, the fact that your computer
  network has gone down, power cuts, rail strikes,
  leaves on the line, frozen points, portion control
  policies, your customer service policy, your need for
  a lunch break etc.
    Why should the customer be
    interested in your problems?
• The customer is not interested in these things,
  don’t bother telling him or her about them,
  you will only make him or her angry and
  bored. They seem like feeble excuses.
• No matter how good your tests, your quality
  assurance system, your customer services,
  your systems have usually been designed by
  you, not by your customers.
                 The moral
• The moral is that quality service is not what
  your internal guidelines or tests or market
  surveys or policies or procedures or
  statements indicate is satisfactory.
• Quality and customer service is what the
  customer says it is, not what you say it is.

“Customers are the
 reason for work, not an
 interruption of work”.
   A question to consider later -Future
               proofing ?
• How might the key characteristics of your
  service change in the future if the
  customers and their expectations
    Exercise for you after today?
• Have a go at producing a personal SWOT
  analysis for your own skills and knowledge.
• Do you need to work on developing any skills
  and knowledge?
And don’t forget your skills audits
                        Skills audit part 1
Skills you already have    Rate How good you feel   Rate how good they need
                           they are 1-10            to be 1-10
                                                    For any 10s ask what
                                                    evidence is there?

E.g. telephone skills      6                        9

Computer word processing   3                        5 as you rarely use a
                          Skills audit part 2
Skills you need to develop   Why are they important?      Where and how are you
now and for the future                                    going to learn these skills ?
Negotiating with             Important to be able to      Learn from colleagues,
customers                    negotiate                    shadow them and ask
                                                          them to explain
Better telephone skills      Very important for good      Attend training course
                             customer service
Presentation skills          I’ve been asked to explain a Training course plus watch
                             new product to potential     others learn how they do it
• See the handout on possible follow up work.

• It’s now up to you………

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