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Customer Service
Services Offered by Retailers
Acceptance of credit cards
Alteration of merchandise
Child care facilities
Credit
Delivery to home
Demonstrations of merchandise
Displaying of merchandise
Dressing rooms
Extended store hours
Extensive signage to identify merchandise
Department and Department and specialty storespecialty store
DiscountDiscountstoresstores
Services Offered by Retailers
Gift wrapping
Facilities for shoppers with special needs
(physically handicapped, etc.)
Parking
Personal assistance in selecting merchandise
Play areas for children
Presentations on how to use merchandise
Repair services
Department and Department and specialty storespecialty store
DiscountDiscountstoresstores
Problems in Providing Quality Service
• Intangibility of benefitsIntangibility of benefits
Difficultforcustomerstoevaluateservicequality
Difficultforfirmstoevaluatequalityofservicedeliveredbyemployees
• Inconsistencies of service providedInconsistencies of service provided
Employeesarenotmachines
Customer Service Strategies
• CustomizedCustomized
Greaterpotentialbenefitstocustomers
Greaterinconsistency
Highercost
• StandardizedStandardized
Lowercost
Highconsistency
Meetsbut doesnotexceedexpectations
Role of Expectations in Evaluating Retail Service
Service quality
Perception of
service delivered
Satisfaction with Past
service quality experiences
Customer
expectations
Dissatisfaction with Competitive
service quality offerings
Perception of
service delivered
Cues Customers Use to Evaluate Retail Service Quality
CREDIBILITYCREDIBILITY
Reputation for honoring commitments
Trustworthiness of salespeople
Guarantees & warranties provided
Return policy
INFORMATION PROVIDED TO INFORMATION PROVIDED TO CUSTOMERSCUSTOMERS
Explanation of service & its cost
Notes sent to customers informing them of sales
Assurances that a problem will be resolved
TANGIBLESTANGIBLES
Appearance of store
Display of merchandise
Appearance of salespeople
UNDERSTANDING & KNOWING UNDERSTANDING & KNOWING CUSTOMERCUSTOMER
Providing individual attention
Recognizing regular customers
SECURITYSECURITY
Feeling safe in parking lot
Communications & transactions treated confidentially
Cues Customers Use to Evaluate Retail Service Quality
COMPETENCECOMPETENCE
Knowledgeable & skillful employees
Customer questions answered
RESPONSIVENESSRESPONSIVENESS
Returning a customer’s call
Giving prompt service
RELIABILITYRELIABILITY
Accuracy in billing
Performing service at designated time
Accuracy in completing sales transaction
COURTESYCOURTESY
Friendliness of employees
Respect shown to customers
Interest shown in customers
ACCESSACCESS
Short waiting time to complete sales transaction
Convenient operating hours
Convenient location
Manager available to discuss problems
The GAPS Model for Improving Service Quality
Management perceptions of
customer expectations
Standardsspecifying service
to be delivered
Actual service delivered
Customer expectations
Retailer communications about services
Customer perception of
service
Standards gapStandards gap
Delivery gapDelivery gap
Knowledge gapKnowledge gap
Service gapService gap
Communication gapCommunication gap
Closing the Knowledge GAP
• Customer researchCustomer research
• More interactions between managers More interactions between managers
and customersand customers
• Better communications between Better communications between
managers and service providersmanagers and service providers
Closing the Standards GAP
• High quality service commitmentHigh quality service commitment
• Innovative solutionsInnovative solutions
• Define the role of service providersDefine the role of service providers
• Set service goalsSet service goals
• Measure service performanceMeasure service performance
Closing the Delivery GAP
• Information and trainingInformation and training
• Internal communicationsInternal communications
• Reduce conflictsReduce conflicts
• Empower employeesEmpower employees
• Providing incentivesProviding incentives
Closing the Communications GAP
• Realistic commitmentsRealistic commitments
• Managing customer expectationsManaging customer expectations
Service Recovery
• Listen to the customerListen to the customer
• Provide a fair solutionProvide a fair solution
• Resolve problem quicklyResolve problem quickly
Reducenumberofcontacts
Giveclearinstructions
Avoidjargon
Retail Selling
Steps in the Selling & Buying Process
1. Approaching the customers
2. Collecting Information
3. Presenting & demonstrating merchandise & overcoming reservations
4. Making the sale
5. Building future sales
Steps in the Selling & Buying process
1. Problem recognition
2. Information search
3. Alternative evaluation
4. Alternative choice
5. Postpurchase evaluation
Selling Benefits, Not Features
PRESENTATION EMPHASIZING FEATURESPRESENTATION EMPHASIZING FEATURES
This chinawear has a hard glaze that is applied after the pattern is on the cups and plates. The handles are molded into the cup before it is fired. All the china is fired at 2600 °F.
PRESENTATION EMPHASIZING BENEFITSPRESENTATION EMPHASIZING BENEFITS
This chinawear will last a long time. It is stronger than most chinawear because it is fired at 2600 °F. To prevent the cup handles from breaking off, they are molded into the cup body before it is fired. The pattern will also last a long time. It won’t fade because a hard leadless glaze is applied over the pattern.
Types of Reservations
TimingTiming
I haven’t made up my mind.
SalespersonSalesperson
I don’t like him.
StoreStore
I don’t know about this store’s
return policy.
MerchandiseMerchandise
I don’t think this is made well.
PricePrice
This is too expensive.
LocationLocation
I can’t find it.
Building Relationships With a Customer
11-10-97
Dear Ms. Marker,
It was a pleasure meeting you and assisting you with your sunglasses from our accessories dept. at our Neiman’s Northpart store. Looking forward to seeing you again soon, and please do not hesitate to call for any assistance.
Sincerely,
Diana CarreonNeiman Marcus
Diana Carreon
SALES . FASHION . ACCESSORIES
400 NORTHPARK CENTERDALLAS, TX 75225
(214)363-8311Ext. 2127
Res. 327-2258
Patterns of Nonverbal Communication
INTERPRETATIONINTERPRETATION BODY ANGLE BODY ANGLE FACEFACE ARMSARMS HANDSHANDS
Power, Power, dominance, dominance, superioritysuperiority
Exaggerated Exaggerated leaning over.leaning over.
Piercing Piercing eye eye contact.contact.
Hands on Hands on hips.hips.
Hands Hands behind neck behind neck or back. or back. Steepling Steepling (fingertips (fingertips touching).touching).
INTERPRETATIONINTERPRETATION BODY ANGLE BODY ANGLE FACEFACE ARMSARMS HANDSHANDS
Nervousness, Nervousness, submission, submission, apprehensionapprehension
Fidgeting or Fidgeting or shifting from shifting from side to side.side to side.
Head Head down. down. Minimum Minimum eye eye contact. contact. Constant Constant blinking.blinking.
Hands to Hands to face, hair. face, hair. Rubbing Rubbing back of back of neck.neck.
Wringing Wringing hands. hands. Fingers Fingers clasped.clasped.
Source: Barton Weitz, Stephen Castleberry, and John Tanner, Selling: Building Parternships, 3rd ed. (Burr Ridge, IL: Irwin/McGraw-Hill, 1998).
Patterns of Nonverbal Communication
INTERPRETATIONINTERPRETATION BODY ANGLE BODY ANGLE FACEFACE ARMSARMS HANDSHANDS
Disagreement, Disagreement, anger, anger, skepticismskepticism
Turning Turning body away.body away.
Negative Negative shake of head, shake of head, frown. Lips frown. Lips pursing. Eyes pursing. Eyes squinting. squinting. Chin Chin thrusting out.thrusting out.
Arms Arms crossed. crossed. Finger Finger under under collar.collar.
Fist. Finger Fist. Finger pointing. pointing. Hands Hands gripping gripping edge of edge of display.display.
INTERPRETATIONINTERPRETATION BODY ANGLE BODY ANGLE FACEFACE ARMSARMS HANDSHANDS
Boredom, Boredom, distinterestdistinterest
Slouching Slouching against against display. display.
Lack of eye Lack of eye contact. contact. Looking at Looking at door, at door, at watch, out watch, out window. window. Blank stare.Blank stare.
Playing with Playing with object on object on display case. display case. Drumming Drumming on display on display case..case..
Source: Barton Weitz, Stephen Castleberry, and John Tanner, Selling: Building Parternships, 3rd ed. (Burr Ridge, IL: Irwin/McGraw-Hill, 1998).
Points to Consider in Handling Objective
Anticipate objections
Create opportunities from objectives
Maintain a positive attitude
Understand customer objections
Sources of Objections
• The customer may be objecting The customer may be objecting
due due to lack of informationto lack of information
• The customer may be setting a The customer may be setting a
conditioncondition
• The objection may be genuineThe objection may be genuine
Indicators of Assertiveness
Less AssertiveLess Assertive More AssertiveMore Assertive“Ask” oriented “Tell” oriented
Go-along attitude Take-charge attitude
Cooperative Competitive
Supportive Directive
Risk avoider Risk taker
Makes decisions slowly Makes decisions quickly
Lets others take initiative Takes initiative
Leans backward Leans forward
Indirect eye contact Direct eye contact
Speaks slowly, softly Speaks quickly, intensively
Moves deliberately Moves rapidly
Makes few statements Makes many statements
Expresses moderate opinions Expresses strong opinions
Indicators of Responsiveness
Less ResponsiveLess Responsive More ResponsiveMore ResponsiveControls emotions Shows emotions
Cool, independent Warm, approachable
Task oreinted People oriented
Use facts Uses opinions
Serious Playful
Impersonal, businesslike Personable, friendly
Moves rigidly Moves freely
Limited use of gestures Gestures frequently
Formal dress Informal dress
Disciplined about time Undisciplined about time
Controlled facial expressions Animated facial expressions
Monotone voice Many vocal inflections
The Social Style Matrix
Low Assertive
High Assertive
Low Responsiveness
High Responsiveness
ANALYTICALS
ANALYTICALS
EXPRESSIVES
EXPRESSIVES
DRIVERS
DRIVERS
AMIABLES
AMIABLES
2
1
D C B A
1
2
3
4D C B A
4
3
Cues to Identify the Social Styles of Customers
AnalyticalsAnalyticals
Technical background
Achievement awards on
wall
Office is work-oriented,
showing a lot of activity
Conservative dress
Like individual leisure
activities, such as reading,
individual sports
DriversDrivers
Technical background
Achievement awards on
wall
No posters or slogans on
office walls
Calendar prominently
displayed
Desk placed so contact with
people is across desk
Conservative dress
Like group activities, such
as politics, team sports
Cues to Identify the Social Styles of Customers
AmiablesAmiables
Liberal arts background
Office has friendly, open
atmosphere
Pictures of family displayed
Personal mementos on wall
Desk placed for open
contact with people
Casual or flamboyant dress
Like individual leisure
activities, such as reading,
individual sports
ExpressivesExpressives
Liberal arts background
Motivational slogan on wall
Office has friendly, open
atmosphere
Cluttered, unorganized
desk
Desk placed for open
contact with people
Casual or flamboyant dress
Like group activities, such
as politics, team sports
Versatile and Non-Versatile Behavior
Less VersatileLess Versatile
Limited adaptability to
other’s needs
Specialist
Well-defined interests
Firm of principle
Predictable
Single-minded
More VersatileMore VersatileAble to adapt to others’
needs
Generalist
Broad interests
Negotiates issues
Unpredictable
Looks at many sides of
issue
Techniques to Alter Sales Behaviors
Reducing AssertivenessReducing AssertivenessAsk for customer’s opinion
Acknowledge merits of customer’s viewpoint
Listen without interruption
Be more deliberate don’t rush
Let customer direct flow of conversation
Reducing ResponsivenessReducing ResponsivenessBecome businesslike
Talk less
Restrain enthusiasm
Make decision based on facts
Stop and think
Techniques to Alter Sales Behaviors
Increasing AssertivenessIncreasing AssertivenessGet to the point
Don’t be vague or ambiguous
Volunteer information
Be willing to disagree
Take a stand
Initiate conversation
Reducing ResponsivenessReducing ResponsivenessVerbalize feelings
Express enthusiasm
Pay personal compliments
Spend time on relationships rather than business
Socialize--engage in small talk
Use nonverbal communication
