Good Customer Service

7 Key excerpts on "Good Customer Service"

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  eBook - PDF

  Customer Service in Business: Keeping your customers close and loyal

  • Jonah C. Pardillo(Author)
  • 2020(Publication Date)
  • Society Publishing

    (Publisher)

  Customer service is the most important part of any business as it plays an important role in giving customer satisfaction. There is a wide range of difference between good quality customer service and bad quality customer service. A Good Customer Service always results in happy customers either before, during or after a sale. The Good Customer Service would lead to happy customers who would increase the business service with the help of good reviews, word-of mouth recommendations for the business and with the help of repeated customers. Figure 4.1: Illustration of skills. Source: Image by Pixabay. Essential Skills in Customer Service 91 If the customer service is bad it would result in unhappy customers who would give poor reviews that would affect the business and would lead to lack of repeated customers. Therefore, it is important for organizations to provide Good Customer Service to build their business and develop a loyal niche of customers. The quality of good and bad customer service is largely dependent on the skills of the people who work in the organization is the responsibility of the company to hire the employees who can provide best customer service, and this is largely dependent on the skills of the customers. The core element for the success of any business is exceptional customer service. If the business has great customer service team them the company would have all the weapons that are needed to succeed. However, it is extremely challenging for any organization to have a customer service team that is exceptionally good. One more important aspect of any business is that it is extremely difficult for any business organization to deliver great customer service always and there is need for employees with exceptional abilities, skills, and service attitude to be patient and provide great service to their customers.

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  Customer Service in Tourism and Hospitality

  • Simon Hudson, Louise Hudson(Authors)
  • 2017(Publication Date)
  • Goodfellow Publishers

    (Publisher)

  Fisk, Grove and John (2000) agree although they extend the definition to include the importance of customer relationships. They say customer service is ‘all customer-provider interactions, other than proactive selling and the core product delivery that facilitate the organization’s relationship with its cus-tomers’ (p. 177). Lovelock and Wright (1999) have a similar view suggesting that the concept is ‘the provision of supplementary service elements by employees who are not specifically engaged in selling activities’ (p. 252). The Institute of Customer Service (2017) prefer to stress the importance of customer expectations and satisfaction in their definition calling customer service ‘the sum total of what an organization does to meet customer expectations and produce customer satisfaction’. Perhaps the most comprehensive definition comes from Lucas (2009) who defines customer service as ‘the ability of knowledgeable, capable, and enthusias-tic employees to deliver products and services to their internal and external cus-tomers in a manner that satisfies identified and unidentified needs and ultimately results in positive word-of-mouth publicity and return business’ (p. 6). What this definition does not consider is that customer service may not always be satisfac- 5 1 Introduction to Customer Service tory and can also lead to bad word-of-mouth and a loss of business. In addition, customer service is more than the interaction between employees and internal or external customers. It also relates to the physical infrastructure in a retail space or hospitality servicescape. Disney for example, a truly customer-focused organiza-tion (see Spotlight ), has two peepholes in its hotel room doors – one at the usual height, and another at a child’s level.

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  Customer Service in Tourism and Hospitality

  • Simon Hudson, Louise Hudson(Authors)
  • 2012(Publication Date)
  • Goodfellow Publishers

    (Publisher)

  Unfortunately, these individuals are exceptions rather than the rule, and this chapter will allude to falling customer satisfaction levels and the reasons for poor customer service in today’s environment. The chapter will also discuss some of the services marketing models that illuminate the importance of customer service, providing a platform for the remainder of the book. Many attempts have been made to define customer service. Zethalm et al. (2007) simply define it as ‘the service provided in support of a company’s core product’ (pp. 5). Fisk, Grove and John (2000) agree although they extend the definition to include the importance of customer relationships. They say customer service is ‘all customer-provider interactions, other than proactive selling and the core product delivery that facilitate the organization’s relationship with its custom-ers’ (pp. 177). Lovelock and Wright (1999) have a similar view suggesting that the concept is ‘the provision of supplementary service elements by employees who are not specifically engaged in selling activities’ (pp.252). The Institute of Customer Service (2011) prefer to stress the importance of customer expectations and satisfaction in their definition calling customer service ‘the sum total of what an organization does to meet customer expectations and produce customer satisfaction’. Perhaps the most comprehensive definition comes from Lucas (2009) who defines customer service as ‘the ability of knowledgeable, capable, and enthusias-tic employees to deliver products and services to their internal and external cus-tomers in a manner that satisfies identified and unidentified needs and ultimately results in positive word-of-mouth publicity and return business’ (pp. 6). What this definition does not consider is that customer service may not always be satisfac-tory and can also lead to bad word-of-mouth and a loss of business.

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  Illustrated Course Guides: Verbal Communication - Soft Skills for a Digital Workplace

  • Jeff Butterfield(Author)
  • 2016(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  Active listening also helps you understand a customer’s needs and the content of their messages. Listening shows that you value customers and respect what they have to say. • Ask Ruestions Make sure you understand explanations and requests by asking for clarification. You can also ask questions to gather all the facts you need to make a decision, to request suggestions for improvement, and to find out what your customers need and want. After you ask a question, be prepared to keep quiet while you listen to the response. • Exceed expectations One popular definition of excellent customer service is an organization’s ability to consistently exceed cus -tomer expectations. You can do this by determining what a client wants, and then doing that and more. Being more attentive and helpful than your customers expect helps to build customer loyalty. • Provide service even without an immediate payoff It is easy to pay attention to customers when you are trying to close a sale. However, the way you treat cus -tomers when no transaction is taking place creates a lasting impression. Look past the immediate payoff and take time to listen, answer questions, and solve problems, or help customers find someone who can. • Respond personally When customers have a problem, they want to deal with a real person. However, your first reaction to a frustrated customer is probably avoidance. As a professional, you should overcome this reaction and deal directly with customers whenever possible. Call a disgruntled client instead of sending an e-mail message. Accept a phone call from a customer instead of transferring the call to voice mail. Step out from behind a desk, counter, or cash register when you speak with people. The personal contact shows you care and pro -motes problem solving. DETAILS Ask questions with neutral wording to encourage feedback and clarify details. QUICK TIP Copyright 2017 Cengage Learning. All Rights Reserved.

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  Designing Service Excellence

  People and Technology

  • Brian Hunt, Toni Ivergard(Authors)
  • 2014(Publication Date)
  • CRC Press

    (Publisher)

  47 4 People and Service: Customers Service and the Customer A service organization has two potential types of customer: first-time buyers and repeat customers. The organization has an initial opportunity to impress first-time buyers through the quality of service. If suitably impressed, the customer may become a repeat customer. Repeat customers not only demonstrate loyalty, but also often act as unpaid advocates of the organiza-tion’s service. Repeat customers, by definition, use a service for a second or subsequent time. They will have prior experience of the service quality of this organization, but perhaps also of the service provided by its competi-tors. Repeat customers are arguably in a powerful position. First, they have experience and knowledge, and possibly more than some novice employees providing service. Second, they bring high expectations to the service they now are experiencing. They are likely to expect that the current service will be comparable or higher than their earlier experiences of service (including that provided by competitors). This seems a reasonable expectation. At its core, customer satisfaction rests solely on quality of service provision. Manufactured products can be reverse engineered and ultimately copied. Service quality is arguably the only way in which customers can be really satisfied. 1 In a service encounter, production (creation), consumption, and customer evaluation of a service are concurrent. Thus, frontline employees who provide service need to be adept at identifying consumer needs and expectations, and to be able to do this in real time. Frontline employees also need to be skilled in incorporating these observations into the ongoing creative processes of service delivery. By its very nature service delivery relies on people and their personalities. As an interlocutor in the service process the customer plays a key role in helping construct and shape the service.

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  Managing Service Excellence

  The Ultimate Guide to Building and Maintaining a Customer-Centric Organization

  • C. William Crutcher(Author)
  • 2017(Publication Date)
  • Diamin Publishing

    (Publisher)

  Have you ever been to a restaurant where your server appeared to not know their menu? While we should certainly appreciate the learning curve for new employees, it becomes frustrating when the server responds to every inquiry with “Let me check.” The server should take the time to learn what’s on the menu and what substitutions or modifications can be made. Lack of knowledge about your products or services does not instill confidence in your customers.

  The third root of service is empowerment. It is frustrating for customers to deal with employees who are not able to resolve service issues. As the customer service professional, it is essential that you know what latitude you have to serve your customers. When there is a service breakdown, do you have to “check with the boss” or are you able to offer alternatives to the customer?

  How good does it make you feel as a customer when an employee offers you some reward, on the spot, for a service breakdown? You quickly understand that the business values its customers. Naturally, some organizations allow their employees greater autonomy than others. If empowerment is lacking though, and employees regularly need permission before taking a course of action, the service professional has the opportunity to reflect positive strategies to leadership that will, hopefully, influence greater empowerment.

  Who Are Your Customers?

  Simply defined, A customer is any person or group to whom you provide a good or service.

  Typically, when we think of a customer, we think of the person or group paying for that service or product. This could be the family receiving their meals at the restaurant, the person getting a car loan at the bank or a business having the roof replaced on their headquarters building. Each transaction involves a product or service and one or more customers.

  Your view is likely that those who pay the bills—external customers—are your only true customers. But often disregarded as a customer is the person who works down the hall from you, or in another department or building of your company.

  If you’re not serving the bill-paying customer, you’d better be serving someone who is!

  —

  NUMEROUS ATTRIBUTIONS

  Every employee has customers, whether external or internal to the organization, or both. If a person does not create something that is or could be used by another, then why would that job exist? The report generated by the finance department, the supplies ordered by the office clerk and even the restrooms cleaned by the custodian all contribute to the marketable outputs of the organization. While some jobs may be more directly linked to the external customer, everyone in the organization must work together effectively to retain that customer-focused competitive advantage.

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  Ultimate Small Business Marketing Guide

  1500 Great Marketing Tricks That Will Drive Your Business Through the Roof

  • James Stephenson(Author)
  • 2007(Publication Date)
  • Entrepreneur Press

    (Publisher)

  Let your customers know that you think of them as a valuable business partner and that without their support, you would have no business. Stress the partnership aspect, as it requires their continued support in order for you to be able to continue to provide them with goods and services that they need and want. No longer can businesses, regardless of size and reputation, afford to treat customers as numbers or blips on a bar graph; there is way too much competition and way too many choices for consumers to put up with anything less than being treated as a valuable business partner. Treat your customers as friends and with respect, and in turn you will develop buying relationships and mutually beneficial partnerships with your customers that can last a lifetime and even span to new generations within the same families. Marketers are learning that they must return to the roots of business and provide spectacular customer service that was the norm decades ago, and that means forming powerful relationships with all customers. Even large and multinational and multi-location corporations have adopted this new idea in marketing, which is really a centuries-old practice with new life being breathed into it to meet today’s fast-paced business atmosphere. Therefore, get smart and strive to form a lifelong relationship with every customer to ensure new or continued business success.

  CREATE A CUSTOMER-FIRST TEAM ENVIRONMENT

  ¢

  Be diligent about building and maintaining a business team that feels the same way you do about customers and customer satisfaction, including employees, strategic alliances, and suppliers. Use education as your main tool in your quest for customer-service excellence by ensuring that staff and management get and stay trained in the best and latest customer-service techniques. Also make sure that suppliers and subcontractors are trained in the same manner, as they will reflect on your business if they provide poor service to your customers. People rank the one who took their money in exchange for goods and services in terms of customer service and overall satisfaction. Remember that your customer will view installers, delivery personnel, and others involved in the transaction as part of your business team even if you have little if any control over them. So it is very important that every member of your business team is reading from the same manual to provide excellent customer service in the way you think it should be provided. Reward your team for meeting and exceeding customer expectations. No successful business can be built on and by one person; it takes a team with a common and collective goal that is reading from the same script.

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