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Customer Service Framework
Transcript of Customer Service Framework
Who the customers are
Where they come from
how much effort do they expend getting there
How much they spend
What they like to eat
What do they like to drink
Who your guest are not Psychographic (Customers Mental State)
What the Customer:
Generate qualitative responses from customers asking open ended questions and encouragaing customers to speak their mind Wants are less obvious. They suggest a customer's deeper purpose. BMW customers may want the status of a high performance car and outstanding service. As you begin to uncover wants, the contours of the customer profile take shape, which cuts across demographics, geographics and other traditional marketing approaches. Needs are the easiest of the four compass points to determine. What do you need when you go to a BMW dealer? A Car.
Needs tend to be obvious. and usually correspond to the product or service being offered. But this only provides a rough outline of a psychographic profile. Stereotypes are those preconceived notions that every customer has of your business or industry. . At the BMW dealership, customers will expect the technicians to treat them a certain way. As you identify guest stereotypes, you obtain valuable clues about their expectations. These clues help us fill in the features of the guest portrait. Emotions are the feelings that customers experience throughout their contact with your organization. At BMW, car buyers experience a similar range of emotions. They may feel proud and excited driving off in their new cars and apprehensive returning for their first service visits. The goal of is to create a positive emotional connection even when customers are actually deducting the cost of their purchase from their bank accounts. (How many of your customers still say “wow” after making payment?) Identifying the changing emotional state of customers completes the coloration of the profile A common purpose acts as a promise to your customers and a mission for your employees, the next logical question is,
How will you fulfill that promise and mission?
The answer is the establishment of quality standards, the second point on the Quality Service Compass.
Quality standards, or service values, are the operational criteria that ensure the consistent delivery of a common purpose.
They flow from the organizational purpose and in turn, support its achievement. The Four elements of a Quality Standard include Safety, Courtesy, Show, and Efficiency.
They represent how the common purpose is fulfilled and offer a set of filters that help employees to judge and prioritize the actions that contribute to the guest experience. The service standard of safety requires that the welfare and peace of mind of our guests are always provided for. The service standard of courtesy requires that every guest be treated like a VIP—that is, a very important, very individual person.
Fulfilling the standard means more than simply treating people the way we would want to be treated;
It means treating them the way that they want to be treated, with recognition and respect for their emotions, abilities, and cultures.
Making courtesy a service Stand means turning it into an organizational behavior. This service standard of requires the smooth operation of the organization.
In pursuing efficiency, provide guests with the opportunity to enjoy as much of our theme parks as they wish.
Further, efficiency enhances profits, which directly correspond to the company’s ability to maximize the guests’ usage of the properties. You can pursues operational efficiency throughout your property.
Study guest flow and usage patterns to provide the proper equipment and staffing levels.
Operational checklists ensure that you are prepared for the demands of each business day.
Sales levels are analyzed to provide the proper mix and quantity of products and services, establishing the optimum speed of service to ensure the best guest experience. Once you know these priorities, the solution to the problem becomes clear. With guestology and service standards to guide us, it is time to start exploring the delivery of exceptional service.
As in all organizations, there are three major service-delivery systems.
These systems are the methods by which stellar service is implemented, and they are:
Process DELIVERING ON THE PROMISE If you think for a moment about organizations known for world-class service, their employees always come to mind as a key source of service delivery. Process represents the various series of operations that are used to deliver your products and services to customers.
The late W. Edwards Deming, perhaps the most famous quality guru of all, pinpointed process as the primary determinant of product quality, and it plays just as large a role as employees or setting in the delivery of Quality Service. Become an expert guestologist: guestology is the work of learning who your customers are and understanding what they expect when they come to you.
Guestology techniques include surveys, listening posts, focus groups, utilization studies, and, the feedback customers give to employees. Quality Service Cues Create a guest profile: Knowledge about customers includes:
Demographics (information about the physical characteristics of your customer base)
Psychographics (information about their attitudes, lifestyles, values, and opinions). both provide useful information for creating service quality. The compass collects and analyzes customer needs, wants, stereotypes, and emotions. The company can use this information at a macro level to provide mass customization, while employees can use the same tool to personalize their interactions with customers. A common purpose defines an organization’s mission, communicates a message internally, and creates an image of the organization.
At Disney, “We create happiness by providing the finest in entertainment for people of all ages, everywhere.” Define your critical Service Standards:
Quality standards are the criteria by which service is judged, prioritized, and measured.
The four common service standards are Safety, Courtesy, Show, and efficiency. Recognize the primary Service-Delivery Systems: Delivery systems are the methods by which Quality Service is implemented. organizations have three major delivery systems: Cast, Setting, and process. The first tier is a global orientation, which teaches concepts and behaviors that are common to every employee throughout the organization.
The second tier is line-of-business training that employees require for their job category. For example, all new food-service employees are taught food-safety procedures.
The third tier is a local orientation that encompasses the location-specific information that is needed to perform in the different business units .
The fourth tier is on-the-job training, which is conducted after the new employees assume their roles. Getting Employees ready for Customer Service To acclimate new employees to the foundations of the culture.
To perpetuate the language and symbols, heritage and traditions, quality standards, values, and traits and behaviors of the organization.
To create a sense of excitement about working.
To introduce new employees to the core safety regulations. Training Objectives Make Eye Contact and Smile! …Start and end every guest contact and communication with direct eye contact and a sincere
Greet and Welcome Each and Every Guest Extend the appropriate greeting to every guest with whom you come into contact.
“Welcome!”/“Have a good day!”
“May I help you?”
Make guests feel welcome by providing a special differentiated greeting in each area. Guidelines for Guest Service Diversity
We seek, value, and respect differences among our fellow cast members.
SAMPLE BEHAVIORS: I will respect and learn about the diversity of my fellow cast and guests. I will translate important information for cast members who only speak my native language. Framework Values Courage
We pursue our beliefs with strength and perseverance.
SAMPLE BEHAVIORS: I will follow through with every dissatisfied guest or problem until completion. I will give honest and caring feedback and coaching to others and accept it myself. Balance
We strive for stability and vitality in our personal and professional lives.
SAMPLE BEHAVIORS: I will organize my day to accomplish everything and stick to my plan. I will assist others who need help if I finish early. Aloha
We love our fellow cast members and our guests unconditionally.
SAMPLE BEHAVIORS: I will take an interest in my trainees and fellow cast as individuals beyond work. I will greet and welcome every guest and cast member I meet with warmth and sincerity. Honesty
We deal with each other in a sincere and straightforward manner.
SAMPLE BEHAVIORS: I will turn in all items found and encourage others to do the same. I will be true to myself and admit when I am wrong or need help. Integrity
We act in a manner consistent with our words and beliefs.
SAMPLE BEHAVIORS: I will be a positive role model at all times and adhere to departmental guidelines. I will replace negativity and criticism with a positive attitude. Doing the Right thing
We provide flawless guest service .
SAMPLE BEHAVIORS: I will keep informed and updated on new information and procedures. I will do my job to the best of my ability the first time and every time consistently. Hospitality
We welcome and entertain our guests with warmth and generosity.
SAMPLE BEHAVIORS: I will smile and start conversations with guests and cast and use their names. I will introduce my trainees to my fellow cast members and show them around the property. I will go out of my way to make each guest feel special with personal touches and interactions. I will assist and accommodate any guest need or request to make them feel at home. Family
We treat each other as a family member, supporting, encouraging, and helping.
SAMPLE BEHAVIORS: I will encourage and motivate others to make our cast and guests feel special. I will be an available resource to support my trainees and fellow cast members Openness
We share information freely.
SAMPLE BEHAVIORS: I will make every effort to communicate to others who speak a different language. I will give recognition to my trainees and fellow cast when a job is done well. Respect
We treat others with care and consideration.
SAMPLE BEHAVIORS: I will respect the opinions, ideas, and feelings of others. I will pull my own weight to avoid impacting others in a negative manner. I will allow others to grow and learn from their mistakes. Building cultures is not a science.
It is process that when done well is capable of uniting the energy and emotions of the entire workforce .
Anyone who has ever been exposed to such a culture can tell you that magical levels of service can be achieved. BUILDING YOUR PERFORMANCE CULTURE First, new visions and missions are designed to align the workforce to the business unit in a more powerful way.
Second, the values connected to the mission and vision are identified, articulated, and linked to behavior on the job.
And finally, the workforce is turned loose to achieve the Quality Service vision it had designed. To create a new vision and mission capable of uniting everyone working within an organization or business unit, it only makes sense that everyone, or at least a team that represents everyone, be enlisted in the effort.
Employees themselves need to define their work in relation to customers and the common purpose and decide what role they will play in the accomplishment of that purpose. The team also needs to consider how employees relate to each other and how they relate to customers.
Finally, they need to cut the tethers that hold them to earth and dream about how their unit would look if it could become anything they wanted. This blue-sky thinking becomes the basis for a shared vision for the future. Creating shared performance values is an important foundational element from which employee behavior and actions will follow.
Identifying values should also be a team effort. The team needs to consider what values are already at work in the organization, what new values are required to support the culture, and how well they will meet the service needs of customers. Keep it simple. everyone must feel comfortable with the culture. Leave room for individuality and personality.
Make it global. everyone at the site, including management, must buy in.
Make it measurable. Create specific guidelines, and make them a part of the performance-assessment process. Six Tips for Culture-Building Provide training and coaching. Incorporate the elements of the culture into employee training and ongoing performance coaching. encourage peer-to-peer coaching.
Solicit feedback and ideas from the team. Foster a sense of ownership, and expand the pool of creative input by allowing employees to contribute to the show.
Recognize and reward performance. build employee motivation through formal and informal reward and recognition programs. Communicate the heart and soul of the organization first: your heritage, values, common purpose, and quality standards are more important than the paperwork associated with new hires.
Use new-employee orientation sessions to communicate your organizational vision and culture. Service Standards Service Standards The service standard of show requires that there be a seamless and exceptional experience for our customers.
The experience is uninterrupted from beginning to end. Do you know where your customers service experience begins and ends? The show is where you tell your Story.
The Story is a concept that is repeated over and over again
It is about design detail
It is about property maintenance
It is about the language spoken
It is about personal appearance The setting the physical and virtual resources of the organization.
It where your customers meet you and your staff. 2/14/13 Seek Out Guest Contact It is the responsibility of every employee to seek out guests who need help or assistance. Listen to guests’ needs Answer questions Offer assistance (taking family photographs, for example)
Provide Immediate Service Recovery It is the responsibility of all employees to attempt, to the best of their abilities, to immediately resolve a guest service failure before it becomes a guest service problem. Always find the answer for the guest. Guidelines for Guest Service Display Appropriate Body Language at All Times
It is the responsibility of every cast member to display approachable body language when onstage.
Appropriate facial expression Behaviors of Quality Service Preserve the Guest Experience
Always focus on the positive, rather than the rules and regulations.
Don't talking about personal or job-related problems in front of your guests 2/14/13 Thank Each and Every Guest
Extend every guest a sincere thank you at the conclusion of every transaction.
Extend every guest a thank you or similar expression of appreciation as he/she leaves your area. 2/14/13 It might seem like a waste of time to create localized cultures in addition to an organization-wide culture, but there are some very good reasons for the practice.
As we’ve already mentioned, the larger and more diverse the organization, the more difficult it is to create a single coherent culture that will make sense to everyone.
A strong local culture speaks more directly to the day-to-day responsibilities of employees, and it strengthens the sense of ownership and involvement in the business unit.
Like the performance tips, a local performance culture also can be very detailed about the behaviors that the local cast will share.
And perhaps most important for the delivery of Quality Service, it establishes and reinforces the local show by tapping directly into the story and theme of the area. The result is a more memorable experience for guests Think Globally, Perform Locally Make a memorable first impression:
First impressions are lasting ones. Start sending the right messages to prospective and new employees from the very first point of contact.
Communicate the heart and soul of the organization first:
your heritage, values, common purpose, and quality standards are more important than the paperwork associated with new hires. Use new-employee orientation sessions to communicate Quality Service Cues Speak a service language; wear a service wardrobe:
how you look and how you speak communicates an image in the customer’s mind.
make sure that your appearance and language reflect your brand of Quality Service. Establish a set of basic performance guidelines:
The guidelines are a set of behaviors that ensure that employees know how to act courteously and respect the individuality of each guest.
They form the baseline for delivering and measuring Quality Service performance. Build a performance culture:
Performance cultures are sets of location-specific behaviors, mannerisms, terms, and values that direct and enhance an employee’s role in a specific business unit.
They use shared values, visions, and missions to help the workforce optimize and customize service delivery. If you ask most people how their company delivers service to customers, they will surely mention people and processes as the primary delivery systems.
But the idea that an organization’s setting can deliver service is less well understood. Can a setting really deliver anything at all? And if so, how does it deliver service? Setting Delivers Service the setting in which they buy these products is communicating a great deal about the quality of the products and the level of service they can expect, not to mention the effect it has on the price they are willing to pay. The simple fact is everything speaks to customers.
Not only does everything, animate and inanimate, speak, it also acts upon customers.
The messages delivered by setting establish and change customer perceptions about the products and services that we sell. Setting is the environment in which service is delivered to customers, all of the objects within that environment, and the procedures used to enhance and maintain the service environment and objects.
It is a critical point on the Quality Service Compass, and it is vital that settings be designed and managed to effectively communicate and deliver service to customers. Architectural Design
Texture of floor surface Selected Components of Setting Focal Points and Directional signs
Internal and external detail
Music and ambient noise
Touch and tactile experiences
Includes all objects within the environment Selected Components of Setting Relationship Building Relationship
Business Profile Needs Wants Perceptions Emotions Psycho-graphic Attention to details
Imagineering -- a blend of creative imagination and technical know-how.
If you can dream it, you can do it..... Setting Design Principles Know your audience - who will be using it
Wear your customers shoes
Organize the flow of people & ideas
Create a visual magnet .. orients & attracts customers
Communicate with visual literacy ... colors, shapes and forms
Avoid overloads - create turn-ons ... Don't bombard customers with data. Let them choose what they want, when they want
Tell one story at a time ... one setting each big idea
Avoid contradictions & maintain identity ... every detail and every setting should support and further organizational identity and mission
For every ounce of treatment, provide a ton of treats ... Give your customer the highest value by building inactive setting that give them the opportunity to exercise all their senses.
Keep it up ... Never get complacent, always maintain your setting Sending a Message with Setting Walk up to front entrance
Look at the entrance
Look at the landscaping
Look at the signage
Look at the window display
What impression do they convey about the business within?
Enter the business
Look at the entryway
Is it clear how to proceed?
Is it clean and orderly?
What does it tell you about the company?
At each step of process what is the setting telling you? When you telling a story make sure your setting is sending messages that reinforce your story
The setting can assist the customer proceed thru the service experience.... they can orient customers, explaining where they have been and where they are going ... they signal changes and provide direction.
When the components of setting are used to instruct the customers, you are guiding the guest experience. Appealing to all Five Senses Sight ...
70% of sense receptors are in the eyes
Only sounds you hear should be good ones
5 million receptors in the nose ..
smells are stored in our long term memory
tactile properties of the environment.
10K taste buds Front of the House and Back of the House Keep them Seperate Anything that does not support or enhance the Customer Experience detracts from it.
Unnecessary expense to design and maintain back of the house space
Customers would be distracted by employees at work behind the scenes. Maintaining the Setting Maintenance means not just keeping it clean, it means protecting it from damage and repairing it for wear and tear.
It is every employees job to participate
It is part of the organizational culture Setting Service Cues Define your setting
Where service is delivered to customers
The are all the elements within that environment
The procedures used to enhance and maintain the service environment and all its elements. Tell your story through the setting
Walk through the experience in your customers shoes
Observe and critique the setting
Align the setting message with the service story Guide the Customer experience with Setting
Consider the directional aspect of the setting
Make sure the physical layout keeps customers on track
Property, website, phone system, etc.
Interior design, signage....
Keep Customer "on-track" Communicate Quality Service to all five Senses
Sound 2/14/13 Guestology is the art and science of knowing and understanding customers.
It is the first point on the compass because the needs, wants, perceptions, and emotions of guests are the basis for the action that takes place in all of the other points.
Guestology establishes an initial course of action, and as new customer information is gathered, that data is used to fine-tune and improve performance. Guestology 2/14/13 Become an expert guestologist: guestology is the work of learning who your customers are and understanding what they expect when they come to you. guestology techniques include surveys, listening posts, focus groups, utilization studies, and, most important, the feedback customers give to employees. Quality Service Cues 2/14/13 Create a guest profile: Knowledge about customers includes demographics (information about the physical characteristics of your customer base) and psychographics (information about their attitudes, lifestyles, values, and opinions). both provide useful information for creating service quality. Quality Service Cues 2/14/13 Use the Guestology Compass to manage customer information: The compass collects and analyzes customer needs, wants, stereotypes, and emotions. The company can use this information at a macro level to provide mass customization, while employees can use the same tool to personalize their interactions with customers. Quality Service Cues 2/14/13 Articulate a unique common purpose: a common purpose defines an organization’s mission, communicates a message internally, and creates an image of the organization. at Disney’s parks and resorts, “We create happiness by providing the finest in entertainment for people of all ages, everywhere.” Quality Service Cues 2/14/13 Define your critical Quality Standards: Quality standards are the criteria by which service is judged, prioritized, and measured. The four standards in Disney parks and resorts service are Safety, Courtesy, Show, and efficiency. Quality Service Cues 2/14/13 Recognize the primary Service-Delivery Systems: Delivery systems are the methods by which Quality Service is implemented. organizations have three major delivery systems: Cast, Setting, and process. Quality Service Cues