Leading customer service performance and professionalism

Institute of Customer Service

Mike Crowther

Membership Director ICS

If you’re happy then I’m happy – delighting you is

my only goal

                               

I can only please one person per day.

Today is not your day, tomorrow doesn’t look good either

Our Mission

It is the role of theInstitute of Customer Service

to champion the cause of Customer Service and to ensure that people

dealing with customers are formally recognised

A growing membership

Organisations

Supported by over 360 private, public and voluntary sector organisations – nationally and internationally

Individuals

Focus on front line practitioners to create a family of like-minded Customer Service Professionals

we develop people

we develop organisations

If you think education is expensive

Try ignorance!

what do we do?

Some of our members

Three Paths To Market Three Paths To Market LeadershipLeadership

Michael Treacy and Fred WiersemaMichael Treacy and Fred Wiersema

Operational ExcellenceOperational Excellence

Lead the industry in Lead the industry in price and performance.price and performance.

Product LeadershipProduct Leadership

Produce a Produce a continuous stream continuous stream of of state-of-the-art state-of-the-art products and products and services.services.

Customer Intimacy Customer Intimacy

Tailor products and services to fit an Tailor products and services to fit an increasingly fine definition of the increasingly fine definition of the customer - treat each customer as an customer - treat each customer as an individual.individual.

What’s Going On Out There?Customers:• Rising expectations, less tolerance • Greater sense of importance and power• Less disposable income, greater emphasis on value for money

Market:• More choice of products, services and delivery routes• Increasingly service economy – only 20% “make things”• Severe skills shortages in both applicants AND existing staff – see

Employment Skills Survey 2004 (DfES) and ICS Labour Market Report

• Realisation that these ARE skills – think laterally• Strong desire for qualifications/professionalism

CULTURE CHANGE ISSUE – MANY ORGANISATIONS AND INDIVIDUALS NEED HELP GETTING THERE

What else is affecting the way we do things?

Flexible WorkingSocial Networking

Rise of the Hypersensitive Customer

Sir Terry Leahy

Chief Executive

Tesco

Sir Liam Donaldson

Chief Medical Officer

Department of Health

Complaints are feedback for public and private alike

Summary Results

• Top 2 factors that influence purchase brand & cost• 68% willing to pay up to 20% more for consistently

good service• Willingness to complain risen to 60%• Response times are worsening – expectations not

being met• 89% who have had a bad experience likely to tell

others

Or More….

Speed of Resolution

Complaints By Letter - Resolution Times, 2006

Source: NCCS 2006 Consumer Survey, p.13

Speed of ResolutionTelephone Complaints - Resolution Times, 2006

Source: NCCS 2006 Consumer Survey, p.13

Biggest Frustrations

• Lack of ownership (65%)• Transferring of Calls (52%)• Automated call routing (52%)• Length of time to resolve (48%)• Only 5% say their complaint is resolved at first point

of contact

Customer Expectations

• Think of your worst experience as a customer.• What did the supplier do to make it so bad?• Why was the experience poor?• How did it make you feel?• Describe what went wrong• List things that would need to improve so that the

service would meet your expectations

RRATERRATE

RReliabilityeliability

RResponsivenesesponsivenesss

AAssurancessurance

TTangiblesangibles

EEmpathympathy

RRATE: Defining Service RRATE: Defining Service QualityQuality

Customers form perceptions of the service they receive along Customers form perceptions of the service they receive along the following five dimensions:the following five dimensions:Reliability:Reliability: Ability to perform promised services Ability to perform promised services

accurately and dependably.accurately and dependably.

Responsiveness:Responsiveness: Delivering fast service with a willingness to Delivering fast service with a willingness to help customers.help customers.

Assurance:Assurance: Knowledge and courtesy and ability to Knowledge and courtesy and ability to convey confidence and trust.convey confidence and trust.

Tangibles:Tangibles: ‘Look and feel’ of communications, ‘Look and feel’ of communications, materials, facilities, language and materials, facilities, language and appearance.appearance.

Empathy:Empathy: Providing caring and personalised Providing caring and personalised attention.attention.

Success = Sausage + S-i-z-z-l-e!

S – I – Z – Z – L – E !

The emotional content of the customer experience

S A U S A G E

The physical content of the customer experience

What is Customer Focus all about?

““If you are not directly serving customers, you need to be If you are not directly serving customers, you need to be serving someone who is!”serving someone who is!”

““The quality of service the customer receives begins with The quality of service the customer receives begins with the quality of service we give to each other!”the quality of service we give to each other!”

WalmartWalmart

Service ChainService Chain

ExternalExternal

CustomerCustomerSales andSales and

Service FunctionsService FunctionsService andService and

Support FunctionsSupport FunctionsSuppliersSuppliers

((Internal/ExternalInternal/External))

Customer: Receives some Customer: Receives some product or service - “customer” product or service - “customer” could be internal or external. could be internal or external.

External customers buy products External customers buy products and services. and services.

Internal customers form the links Internal customers form the links in the service chain. The quality in the service chain. The quality of the service provided from one of the service provided from one link to the next determines the link to the next determines the overall quality of what is overall quality of what is delivered to the external delivered to the external customer. customer.

Internal customers may include: Internal customers may include:

• Sales/Service Functions: Sales/Service Functions: Deliver product or service to Deliver product or service to customer.customer.

• Service/Support Functions: Service/Support Functions: Provide products or services Provide products or services to sales/service functions.to sales/service functions.

• Supplier: Supplier: Provides products and Provides products and services to service/support services to service/support function.function.

“If someone in the coffee shop is rude to you, you won’t remember the life-saving treatment you received you will just remember that rude individual”

Fraser Rogers, Head of Public Engagement, Cambridge University Hospitals NHS Foundation Trust

20/03/09

World Class Customer Service

• Reputation• Performance• Growth• Profitability• Trust

ICS Model for World-Class Customer Service

So is change difficult to achieve?

The competitor you fear most, may not have even been

invented yet !!

The problem with getting there, is, there is no there…….

Complete the Phrase

If you always do what you’ve always done…….

You’ll experience failure!!

China will soon be the No1 English speaking country in the World

The 25% of India’s population with the highest IQ’s is greater than the total population of the United States

The top 10 demand jobs in 2010 didn’t even exist in 2004

1 in 4 workers have been with their current employer for less than a year

1 in 2 have been there less than 5 years

1 in 8 couples married in the US last year met onlineResearched and Designed by Karl Fisch and Scott McLeod

There are 31 billion searches on Google every month. In 2006 this was 2.7 billion. To whom were questions addressed B.G (before Google)

The first commercial text was sent in Dec 1992. Today the number of text messages sent and received every day exceeds the population of the planet

By 2013 a supercomputer will be built that exceeds the computational capabilities of the human brain

Researched and Designed by Karl Fisch and Scott McLeod

The Way We Learn The Way We Learn In OrganisationsIn Organisations

ReflectReflect

ActAct

Observe Observe ResultsResultsInterpretInterpret

The Way Most Organisations The Way Most Organisations Don’tDon’t Learn Learn

ReactReact

ActAct

Observe Observe ResultsResultsInterpretInterpret

ReflectReflect

Change FormulaChange Formula

DissatisfactionDissatisfaction

XX Vision Vision

XX Competence Competence

XX First Steps First Steps

>> Resistance ResistanceIf any factor is missing, you cannot overcome resistance.If any factor is missing, you cannot overcome resistance.

Change requires that all factors Change requires that all factors are present ...are present ...

““Vision without action Vision without action is only a dream. is only a dream. Action without vision is Action without vision is just passing the time. just passing the time. Vision with action can Vision with action can change the world!”change the world!”

Joel BarkerJoel Barker

The Process Of Change

We all experience the process of change across “four rooms” ...

Source: Janssen, Weisbord and Janoff

??!! ??

ConfusionConfusionDenialDenial

RenewalRenewalContentmentContentment

UGR’sAt our meetings it isn’t worth complaining because nothing gets done

The only time anyone gets spoken to by the boss is when something is wrong

The company talks about good customer service,but they don’t really mean it, so we don’t really have to worry about it

From Cracking the Corporate Culture Code written by Steve Simpson

UGR’sOur funniest jokes usually involve making jokes about our work colleagues

We go through the motions with our bosses, once they’ve gone we do what we want

From Cracking the Corporate Culture Code written by Steve Simpson

What’s the difference?

Quote

“If you wonder what getting and keeping

the right employees has to do with

getting and keeping the right customers, the answer is everything.” – Fred Reichheld

Employees are the Key

“In an average year, we spend 30 minutes interfacing

with a customer, but 1600 hours interfacing with our

staff” – David Fisher HBOS

Marriott Hotels

ICS Professional Awards

ICS professional awards

Enhance personal effectivenessIncrease self-assurance and self-worthEncourage reflective thinking about service deliveryHandle multidimensional situationsSee the ‘bigger picture’Recognise professionalism

raise performance and potential of Customer Service Professionals

Awards Manager

Coordinates

Coach

Supports

Practitioner

Drives

Assessor

Confirms

the roles – who’s who

You & Your Customer

You & Your Colleagues

You & Your Organisation

You & Your Developmen

t

the big picture

customer service

professional

World Class Customer Service

• Reputation• Performance• Growth• Profitability• Trust

ICS Model for World-Class Customer Service

Nothing works all the time

I recently shampooed my pet rabbit with Body Shop shampoo.

Its eyes bulged out and turned red.

Nothing works all the time

I recently shampooed my pet rabbit with Body Shop shampoo.

Its eyes bulged out and turned red.

If you tested your stuff on animals like everyone else, this sort of thing wouldn’t happen.

Extract from letter of complaint sent to Anita Roddick

Nothing works all the time

Wednesday 29 March 2006

Ryanair service from Liverpool to Londonderry lands at Ballykelly (military airfield) by mistake

Pilot:

“We have arrived at the wrong airport”

Nothing works all the time

Only one passenger complained:

Nothing works all the time

Only one passenger complained:

“They didn’t let us go down the slide”

If you have been….

Thanks for listening