Huongdan Quan Ly Quan He Khach Hang

8/14/2019 Huongdan Quan Ly Quan He Khach Hang

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B Xy Dng 37 L i Hnh Qun Hai B Trng H Ni Vit NamT: 84-4-974 0938 Fax: 84-4-974 0939 Email: [email protected]

D n GTZ TA No: 2000.2208.7 Project GTZ TA No: 2000.2208.7Ti liu d n s: CM 001 Project Document No.: CM 001Pht hnh ln: 01 Edition: 01

HNG DN V QUN L QUAN H KHCHHNG CHO CC DOANH NGHIP QUN L

NC THI VIT NAM

GUIDELINES ON CUSTOMER RELATIONSMANAGEMENT FOR PUBLIC WASTEWATER

ENTERPRISES IN VIETNAM

H Ni, thng 12 nm 2006 - Hanoi, December 2006

B Xy dng H NiMinistry of Construction Hanoi

hp tc viin cooperation with

T chc Hp tc K thut cDeutsche Gesellschaft fr Technische Zusammenarbeit (GTZ) GmbH

H tr K thut ca GTZ do GFA thc hinTechnical Assistance on behalf of GTZ by GFA Consulting Group & Associates


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HNG DN QUN L QUAN H KHCH HNGGUIDELINES ON CUSTOMER RELATIONS MANAGEMENT

070118-CRM Guidelines-VN-EN.doc

Ngi lin h caGFA Consulting Group GmbH

Your contact personwith GFA Consulting Group GmbH

Gudrun Krause

T /Tel.: +49 (40) 6 03 06168Fax: + 49 (40) 6 03 06169

Email: [email protected]

a chAddress

GFA Consulting Group GmbHEulenkrugstrae 82D-22359 Hamburg

Germany

Bo co ny c chun b bi:This report was prepared by:

Roderic Chisholm and Le Thi My Linh

nh ba do Horst Wagner Cover photography by Horst Wagner


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MC LC

1. GII THIU V CNG TC QUN L QUAN H KHCH HNG.................................................. 11.1

Mong i t khch hng..................................................................................................................... 2

1.2 Lin lc................................................................................................................................................ 2

1.3 T chc............................................................................................................................................... 3

1.4 Ch n chi tit ................................................................................................................................3

1.5 Tnh nht qun trong dch v khch hng.......................................................................................... 3

1.6 C hi to sng .............................................................................................................................3

2. VN HO DCH V KHCH HNG .................................................................................................. 52.1 Quan tm n khch hng.................................................................................................................. 5

2.2 Dch v khch hng hiu qu ............................................................................................................. 6

2.3

Gii quyt vn ................................................................................................................................6

2.4 Lun nghn khch hng khi quyt nh vn ..............................................................................7

2.5 ng h ca ban gim c...................................................................................................................7

2.6 a vn khch hng vo trong chng trnh tho lun ti mi cuc hp nhn vin ................... 7

2.7 Thng xuyn thng tin cho ton b nhn vin.................................................................................7

3. B PHN CHM SC KHCH HNG (CSKH)................................................................................93.1 Tuyn nhn vin .................................................................................................................................9

3.2 V tr b phn CSKH .........................................................................................................................10

3.3 C nhn ho dch v khch hng..................................................................................................... 10

3.4 To mi trng khuyn khch nng cao cht lng dch v v c ch khen thng hp l ..... 11

3.5

Hn ch ti a cc nhim v hnh chnh ......................................................................................... 11

3.6 Tham kho kin ca cc c quan cp tnh / a phng c lin quan..........................................12

3.7 iu tra mc hi lng ca khch hng........................................................................................12

4. QUN L NHNG KHIU NI CA KHCH HNG...................................................................... 144.1 nh ngha Khiu ni ........................................................................................................................ 14

4.2 Ngun gc ca nhng khiu ni.......................................................................................................14

4.3 Nhng nguyn tc c bn ca hot ng qun l nhng khiu ni ca khch hng...................... 15

4.4 Nhng khiu ni lin quan n quyn li v trch nhim................................................................16

4.5 Quy trnh gim st khiu ni ca Cng ty.........................................................................................17

5. CC HOT NG QUAN H CNG CHNG................................................................................ 205.1 Lng nghe cng chng .....................................................................................................................20

5.2 Qun l phng tin thng tin i chng ......................................................................................... 20

5.3 Ngy m ca....................................................................................................................................21

5.4 T ri nh km vo Han gi Khch Hng ..............................................................................21

5.5 Bn tin...............................................................................................................................................22

5.6 Tr li th t.....................................................................................................................................22

5.7 Nhng t chc qun chng v gio dc .......................................................................................... 22


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TABLE OF CONTENTS

1. INTRODUCTION TO CUSTOMER RELATIONS MANAGEMENT (CRM)........................................ 1

1.1

Customer Expectations....................................................................................................................... 21.2 Communication................................................................................................................................... 2

1.3 Organization .......................................................................................................................................3

1.4 Attention to Details.............................................................................................................................. 3

1.5 Consistency of Customer Service ...................................................................................................... 3

1.6 Chance to Shine .................................................................................................................................3

2. CUSTOMER SERVICE CULTURE..................................................................................................... 5

2.1 Acknowledgment of Customers.......................................................................................................... 5

2.2 Effective Customer Service ................................................................................................................ 6

2.3

Problem Solving.................................................................................................................................. 6

2.4 Make every Decision with the Customer in Mind ...............................................................................7

2.5 Provide Management Support............................................................................................................ 7

2.6 Make the Customers an Agenda Item at every Staff Meeting............................................................ 7

2.7 Regular Information to all Employees.................................................................................................7

3. CUSTOMER CARE UNIT (CCU)........................................................................................................ 9

3.1 Staff Appointment ...............................................................................................................................9

3.2 Location of CCU Unit.......................................................................................................................10

3.3 Make Customer Service Personal.................................................................................................... 10

3.4 Create an Atmosphere of Excellence and Reward on Service ........................................................ 11

3.5

Minimize Positional Tasks ................................................................................................................ 11

3.6 Related Provincial / Local Institutions Consultation.......................................................................... 12

3.7 Customer Satisfaction Surveys ........................................................................................................ 12

4. CUSTOMER COMPLAINTS MANAGEMENT.................................................................................. 14

4.1 Definitions of a Complaint.................................................................................................................14

4.2 Sources of Complaints...................................................................................................................... 14

4.3 Key Principles of Complaints Management......................................................................................15

4.4 Complaints are Related to Defined Rights and Responsibilities ......................................................16

4.5 Corporate Process for Monitoring Complaints .................................................................................17

5. GENERAL PUBLIC RELATIONS ACTIVITIES................................................................................ 20

5.1 Public Hearing ..................................................................................................................................20

5.2 Managing the Media .........................................................................................................................20

5.3 Open Houses.................................................................................................................................... 21

5.4 Handouts attached to Customer Bills ............................................................................................... 21

5.5 Newsletters.......................................................................................................................................22

5.6 Responding to Correspondence....................................................................................................... 22

5.7 Civic Organizations and Educational Institutions .............................................................................22


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6. PUBLIC CAMPAIGNS...................................................................................................................... 23

6.1 Informational Public Awareness Campaigns....................................................................................24

6.2 Educational Public Awareness Campaigns...................................................................................... 27

7.

MONITORING OF CUSTOMER SATISFACTION............................................................................ 29

7.1 Preparing Customer Satisfaction Survey.......................................................................................... 29

7.2 Processing of Customer Satisfaction Survey Results .....................................................................32

8. STAFF TRAINING............................................................................................................................ 339. GUIDELINES FOR PERFORMANCE INCENTIVES FOR CUSTOMER CARE STAFF................. 349.1 Ensure that all Staff Understand and Support the Process.............................................................. 34

9.2 Create the right Atmosphere............................................................................................................. 35

9.3 Host Staff Gatherings........................................................................................................................35

9.4 Publicize the Achievement of the CCU............................................................................................. 35

9.5 Acknowledge the Efforts of other Departments ................................................................................. 35


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BNG BIU & S TABLES & FIGURES

Hnh 1: M hnh Qun L Quan H Khch Hng (bn ting Anh xin xem trong ph lc 5) .............. 1

Hnh 2: C cu t chc ca b phn chm sc khch hng .................................................................9

Hnh 3: M hnh Qun l Khiu ni..........................................................................................................15

Hnh 4: Quy trnh Qun l Khiu ni ca Khch Hng..........................................................................19

Hnh 5: M hnh nng cao nhn thc......................................................................................................23

Hnh 6: Quy trnh kim tra s hi lng ca khch hng .......................................................................29

Fig. 1: Customer Relations Management Framework.............................................................................v

Fig. 2: Structural Position of the CCU....................................................................................................... v

Fig. 3: Complaint Management Framework............................................................................................. w

Fig. 4: Management Process of Customer Complaints ......................................................................... w

Fig. 5: Awareness Raising Framework ..................................................................................................... xFig. 6: Customer Satisfaction Monitoring Process ................................................................................. x

PH LC ANNEXES

PH LC 1: .................................................................................................................................................. a

V D BN M T CC CNG VIC LIN QUAN N B PHN CHM SC KHCH HNG ...........a

Appendix 1:.................................................................................................................................................. c

Examples of CCU related Job Descriptions............................................................................................. c

PH LC 2: ................................................................................................................................................... i

V D QUY TRNH HOT NG CHUN V LP K HOCH CHO CHIN DCH NNG CAO NHNTHC CNG NG ..................................................................................................................................... i

Appendix 2:................................................................................................................................................... l

Examples of SOP on Planning of Community Awareness Improvement Campaign............................ l

PH LC 3: ..................................................................................................................................................o

PHIU KHO ST S THA MN CA KHCH HNG..........................................................................o

Appendix 3:..................................................................................................................................................qCustomer Satisfaction Survey Pro-forma.................................................................................................q

PH LC 4: .................................................................................................................................................. s

CNG CHNG TRNH TP HUN V CHM SC KHCH HNG ............................................ s

Appendix 4:.................................................................................................................................................. s

Customer Care Training Curriculum Outlines ......................................................................................... s

PH LC 5: .................................................................................................................................................. v

MT S S - BN TING ANH ........................................................................................................... v

Appendix 5:.................................................................................................................................................. v

Figures (English version)........................................................................................................................... v


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CC K HIU VIT TT

ADC Trung tm lu tr h sBKHT B K hoch v u t

BMZ B Hp tc kinh t v Pht trinc

BNH Bc Ninh

BQLDA Tnh Ban Qun l D n Tnh

BQLDA TW Ban Qun l D n Trung ng

BTC B Ti chnh

BTNMT B Ti nguyn v Mi trng

BVMT Bo v mi trng

BXD B Xy dng

BYT B Y t

CDP K hoch Pht trin Cng ty

CK &T C kh v in t

CP Chnh ph Vit Nam

CT Cn Th

CTN Cp thot nc

Cty CP Cng ty C phn

Cty TNHH Cng ty Trch nhim Hu hn

DNNN Doanh nghip Nh nc

GFA T chc D n Nng nghip (Cng ty t vnc v C vn k thut cho WWM)

GIS H thng thng tin a l

GTZ T chc Hp tc K thut c

HDG Hi Dng

HTTC H tr Ti chnh

HTTTL H thng Thng tin a l

KfW Ngn hng ti thitc

KHKT Khoa hc k thut

MIS H thng thng tin qun l

PTNNL Pht trin Ngun Nhn lc

QLNNL Qun l Ngun Nhn lc

SGTCC S Giao thng Cng chnh

SKHDT S K hoch vu t

STC S Ti chnh

STNMT S Ti nguyn v Mi trng

SXD S Xy dng

TD &G Theo di &nh gi

TP Thnh ph

TSC Ti sn cnh

TVH Tr Vinh

UBND y Ban Nhn Dn

UBND TP y Ban Nhn Dn Tnh

UBND Tp y Ban Nhn Dn Thnh ph

VAT Thu gi tr gia tng

WTO T chc thng mi th gii

WWM D n qun l nc thi ti cc tnh l


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ABBREVIATIONS

CCU Customer Care Unit

CDP Corporate Development Plan

DoC Department of Construction

DoF Department of Finance

DoLISA Department of Labor, Invalids and Social Affairs

DoNRE Department of Natural Resources and Environment

DPI Department of Planning and Investment

FA Financial Assistance

GFA Gesellschaft fr Agrarprojekte mbH(German Consulting Group and Technical Advisor for WWM)

GIS Geospatial Information System

GoV Government of Vietnam

GTZ Gesellschaft fr Technische Zusammenarbeit

(German Technical Cooperation)HRD Human Resource Development

HRM Human Resource Management

KfW Kreditanstalt fr Wiederaufbau(German Development Bank)

M&E Monitoring and Evaluation

M&E Mechanical and Electrical

MIS Management Information System

MoC Ministry of Construction

MoFi Ministry of Finance

MoH Ministry of Health

MoM Minutes of Meeting

MoNRE Ministry of Natural Resources and Environment

MoU Memorandum of Understanding

MPI Ministry of Planning and Investment

natPMU Project Management Unit at National Level

O&M Operation & Maintenance

PC Peoples Committee

PPC Provincial Peoples Committee

proPMU Project Management Unit at Provincial Level

PWC Public Works Company

SOE State Owned Enterprise

SOP Standard Operation Procedure

TA Technical Assistance

TNA Training Needs Assessment

ToR Terms of Reference

TUPWS Department of Transport and Urban Public Works Services

UPWC Urban Public Works Company

URENCO Urban Environmental Company

USC Urban Service Company

WS Water Supply

WSDC Water Supply and Drainage Company

WSSC Water Supply and Sewerage Company

WW Wastewater

WW&D Wastewater & Drainage

WWM Wastewater Management in Provincial Urban Centers Vietnam


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1. GII THIU V CNG TC QUN L QUAN HKHCH HNG

1. INTRODUCTION TO CUSTOMER RELATIONSMANAGEMENT (CRM)

"Qun l quan h khch hng l chin lc kinhdoanh nhm nm bt, don, qun l v c nhn

ha cc nhu cu ca nhng khch hng hin ti vkhch hng tim nng ca mt t chc"

Customer Relations Management is the businessstrategy that aims to understand, anticipate, manageand personalize the needs of an organization's currentand potential future customers

Cht lng dch v khch hng v hnh thc cng nhmc ca cc mi quan h khch hng l nhng chtiu chnh ca s thnh cng trong cng tc qun l tihu ht cc cng ty qun l nc thi.

The quality of customer service and the type and intensityof customer relations are key indicators of successfulmanagement in most WWM companies.

Vic pht trin mi quan h tt p gia Cng ty qun lnc thi, cng chng v khch hng l iu v cngquan trng. Ngi dn giao cho chnh quyn aphng nhng nhim v, trong nhiu nhim v khc, lcung cp h thng thot nc, thu thp v x l ncthi ph hp, nhm gim ng ngp ti cc khu vc tptrung dn c v gim s nhim ngun nc mt.

The development of a positive relationship between theWWM Company, the general public, and its customers iscritically important. The public has given local authoritiesthe responsibility, amongst others, for providing properdrainage and wastewater collection and treatment, toreduce flooding in the populated areas and to reduce

surface water pollution.

Khch hng s nhn thy r nht s tn ti ca dch vthot nc v nc thi cng cng mi khi nhn hon s dng dch v hng thng. Chi ph gp li cho sdng nc sch v dch v nc thi chim mt khonng k i vi nhiu ngi; do cc nh cung cpdch v cn phi m bo rng mc gi nc sch vnc thi m khch hng tr phi hp l v chnh xc.Chnh v th, cng tc qun l ti sn r rng, c trchnhim v hiu qu trong cc cng ty nc thi l rtquan trng.

Customers will be most aware of the existence of publicdrainage and waste water service each time they receivetheir monthly utility bill. The combined water supply andwastewater service costs represent a significant financialimpact for many users; hence, the service provider has toensure that the customer tariffs charged for water andwastewater services are fair and correct. Therefore,transparent, accountable and efficient management of thewastewater companies assets are of paramount impor-tance.

S sau m t cc yu t ca mt m hnh pht trinquan h khch hng ton din.The following diagram describes the main elements of acomprehensive customer relations development frame-work.

Hnh 1: M hnh Qun L Quan H Khch Hng (bn ting Anh xin xem trong ph lc 5)

Mi yu t ny c th c xem nh l mt cha kho

cho s thnh cng ca hot ng qun l quan h khchhng trong cc cng ty qun l nc thi.

The interaction of each of these elements can be seen asthe key to successful Customer Relations Management(CRM) in wastewater management companies.


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Vic thc hin thnh cng cng tc qun l quan hkhch hng c xem l s gip cho cc lnh o vnhn vin c c ci nhn ton din hn v khch hngca Cng ty, nhu cu v mong i ca h. iu ny sgip h c c nhng quyt nh nhanh chng, y

thng tin v nhng hot ng hng ngy ca cng ty vc s quan tm ph hp vi tng i tng khch hng.Mt chng trnh qun l quan h khch hng thnhcng bao gi cng c bt u t mt K hoch Phttrin Cng ty, bao gm chin lc kinh doanh v mt khoch hnh ng nhm thc hin nhng thay i cnthit ci thin dch v v lm hi lng khch hng.

It is said that a successful CRM implementation will allowthe management and staff to have a more holistic view ofthe Companys customers, their needs and their expecta-tions. This will enable management to make quick, in-formed decisions, in relation to day to day activities and to

deliver personalized customer care. Successful CRMalways starts with a Corporate Development Plan (CDP)that contains a business strategy and an action plan,which drives the needed changes that will result in im-proved service delivery and customer satisfaction.

iu thit yu y l vic thc hin phng chm phttrin ly khch hng lm trung tm vi s tham gia catt c mi ngi trong cng ty. Viu qun l quan hkhch hng l mt h thng bao gm nhng mc tiu rrng v nhng nhn vin chu trch nhim thc hin cc

hot ng lin quan. Do vy, gi tr ch thc ca vicqun l ny nm vic bit khai thc tim nng canhn vin mang n cho khch hng cc dch v tthn.

A vital element is the creation of a truly customer centereddevelopment philosophy that involves every person em-ployed in the Company. CRM is a system that is drivenby both clearly stated objectives and the staff, that are incharge of CRM operations. Thats why the real value ofCRM lies in harnessing the potential of people to create a

better experience for the customers of the company.

Dch v khch hng l vic hiu nhng suy ngh cakhch hng v cht lng dch v m cng ty cung cp.Khch hng s khng hi lng nu cng ty ch c lmcho xong vic; trong suy ngh ca khch hng, cng tycn phi lm tt c cng vic (t ln n nh) m c nhhng n mi quan h gia khch hng v cng ty.

Customer service is all about understanding the cus-tomers perception of the quality of the service provided.The customer will not be satisfied if the Company justmanages to get the job done; in the customers perceptionthe Company must deliver on all the things (big and small)that affect the relationship between the customer andCompany.

Cn phi nh rng tt c cc dch v m cng ty cungcp cho khch hng s c th c ci thin qua stham gia v h tr tch cc t pha khch hng.

It is important to remember that all services provided bythe Company to its customers, can be improved by the

active support and participation of the customers.

Ban gim c cc Cng ty qun l nc thi nn xem xtcc c hi ci thin quan h khch hng trong nhnglnh vc sau:

The management of WW Companies should consideropportunities for customer relations improvement in thefollowing areas:

1.1 Mong i t khch hng 1.1 Customer Expectations

Ban gim c cn thit lp mt quy trnh cho php xcnh chnh xc nhng kin v nhu cu thc s cakhch hng; vic ny thng c thc hin qua cccuc kho st khch hng. Cc kho st ny nn clp li nh k nm bt c nhng mong i lun

thay i ca khch hng v tm hiu mc nhn thcca h v cc dch v nc thi.

Management needs to set up a process that allows theidentification of actual customer opinions and needs; thisis usually done through the implementation of customersurveys. These surveys shall be repeated periodically tobetter understand the customers changing expectationsand their understanding of information related to wastewa-ter services.

1.2 Lin lc 1.2 Communication

Ban gim c cng ty cn thit lp mt quy trnh mbo rng hang giao tip mt cch r rng vi khchhng ti mi thi im trong qu trnh cung cp dch v.Thng tin v tiu chun v gi c ca dch v cn ctruyn ti khch hng r rng. Thm vo , nhngkhch hng m mun lin h vi Cng ty u mong rngtt c cc phng thc lin lc l cng khai v d dngtip cn, v d ca cc phng thc c th l - gp

trc tip, qua th t, in thoi, fax, hay thin t.

Management should set up a process that will ensure thatthey are communicating clearly with customers at everystage of the service delivery process. Information aboutservice standards and cost of services need to clearlycommunicated to customers. In addition, customers want-ing to contact the Company will expect that all communi-cation channels will be open and easily accessible, exam-ples of these channels might be - face to face, by mail,phone, fax, or email

Cch lin lc mc ny l mt th thch v chuynmn v t chc cho Cng ty, bi n yu cu mt hthng qun l tng hp, cung cp cho nhn vin cc quy

Communication at this level presents a technical andlogistical challenge to the Company, as it requires thedevelopment of a comprehensive management system,


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trnh cn thit thc hin cc dch v khch hng mtcch hiu qu.

which provides employees with the systems and proce-dures they need to implement effective customer services.

1.3 T chc 1.3 Organization

Ban gim c nn thit lp mt quy trnh nhm m bo

ni b Cng ty hot ng hiu qu. Nhng hnh vi nhanhnhn, lich s v ng cm l iu bt buc khi lm vicvi khch hng. i ng nhn vin c o to v tchc tt, th hin s chuyn nghip khi tip xc vikhch hng. Khch hng cn cm thy thoi mi vc quan tm khi tip xc vi bt ci din no caCng ty. Nhn vin cn c khuyn khch mang licho khch hng s quan tm tt nht c th.

Management needs to set up a process that ensures that

the Company functions well internally. Prompt, courteousand sympathetic behaviors are required when interactingwith customers. Well trained and organized staff will actprofessionally when interacting with the customers. Cus-tomers should feel comfortable and taken care of whendealing with any representative of the Company. Staffshould be encouraged to provide customers with the bestattention possible.

1.4 Ch n chi tit 1.4 Attention to Details

Mc hi lng ca khch hng c lin quan n cccm nhn ca h v mc chm sc v ch n chi

tit ca Cng ty. Thi n cn cng vi vic ch ntng chi tit s to c s khc bit trong cm nhnca khch hng v mc ca dch v cung cp.

Nhng yu t sau y, trong nhiu yu t khc, c nhhng ln n ci nhn chung v mc hi lng cakhch hng v dch v m h nhn c:

The customers level of satisfaction is based upon theirviews of the Companys levels of care and attention to

detail. An attitude of caring and attention to detail makesall the difference to the customers perception level ofservice provided.

The following are general indicators that will have a biginfluence on each customers overall perception of servicereceived and their levels of satisfaction, among others:

tr li th v in thoi mt cch lch s v kp thi returning calls, and answering letters in a polite andtimely manner,

thng xuyn cung cp cho khch hng nhng thngtin hu ch

providing useful information to the customers on aregular basis,

ch ng tm hiu v trn trng nhng kin ca

khch hng, v

seeking and showing appreciation for customers

opinions, and

b tr nhng ngy "m ca t do" cho mi ngitham quan v t vn

arranging open-house days for public visits andconsultations, etc.

1.5 Tnh nht qun trong dch v khch hng 1.5 Consistency of Customer Service

Khch hng mong i nhng dch v m h nhn c chtlng n nh, thm ch l c ci thin theo thi gian,v mun cc quy trnh d hiu v d thc hin.

Khng nn thay i cc quy trnh thng xuyn. mbo c s nht qun trong cc dch v cung cp,Cng ty nn xy dng cc quy trnh hot ng chun vcc hng dn nhm nng cao s hiu bit v cng clng tin ca khch hng v Cng ty v nhm thc y ing nhn vin hng ti khch hng trong cng vichng ngy ca h.

Customers expect the quality of the customer service theyreceive to be steady and even improving over time, andthat procedures are easy to understand and follow

Procedures should not be changed often. To ensure aconsistency of customer services provided, the Companyshould make standard operating procedures and instruc-tions aimed at strengthening customer familiarity and trustand to motivate staff to provide the highest customerorientation in their day to day work.

1.6 C hi to sng 1.6 Chance to Shine

Cung cp dch v khch hng ni tri nn l mt trongcc mc tiu chnh ca Cng ty qun l nc thi. Bt ctip xc no vi khch hng, d l trc tip, qua inthoi, hay bng hnh thc no khc, l mt c hi chonhn vin ca Cng ty to sng, lm cho khch hng

cm thy hi lng vi cc c x m h nhn c.Do cch c x v suy ngh tch cc l cn thit ivi nhn vin trong bt k tnh hung no, bt k khchhng c nh tm hiu thng tin hay in vo n khiu

Providing outstanding customer service should be one ofthe highest aims of the WWM Company. Any contact witha customer, whether face-to-face, via the phone, or oth-erwise, is an opportunity for the Companys staff to shine,to make the customer feel satisfied with the treatment heor she receives.

Positive thinking and behavior is therefore vital for thestaff at any given situation, no matter whether the cus-tomer intends receiving information or is filing a complaint.


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ni. iu ny p dng vi cc khch hng hin ti cngnh vi cc cng dn c th tr thnh nhng khchhng tng lai.

Khi nhn c khiu ni ca khch hng, nhn vin phtrch phi c kh nng bin nhng phn nn ca khchhng thnh mt s phn hi tch cc, tho mn nhngtrng thi tm l v lo u ca khch hng.

Cht lng tt ca dch v khch hng s lm cho Cngty qun l nc thi ni bt hn hn so vi nhng nhcung cp dch v khc.

This applies to existing customers as well as citizens thatare potential future customers.

The staff member in charge has to have the ability to turna customer complaint into a positive customer feed backthat satisfies the customers concerns and emotions.

A high level of the quality of customer service providedwill make this WWM Company stand out from other ser-vice providers.


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2. VN HO DCH V KHCH HNG 2. CUSTOMER SERVICE CULTURE

"Khch hng l ti sn ln nht ca mi Cng ty, biv Cng ty s khng th tn ti nu khng c khch

hng" - Erwin Frand

Every Companys greatest assets are its customers,because without customers there is no Company byErwin Frand

iu quan trng l phi xy dng cc quy trnh ni btrong Cng ty nhm lm cho i ng nhn vin ca Cngty khng cn ngh rng nhim v chnh ca h l png nhu cu hnh chnh ca tnh, m thay vo l tptrung p ng cc nhu cu ca cng ng v khchhng. Qu trnh ny l quan trng trong vic hnh thnhvn ho dch v khch hng hiu qu.

It is important to introduce into the Company, internal processes that draw the staffs attention away from theperception that their main responsibility is towards meet-ing the needs of the provincial administration; by placinggreater emphasis upon meeting the needs of the commu-nity and the customers. This process is critical for creat-ing an effective customer service culture.

L mt phn trong quy trnh lm cho cc cng ty qun lnc thi ngy cng tr nn c lp hn, t ch tichnh v pht trin bn vng, gia cng ty v khchhng cn c nhng rng buc bn cht. iu ny cbit ng trong xu th kinh doanh chuyn i t c chqun l tp trung sang xu th kinh doanh cnh tranh theonh hng th trng, nh Vit Nam, trong c linquan n cng ng v cc khch hng m dch vccung cp ti.

As a part of the process of turning the WWM Companiesinto more independent, financially autonomous and sus-tainable entities, strong bonds need to be created be-tween the Company and its customers. This is particularly

true in a business climate that is changing from a centrallyadministered structure, as it has been the case in Viet-nam, to a more market orientated and competitive serviceenvironment, which involves the community and custom-ers for whom the service is provided.

Do vy, Cng ty cn pht trin phng chm tng tcvi khch hng. Vic ny c bit thch hp vi mtcng ty kinh doanh dch v nh cc Cng ty qun lnc thi. iu quan trng l khch hng c th lin lcvi cng ty khi h cm thy mun cho Cng ty bit kinphn hi ca h. Vic Ban gim c s x l nhng phnhi nh th no snh hng n chin lc dch v

ca cng ty.

The Company needs, therefore, to develop a strong cus-tomer interaction philosophy. This is particularly applica-ble for a service-based enterprise such as the WWMCompanies. It is important that customers can interactwith the Company when they feel compelled to offer theiropinions and feedbacks. And it is what managementdoes with these feedbacks that will influence and shapethe Companys service strategy.

Nghin cu cho thy rng hu ht tt c cc phn hikhng hi lng t pha khch hng u khng phi docht lng sn phm ti m l do dch v khch hngkhng tt. Bi v sn phm khng th c nhn hanhng dch v khch hng th c th.

Research has shown that almost all interactions withdispleased customers were not the result of a poor prod-uct, but rather a disappointing customer experience. Thisis because a product is not personal, but customer serviceis.

V mt no , cng ty c hai hot ng chnh: cung cpdch v c th v y v tng tc vi khch hng sdng cc dch v.

In this sense the Company has two main activities: pro-ducing specific and adequate services and interacting withthe customers who are using these services.

Nhng phn tip theo s minh ha cc vn to nnc s cho vic hnh thnh v pht trin vn ho dch v

khch hng trong mt Cng ty qun l nc thi.

The following section illustrates issues that are the basisfor the development and establishment of a customerservice culture within the WWM Company..

2.1 Quan tm n khch hng 2.1 Acknowledgment of Customers

Nhn vin thng khng n tm quan trng cakhch hng m ch ch tm thc hin nhng cng vichng ngy ni b trong cng ty (nh sp xp h s, nhmy, bo co, hp...). Kt qu l khch hng c ntng xu v hot ng ca Cng ty.

Staff often lose sight of the importance of the customerand become fully occupied in carrying out internal admin-istrative day to day tasks, (such as filing, typing, reporting,meetings, etc.), which results in the customer gaining apoor impression of the Companys performance.

bao nhiu ln chng ta n mt vn phng kinhdoanh, ng i c giao dch trong khi nhn vin liang ni chuyn in thoi hay lm g , khng phi lphc v khch hng?

How many times have we gone into a business office onlyto wait while the staff member is on the telephone or busydoing some non-service task?

Dch v khch hng tt phi l u tin hng u i vii ng qun l v ton b nhn vin ca Cng ty. Khngc khch hng th cng ty khng cn tn ti.

Good customer service must be a priority for the man-agement team and all staff members of the Company.Without customers there is no need for the Company toexist.


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Nhn vin chm sc khch hng nn hi kin khchhng khi quyt nh gii php, m bo s hi lngca khch hng.

Customer care staff should involve the customer in de-termining the best option or solution, to ensure customersatisfaction.

2.4 Lun nghn khch hng khi quyt nh vn

2.4 Make every Decision with the Customer inMind

iu quan trng l qu trnh ra quyt nh ly khch hnglm trng tm. Ban gim c cn phi lun t cho mnhnhng cu hi nh: "liu khch hng c hiu nhng gmnh ang lm khng?", hay "khch hng c thch hnhthc dch v hay hot ng ny khng?"

S thay i trong cch tip cn ny cn nhn c sng tnh ca ton bi ng nhn vin Cng ty. Bi vmc d h c th khng gp trc tip khch hng ticng ty, nhng ngoi gi lm vic, trong cuc sng, khigp g vi bn b v hng xm, h chnh l hnh nh idin cho s mnh, tm nhn v gi tr ca Cng ty.

It is very important that the decision-making process iscustomer focused. Management should Keep askingquestions such as do our customers understand whatwe're doing? or would our customers like this type ofservice or activity?

This refocus of approach needs to be supported by allCompany staff. This is because staff, who are not directlyinteracting with the companies customer, in the workplace, usually live in the community and, as such, arerepresentatives of the Companies mission, vision andvalues, when they interact with friends and neighborsoutside working hours.

2.5 ng h ca ban gim c 2.5 Provide Management Support

iu quan trng l ban gim c phi a ra nhng ranhgii r rng v nhng lnh vc m nhn vin chm sckhch hng c trao quyn quyt nh. V mt khi quyt nh vn no ri, ban gim c s ng hnhit tnh, to cho nhn vin lng t tin khi thc hin vkhng lo lng n hu qu, min sao p ng c nhucu ca khch hng. iu ny to ng lc cho nhnvin phc v khch hng tt hn.

It is important that the management clearly sets the limitsof the decision-making power that can be exercised by theassigned customer care employee. And it is importantthat once a decision has been made management will provide strong support, assuring that the employee canact with confidence and without concern for repercussion,as long as the customers needs are being met. Thiscreates a greater staff motivation directed at serving thecustomer well.

Do , vn ho dch v khch hng phi c t ln

hng u. Mi hot ng v ngn t ca ban gim cphi phn nh c cam kt nng cao cht lng chmsc khch hng. Cn m bo tt c cc tuyn b chnhsch, qui trnh, hng dn, th bo t lnh o v ccchuyn i gim st phi th hin c cam kt thc hinvn ho dch v khch hng.

Hence, a customer service culture begins at the top. All

actions and comments of management must reflect astrong commitment to raising the level of customer care.It is important to ensure that all policy statements, proce-dures, manuals, memos from the director and supervisoryvisits must reflect this commitment to develop a consistentcustomer service culture.

2.6 a vn khch hng vo trong chngtrnh tho lun ti mi cuc hp nhn vin

2.6 Make the Customers an Agenda Item at everyStaff Meeting

Khch hng l nhng ngi quan trng nht trong cchot ng ca Cng ty. Cc mi quan tm, nhu cu vmong i ca khch hng phi c a ln hng u

trong mi suy ngh ca tt c nhn vin trong Cng ty.Ban gim c phi lun nui dng v cng c thi ny ti mi thi im. Nhng cu hi nh: Khch hngngh g v vn ny?, hay Bin php ny c hp li vi h hay khng?, hay Lm th no thay icch thc v phc v khch hng tt hn? cn lunc cn nhc ti cc cuc hp nhn vin v trong qutrnh ra quyt nh.

Customers are the most important stakeholders in theCompanys activities. Their interests, needs and expecta-tion must be foremost in the minds of all Company em-

ployees. The management team needs to continuouslyfoster and reinforce this attitude at every opportunity.Such questions as: what would the customer think ofthis? or would this action be fair to them? or how can weserve our customers better or differently? should be apart of every staff meeting and decision making process.

2.7 Thng xuyn thng tin cho ton b nhnvin

2.7 Regular Information to all Employees

Nhn vin cn c bit chuyn g ang xy ra trong

Cng ty v chuyn c nh hng nh th no ncng ng. Cng ty ang chun b cung cp nhng dchv hay sn phm g, nhng vng dch v no ang cpht trin cng ty, gi dch v l bao nhiu v khi no

Employees need to know what is happening in the Com-

pany and how this is affecting the community. What newservices and products are being offered or new serviceareas that are being developed, at what cost, and whenwill they be available to the community. They need to beable to support all company activities that are directed


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bt u phc v cng ng? H cn c kh nng h trcho nhng hot ng cng ng ca Cng ty. Cc hotng s din trong thi gian trc mt hay lu di cth l cc chin dch nng cao nhn thc cng ng,iu tra mc hi lng khch hng, ng tin trn ccphng tin truyn thng i chng,... Nu khch hng

bit cng nhiu v nhng hot ng do cng ty thchin, th cng ty cng c th phc v h tt hn.

towards the community. Activities such as awarenessraising campaigns, satisfaction surveys, media releasesetc, that will take both in the short and the long term. Themore they know about the initiatives sponsored by theCompany, the better they can serve their customers.


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9

TRNG B PHNCHAM SC KHCH HNG

TRNG PHNGK THUT

Nhn vin chm sckhch hng

GIM C CNG TY NC THI

TRNG PHNGHNH CHNH

3. B PHN CHM SC KHCH HNG (CSKH) 3. CUSTOMER CARE UNIT (CCU)

B phn chm sc khch hng ng vai tr trung tmtrong cng ty nhm pht trin, duy tr v p dng chinlc, cch thc v phng php xy dng mt cchtt nht:1. mi quan h khch hng,2. s tham gia vo cng ng v3. vic qun l nhng khiu ni ca khch hng

The customer care unit (CCU) is the central point withinthe Company to develop, maintain and apply the strate-gies, means and methods for developing the best possi-

ble,

1. customer relations,

2. community participation and

3. the management of customer complaints.

B phn CSKH phi l mt b phn tch bit trong ccu t chc ca cng ty, ch khng phi l mt phn cacc b phn khc hin c trong cng ty nh phng hnhchnh, phng k thut v nhn s.

The CCU should be a discrete section within the structureof the WWM Company and should not be made as part ofan existing department such as the administrative techni-cal or personnel departments.

Chnh v bn cht nhy cm ca cc thng tin m nhnvin quan h khch hng gii quyt nn Trng b phnchm sc khch hng cn c quyn gp v lm vic trctip vi Gim c Cng ty. iu ny c th hin rthng qua s di y.

Because of the sensitive nature of the information that thecustomer relations staff in the CCU handle, it is importantthat the head of the unit has direct access to the Director

of the Company. The following diagram illustrates thispoint.

Hnh 2: C cu t chc ca b phn chm sc khch hng

Nhng hng dn sau cn c thc hin m bocho dch v chm sc khch hng pht trin tt trongCng ty qun l nc thi

The following guidelines should be put into practice toensure the development of good customer care in theWWM Company.

3.1 Tuyn nhn vin 3.1 Staff Appointment

Vic m bo b nhim ng ngi vo cc v tr giaodch vi khch hng v vi ngi dn l rt quan trng.

It is very important to make sure that the correct peopleare placed in any positions where the community or thecustomers interface with the Company.

Nhn vin chm sc khch hng phi l nhng ngilun vui v phc v ngi khc, phc v t chc ca h,

v phc v cng ng. Tinh thn phc v v chm scngi khc c sn trong tnh cch ca h. Thi nykhng lin quan n vn tin bc hay hon cnh xutthn, v nhng ngi c thi ny cng khng nht

Customer care staff should be people who simply enjoyserving others, their organizations, and even their com-

munities. The spirit of service and caring for others domi-nates their personality. This attitude of caring and servicehas nothing to do with money or background, and peoplewho have this attitude are not necessarily the most outgo-ing, but are focused upon meeting the needs of others.

Nhn vin Quan hkhch hng


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thit phi l nhng ngi ci m nht, nhng phi chtrng n vic p ng c nhng nhu cu ca ngikhc.

Do , vic b tr nhn vin hin thi ca cng ty haytuyn ngi mi vo cc v tr trong b phn Chm sckhch hng l vic lm thit yu pht trin mt ing vng mnh.

Hence, the assignment of existing staff from within theCompany or the recruitment of people from outside theCompany to fill positions in the Customer Care Unit is

crucial in developing a strong customer focused team.

Ban gim c cn phi m bo c c nhng bn mt cng vic r rng v nht qun cho nhng v tr linquan v phi tuyn chn c nhng ngi tt nht png c yu cu ca bn m t cng vic.

Management must ensure that there are clear and con-cise job descriptions for the positions concerned and thatthe allocation / recruitment process identifies the bestpeople to meet the requirements of the job descriptions.

Ban gim c phi m bo qu trnh phng vn xcnh c mc ph hp ca cc ng vin mt cchhiu qu v s dng cu hi lin quan n cch ng x nh gi xem ng vin c ph hp vi mi trngcng vic, vi vn ho v nhng mong i ca Cng tyhay khng.

Furthermore, management should ensure that the re-cruitment process effectively determines the suitability of potential employees, and that behavioral questions areused that will help assess whether the person will suit aservice environment together with the culture and expec-tations of the Company.

3.2 V tr b phn CSKH 3.2 Location of CCU Unit

Do vic giao dch vi khch hng l nhim v trng tmca B phn CSKH nn b phn ny cn thit phi nm v tr m khch hng c th d dng tip cn c. Nc th nm ngay li vo vn phng cng ty, hoc nmcnh ca trn ng vo cng ty.

Because the interface between the customer and theCompany is centered in the CCU, it is very important thatit is physically located where the customers and the com-munity can gain easy access. It should be placed in theentrance to the Company offices or beside the gate di-rectly on the roadway that the community will use to ac-cess the Company.

3.3 C nhn ho dch v khch hng 3.3 Make Customer Service Personal

Nhn vin b phn CSKH cn nhanh chng xc nh vn

ca khch hng v tm ra cch gii quyt cho vn . Cc nhn vin cn phi t ra cu hi "Mnh phi lmth no cho khch hng cm thy d chu?" Khchhng s lun c phn ng tt nu h cm thy rng dchv ny nhc dnh ring cho h, ch khng phi lmt nhim v cng vic.

CCU staff needs to focus as quickly as possible on identi-

fying the customer issue at hand and processing it so thata solution can be reached. CCU staff need to ask them-selves, "how can I make the customers experience a pleasant one?" Customers will always react favorably ifthey feel that the service is personal and not just a jobduty.

Nhn vin CSKH nn c gng hnh thnh mi quan hthn thin v chu o i vi khch hng bng cch mbo thc hin nhng iu sau:

CCU staff should try to establish a friendly and caringrelationship with the person by ensuring that:

tt c cc cuc in thoi gi n u c nhc mytrong vng 5 giy v c tr li mt cch chnh xcv ngn gn.

mi khch hng u c phc v cng bng v utin nh nhau.

nu c th, gi khch hng bng tn.

bt tay v ngh khch hng gii thiu

hi thm v vn ca khch hng mt cch im tnhv thn thin

khi gii thch cc quy trnh cn phi r rng v ngngn

phi tm n khch hng trc khi khch hng tm nmnh khi c s c xy ra

hnh ng ngay lp tc khi c thiu st v khimkhuyt trong dch v

nhn vin c th v lun sn sng tr li khch hngmt cch hiu qu

all telephone calls are picked up within five sec-onds and answered precisely and briefly

all customers are served with priority and fairly

customers are addressed by name where possi-ble

customers are offered a handshake and intro-duce themselves

enquiring about the problem in a calm andfriendly way

communications are clear and simple when ex-plaining procedures

you get to the customer before the customergets at you when things go wrong

immediate action is taken to address defects orshortfalls in service

staff is able and willing to respond effectively to acustomer


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nhn vin c php c nhng quyt nh c li chokhch hng

p ng cao hn nhng mong i ca khch hngbng cch cung cp nhng dch v ph thm

staff have the discretion to make a decision inthe customers favor

customer expectations should frequently be ex-ceeded by the provision of unsolicited extras

Nhn vin phi bit cm n khch hng v ti cng ty,ng h v ng gp nhit tnh cho cng ty. Nu giiquyt ng n, phn ln khiu ni ca khch hng uc th tr thnh nhng c hi ci thin dch v.

Staff should always thank customers for their patronage,active support and contributions. If handled right, most ofthe customer complaints can be turned into opportunitiesof service improvements.

Nu lm c nh vy, khch hng s cm thy rng hc quan tm chu o, c tn trng v h c s mtn tng ng nh.

By doing this the customer concerned will feel that theyhave been attended to, with consideration and with re-spect and have had a memorable and compelling experi-ence.

3.4 To mi trng khuyn khch nng cao chtlng dch v v c ch khen thng hpl

3.4 Create an Atmosphere of Excellence andReward on Service

Ban gim c Cng ty cn xy dng v h tr tch ccvic p dng quy trnh hot ng chun trn c sc ch khen thng cho nhn vin no ca b phnCSKH thc hin tt cng vic ca mnh. Ban gimc cn truyn t cho nhn vin b phn CSKH v tiuchun nh gi v khen thng r rng.

The management team of the Company needs to developand actively support the application of standard operation procedures that are designed to reward CCU staff whoexceed basic workplace expectations in relation to theiron the job performance. The management team needs tocommunicate to the CCU staff on how excellence will bemeasured and rewarded.

iu quan trng trong vic p dng thnh cng v lubn vn ho dch v khch hng lnh mnh l c chthng, pht hp l, nh gi ng n lc ca nhn vinb phn CSKH. Vic tha nhn nhng n lc ca nhnvin trong vic ci thin cht lng dch v sm bocho qu trnh tip tc pht trin p ng nhu cu ca

khch hng.

A key to the sustained application of sound customerservice culture is the provision of an appropriate rewardssystem that recognizes the efforts of CCU staff. Theprompt recognition of the staffs efforts to improved cus-tomer services will ensure that the process continues anddevelops to meet the needs of the customers.

Ban gim c nn c chng trnh tng thng chonhn vin cung cp dch v khch hng ni bt.Nhng chng trnh nh th ny cn thit k ph hpvi nhu cu c nhn, v khng nht thit phi tn nhiutin.

Ban gim c cng cn dnh thi gian by t s cmn i vi nhn vin trong cc cuc hp. Mi ngi umun li nhng du n ring v cm thy rng h c ngha. V th, vic dnh mt t thi gian tha nhns xut sc ca cc nhn vin ngay trc mt ngnghip ca mnh s mang li hiu qung k.

Management should implement a customer serviceawards program that recognizes employees who provideexceptional customer service. Such a program should betailored to meet the individuals need for recognition andappreciation, and does not necessarily need to be verycostly.

Management should take the time to acknowledge employees at staff meetings. People want to leave theirmark and feel that they matter. Taking the time to recog-nize exceptional staff in front of their peers can make areal difference.

3.5 Hn ch ti a cc nhim v hnh chnh 3.5 Minimize Positional Tasks

Trong Cng ty, tt c cc v tr quan trng u phi thchin nhiu nhim v hnh chnh nhiu cp khcnhau. Tuy nhin, m bo duy tr dch v hng tikhch hng, nhn vin CSKH nn c hn ch ti anhng cng vic nh vy.

Multilevel tasks are implemented by all key staff positionsin the Company. However, for the maintenance of astrong customer focus it is important to keep these tasksto a minimum for the CCU staff.

Nhn vin chu trch nhim chm sc v dch v khchhng cn c kh nng iu chnh thi gian ca hpng vi nhu cu ca KH. Chnh v th, BG nn cnnhc nhng nhim v nh hng n cng vic hngngy ca nhn vin CSKH v phi phn cng nhngcng vic ph hp cho h h c thi gian giao dchvi khch hng mt cch hiu qu.

Personnel involved in customer service and care musthave the ability to re-allocate their time to meet the needsof customers. Hence, management must be mindful of alltasks affecting the day to day working of the CCU staffand arrange their workloads so that they have enough

time available for them to interact with customers effec-tively.

Nhng cng vic hnh chnh cn phi c thc hin Administrative activities and tasks need to be made as


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Cc hot ng ny s nhn c mt s chtrch, nhngCng ty cng s bit c nhng g m h cha thchin ng v xc nh c nhng thay i cn thit.Bn cnh , ban gim c cng c li t nhng lntip xc vi khch hng, bi v mi ln nh vy l mt chi tt cho dch v khch hng.

This process will result in some criticisms, but the Com-pany might also learn what they have not been doing rightand indicate where modifications can be made. In addi-tion, the management will benefit from customer interac-tions, since every interaction is a customer service oppor-tunity.


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4.3 Nhng nguyn tc c bn ca hot ng qunl nhng khiu ni ca khch hng

4.3 Key Principles of Complaints Management

M hnh sau nn c p dng thc hin mt hthng qun l khiu ni

The following framework should be adopted to operate acomplaint system:

Hnh 3: M hnh Qun l Khiu ni

Cam kt CommitmentMi v tr trong cng ty cn phi cam kt h tr cho hthng gii quyt khiu ni, phn nn, bao gm:

There should be a commitment at all levels of the Com-pany to support a complaint solution system that includes:

tha nhn rng khch hng c quyn khiu ni acknowledging that customers have a right to com-plain,

ci m tm hiu nhng phn hi t pha khch hng openly seeking feedback from customers, and

c vn bn qui nh v cc chnh sch v quy trnhhot ng chun v cch gii quyt khiu ni, phnnn.

having a written policy and standard operating proce-dures about handling complaints.

Tnh cng bng Fairness

Cc khiu ni, phn nn phi c gii quyt cng bngi vi cc bn, phi lng nghe, xem xt tt c cc kin cn nhc gii quyt mt cch cng bng cho mingi.

Complaint handling should be fair to all parties, and mustallow everyone's views to be heard and taken into accountin a balanced way.

Hiu qu Effectiveness

Lun c sn ngun lc ph hp gii quyt nhngkhiu ni mt cch hiu qu. Nhng khiu ni ny cnc x l nhanh chng v nh nhn.

Adequate resources should be made available to handlecustomer complaints efficiently and effectively. Com-plaints received should be dealt with quickly and courte-ously.

Nhng ngi c trch nhim gii quyt khiu ni phi cquyn v kh nng a ra cc gii php v thc thichng

Those involved in responding to complaints should havethe authority and ability to decide remedies and to putthem into effect.

Kh nng tip cn Accessibility

H thng gii quyt khiu ni, phn nn phi nn d tipcn i vi tt c khch hng.

The complaint handling system should be easily accessi-ble to all customers.

Cc thng tin hng dn cch thc khiu ni lun sn cv d hiu.

Information about how to make a complaint should bereadily available and simple to understand.

V vic khiu ni l min ph. It should not cost your customer anything to make a com-plaint.

C trch nhim Accountability

m bo tr li kp thi cho mi ngi nhng khiu nica khch hng d l c nhn hay n v.

Ensure timely response to every complaint made by anyperson or institution.

Nhng vn xy ra thng xuyn v mang tnh hthng cn c pht hin v sa cha.

Recurring and systemic problems which become knownthrough the complaint handling system should be identi-fied and rectified.

KHUNG 5 NGUYN TC GIIQUYT KHIU NI CA KH

1. Cam kt2. Cng bng3. Hiu qu4. Tip cn5. C trch nhim

Xc nhkhiu nica KH

Khiu ni caKH c gii

quyt


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Thng xuyn kim tra hot ng ca h thng giiquyt khiu ni m bo kt qu tt cho khch hngv nhng bn lin quan.

Review the operation of the complaint handling systemregularly to make sure that effective outcomes areachieved for customers and stakeholders.

m bo phi c cc bo co ph hp v nhng kt qurt ra trong qu trnh gii quyt khiu ni v v kt qu

kim tra hot ng h thng ny cung cp cho bangim c khi cn.

Make sure that appropriate reporting of the findings andreviews is available for the management.

4.4 Nhng khiu ni lin quan n quyn li vtrch nhim

4.4 Complaints are Related to Defined Rights andResponsibilities

Cc khiu ni c xem l ph hp khi n lin quan nnhng qui nh v trch nhim v quyn li ca cc bnlin quan, c th l Khch hng v Cng ty. Nhng khiuni khng c v l v nm ngoi kh nng gii quytca Cng ty. Nhng quyn li v trch nhim c bnc nu sau y.

Complaints need to be considered relevant if they relatedto a set of rules that determine the rights and responsibili-ties of the involved parties, namely the customers and theCompany. Complaints shall not be unreasonable andbeyond the capacity of the Company. The following is alisting of typical rights and responsibilities:

Quyn li v trch nhim ca khch hng l h gia nh:Rights and Responsibilities of Household Customers:

Nc thi ca khch hng c th c thi vong cng ca thnh ph bt c lc no,

Wastewater generated by customers can be dis-charged into urban sewers at any time,

Nc ma trong khu vc nh khch hng c thc thot ra, i vo ng cng ca thnh ph btc lc no,

Storm water from the customers premises can bedischarged to the urban sewer at any time,

Nu ng cng b nghn, ming cng b hng hay bly mt th khch hng c quyn yu cu cng ty nlp t li,

Should sewers being blocked or manhole covers aredamaged or lost, the customers have the rights to re-quest Company to reinstate,

Cc gia nh cn thay i mc ph nc thi hpng khi t h gia nh bnh thng tr thnh cc c

s sn xut kinh doanh nh

Domestic customers should change the approvednature of their wastewater fees when converting fromdomestic to small scale industrial waste water,

Khch hng phi tr ph nc thi theo th tch ncsch m h s dng. Nu ngi s dng dch vkhng phi l khch hng ca Cng ty cp nc thphi tr ph nc thi theo tho thun.

All customers should pay the wastewater tariff accord-ing to metered volumes of water used. If a customeris not a water supply Company customer, then theyshould pay a flat wastewater tariff according to theagreement.

Quyn li v trch nhim ca Cng ty qun l nc thi: Rights and Responsibilities of the Company:

Cng ty c quyn kim tra nh ca khch hng xem liu ngi s dng c thay i lng v tnhcht ca nc thi khng,

Company has the right to inspect the customerspremises to see if the customer has changed the dis-charging volume or nature of the wastewater,

Cng ty c quyn kim tra iu kin ca h thng

nc thi ring ca khch hng (b pht). Nu c btc vn g xy ra, cng ty c th yu cu ngi sdng gii quyt nhng vn trong mt khongthi gian nht nh,

Company has the right to inspect the conditions ofcustomers on-site wastewater systems (septic tank).If any problems are found, the Company can requestthe user to attend to these problems in a specified pe-riod,

Cng ty m bo cung cp thng tin lin h vinthoi, fax hay email sn sng tip nhn kin vkhiu ni ca khch hng ci thin cht lng dchv, v c nhng hnh ng kp thi khi cn,

Company will ensure that the relevant telephone, faxand email details is available to receive customerscomplaints and opinions to improve service quality, ortake immediate actions, where necessary,

Cng ty c nhim v xem xt cc kin ca khchhng lin quan n gi c v cht lng dch v, vc s tr li hay cam kt ci thin thch hp.

Company is obliged to take into account the custom-ers opinions regarding to tariff and service quality, andgive a proper reply or commitment to improve.

Doanh nghip thng mi v cng nghip:Commercial and Industrial Customers:

Cc khch hng l doanh nghip thng mi v cngnghip cn tun th theo lut bo v mi trng v vicqun l nc thi. Cng ty qun l nc thi cn phi n

The commercial and industrial customers should followthe environment law about the waste water management.The Company must make a major effort to formalize itsrelationships with commercial and industrial customers.


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lc nhiu hn thit lp quan h chnh thc vi nhngkhch hng ny. Kinh nghim cho thy cc doanh nghipthng mi v cng nghip cn c lm vic theo tngtnh hung c th.

Experience has shown that commercial and industrialoperations should be dealt with on a case-by-case basis.

4.5 Quy trnh gim st khiu ni ca Cng ty 4.5 Corporate Process for Monitoring Complaints

Vai tr ca B phn Chm sc Khch hng The CCU Role

Ban Gim c b nhim ngi ng u B phnCSKH, ngi chu trch nhim ton b v iu phi vqun l h thng chm sc khch hng.

The management appoints the Head of the CCU whoshould have the overall responsibility for coordinating andmanaging the customer care system.

Trch nhim ca ngi ng u ny bao gm m bophng php hot ng nht qun ti tt c cc phngban ca Cng ty, v cc quy trnh thc hin phi cph bin v cng by .

The CCU Heads responsibility includes ensuring consis-tency of the approach across the Companys departmentsand that the operating procedures are adequately publi-cized and disseminated.

Cng ty phi tr li nhanh gn v mang tnh tch cc ivi cc khiu ni ca Khch hng hay ca cc c nhn

lin quan. Nhng khiu ni ny thng l biu hin utin ca mt s c hot ng. Ch khi nhn vin co to ph hp v thng hiu mi kha cnh dch v nyth h mi c tha ra nhng cu tr li xc ng chokhch hng.

Trng B phn CSKH cn phi trnh cc phn hithng xuyn ln Gim c, m bo ban gim c hiuht c cc kh khn hin ti lin quan n nhng dchv cung cp.

The Company must respond promptly and positively tothe complaints of customers or other affected individuals.Such complaints are often the first indication of an opera-

tional problem. Proper responses can be provided only ifthe CCU staff is properly trained and has understoodthoroughly this aspect of the utilities service.

The Head of the CCU shall provide regular feed back tothe Director assuring that management is fully aware ofprevailing service constraints.

Mu n Forms

Lun c sn bn mu chun lu hnh ni b cho ccnhn vin chm sc khch hng h ghi li chi tit ca

cc li phn nn, ph bnh v kin ngh ca khch hngtrn mt bn gc v ba bn sao nh sau:

An internal standardized form should be available to theCCU staff to record the details of any customer complaint,

comment and/or recommendation in one original andthree copies, as follows:

bn gc s c lu li ti B phn CSKH - ninhn khiu ni v mt khi khiu ni c giiquyt, bn gc c lu li lm bo co v lutr h s,

the original will be retained in the CCU where thecomplaint is received and once the complaint hasbeen resolved it will be kept for reporting and filingpurposes,

mt bn sao khch hng gi, one copy should be given to the complainant,

mt bn sao c chuyn (nu ph hp) cho bphn c phn cng gii quyt vn . Khi honthnh gii quyt tha ng khiu ni, bn sao ny sc ghi v c chuyn v cho Trng B phn

CSKH lm bo co v lu tr chng t, v

one copy is to be passed (where appropriate) to thedepartment assigned to resolve the problem. Oncethe complaint has been resolved satisfactorily thecompleted copy should be passed back to the head ofthe CCU for reporting and filing purposes, and

mt bn sao c trao cho Gim c Cng ty (nuph hp) nm bt thng tin v x l thm (nucn thit).

one copy is to be passed (where appropriate) to theCompanys Director for information and for further ac-tion (if required).


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Hnh 4: Quy trnh Qun l Khiu ni ca Khch Hng

Complaint Resolved

Immediately

Pass to Director

Pass to CCU Staff

Inform Complainantwithin 3 Days

CCU Head Compiles

Weekly ReportManagement Information System (MIS)

Policy anddecision -

making

process

Review ofSystems andProcedures

Review ofStaff

Performance

Receive Compla in t and Substance

of Compla in t Invest igated

Level 1

Complaint

Resolved

File forReport

Pass to TechnicalDepartmentLevel 2

Level 3

ComplaintResolved

File for

Report

Inform Complainant

earliest possible

Khiu ni c gii quyt nhanh chng Lp h sbo co

trnh Gim c

Chuyn n nhnvin CSKH

Thng bo cho ngi KNtrong khong thi gian

quy nh

Trng BP CSKH lm H sbo co hng tun

H thng thng tin qun l (MIS)

Quy trnh thchin chnh schv quyt nh

Xem xt liH thng v

Quy trnh th tc

Xem xt ktqu cng vicca nhn vin

Nhn khiu ni v chng t lin

quan n khiu ni

Cp 1

Khiu nic gii quyt

Lp h sbo coChuyn n PhngChuyn Mn (K thut)Cp 2

Cp 3

Khiu ni cgii quyt

Lp h sbo coBo cho ngi KN trongthi gian sm nht

Bo co khiu ni Complaints Reporting

Trng B phn CSKH chu trch vit tt c bo co

hng tun, hng thng v hng nm, s dng mu boco chun ghi chi tit cc khiu ni v cc bc x l.

The Head of the CCU should be responsible for compiling

weekly, monthly and yearly reports, using a standardreporting form for detailing all complaints received andaction taken.

Nhng bo co ny c trnh ln Gim c cungcp thng tin v tr gip trong qu trnh ra quyt nh.Nhng d liu c cht lc t cc bo co ny cnc xem nh l mt phn ca H thng thng tin qunl ca Cng ty.

These reports are to be passed the Director for informa-tion and to assist in the decision making process. Se-lected data from these reports should be considered as part of the Companys management information system(MIS).

Giao tip ni b Internal Communications

Mt h thng giao tip ni b thch hp (nh thin t,th vit tay) cn phi c bo m cc khiu ni sc chuyn n b phn lin quan mt cch nhanh

chng

An appropriate internal communication system (email,manual mail) is required to ensure that complaints aredelivered to point of solution as quickly as possible.

Tha nhn ng gp t kin khch hng Customers Complaint Acknowledgment

Gi th cm n i vi nhng khch hng c ng gp kin trong cc cuc kho st v gi phn nn nhmnng cao cht lng phc v. c tc ng ln nht,cn gi th tay, bn sao phng chm phc v ca cngty hoc hnh ca nhm lm vic ca b phn chm sckhch hng v.v

Send a thank-you card to customers whose surveycomment or complaint resulted in improvement to thelevels of service provided by the Company. For maximumimpact, include a hand-written note, a copy of your servicemission statement or a photograph of your team, etc.


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5. CC HOT NG QUAN H CNG CHNG 5. GENERAL PUBLIC RELATIONS ACTIVITIES

Cng ty qun l nc thi phi tin hnh cc hot ng cho khch hng v cng ng bit v mc ch kinhdoanh ca cng ty, cc dch v cung cp, quyn li vngha v ca cng ty cng nh ca khch hng.

It is important that the Company initiates activities thatinform the customers and the general public about theCompanys corporate goals, services provisions, rights

and responsibilities of the Company and the customersalike.

Ch tiu cht lng chnh l cc hot ng qun l chng v thng tin ti cng chng r rng v ngn gn.Cng chng s nhanh chng nhn ra vic thiu thng tinph hp, v cho rng l do cch qun l khng hiuqu ca cng ty. Vic cung cp thng tin lin quan ndch v ti khch hng v cng chng ng lc l rtquan trng.

Proactive management actions and clear and concise public information is a quality indicator. The public isquick to realize when there is a lack of appropriate infor-mation and will assume that this equates to poor man-agement. It is important that relevant aspects of servicesare communicated with the customers and the generalpublic in due time.

Nhng mc di y miu t cc phng tin m cngty c th s dng n vi cng chng v qua victhng bo dch v v nhng hot ng ca cng ty nhm

thu ht s ch ca cng ng.

The following sections describe the means that can beused by the Company to gain access to the public and tobring the services and activities provided by the Company

to the attention of the general public.

5.1 Lng nghe cng chng 5.1 Public Hearing

Khi thch hp, Cng ty c th t chc cc bui lng nghev tham kho kin cng chng. Nhng cuc tham kho kin ny c th ph thuc vo tng trng hp c th,v nhm mc ch cng b mt vn c th no mcng chng cn nm c. Cc bui lng nghe cngchng cng c th c t chc thng xuyn tonn mt din n ph bin thng tin v cng chnh lc hi cho qun chng trnh by kin ca h v dch vm cng ty cung cp.

The Company can call, whenever considered appropriate,public consultation hearings. These hearings can be ad-hoc in nature and have the purpose to publicize a particu-lar issue that needs to be understood by the general pub-lic. Public hearings can also be executed regularly toserve as a forum for dissemination of information and asan opportunity for the community to express their opinionsin relation to the service provided.

Nhng cuc hp ny nn c chun b chu o vqun l hiu qu. Cc bi pht biu trnh by trongnhng cuc hp ny phi c y v mt chuynmn v d hiu i vi cng chng.

These meetings must be well prepared and managed.Presentations at these meetings should be should betechnically sound, easy to understand by the public.

Khi ngi dn c khuyn khch tham gia cc cuc hpnh vy th cc s kin ny cn t chc, qun l mtcch chuyn nghip, v phi c h tr bi mt ngiiu khin c kinh nghim. Ngi trnh by t pha cngchng cn phi trnh by ngn gn v bm st vo vn tranh lun.

i khi cng cn a ra gii hn thi gian cho mi kin

ca cng chng c thi gian cho vic thu thpthng tin t mi ngi. Kim sot lm sao cho vic trnhby ca cng chng lin quan n vn v khng btrng lp l rt quan trng. Nu cc c nhn a rachng c khng lin quan hoc lp li cc ng gp phbnh trc th nhng ngi ch tr cn phi hngcuc tho lun v trng tm ca vn .

While public participation is to be encouraged at suchmeetings, it too should be conducted and managed in a professional manner, supported by a trained facilitator.Members of the public must be required to keep theirpresentations brief and to the point.

At times it may be necessary to place a time limit on pub-lic comments to allow sufficient time for all public inputs. Itis important to manage the presentation of public com-ments so that it is relevant to the discussion and not re- petitive. The facilitator should be ready to refocus thediscussions if individuals provide irrelevant testimony orrepeat the comments previously presented.

5.2 Qun l phng tin thng tin i chng 5.2 Managing the Media

Cng ty cn phi c gng c c hnh nh ph hpca mnh khi a ln cc phng tin thng tin ichng. Thng th cc phng tin thng tin i chng

ch c tip cn vi nhng thng tin nhn xt v ccdch v m cng ty cung cp; do vy, iu quan trng lcc thnh tch tt ca Cng ty cng c cng b rngri.

The Company should strive to obtain a balanced repre-sentation in the media. Often the media only has accessto comments that are critical with regard to the services provided; hence, it is important success stories of theCompany are publicized well.


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5.5 Bn tin 5.5 Newsletters

Nhng bn tin hng nm, na nm hoc hng qu l mtcch rt hu hiu trao i thng tin vi khch hng vcc t chc lin quan v nhvng k hoch v kt qu

hot ng ca cng ty. Bn tin cn phi ngn gn vbm st vn ; th hin tnh chuyn nghip, nhngkhng qu le lot v xa hoa.

An annual, biannual, or quarterly newsletter is an excel-lent way to communicate with customers and stake-holders alike about Company plans and accomplish-

ments. Newsletters should be brief and to the point.They should look professional, but not too flashy or ex-pensive.

Tnh nht qun l mt trong nhng lu quan trngtrong vic quyt nh cng b bn tin ca cng ty. Mt khicng ty quyt nh xut bn bn tin, phi thc hin ccam kt ny. Khng thc hin c cam kt ny s thhin s thiu tnh chuyn nghip ca t chc.

An important consideration in deciding to publish a news-letter is consistency. Once a public utility decides it isgoing to publish a newsletter, then it must maintain thatcommitment. Failure to follow through will reflect poorlyon the professionalism of the operation.

5.6 Tr li th t 5.6 Responding to Correspondence

Vic Cng ty tr li nhanh chng th t ca ngi dn l

rt quan trng. Nu mt vn c th cn thi gian gii quyt, phi gi th tr li ngay cho khch hng vcho h bit khi no th h c c cu tr li cho vn m h quan tm.

It is important that the Company respond promptly to allcorrespondence from the general public. If an issue islikely to take some time to address, a reply should never-theless be sent immediately, indicating when the commu-nity member may expect a specific response.

Cu tr li cn phi t m v c gng din gii y nhng vn nu ra trong th ca khch hng. Trongmt s trng hp, cn t chc cuc hp ni b tholun cc vn phc tp, v t cng tc cn tm tt cutr li ca Cng ty ti khch hng.

The response should be thorough and attempt to fullyaddress the issues raised in the customers correspon-dence. Some replies to correspondence may require aninternal meeting to discuss more complex issues, bysummarizing the Companys reply within the team.

Tt c cc th tr li phi c chun b mt cchchuyn nghip v c Gim c cng ty k vi t cchl ngi i din ca Cng ty. Tt c cc thn v th

tr li nn c lu tr cho vic tham kho sau ny.

All correspondence should be professionally prepared andsigned by the Company Director, as the Companys rep-resentative. A file of all incoming correspondence andreplies should be maintained for future reference.

5.7 Nhng t chc qun chng v gio dc 5.7 Civic Organizations and Educational Institu-tions

Vic trnh by trc nhng t chc qun chng (hi linhip ph n, mt trn t quc, hi nng dn, on thanhnin ...) v cc t chc gio dc (trng hc, t chc phichnh ph, ..) l mt cch tuyt vi gii thiu vi cngchng v nhng hot ng ca Cng ty.

Nhiu nhm mong mun c c nhng c hi thamquan cng ty. Nhng nhm khc th li mun i dinca cng ty tham gia nhng s kin thng k ca h.

Presentations to civic organizations (womens union,fatherland front, farmers unions, youth union, etc.) andeducational institutions (schools, NGOs, etc.) can be anexcellent way to inform the public about the Companysactivities.

Many groups may wish to meet at a facility to take advan-tage of tours and open house opportunities. Others maywish to have a Company representative participate in theirregularly-scheduled events.

Ngi trnh by phi dnh thi gian chun b bi phtbiu c b cc tt v hng n ngi nghe trong thigian cho php. R rng l khng c bi din thuyt nova thch hp cho mt t chc qun chng a phngv va ph hp vi cc hc sinh tiu hc.

Cng nh cc chuyn tham quan v nhng ngy m cacng ty, cng nn c ti liu pht cho mi ngi giph nh li phn trnh bi ca ngi din thuyt. Bngvideo cng l hnh thc hu hiu tm hiu hot ngca mt nh my m khng cn phi i tham quan thct.

Company speakers should take sufficient time to preparea presentation that is geared specifically to the audienceand organized for the time allotted. Clearly the samepresentation is not appropriate for a local civic associationand a primary school class of students.

As with tours and open houses, handouts should beavailable that reviews the presentations of speakers.Videotapes are also a handy way to review the operationof a plant without actually conducting a tour.


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6. CHIN DCH CNG NG 6. PUBLIC CAMPAIGNS

B phn CSKH c trch nhim thc hin cc chin dchcng ng nhm ph bin cc thng tin hoc nng caonhn thc cng ng. iu ny c th c thc hinvi ngun lc sn c ca Cng ty hoc thng qua viccng tc vi cc t chc c s.

The CCU is responsible for implementing publiccampaigns aiming for dissemination of information and/or public awareness rising, which can be implemented

through the Companys own resources or by engagingwith other grass root organizations.

Cng tc ny bao gm bn hnh thc chnh, nh m ttrong s sau:

This will take the form of four main programs, as illus-trated in the diagram below:

Hnh 5: M hnh nng cao nhn thc

Trn nguyn tc, Cng ty c th giao tip vi khchhng v cng chng thng qua cc chin dch di haihnh thc:

The Company communicates, in principle, with its custom-ers and the general public through campaigns in two forms:

chin dch thng tin khi Cng ty mong mun nngcao nhn thc ca cng ng (nht l ca khchhng ca h) v nhng thng tin lin quan n dchv nc thi, hot ng ca cng ty qun l ncthi, cc k hoch, cc qui nh lin quan, l ph, ccd n v.v

informational campaigns where the Company wishesto raise the communities (in particular its customers)awareness of facts relating to its services, the Companyactivities, plans, relevant regulations, fees, projects etc.

chin dch gio dc khi cng ty mong mun nngcao nhn thc ca cng ng v cc vn mitrng v sc khe lin quan n dch v nc thiv cc hnh vi v sinh, c bit l cc chin dch giodc nng cao nhn thc c thit k da votrng hc.

educational campaigns where the Company wishes toraise the communities awareness on health and envi-ronmental issues that relate to wastewater services,sanitary practices, including particularly designed schoolbased educational awareness raising campaigns.

B phn CSKH cn ln k hoch v iu phi cc chindch gio dc, tuy nhin cc chin dch ny nn cthc hin vi s phi hp cht ch/ tham gia ca cc tchc ca tnh, thnh ph v cc t chc cng ng,nhm m bo rng nhng thng ip v sc khe, mi

trng v nc thi n c vi cc nhm i tngmt cch hiu qu.

Educational campaigns should be planned and coordinatedby the CCU, but implemented in close coordina-tion/participation with other provincial and municipal institu-tions and community organizations, ensuring that the mes-sages relating to health, environment, and waste water arereaching the target groups in effectively.


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6.1 Chin dch thng tin nng cao nhn thc cngng

6.1 Informational Public Awareness Campaigns

Nhn vin b phn CSKH cn xy dng cc quy trnhhot ng chun nhm bo m cung cp thng tin vcc hot ng ca Cng ty cho khch hng v cng

chng mt cch hiu qu. Hot ng ny nn c tchc di hnh thc nh nhng chin dch nh thng tin truyn t cho khch hng c xc nh rrng v knh truyn tin c chn c hiu qu cao.

The CCU staff should develop standard operating proce-dures that will ensure that it can communicate efficientlyand effectively its information about the Companys activi-ties to its customers and to the general public alike. Thisactivity should take the form of small campaigns where theinformation to be passed to the customers is clearly definedand an effective channel for the delivery of this informationis selected.

Nhng chng trnh ban u nn bao gm nhng vn sau:

Initial programs should cover the following:

chng trnh nng cao nhn thc cng ng nhmgii thiu cc dch v nc thi v mc ph mi sc thc hin khi a h thng vo hot ng,

a public awareness program to introduce the newwastewater services and tariff levels to be implementedon start-up of systems,

tin hnh iu tra v khch hng nhm tm hiu thi v quan im ca h v hot ng ca Cng ty

qun l nc thi (kho st c bn)

implementation of a customer survey to determine atti-tudes and opinions with regard to Wastewater Companyperformance (base line survey),

chun b mu hp ng khch hng, hay nhng camkt ca khch hng.

preparation of a customer contract or charter.

Nhng hot ng quan h khch hng bao gm: Other customer relations initiatives may include:

iu tra v khch hng, customer surveys,

Hi ngh, hi tho, public meetings or seminars,

p phch, tp gp, t ri, posters, brochures or leaflets,

Video, cc mu tin trn truyn hnh v truyn thanh videos, news spots on TV or radio, and

n thm cc trng hc. visits to schools.

B phn CSKH chu trch nhim iu tra v khch hngv t vn cho nhng b phn khc v nhng chi tit cacuc iu tra. iu tra khch hng tp trung vo:

The CCU should be in charge of the customer survey and itshould consult with other departments on the details of thesurvey. Customer surveys can focus upon:

nh gi chung v hot ng, an overall assessment of performance,

khiu ni ca khch hng, customer complaints,

nhn xt chung v kh nng chi tr, v a broad review of affordability, and

nh gi nhn thc chung ca cng chng v qun lnc thi

assessment of the publics general awareness aboutwastewater management

Nhng hng dn sau c thc p dng trong victrin khai chin dch cung cp thng tin ca Cng ty:

Following guidelines can be applied by the Company indeveloping informational campaigns, including:

6.1.1 Xc nh r rng thng tin cho cng ng 6.1.1 Determine clearly Public Information

iu quan trng l thng ip gi n cng ng cnh ngha r rng v d hiu.

Ngn ng phi n gin; nn trnh s dng cc t ngchuyn mn m bo rng mi nhm khch hngu hiu c thng tin. Thng tin a ra cng ngncng tt.

It is very important that the messages to be passed to thecommunity are clearly defined and easily understood.

The language should be simple; specific technical termsshould be avoided assuring that all levels of customers dounderstand the massage. Keep information as short aspossible.

6.1.2 Xc nh khn gi mc tiu 6.1.2 Define Target Audiences

Nhn vin b phn CSKH nn xc nh khn gi mctiu ph hp, v d: i din ca cng ng ni chung

hay l cc nhm khch hng. iu c bit quan trng lcn phi xc nh c nhng ngi c trch nhim hayc nh hng n cng ng trong cc vn lin quann nc thi, v sinh v bo v ngun nc.

The CCU staff should identify appropriate target audiences,i.e., representatives of the community as a whole or sec-tions of the customer base. It is especially important to

identify those community members who feel sense of re-sponsibility or can have an influence on issues related towastewater, sanitation, and water conservation within thecommunity.


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cc ngun lc cn c (thi gian, tin bc, nhn vin), resources required (time, money, staff),

cc bc yu cu, steps required,

cc yu t (bao gm nhng ngi lin quan, trchnhim, s gim st, s o lng thnh cng, cccng c),

elements included (parties, responsibilities, monitoring,measures of success, tools),

cc thng ip v phng php thnh cng trongvic t c mc tiu thng tin v

messages and methods that have been successful inachieving information goals, and

cc bi hc rt ra/cc yu t cn c thay i lessons learned / elements changed as a result.

6.1.4 Xy dng thng ip chung v la chn knh 6.1.4 Develop Corporate Messages and Select Channels

Xc nh nhng thng ip ch o no s c sdng cho cc nhm i tng mc tiu c th v chocng chng ni chung. Nhn vin b phn CSKH nnpht hin cc thng tin c thit k ring cho nhngnhm i tng mc tiu c th v thng ip chocho cng chng ni chung c sn. Nu cha c th

cn phi thit k nhng thng ip nhm p ngnhng yu cu c th ca nhm khn gi mc tiu.

Determine what key messages will be used for specifictarget groups and the general public. The CCU staff shouldidentify any pre tailored information measures for specifictarget groups and key messages for general public aware-ness that are already available. If none are available thenthey should be developed so that they meet the specificrequirements of the target or target groups.

Sau nhn vin b phn chm sc khch hng squyt nh cng c truyn thng no l tt nht cho itng mc tiu.

Then the CCU s

Documents

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