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© 2008 Louis Allen Worldwide
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATESINTERNATIONAL
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATESINTERNATIONAL
iii
© 2008 Louis Allen Worldwide
All rights reserved. This work or any part thereof, may not be reproduced in any
form, including photocopy, or by any electronic means including information
storage and retrieval systems, for internal use or for sale, without written
permission from the copyright holder.
For additional information, write the publisher:
Louis Allen International - India
65 First Cross, Vivekananda Nagar
Bangalore 560 033 INDIA
v
WORKSHOP OBJECTIVES
The concepts and tools in this workshop are meant to rejuvenate in a two pronged
manner:
o First and foremost, by looking at the Spirit of Service, that translates into the
Right Attitude so critical to superior customer service
o Layering onto this, necessary Knowledge and Skills, that translates into an
Intense Customer Focus across internal as well as external customers
Specific Results
To enhance your ability and capability to:
� Develop the Right Attitude
� Help you instill in yourself the Spirit Of Service which energizes at a
fundamental level towards customer interactions
� Towards serving the customer – Internal and External
� To be committed to the Organization’s goals
� Increase Knowledge
� Understand, Accept and Absorb The Company’s Customer Service
Commitment
� Understand how to deal effectively with customer requests and complaints
� Enhance Skills
� Communication
• Speak the language the customer will understand
• Develop listening skills
• Avoid misunderstandings
� Inquiry
• Ask the right questions to determine the customers' requirements
and concerns
� Customer Handling
• Establish the right customer expectations
• Deal with tough customer inquiries and demands
• Improve handling of customer complaints
vi
PROGRAM NORMS
♦ Apply what is learned
♦ Be present
♦ Start and stop on time
♦ Be both open-minded and skeptical at the same time
♦ Participate and ask questions; stay relevant
♦ Maintain confidentiality
♦ Give us feedback
♦ Be patient – this is a system
♦ No cell phones
1
Section I
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATESINTERNATIONAL
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATESINTERNATIONAL
2
3
EVERY CUSTOMER COMPLAINT IS A GIFT
Choose whether you agree with this or not. If yes, why? If not, why
not? List your arguments below:
�
�
�
�
�
Capture your key takeout from the discussion:
�
4
TAKING CHARGE
The Freedom to Choose
Influence
5
QUOTABLE QUOTES
“It is not the strongest of the species that survive nor the most intelligent,
but the one that is most responsive to change.”
- Charles Darwin
“Even if you are on
the right track, you
get run over if you
just sit there.”
- Winston
Churchill
6
CUSTOMER CENTRICITY IS
ATTITUDE IN ACTION!
7
THE SPIRIT OF SERVICE
The Spirit shines through!
Intent precedes Content
The Power of Belief
• Seeing is believing
• Believing is seeing
• I have a dream…
8
Capture your reactions to the logo below. What does it mean to you?
�
�
�
Capture your key takeout from the discussion:
�
9
Question: Who am I in the organization?
�
�
�
Capture your key takeout from the discussion:
�
10
11
YOU ARE AN AMBASSADOR OF YOUR UNIT
Any interaction with you is a “Moment Of Truth” for the customer.
� You are the face of your unit
� First impressions often leave a lasting impact
When you go to a supermarket or hotel for example, you will judge the supermarket /
hotel by the people you interact with over there – and how effectively and efficiently they
serve you. The customer does not see the back-end but only its impact on him judged by
his interaction with you.
You need to be a guide / friend / expert for the customer.
� Understand customer needs
� Know your products
� Put the two together
Take the point of view – “I am the Customer”.
� You can never really know what drives someone unless you get into his skin and live
life from his / her point of view
� You can never know how a person feels until you’ve walked a mile in his / her shoes
� The customer’s views – not your views on his / her views
� Thinking of the customer in the first person very often helps this process
� Never “Us” and “Them”
To truly understand what drives and motivates the customer, one will have to virtually
step into his shoes. In the context of a 1:1 interaction for example, this will involve you
being separate from the customer only physically, but completely united with him in
spirit - virtually on the other side of the table.
12
Discussion Questions:
1. Who is my customer?
2. What are customer expectations?
3. Why do customers complain?
13
FIVE-WAY MANAGEMENT
Section Objectives
On completion of this section, you will be able to:
♦ Discuss the importance of “managing” stakeholders
♦ Begin thinking beyond traditional hierarchical mindset
The Importance of Five-Way Management
In order to be effective in today’s complex organizations, managers must lead,
plan, organize, and control so that they meet the needs of those who report to
them, as well as their own needs, and those of managers, peers, and stakeholders.
Question: What have you experienced that confirms or contradicts the concept of
five-way management?
You own your work area!
Peers,
Vendors You
Your
Manager
Your
Direct
Reports
Peers,
Customers
Sphere of Influence
14
Question: Why is my organization in business?
�
�
�
Capture your key takeout from the discussion:
�
15
Question: Why is my company losing customers?
�
�
�
�
Capture your key takeout from the discussion:
�
16
Question: What does Customer Centricity mean to you?
�
�
�
�
Capture your key takeout from the discussion:
�
17
Discussion Question: What does ‘profit’ mean to you?
�
�
�
The underlying purpose of a
business is to make a profit
through service to its
customers.
Customers are both external
as well as internal.
18
Some reasons why companies lose customers:
� Incomplete information
� Hidden clauses that crop up later to surprise and irritate the customer
� Excessive Hard Sell
� Refusal to accept responsibility
� Surly employees
� Poor follow-through
� Poor response
� Not listening
� Pettiness
� Arrogance
� Treating the user as an idiot
One way to view a customer
is like a guest in your own
home – can you imagine
‘losing’ a guest?
19
THE QCD TRIANGLE
Five dimensions to quality customer care:
• Reliability - be consistent and follow through
• Responsiveness - tune in to your customers’ needs
• To feel valued - not just a number
• Empathy - really care
• Competency - attending to the basics
20
MISSION
What is a Mission?
You create your mission by developing a statement of the primary, continuing
results that you and your unit are to achieve. Your mission identifies the most
important areas to which you will commit available resources, and must link into
the mission of your manager.
An overall organization mission links into the organizational vision. It is like a
beacon that guides the efforts of everyone in the organization.
Why is a Mission important?
A well thought out mission will enable you to align others’ efforts around the
most critical goal of the organization. With a well defined mission you will be
able to better communicate, motivate, as well as measure important results.
What is Your Organization’s Mission?
21
Purpose statement of the mission is
written as an objective
To (what area ofresponsibilit y does)
To (what area ofTo (what area of
responsibilit y does)responsibilit y does)so that (overall, so that (overall,
cont inuing result )cont inuing result )Why?Why?
CausalCausal
22
Pick out the key words from the Mission that reflect the service that
you provide for keeping customers happy:
�
�
�
What are the key tasks to be done? What is the role that you play?
�
�
�
23
WHAT DO CUSTOMERS REALLY WANT?
Customers want a variety of responses from you. Most of all, people want to be
treated like valued human beings.
Some of what customers want include:
• To be listened to
• To be taken seriously
• To be treated with respect
• To get immediate action
• In case of a complaint
o To gain compensation / restitution
o To have the party who wronged them reprimanded or punished
o To clear up the problem so that it never happens again
What Customers Can and Can’t Tell You:
• Customers do know what they want!
• They know their wants and needs, but not the exact features and solutions
that will satisfy those needs
• Customers very often cannot set specific technical specs for you
24
25
Section II
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATESINTERNATIONAL
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATES
LOUI SALLENASSOCIATESINTERNATIONAL
26
27
ISSUE REVIEW AND RESOLUTION
Capture your key takeaways from the sharing below:
What are some general rules for handling difficult customer
complaints?
– Get a clear understanding of the objection
– Do not tell the customer flatly that he / she is wrong
– Restate the objection in your own words so that it comes across
sounding more positive
– Restate the objection as a question that will lead to sales talk
– Overall, try to turn objections into advantages. To do this you must
have a good understanding of the product
28
Tips for Handling Difficult Customers
• Time Out: If you find yourself becoming upset, wanting to cry, or yell at
a customer, give yourself a “time out”. Excuse yourself politely: “Excuse
me for a moment while I check our guidelines on this matter.” Get some
air and take a few deep breaths. You may even want to request that your
supervisor finish up with the customer.
• Polite Repetition: If the customer keeps insisting on something that’s
unreasonable or impossible, keep repeating what you CAN do without
becoming hostile or loud.
• Take Notes: Taking notes keeps you focused on the facts instead of
getting caught up in the emotion. It also lets the customer know that you
are listening and they often respond by calming down.
Peers,
V en dor s
Peers,Vendor s YouYou
Your
Manager
You r
Manage r
Your
Direct
Report s
YourDirect
Repor ts
Peers,
Cust om ers
Peers,Cust om ers
29
BREAKTHROUGH NEGOTIATION
30
COMMUNICATION
Why This Section is Important
“Communication problems” is the number one reason for most organizational and
customer issues. The material in this section will enable you to communicate with
increased clarity and confidence and help you resolve many of the communication
issues you will face.
Definition
Communicating: The work of creating understanding among people so they
can act effectively.
Principles of Communication
Emotional
Appeal:
Appeals made to emotion tend to be communicated more
readily than appeals to reason. Feelings tend to overpower
facts.
Rapport: Understanding is made easier if a good personal relationship
exists.
Application: The more often an idea is put to use, the better it tends to be
understood and remembered.
Line Loss: The fewer people through whom a message passes, the
better it will be understood.
Reciprocal
Understanding:
Understanding others first leads to their understanding you.
Question:
Provide examples from your own experience that confirm or contradict any of
these principles.
31
THE COMMUNICATION PROCESS
Sender -- The individual, group, or organization interested in communicating
something to another party.
Receiver -- The individual, group, or organization that perceives the encoded
symbols and may or may not decode them and try to understand the intended
message.
Feedback -- The process in which the receiver returns a message to the sender that
indicates receipt of the message and the degree to which it was understood.
Message – A communication or meaning transmitted from one person or group to
another.
ResultsResults
determ ines
sat isfies
produces
dictates
FeedbackFeedback
MessageMessage( w ork)( w ork)
NeedsNeeds
Sender &Sender &
Receiver’sReceiver’sReceiver’s
ResultsResults
determ ines
ResultsResults
determ inesdeterm ines
sat isfiessat isfies
producesproduces
dictatesdictates
FeedbackFeedbackFeedbackFeedback
MessageMessage( w ork)( w ork)
MessageMessageMessageMessage( w ork)( w ork)
NeedsNeeds
Sender &Sender &
Receiver’sReceiver’sReceiver’s
NeedsNeeds
Sender &Sender &
Receiver’sReceiver’sReceiver’s
32
COMMON COMMUNICATION PROBLEMS
The following is a list of problems that can interfere with effective
communication:
Noise -- Any disturbance in the communication process that interferes with or
distorts communication.
Filtering -- People may filter information on
the assumption that the receiver does not
need to understand the communication.
Semantics -- Problems occur when people
attribute different meanings to the same
words.
Jargon -- Jargon makes communication
more efficient within a closed group.
However, if the receiver does not understand the language, problems will occur.
Selective Attention -- Exists when the receiver attends to only selected parts of the
message – a frequent occurrence with oral communication.
Value Judgments -- Value judgments are influenced by the degree to which a
message reinforces or challenges the receiver’s basic personal beliefs. If a
message reinforces the receiver’s beliefs, he or she may pay close attention and
believe it completely, without examination.
Source Credibility -- If the receiver has little respect for the source, he or she may
disregard the message. The receiver considers both the message and the source in
making value judgments and determining credibility.
Overload -- Overload is occurring when a receiver is experiencing more
information than she or he can process.
Lack of Feedback -- The source may need to send another message that depends
on the feedback he or she receives from the source. If the source receives no
feedback, he or she may not send the second message, or be forced to send the
message again.
33
COMMUNICATION SUMMARY
♦ Emotions drown out facts
♦ Recognize and respond to feelings first, before dealing with logic
♦ Reciprocity is the key to having influence and being understood
♦ Face-to-face communication is usually the best medium
♦ People remember ideas they put to use
♦ Think through the other’s needs before you communicate to them
♦ When possible, start with agreement or a neutral position
34
Why is the customer always right even when the customer is
wrong?
• The customer is not always right, but the customer is always the
customer
• Don’t sell services to customers, solve problems—from the
customer’s perspective
• Customers don’t have problems, they have crises
PARADIGM SHIFT – TRUE CUSTOMER CENTRICITY
Customer is King !
Employee!
Customer is King !
ME !
Peers,
V en dor s
Peers,Vendor s YouYou
Your
Manager
You r
Manage r
Your
Direct
Report s
YourDirect
Repor ts
Peers,
Cust om ers
Peers,Cust om ers
35
You own your work area!
That’s what Visionary
Leaders do!
Empower Yourself And
Your Team
THE ALLEN MANAGEMENT SYSTEM WHEEL
36
DEVELOPING RELATIONSHIPS
Function: Organizing
Activity: Integrating Work
Segment: Developing Relationships
Section Objectives
On completion of this section, you will be able to:
♦ Complete a network analysis.
♦ Take actions to strengthen critical relationships.
Why This Section is Important
Most work gets done in organizations through informal relationships built on
mutual influence and trust. Completing this section will enable you to diagnose
and develop actions that will improve your ability to get important work done in
your organization.
37
Relationship Analysis Exercise
Completing a network analysis provides an opportunity to identify your personal
influence network and evaluate the strengths and weaknesses of important
relationships.
A network is a changing and informal set of cooperative relationships among those
people you need to accomplish your work.
Step 1. Identify six to eight people who are important to your success as a
manager. (These are the people you depend on to get your work done.)
Include all levels inside and outside your department.
Step 2. Once you have identified six to eight key people, name the tasks in which
they are involved. Rate the level of their importance in your completing
your task. Finally, rate the strength of your relationship.
Step 3. Identify two individuals with whom you could improve your relationship
and are important to your completing your task.
Step 4. Select a partner. Decide who is going to go first. Each person reviews
their list including key people in their network analysis.
38
RELATIONSHIP ANALYSIS WORKSHEET
Your manager
Name Task Importance Relationship
Your manager’s peers
Name Task Importance Relationship
Your direct reports
Name Task Importance Relationship
Your direct report’s peers
Name Task Importance Relationship
39
Your customers (Internal / External)
Name Task Importance Relationship
Your suppliers (Internal / External)
Name Task Importance Relationship
Yourself
Task Importance Relationship
Relationship Matrix
PoorPoor ExcellentExcellent
Relat ionshipRelat ionship
LowLow
HighHigh
Imp
orta
nce
Imp
orta
nce
MaintainMaintainI m prove!I m prove!
SocializeSocializeMinim izeMinim ize
40
Developing Relationships Activity
In the space below, identify two or three concrete actions you can do to improve
or maintain relationships with individuals in the “Improve!” or “Maintain”
quadrants.
Individual____________________
Action:
Individual____________________
Action:
Individual____________________
Action:
Individual____________________
Action:
Individual____________________
Action:
41
FROM CRM TO CLM!
CRM stands for Customer Relationship Management. It is a strategy used to
learn more about customers' needs and behaviors in order to develop stronger
relationships with them. After all, good customer relationships are at the heart of
business success.
There are many technological components to CRM, but thinking about CRM in
primarily technological terms is a mistake.
The more useful way to think about CRM is as a process that will help bring
together lots of pieces of information about customers, sales, marketing
effectiveness, responsiveness and market trends.
CRM is the overall process of building and maintaining profitable customer
relationships by delivering superior customer value and satisfaction.
CRM is a customer-oriented management concept for the improvement of:
• Customer acquisition
• Customer retention
• Customer value
to increase company profitability.
Did you know…
� It costs 5-10 times as much to acquire a new customer as it does to retain an
existing customer
� Long-term customers buy more, take less of a company’s time, are less
sensitive to price, and bring in new customers
� A 5% increase in customer retention can increase profits 60-100%
Moving beyond CRM, we move to an approach where we think in terms of a life-
time commitment to the customer - enter the concept of Customer Life-time
Management.
THE CUSTOMER IS A
LIFELONG COMMITMENT –
ONE DAY AT A TIME
42
SMART GOALS
Specific Drill down to focus efforts
Measurable By you and by others
Aligned With overall objectives
Realistic May be a stretch,but still attainable
Time-bound Definite time-frame
Suggested Format for writing a SMART Goal
(Modify appropriately to suit the situation)
In the next (Time Frame) I will (Action to be taken with Descriptor /
Qualifier) at least (Minimum Condition).
Example:
In the next 6 months I will exercise for 45 minutes at least 3 times a
week.
43
My SMART Goals
o
o
o
o
o
44
45
KEY POINTS WORKSHEET
List three points in today’s presentation that were most important to you and
explain why you chose them.
1.
2.
3.