Assessment Cover Sheet
Transcription
Assessment Cover Sheet
Assessment Cover Sheet Please fill out the necessary information, and sign and date where required Training & Assessment Guide for Unit of Competency – BSBCUS403A Implement Customer Service Standards Starting Date: Finishing Date: Student Name: Due Date: it should take you a maximum of 4 weeks to complete this booklet, after being issued with it Date submitted: I DECLARE THAT : no part of this book (i.e. Answers to Questions, Documentation etc) has been copied from another person’s work except where referenced accordingly no other person has written any part of this book/assessment, except where such collaboration has been authorized by Queensland Polytechnic I hold a copy of the documentation within this book, which can be produced should the original be lost or damaged, or is deemed necessary the signature is my own and/or the email that I have sent, which includes this book, is my own personal email address this book has not been submitted for any other study requirements ADDITIONALLY: I have completed a pre-training review and have contributed to development of my training plan / qualification I am aware that this assessment item/book can be adapted to meet my individual needs if required I am aware that I can apply for RPL or RCC based on my previous experience of expertise I am aware that this assessment approach is negotiable and by undertaking this ‘book’, I have agreed upon this format I am aware of my responsibilities with regards to assessment items Page 1 of 88 Certificate IV in Business Name & Signature of Student: Or, if submitted electronically, the receipt of the email, is sufficient for electronic submission. Student Number (if known): Student Contact Details: i.e. Phone or Email Address Marking of Assessment: Name & Signature of Assessor Attempt 1 – Successful Unsuccessful Karen Lamkin Attempt 2 - Successful Unsuccessful (Can be handwritten or electronic) Was a Resubmisssion Granted? Yes No Resubmission Date Due: By signing the Assessment Cover Sheet, the student agrees that if a resubmission is required, they will make the suggested improvements Was an extension granted? Yes No Extension Due Date: Assessment Summary / Final Checklist Assessment 1, Oral/Written Questions Successful Unsuccessful Assessment 2, Documentation (Customer Service Policy) Successful Unsuccessful Assessment 3, Documentation (Comment Card) Successful Unsuccessful Assessment 4, Practical Observation by Trainer and Third Party Successful Unsuccessful Final Result - Competent Not Yet Competent Name & Signature of Student:___________________________________________________________ Name & Signature of Assessor : _________________________________________________________ Feedback / Comments - Please note, all assessment items are kept by Queensland Polytechnic. Constructive Feedback will be provided by either phone call / email. By signing the Assessment Cover Sheet, the student agrees that feedback will be provided in this manner. This guide and all related learning resources contain material copied in reliance upon the Educational Copying Agreement between the Copyright Agency Ltd and Queensland Polytechnic/ACIL Training under Part VB of the Copyright Act 1968. Distribution is limited to enrolled students of Queensland Polytechnic/ACIL Training and their partners. This version was last revised on Monday, April 02, 2012. Page 2 of 88 Certificate IV in Business USING THIS BOOK The Certificate IV in Business consists of 10 units of competency (subjects). This is broken down into a number of booklets. You will be given one book at a time to complete. Within this book you will find all the materials you need to undertake your study i.e. hand-written question and answers, supervisor and trainer third party observation forms, readings, and documentation/evidence that you need to collect and/or further assessment instructions. If you haven’t already got a load of documents/evidence, you have created throughout your career at Thrifty Car Rentals, or at other positions/organizations, you may need to jump on a computer and word-process a document, create a spreadsheet using Excel or a PowerPoint Presentation. When you do this, the document you create, will need to be attached to your booklet in the appropriate place (ready for marking). The books and the time it should take you to complete each one, varies considerably, depending on the requirement of the unit, your skills levels and/or previous experience and qualifications. WELCOME TO QUEENSLAND POLYTECHNIC Queensland Polytechnic is committed to providing you with quality training and assessment and assisting you in furthering your career and reaching your goals. Our trainers and assessors are highly qualified, have extensive experience in their industry, and are here to support you in your training program. The qualification you are enrolled in is made up of units of competency (units) – such as this one-- which have been determined by the relevant industries and categorized into National Competency Standards for specific industries. The standards provide a framework for training and assessment and specify what competencies an employee at a particular level within a particular industry can be reasonably expected to achieve. A competency is a skill that you have obtained or could obtain. A competency is made up of a number of elements – normally you demonstrate competency in a skill by demonstrating competence in each element that makes up that skill. Competency-based assessment involves collecting evidence and making judgements about whether competency has been achieved. Outlined below, are a number of areas that are relevant to Competency Based Learning / Qualifications. You may have already read about this in the Student Handbook, however, it is always good to re-revisit this information to ensure you understand it, and its relevance to you, each time you undertake a Unit of Competency. If you have any questions, concerns or issues with any of the information, please feel free to contact your Trainer / Assessor. Recognized Prior Learning (RPL) The purpose of Recognized Prior Learning (RPL) is to help Trainees / Students to claim credit towards national competency standards that form part of the program they are undertaking. Queensland Polytechnic recognizes that skills and knowledge are gained through work, educational, and life experience regardless of how, when or where it was acquired, provided that the learning is relevant to the competency outcomes in a unit. Credit for these skills and knowledge may be given by Queensland Polytechnic towards unit and/or programs it currently offers. Recognition will be given to any applicant who has successfully completed units of competency which give equivalence into training programs offered by Queensland Polytechnic, and/or which have been gained with another recognized training organization, e.g. TAFE. Queensland Polytechnic’s RPL Policy and practices are equitable and culturally inclusive. The Rules of Evidence (Sufficiency, Validity, Authenticity and Currency) and the Principles of Assessment apply to RPL applications just as they do to any other assessment. All RPL assessments are of the similar rigor when compared to other assessment tools and processes. Queensland Polytechnic strives for fair, objective and transparent decisions in all aspects of its operations. It will provide reassessment on appeal to any RPL applicant, if requested. If you believe, you have a case for your previous experience to be recognized, please contact your Trainer / Assessor. Page 3 of 88 Certificate IV in Business Exemptions, National Recognition and Credit Transfer If a student/trainee (you) has completed units from another course/program, and the content is very similar to what has been studied, an application for an exemption in that unit can be achieved. An assessment of the equivalence to the required learning outcomes, competency outcomes or standards in a qualification will be undertaken by a qualified Trainer / Assessor before credit transfer can be obtained. An application can be made for any of the above when the student believes that they have already attained the necessary skills and competencies. If you believe, you have a case for your previous experience to be recognized, please contact your Trainer / Assessor. Flexible Delivery Flexible delivery means providing training when it best suits the participant and employer. Flexible delivery focuses on learning rather than teaching and to provide the best possible learning experience for the student. This means that the student (you) has greater control over what, when and how you learn. Rules of Evidence AQTF Standards state that assessment must be based on what is sometimes termed the 'rules of evidence' - validity, reliability, fairness and flexibility. Refer to Table 2, below. This is also good teaching and assessment practice and ensures the best learning outcomes for students. Table 2, Rules of Evidence Validity This means that the evidence relates to the unit competency, addresses essential skills and knowledge, dimensions of competency and employability skills A valid assessment assesses what it claims to assess Evidence collected is relevant to the activities and demonstrates that the performance criteria have been met Reliability This means that the assessment tool and process will produce consistent outcomes when applied by a range of assessors in a range of contexts. Thus, ‘consistent’ outcomes are achieved in assessment regardless of who does the assessment, when it is conducted and in whatever context it was conducted Fairness Flexibility This means that the assessment will not disadvantage any person and will take into account the Assessment Tasks and the Assessment Tools are structured so that they do not disadvantage This means that the assessment tool and process allows for assessment in a range of assessment contexts Assessment practices and methods are equitable to all learners and their characteristics Participants will be able to have their previous experience or expertise recognized (RPL or RCC) Assessment procedures and the criteria for judging performance are made clear to all learners The assessment approach can be adapted to meet the needs of all participants and workplaces Opportunities will be provided to allow participants to challenge assessments and have the opportunity of reassessment The assessment strategy adequately covers both the on and off-the-job components of training Where practical and appropriate, assessment will be negotiated and agreed between the assessor and the student Page 4 of 88 Certificate IV in Business Types of Evidence Evidence is information upon which an Assessor makes a judgment of competency. Evidence you may be asked to may include: Direct demonstration/observation Indirect demonstration Products Workplace documents Questions - written and oral Assignments Third party reports Self-assessment Simulation Portfolios Performance of a task, or range of tasks, either in the workplace or in a simulated work environment, witnessed directly by an Assessor Use of photographs, videos, etc. showing performance of a task when the Assessor cannot be present Models, items, objects that have been made, fixed or repaired by the student Rosters, budgets, reports, standard operating procedures etc. developed by the student Asking the student about real or hypothetical situations to check understanding, task management and contingency management skills. May be short answer, discussion, multiple choice, etc. Projects, reports, essays, etc, relevant to the learning, literacy and numeracy (LLN) requirements of the unit of competency Documented and verified reports from supervisor, colleague, subject expert, Trainer or others A student’s personal statement on their performance (not generally sufficient in isolation) Simulated activity to accommodate difficult to demonstrate criteria e.g. emergencies, contingencies, difficult behaviors etc. Collections of evidence compiled by the student Equity Groups and Reasonable Adjustment 'Reasonable adjustment, sometimes called reasonable accommodation or allowable adjustment is designed to ensure that all students are treated equally in the assessment process – this means that, wherever possible, "reasonable", adjustments are made to the assessment process to meet the individual needs of students.' Equity groups may include, but are not limited to: Students with English as a second language Students with literacy or numeracy difficulties Indigenous students and/or students in remote locations Women in non-traditional industries Students with sensory impairment and/or students with physical or intellectual disabilities Reasonable adjustment may mean: Making learning materials and methods accessible Adapting the physical environment and equipment Making adjustments to the procedures for conducting assessment Making adjustments to the evidence gathering techniques In the event that you have difficulties understanding the requirements for the assessment outlined in this unit, due to language or any of the other difficulties, Queensland Polytechnic will attempt to make reasonable adjustments to the assessment in order to afford you every opportunity to achieve competency. This may include oral questioning or Page 5 of 88 Certificate IV in Business demonstration of skills and knowledge in another format. If you believe, you have a case for your needs to be adapted, please contact your Trainer / Assessor. Withdrawal from a Unit of Competency / Qualification If you wish to withdraw from a unit of competency / qualification / traineeship this may be negotiated between the student, employer and Queensland Polytechnic at any time. Quality Improvements Queensland Polytechnic is constantly looking for ways to improve its training and assessment services, its materials and its processes. From time to time materials may change due to improvement. Learner Surveys / Questionnaires Queensland Polytechnic requires all course participants to complete an AQTF Learner survey, once a year. The survey takes approximately 5 minutes to complete, and will be distributed at the end of each year, or at the end of your studies. The survey focuses on whether you have engaged in activities that are likely to promote high-quality skill outcomes and includes your perceptions of the quality of your competency development and of the support that you have received during your training. Data collected from the surveys, will help support continuous improvement processes ensuring that: Queensland Polytechnic continue to provide quality training and assessment across all our operations Queensland Polytechnic adhere to principles of access and equity and continue to maximize outcomes for our clients Queensland Polytechnic’s Management systems continue to be responsive to the needs of our clients (you), staff and stakeholders UNIT DESCRIPTION There’s a lot more to customer service than simply having a sign on your wall that says: ‘The customer is always right’. For any business to be truly customer-focused, everyone from front-line staff to the chief executive should strive to meet and exceed service standards. Evidence shows that a bad customer service experience is often shared with around 10 other people who are likely to tell another 10, thus creating a negative multiplier effect. Word-of-mouth referral is therefore, one of the most effective forms of promotion. It costs nothing and carries a lot of credibility as it is based on a customer's personal experience. BSBCUS403A Implement customer service standards: This unit describes the performance outcomes, skills and knowledge required to contribute to quality customer service standards, and to support personnel to implement customer service standards and systems within the organization. Details of the competencies of these units can be accessed at: http://www.ntis.gov.au/Default.aspx?/trainingpackage/BSB07/unit/BSBCUS403A Page 6 of 88 Certificate IV in Business Employability Skills are defined as "skills required not only to gain employment, but also to progress within an enterprise so as to achieve one's potential and contribute successfully to enterprise strategic directions". Hence, skills that applies across a variety of jobs and life contexts. These are also sometimes referred to as generic skills, capabilities, enabling skills, key competencies, key skills, core skills, life skills, essential skills, necessary skills, and transferable skills. Industry's preferred term is Employability Skills. An Employability Skills Framework was developed in 2002 by the Business Council of Australia and the Australian Chamber of Commerce and Industry, in consultation with other peak employer bodies. This framework, includes eight (8) ‘skill grouping’ Employability Skills, which are outlined in Table 1, below. Table 1, Employability Skills Communication Teamwork Problem Solving Initiative & Enterprise Planning & Organising Self Management Learning Technology that contribute to productive and harmonious relations between employees and customers that contribute to productive working relationships and outcomes that contribute to productive outcomes that contribute to innovative outcomes That contribute to long term and short term strategic planning that contribute to employee satisfaction and growth that contribute to ongoing improvement and expansion in employee and company operations and outcomes; that contribute to effective execution of tasks More information about employability skills for these units can be accessed at: http://employabilityskills.training.com.au/. TRAINER / ASSESSOR Trainer / Assessor: Karen Lamkin, Karen@polytechnic.qld.edu.au Mobile: +61 439 817 361 MATERIALS & RESOURCES REQUIRED All readings, samples, information contained within this Training & Assessment Guide and the “Introduction to Thrifty Training Manual” available on the intranet All students are advised of the need for regular access to the internet, intranet and CarsPlus, and a reliable calculator, printer and computer/laptop with Microsoft Word, Excel, PowerPoint, Outlook and Internet Explorer (or similar) software applications, for completion of the Diploma of Management Page 7 of 88 Certificate IV in Business Access to Thrifty’s policies / procedures and customer service standards, as well as relevant legislation is also required. If you have problems accessing this, please contact your Trainer or immediate supervisor, ASAP During the Assessment Process, if sample documentation is required, and it is either not provided in this book or you cannot locate it in the workplace, please contact your immediate supervisor and/or Trainer/Assessor, so that this can be provided to you Regular access to your Trainer/Assessor and supervisors at Thrifty Car Rentals ASSESSMENT REQUIREMENTS Assessments must be handed in on time. Please note, Progression Reports will be provided to your supervisor on a three (3) monthly basis. Signed assessment cover sheets (the front page of this book), must accompany each assessment/book. Students must complete all assessment activities for this unit/book to a satisfactory level in order to be deemed competent in the unit. Students will be allowed one resubmission of each assessment providing they have made a reasonable attempt on the first submission. Queensland Polytechnic strives for fair, objective and transparent decisions in all aspects of its operations. It will provide reassessment on appeal to any applicant, if requested. ASSESSMENT DETAILS & INSTRUCTIONS Part of your assessment for this unit is that you demonstrate you can meet designated timelines. This means submitting work within the timeline indicated in your study schedule, outlined below. You will also have the chance to develop and practice employability skills such as communication, teamwork, problem solving, initiative and enterprise, planning and organizing, self-management, learning, and technology. In order to achieve Competency for this unit, this book, and all of its all assessment tasks must be completed to a satisfactory level. An acceptable or satisfactory performance level for assessments will be based on what would be expected of a person completing a similar task in the workplace. You may request feedback and advice from your Trainer/Assessor at any time prior to submitting the completed book. The assessment tasks for this unit will require you to complete the following: Page 8 of 88 Certificate IV in Business 1. Assessment 1, Oral/Written Questions: answer a number of questions / scenario case studies and provide examples, comments or explanations to particular incidents/activities that occur within Thrifty Car Rentals. Provide as much detail as you can since the more knowledge you show, the less time it will take you to be deemed competent in the unit. 2. Assessment 2, Project/Documentation Evidence: Customer Service Policy (Model) - you will also be required to develop a customer service policy for a particular area within Thrifty. You can do this Task individually or as a group. 3. Assessment 3, Project/Documentation Evidence: Comment Card - you will also be required to develop a customer comment card for a particular area within Thrifty. You can do this Task individually or as a group. Examples of documentations (i.e. policies/models) are available to all students on the Thrifty intranet, or by asking your Trainer to supply these to you via email. 4. Assessment 4, Practical Observation by Trainer & Third Party: have your immediate supervisor and Trainer; sign off on your competence in the relevant areas, after observing you in a workplace situation. Emphasis will be on customer service standards within your work area. ASSESSMENT MARKING It is acceptable for different students to undertake the same Assessment Task in different ways and to format their finished work differently. Answers to questions throughout this book, may be completed in a variety of ways, appropriate to the specific question, including: • • • • • writing continuous paragraphs of text using headings and sub-headings to organize text using bullet points rather than, (or as well as, continuous text providing examples and illustrations from experience – particularly relevant work experience submitting workplace documents that are examples of work completed in the workplace Your Trainer / Assessor will make a decision about whether an Assessment Task has been satisfactorily completed based on the following considerations: all parts of the Assessment Task outlined in book, have been completed to a standard that satisfactorily meets the competency requirements set out for the unit, on the NTIS website i.e. all Elements of the Performance Criteria, Required Skills, Required Knowledge, Critical Aspects have been meet your work is of a standard to be acceptable in the workplace, as deemed by your immediate supervisor your work is has acceptable formatting, expression, language, spelling and grammar the Assessment Task is your own work, except where appropriately acknowledged by the use of referencing. Please note, while it is not essential for VET students to include the ideas and work of others in assessment tasks – particularly practical tasks - it is good practice to do so when appropriate to the task. It is highly likely to be necessary to refer to texts and learning materials when answering questions which focus on knowledge and how to apply it to specific situations. Learning to reference appropriately also helps student develop skills that will be essential should they decide to go on to higher education/university, later. If you are deemed ‘not yet competent’ for an assessment item, a sample/indicative answer will be shown to you, to help you determine competency in the assessment item. Page 9 of 88 Certificate IV in Business STUDY / WORK SCHEDULE & RESOURCE LIST You will participate in a face-to-face introductory workshop and/or online conversation in Week 1 to guide you in your study. At this time, your Trainer/Assessor will go through this book and the Assessment requirements/tasks. Should you not fully understand a question and/or assessment, please ask for assistance. The remaining weeks, you will complete your study by working through the activities within this booklet and attaching the required evidence, as instructed. NOTE: There is no need to word process your answers to the Questions within this book. However, your Customer Service Policy and Comment Card must be word processed. In the last week of your program, you will need to submit this booklet to your Trainer, in hard copy format. Make sure that all the evidence/documentation is attached to the booklet where required/indicated. The following schedule will tell you what you need to complete each week and what resources you need to review. If you follow this schedule to complete and hand in your work you will have no trouble being ready for the final submission of this booklet. It should only take you 4 week (30 hours) to complete this process. Please note however, the time you will need to spend on your learning for this unit will also vary depending on your reading skills, computer skills, modem speed and writing skills. Please don’t hesitate to contact your Trainer / Assessor immediately if you have any difficulties. Problems have a way of growing bigger over time – so your Trainer who is assessing your work would much rather hear from you early so any issues can be solved and you can move ahead with your learning. Your Trainer / Assessor will reply within one day. Page 10 of 88 Certificate IV in Business RECOMMENDED STUDY AND READING SCHEDULE Week Topic Covered Learning Resources and Assessments Week Introduction to customer service Customer service is the provision of service to customers before, during and after a purchase. Customer service, like a brand, is what the customer perceives and remembers of the service they received. 1 Several published studies reveal that the mood of the customer has a significant impact on the perception of the service received. For example, if a customer has been waiting for a long time in a check-in queue, the perception of the friendliness of the person at the check-in desk deteriorates. Conversely, studies have shown that people waiting a long time for elevators due to the slow speed of the elevator have a better perception of the experience of waiting if there is some distraction such as a mirror in the elevator lobby. Golfers who have had a bad day on the course are likely to have a worse perception of the service at the clubhouse than those who have had a good day. What a customer remembers about a service is not just dependent on the usual suspects of first and last impressions. For an organization in the service industry, there may be twenty or thirty ‘moments of truth’ in its provision of service. A ‘moment of truth’ is when an interaction occurs between a customer and the service provider that can leave a lasting positive or negative impression on a customer. ‘Moments of truth’ in the hospitality industry, for example, will undoubtedly include, but not be limited to, booking the room, check-in, check-out, dinner reservations, dinner ordering, dinner presentation, eating (quality and quantity of food) and laundry receipt. Understanding the ‘moments of truth’ that are important to an organization’s customers by segment is the key to understanding what is good customer service. Overall, good customer service is all about bringing customers back. And about sending them away happy – happy enough to pass positive feedback about your business along to others, who may then try the product or service you offer for themselves and in their turn become repeat customers. If you’re a good salesperson, you can sell anything to anyone once. But it will be your approach to customer service that determines whether or not you’ll ever be able to sell that person anything else. The essence of good customer service is forming a relationship with customers – a relationship that that individual customer feels that he would like to pursue. How do you go about forming such a relationship? By remembering the one true secret of good customer service and acting accordingly; “You will be judged by what you do, not what you say.” Page 11 of 88 Certificate IV in Business Providing good customer service IS a simple thing. If you truly want to have good customer service, all you have to do is ensure that your business consistently does these things: 1) Answer your phone - make sure that someone is picking up the phone when someone calls your business. (Notice I say “someone”. People who call want to talk to a live person, not a “fake recorded robot”.) 2) Don’t make promises unless you WILL keep them - Reliability is one of the keys to any good relationship, and good customer service is no exception. If you say, “Your new bedroom furniture will be delivered on Tuesday”, make sure it is delivered on Tuesday. Otherwise, don’t say it. The same rule applies to client appointments, deadlines, etc.. Think before you give any promise – because nothing annoys customers more than a broken one. 3) Listen to your customers - Is there anything more exasperating than telling someone what you want or what your problem is and then discovering that that person hasn’t been paying attention and needs to have it explained again? Let your customer talk and show him that you are listening by making the appropriate responses, such as suggesting how to solve the problem. 4) Deal with complaints - no one likes hearing complaints, and many of us have developed a reflex shrug, saying, “You can’t please all the people all the time”. Maybe not, but if you give the complaint your attention, you may be able to please this one person this one time - and position your business to reap the benefits of good customer service. 5) Be helpful - even if there’s no immediate profit in it - The other day I popped into a local watch shop because I had lost the small piece that clips the pieces of my watch band together. When I explained the problem, the proprietor said that he thought he might have one lying around. He found it, attached it to my watch band – and charged me nothing! Where do you think I’ll go when I need a new watch band or even a new watch? And how many people do you think I’ve told this story to? 6) Train your staff to be ALWAYS helpful, courteous, and knowledgeable - talk to them about good customer service and what it is (and isn’t) regularly. Most importantly, give every member of your staff enough information and power to make those small customer-pleasing decisions, so he never has to say, “I don’t know, but so-and-so will be back at...” 7) Take the extra step - for instance, if someone walks into your store and asks you to help them find something, doesn’t just say, “It’s in Aisle 3.” Lead the customer to the item. Better yet, wait and see if he has questions about it, or further needs. Whatever the extra step may be, if you want to provide good customer service, take it. They may not say so to you, but people notice when people make an extra effort and will tell other people. Page 12 of 88 Certificate IV in Business 8) Throw in something extra - whether it’s a coupon for a future discount, additional information on how to use the product, or a genuine smile, people love to get more than they thought they were getting. And don’t think that a gesture has to be large to be effective. If you apply these eight simple rules consistently, your business will become known for its good customer service. And the best part? The irony of good customer service is that over time it will bring in more new customers than promotions and price slashing ever did! Recommended Readings for Week 1-4. These readings are relevant to all Assessment Tasks for this unit Reading 1: Examples of Customer Service Standards Reading 2: Policy & Procedure Example (for Portfolio Activity 2) Reading 3: Are you hearing your customers? Reading 4: What is a customer worth? Reading 5: Three Steps To Implementing Customer Service Excellence Reading 6: What every customer wants Reading 7: The 10 commandments of great customer service Reading 8: Customer complaints and types of customers Reading 9: Handling customer complaints Reading 10: Traits you cannot teach in customer service Reading 11: Is the customer always right? Reading 12: Implement customer service standards Reading 13: Customer feedback Reading 14: Customer Service Models Assessment 1: Questions and Answers Make a list of Thrifty’s customers? Give examples HINT: think about: the internal and external customers Tourist customers Commercial (business) customers Corporate customers Leisure (local) customers Weekend customers (i.e. weekend movers) You may like to re-visit the unit ‘BSBRES401A Analyze & Present Research Information’ as you may have researched this as part of your assessment items, depending on what VERSION of the unit you completed. Alternatively, re-visit, the Readings in the unit, ‘BSBCUS402A Address Customer Needs’ Page 13 of 88 Certificate IV in Business Page 14 of 88 Certificate IV in Business What are these customer’s needs? I.e. what does the tourist customer want? What does the commercial customer want? Etc….. Page 15 of 88 Certificate IV in Business Make a list of your department’s customer’s service standards. These may be FORMALLY written down in a Customer Service Policy document or INFORMALLY discussed and expected throughout the organization. You can work in a group if you like. HINT: think of areas such as: taking customer orders over the phone or face to face follow up documentation / contracts etc billing – payments, invoices, refunds etc visiting the customer at their house, hotel etc making repairs on vehicles handling customer complaints CA1 (partial), RK1 (partial), RK3 You may wish to re-look at the standards of operations, for some departments within Thrifty, to recall the requirements. See Reading 1. Page 16 of 88 Certificate IV in Business Page 17 of 88 Certificate IV in Business How are these standards monitored? How do you make sure you are consistently achieving these standards? PC1.1 (partial) Identify customer service problem areas Page 18 of 88 Certificate IV in Business Looking at this list of customer service standards, what do you think Thrifty as a whole, and/or your department, do well at? What do they do poorly in? PC1.1 (partial), PC1.2, RS3 Page 19 of 88 Certificate IV in Business Monitoring Customer Service How do you (or your department, or the organization as a whole) monitor customer service? Could you do this better – explain and/or give examples. CA1 (partial), PC1.1 (partial) Page 20 of 88 Certificate IV in Business Talk to the Customer Service Manager at Thrifty – what are the most common areas of complaints (problem areas) from Thrifty customers? List these. Are they the same areas you thought? PC2.3 (partial), PC2.2 (partial) Page 21 of 88 Certificate IV in Business How to improve Customer Service Page 22 of 88 Certificate IV in Business Looking at the most common areas of complaints (problem areas) at Thrifty, how can you adjust and/or improve work practices to avoid these? What would your suggestions be? PC 2.3 (partial), CA2, RS3 Obtaining support from the team How can you make sure that the entire organization is aware of these problem areas and how they can be improved upon? I.e. what could you do today to make sure everyone at Thrifty gets the message that customer service needs to be improved in these problem areas, and that it is everyone’s reasonability to ensure standards are consistently high in these areas? PC 2.4 (partial) Page 23 of 88 Certificate IV in Business What could the Managing Director / other departments within Thrifty / your department / individuals do, to make sure customer service standards are consistently being achieved? What can be done to encourage this? PC2.1 Page 24 of 88 Certificate IV in Business Providing resources for Customer Service What resources could they provide to ensure customer service standards are being met? Give examples. Explain. HINT: financial resources towards training, more HRM related resources (i.e. staff) need to be supplied to be able to answer phones PC3.2 Page 25 of 88 Certificate IV in Business Developing Customer Service Standards Assessment 2: Development of a Customer Service Policy & Procedures PC 2.5, PC3.1, RS1, RS2, RK1, RK2, RK3,CA3 (a customer service model) In a group or individually, develop a customer service policy for an area within Thrifty. You need to document what the expectations/standards are in terms of service levels within this area. Levels could range from basic, expected, desired or sensational customer service). Your policy could focus on such areas as: Uniforms & nametags Appropriate greetings/introductions and exit comments for your department Acknowledging the customer/client in a set period of time Appropriate signage at Thrifty Queuing arrangements Telephone service areas Taking customer orders and delivery of services, promptly and correctly Billing and/or taking payments for services/products Providing receipts / copies of contracts Visiting the customers in hotels or business premises Making/arranging vehicle repairs and/or office equipment repairs Managing customer complaints Reporting and recording complaints Reading 2: Example of Policy & Procedure Document Look at other policies within Thrifty, if you don’t know the format requirements. When you are finished, please attach your completed, word-processed, Customer Service Policy to this booklet where indicated (at the back of this booklet). Page 26 of 88 Certificate IV in Business Week 2-3 Obtaining Feedback from Customers Assessment 3: In a group, or individually, design a comment card (feedback form) for your department PC 2.5, PC3.1, RS1, RS2, RK1, RK2, RK3,CA3 Design a comment card for your department that focuses on customer satisfaction. This comment card will ensure the delivery of services and products at Thrifty are meeting your team’s customer service standards, and that you can make adjustments to areas in the future, if required. You might wish to look on the Thrifty vehicles, to see current comment cards being used, regarding the presentation of Thrifty’s vehicles. When completed, please attach your completed, word-processed, comment card to this booklet where indicated (at the back of this booklet). Week 4 Obtaining Feedback from co-workers Obtain feedback about your comment card from co-workers & modify if need be. PC2.2 Summary of Feedback: Page 27 of 88 Certificate IV in Business Attach your completed Customer Service Policy (Assessment 2) here. Page 28 of 88 Certificate IV in Business Attach your completed Comment Card (Assessment 3) here. Page 29 of 88 Certificate IV in Business Trainer/Assessor & Third Party Workplace Observation / Discussion Form Information for Thrifty Car Rental Staff Member: Workplace Observations are a critical part of each student/trainee’ training. They provide evidence that verifies competency within the workplace. As the trainee’s immediate supervisor, you can contribute in a meaningful manner to the training process through the accurate and timely recording of observations. It is important that evidence gathering through observation takes places over a number of shifts, and under a range of circumstances and at various times. Observation may be undertaken in either a formal or informal setting. A ‘formal’ setting occurs when you and student/trainee arrange a fixed time when observation will take place. ‘Informal’ settings provide opportunities for you to observe the student/trainee under a variety of conditions ranging from the ‘normal day’ to situations of ‘stresses. It is the student/trainees’ right to be provided with timely feedback on performance. Based on the observation, you may ask the student/trainee additional questions or prompt them for clarification if they are close to the correct response, and you believe they have the knowledge/skills to show competency in the unit. The trainee should be given every reasonable chance to show you they have the skills and knowledge through their responses. Student/Trainee’s Name: Student/Trainees Job Position: Dates/Shifts/Times: Observer (i.e. Supervisor or Senior Co-worker): Assessor (i.e. QP’s marker): Evidence Required Contribute to quality customer service standards at Thrifty Car Rentals Performance Criteria Can the Trainee access, interpret, apply and monitor customer service standards, in accordance with the Thrifty Car Rentals Operations manual and/or Kingmills’ (parent company), required polices and processes? The Trainee should be to access, interpret, apply & monitor standards in terms of: location compliance, staff presentation, S or US S or US Comments vehicle presentation, yard presentation, front desk appearance Refer to Reading 1 for more detailed examples of these areas Can the Trainee make suggestions / recommendations to improve the standards, policies/ procedures within Thrifty? S or US The Trainee should be able to make contributions/improvement to areas such as: billing / taking invoices or payments reporting or recording complaints vehicle contract management telephone reservations vehicle delivery maintenance issues corporate clients metroplex delivery issues refunds enquiries de-fleeting issues ferry driver issues rostering issues / staffing issues Also a critical aspect. Implement customer service systems at Thrifty Car Rentals Can the Trainee encourage staff to implement customer service systems/standards, on a regular basis? Trainee could encourage staff via: Page 31 of 88 BSB40207 Certificate IV in Business Positive emails Team meetings Department bonuses on reduced number of customer complaints S or US Rewarding staff for excellent client feedback Informal discussions with staff on a day to day basis Formal discussions with staff Emphasising importance of using the customer service database Emphasising the role the customer satisfaction manager plays at Thrifty Can the Trainee review customer feedback in consultation with staff and analyse this feedback, to ensure improvements are made? S or US Trainee could review - emails / correspondence / phone calls to Thrifty Head office or Kingmill (parent company) and/or phone calls to individual clients Trainee could analyse work practices by interviewing clients / staff or having survey forms filled out / comment cards filled out. Departments could conduct overview of problem areas and brainstorming how to fix Can the Trainee identify customer service problems and make adjustments to ensure continued service quality? S or US Trainee could identify problem areas such as damaged vehicles, delays in vehicle deliveries, missing parts of a vehicle, poor service, poor advice given to a location, slow turnaround time for invoicing, not answering phone calls within 3 calls, poor uniform presentation, poor location compliance Adjustments could be any activity that would rectify the problems identified Can the Trainee communicate adjustments in service delivery to all those involved, within appropriate timeframes? E.g. A vehicle is no longer going to be available to a customer at a certain time because of XYZ reason, and a branch within Page 32 of 88 BSB40207 Certificate IV in Business S or US the metroplex needs to be told this so alternative arrangements can be made within a reasonable time frame E.g. Emails or phone calls are made to staff involved to ensure all area aware of issues and adjustments that need to be made. Email evidence could be shown. Timeframes could vary from a 10 min to 24-48hrs Can the Trainee coordinate and manage delivery of services and products to ensure they effectively and efficiently meet quality standards S or US E.g. 1: Does trainee manage the delivery of clean, well maintained vehicles to the customer at each location, within the metroplex they are responsible for? E.g. 2: Does the trainee from Accounts Dept, ensure that wages / Accounts Payable are paid on time each fortnight? Implement customer service standards as a team, at Thrifty Car Rentals Can the Trainee plan and implement team activities to meet customer needs and expectations, and to minimise inconvenience? E.g. Trainee could roster more staff on weekends/ morning to ensure that customers are served promptly E.g. Trainee could direct staff to reservations dept, rather than front counter, when phones are busy E.g. Trainee could direct staff to go and deliver vehicles, if more ‘drivers’ are needed, than front counter staff E.g. Trainee could direct staff to fill metroplex areas, where Shortfalls occurring Page 33 of 88 BSB40207 Certificate IV in Business S or US Can the Trainee identify resources required to undertake team tasks while meeting required customer service levels S or US Resources could include: staff, vehicles, GPS, baby seats, Street Directories, mine-spec beacons Team task could include: relocating vehicles to different metroplexes, Arranging pick up or delivery of vehicles to commercial clients (mine Spec vehicles) Can the Trainee explain the system and standards to their immediate work team? S or US Required Skills E.g. Can the trainee write an email / answer a phone call regarding a compliant and then pass this information on to the team, in terms of what the issues/problems were and how it will be resolved E.g. Can the trainee tell you about the uniform standards at Thrifty or the vehicle presentation standards? Can the Trainee understand and interpret customer service standards to others, and to modify these standards as required? E.g. Can the trainee look at Cars Plus and tell you the amt & type of vehicle needed for 9am on Monday morning? Can he/she tell you what optional extras are needed for the vehicle bookings on Monday (i.e. Baby seats) Can the trainee look at the vehicle contract and tell you how much is owing on the hire, as per a given day & time? Page 34 of 88 BSB40207 Certificate IV in Business S or US Does the Trainee have problem-solving skills and lateral thinking skills? S or US E.g. If the trainee has 6 bookings at 8am for 4WDs, can they find these vehicles in CarsPlus, and arrange with drivers to bring them to the relevant metroplex? E.g. If the trainee has an account that is not a nil balance, where would he/she look to rectify the issue? E.g. if salaries have not gone in to accounts, due to Banking Error, what procedures are followed to reduce staff anxiety? Does the Trainee have detailed product and service knowledge? Required Knowledge S or US E.g. All vehicle classes and port codes are known E.g. All hotels and apartments are known E.g. All commercial clients and their vehicle requirements are known or if not known, he/she knows how to obtain this information E.g. All staff and their extensions/emails are known, to be able to contact them if there are issues/problems with salary / rosters Does the Trainee understand models of customer service E.g. Policies/procedures in regards to customer service, comment cards, hotel delivery, fuel management Does the Trainee have knowledge of relevant procedures and standards in regards to customer service /customer satisfaction / customer service relationships (ALSO A CRITICAL ASPECT) E.g. Are they aware of the customer complaint database and the steps involved in entering or accessing information from this database? Page 35 of 88 BSB40207 Certificate IV in Business S or US S or US Critical Aspects (Evidence Required) Does the Trainee: identify customer service systems and standards provide information about monitoring and support required, to ensure compliance with customer service standards S or US Can the trainee tell you the standards for vehicle cleanliness, personal appearance/uniform requirements, taking customer orders over the phone or face to face? Can the trainee tell you the standards in terms of billing – invoices, refunds, payments? Can the trainee tell you about the customer service database – where it is, and why & how it is used? Can the trainee tell you how customer complaints are handled at Jonday vs Kingmill? Can the trainee tell you who the customer satisfaction manager is at Thrifty? Does the Trainee recommend how customer service standards can be improved to better meet the needs of Thrifty and its customers S or US Recommendations can range from any areas within their department, such as vehicle presentation, uniforms, office/location compliance, phone calls, insurance sales, invoicing, refunds, maintenance issues, corporate client issues (e.g. BCC) THRIFTY CAR RENTAL’s SENIOR STAFF MEMBER TO FILL OUT QUEENSLAND POLYTECHNIC’S STAFF MEMBER TO FILL OUT The trainee is competent in this unit. The trainee is competent in the unit: Satisfactory Satisfactory Unsatisfactory Page 36 of 88 BSB40207 Certificate IV in Business Unsatisfactory Assessor: KAREN LAMKIN Thrifty Staff Member: Signature: .........................................................................................Date: .............................. Signature: .........................................................................................Date: .............................. Assessment Method Y/N Performance Criteria / Elements Underpinning Skills (RS) Underpinning Knowledge (RK) Critical Aspects (CA) Dimensions of Competency CA1, 2 √ √ √ √ √ √ √ √ CA3 √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ 2.1, 2,2, 2.3, 2.4 3.2 Y PC2.5, 3.1 RS1, RS2 RK1,2,3 Assessment 3, Oral/Written Questions + Documentation Evidence (Comment Card) Y PC 2.5, PC3.1 RS1, RS2 RK1, RK2, RK3 Assessment 4, Practical Observation by Trainer & Third Party Y ALL ALL ALL Assessment 2, Oral/Written Questions + Documentation Evidence (Customer CA3 Page 37 of 88 BSB40207 Certificate IV in Business ALL Job Role Environment Skills RK1 Contingency Planning Skills RS1,3 Task Management Skills (Variables) Task Skills Technology Learning Self Management Planning & Organizing Initiative & Enterprise 1.1, 1.2 Problem Solving Y Teamwork Assessment 1 Oral/Written Questions Communication Mapping Matrix for BSBCUS403A Implement Customer Service Standards Employability Skills READING 1 – EXAMPLE OF CUSTOMER SERVICE STANDARDS AT THRIFTY CAR RENTALS LOCATION COMPLIANCE & AUDITS Since its inception in 1958, Thrifty Car Rental has undergone an amazing transformation. From a single location renting Volkswagen Beetles in Tulsa, Oklahoma, our system has grown into an international network of Franchisees offering a variety of services under the Thrifty name. As our system has grown, consumer recognition of the Thrifty brand has increased dramatically. This is due in great part to the consistent use of the Thrifty standards on a world-wide basis. Our brand and our brand identity reinforce Thrifty’s position as the value leader in the car rental industry. Thrifty’s image standards have been carefully designed to give Thrifty a consistent look and feel no matter which branch you may step into anywhere in the world. The Thrifty standards extend to the presentation of all vehicles and staff. Like the design and fit-out of our buildings and branches, it is essential that every staff member who has contact with the public displays the Thrifty image; uniform, name badge and a high level of personal grooming. During your employment at Thrifty, you will be asked to conduct regular audits on the Location and/or yourself to ensure Thrify’s standards are being adhered to by every team member. Refer to the Thrifty Identification Standards Manual which provided detailed information/specifications in relations to: Graphic styles Exterior and interior signage Paint work Office fit out Opening of new locations Refurbishing of existing locations This includes such items as: Exterior Appearance All locations are to be painted in the standard Thrifty color scheme, incorporating the Thrifty blue fascia band and Thrifty logo Provision should be made for the installation of an after hours key drop facility, appropriately marked On the door or near the entrance, a sign detailing: 1. the name of the operator of the location should be displayed. E.g. Jonday Holdings Pty Ltd ABN: 48 011 049 531 ACN: 011 049 531 “An independent Franchisee of Kingmill Pty Ltd trading as Thrifty Car Rentals” 2. the address 3. opening hours (including Sat, Sun & Public Holidays) This sign needs to be at least 3cm high. Should be white OR Thrifty blue in colour. Standard Bold type using Thrifty future or arial font Interior Appearance Routine maintenance & cleaning should be carried out to ensure facilities are presented to the public in a first class condition Smoke free environment Customer Reception area should be: tiled using Thrifty approved colours painted in Thrifty grey incorporate a Thrifty designed counter built to specifications have a Thrifty back wall sign which is designed in accordance with specifications Customer Counters must prominently display CURRENT Thrifty point of sale material Area around Thrifty back wall sign needs to be uncluttered Administration area of the office should be separated/partitioned from customer service area Page 39 of 88 BSB40207 Certificate IV in Business Vehicles All vehicles should have a port code sticker affixed to the bottom left hand side corner of the windscreen Thrifty Blue Trucks (blue painted bodies) must be painted white, when ‘recycling’ occurs Uniform & Personal Presentation All staff must be attired in the official Thrifty Uniform 1. All uniform garments must be clean and pressed at all times 2. Shoes – Detailers Steel capped boots is the only acceptable footwear Navy or black socks are to be worn The uniform pant must be worn on the outside of boots. The shoe must have a flat sole or the heel may not exceed ½ inch in height when measured from inside the shoe heel Shoe soles and heels including rubber and crepe, must be as dark as the shoe Shoes must be clean, polished and maintained in good repair at all times Shoes – All other staff (Women & Men) All shoes must be solid black or navy. Shoes must be conservative and uncluttered; for women, they must represent a court shoe, and for men, a conservative dress-type shoe. Shoes must be a closed heel and toe. The shoes must have a flat sole and the heel must be of an acceptable height. Shoes must be clean, polished and maintained in good repair at all times. Laces if applicable must be black or navy. 3. Accessories Jewellery should be conservative, modest and professional Watches should be simple and conservative in design with a face to complement the band Visible body piercing is not acceptable One earring stud is allowed Visible tattooing is not acceptable A belt must be worn with any uniform pants that have belt loops. A Thrifty belt must be worn The Thrifty name badge must be worn at all times on the left side of the garment above the Thrifty logo. Sunglasses and eyeglasses may be worn as necessary. Colour and design should be conservative and professional in appearance. 4. Proper Uniform Fitting & Undergarments Garments should be altered, if necessary, to fit properly. Avoid a fit that is too snug or too loose. Pant hems should be no longer than floor length and no shorter than one inch (1”) from the floor at the heel. Skirt length should be mid-knee or slightly below. T-shirts or undershirts worn under uniform shirts must be white or natural without pictures or printing 5. Hosiery (Women) Navy/black or natural sheer hosiery is to be worn with skirts. For women, hosiery may be worn with uniform pants. Woollen/thick tights are unacceptable to be worn as hosiery. When wearing black shoes black hosiery is to be worn. When wearing navy shoes navy hosiery is to be worn. Natural hosiery can be worn with black or navy shoes. Hosiery must be seamless without pattern or texture Hosiery (Men) Socks must always be worn while in uniform. Plain black socks should be worn with black shoes and plain navy socks should be worn with navy shoes. Page 40 of 88 BSB40207 Certificate IV in Business 6.Hair Styles Hair should be clean, neatly styled and appropriate for business wear Hair should be a professional colour, no inappropriate colouring Long hair should be kept out of eyes For men, moustaches and beards, if worn, must be kept neatly trimmed. The face and neck area should be kept clean-shaven With the exception of neatly trimmed moustaches and beards, employees must be clean-shaven at all times 7.Hand and Nail Care Fingernails must be kept clean and trimmed Fingernail colour, if worn, should be clear, natural or tasteful colour. Only one nail colour may be worn at a time 8.Makeup Make up should be tasteful and natural to complement skin tone and facial features. Lipstick (if worn) should be a clear, bright or natural colour that complements the uniform. 9.Maternity Wear Maternity wear should be similar in colours, fabric and design as the rest of the uniform programme. 10.Neckwear Only regulation neckwear is approved for use with the uniform. For women, an approved Thrifty scarf must always be worn with the Thrifty shirt. The scarf is to be worn under the shirt wrapped around the neck as per the visual guideline. For men, an approved Thrifty tie must always be worn with the compliant shirt. When wearing a tie the top button of the shirt must always be buttoned. The tie must be tied in a four-in-hand knot or Windsor knot and the knot must be worn all the way to the top collar. The bottom tip of the tie should fall no longer than the bottom of the belt buckle and no shorter than the top of the slack waistband. All staff must have name badge Opening a New Location or Modifying Old Location Must obtain approval from National Franchise Manager before any construction, modification or implementation of current or new facilities at least 30 days prior to commencement Once approved, Franchisee must provide photos of the site (internal & external, & surrounding parameters) to Franchise Dept for approval Contact local council to advice intention to run a car rental business and address issues: Water Trade Waste Hazardous substances (ie. fuel) Required Facilities Ample parking for vehicles and employees Page 41 of 88 BSB40207 Certificate IV in Business An area for washing & servicing of vehicles An area for ‘ready’ vehicles to be displayed to customers Fuel storage tanks & pumps (optional) Security fencing & lighting Storage room Private office/s Room for large rental counter & customer area Restrooms Airport locations work within provisions & requirements of airport Print Materials All print documents comply with Thrifty Creative Artwork Guidelines Letterheads & Faxes complies with Thrifty formats Business Cards complies with Thrifty format Page 42 of 88 BSB40207 Certificate IV in Business QUIZ TIME It is now time to see how much you have learnt / retained! LOCATION COMPLIANCE QUESTIONNAIRE Image standards of the Thrifty brand have been carefully designed to ensure each Franchisee is consistent looking. Strict compliance and enforcement of the published standards is mandatory for all locations. Failure to comply with the specifications can jeopardise the licence to use the Thrifty name. List 4 items that all staff must be aware of in regards to Location Compliance. Page 43 of 88 BSB40207 Certificate IV in Business VEHICLE PRESENTATION & SAFETY STANDARDS CHECKLIST All vehicles are to be spotlessly cleaned inside and out, and given a mechanical check. Listed below are the items that should be checked BEFORE each rental. Exterior of Vehicle (Includes Safety Issues) Tyre Pressure Roadworthy Inflation levels correct (see manufacturers inflation plaque affixed to the vehicle)? Tyre Condition (treads) At least 4/10 cm across full tread width Tyre Pressure & Condition (in Boot ) Apply Tyre rejuvenator Wheel Trims Wheel Arches & Mud flaps Windscreen – clean, cracks Windscreen Wipers Operable Not streaking? Damage Cross check existing BODY DAMAGE against boot report. Report new damages. Any damage that renders the vehicle unroadworthy or affects safe operations is not allowed. Damage which affects appearance of vehicle is referred to Branch Manager and/or Washbay Supervisor. Page 44 of 88 BSB40207 Certificate IV in Business Yes/No Comments Vehicle Maintenance/Service Requirements If need a service/maintenance advise Branch Manager and/or Washbay Supervisor OR log onto the Service Log, thru intranet and advise details Fluids Oil Battery Radiator Water Brake fluid Transmission fluid Windscreen washer bottle (front & rear) Aerial Mirrors Clean Appearance on exterior Boot Door edges Thrifty Key Tags & Keys Legible Fully completed i.e. rego number, vehicle description, colour, phone number Park Vehicle Manual vehicles in neutral Automatic vehicles in park As per Yard Plan outlined by Managing Director/Operations Manager Check: Triangles Hammers @ 3 Hydraulic Lift Interior (Includes Safety Issues) Windows Mirrors Page 45 of 88 BSB40207 Certificate IV in Business Yes/No Comments Carpet/Seats upholstery Check under the seat as well Customer items get tagged with date & rego number and give to Branch Manager, to go to Lost Property Front passenger & Driver seat go to furtherest most setting Check Seat Pockets Head rests are in position Ashtrays & Cigarette Lighter Ash Odour Present? Working? Dashboard & Glove Box Console Cleaned? Hand brake in order? Door Trims Door Jams Trip Meter – reset to ‘0’ Air conditioner/heater Working? Set to off CD/Radio Local FM/AM stations Working? Clock Local time Working? Seat Belts Serviceable/operable Accessible Neatly rolled up Boot Clean? Parcel shelf clean & working? Page 46 of 88 BSB40207 Certificate IV in Business Spare tyre checked Tools? Jack secured? Wheel Brace secured? Registration Sticker Present? Current? Expired? If expired, remove the sticker and either replace with the renewal sticker if available, or have a copy of the registration certificate faxed to your location from head office, and place this in the glove compartment. Service Sticker Up to date Present? Litter bag Window Hanger Spray Air Freshener Fuel Full? If not, record details & arrange for customer to be charged Trucks overhead clearance stickers must be placed on top of windscreen Kilometer range non commercial vehicles should not be older than 18 months other vehicles should be regularly checked against APPROVED FLEET GUIDE Vehicles exceeding the kilometers are to be grounded immediately and recycled Lights Interior lights working High beam Indicators Hazard lights Break lights Page 47 of 88 BSB40207 Certificate IV in Business Horn Working? The Detail and Conditions Report accurate, signed and dated by the staff member who is detailing the vehicle placed in the boot/glove box of the vehicle Date: Detailer: Vehicle Registration: Other Comments (if applicable): Vehicle SPOT CHECKED by: Page 48 of 88 BSB40207 Certificate IV in Business Telephone Benchmarks GREETING Telephone Answered within 3 rings A genuine display of enthusiasm is delivered Uses the Thrifty Greeting: “Thankyou for calling Thrifty, you are speaking with………………………………………….. How can we help you today?” RESPONSE Shows individual commitment when listening to and identifying customer’s initial inquiry PERSONALISATION If provided with, use the customer’s name where possible Displays a positive and approachable attitude to delivering exemplary individual attention QUESTIONING Uses open and honest communication when identifying precise customer requests Uses the 5 key opening questions; When and where do you require the vehicle? How long do you require the vehicle for and where will you return it? How many people are you traveling with/What size vehicle do you require? Where will you be traveling with the vehicle? Are you a member of NRMA or any Australian Motoring clubs? Displays a commitment to build customer rapport by understanding customer requests INFORMATION Delivers accurate, professional information Communicates rate, taxes, fuel, and additional options/charges clearly No misleading information is given Has an individual eagerness to promote our product, people and service Eg. Offer a Courtesy pick up, refers to holiday discount voucher booklet Page 49 of 88 BSB40207 Certificate IV in Business Acts on every opportunity to communicate the importance of their customer to Thrifty with energy, confidence and intelligence Has a genuine commitment to insure customer is comfortable and understands all rental contract charges, liabilities and processes SELLING Has a will to win attitude to obtain a commitment from the customer Positively strives for a quotation, if unsuccessful in making a reservation Goes the extra mile with a can-do attitude to sell the benefits of choosing to rent with Thrifty Has a strong awareness of competitors CONCLUSION Confirms and reviews rental request with customer Attempts to gain customer’s trust by giving them their name for any further bookings or amendments Gives a genuine ‘thankyou’ to the customer for choosing Thrifty PERSONAL ATTRIBUTES Speaks clearly, without jargon and at an appropriate speed Displays willingness to do whatever it takes to exceed the customer’s expectations Clearly believes in delivering the Thrifty service. Eg. Was passion evident? OVERALL RATING Was passionate, individual, exemplary service delivered? Page 50 of 88 BSB40207 Certificate IV in Business Customer Return Benchmarks / Standards GREETING Exceptional Good Average Below Average Poor Exceptional Good Average Below Average Poor Exceptional Good Average Below Average Poor Exceptional Good Average Below Average Poor Appear alert and ready to assist the customer Thrifty image is well presented Employee Appearance-neatly well groomed in full Thrifty uniform & presenting a professional business like image: name badge visible Thrifty Counter-maintain a tidy work station with paperwork, current promotional material visible and in pristine condition, brochures on counter in order & restocked, signs current and manager on duty Visually and verbally acknowledges the customer (even if they are unable to immediately attend to them) A genuine display of enthusiasm is delivered Smiles whilst greeting the customer Customer is greeted sincerely in relation to the volume of activity at the counter “Good Morning Sir/Madam. My name is.........how can I help you today?” “Thankyou for waiting, my name is.......... how can I help you?” RESPONSE Shows individual commitment when listening to and identifying customer’s initial inquiry PERSONALISATION Asks for & uses the customers name where possible Displays a positive & approachable attitude to delivering exemplary individual attention QUESTIONING Page 51 of 88 BSB40207 Certificate IV in Business Uses open and honest communication when identifying precise customer requests Uses these opening questions: How was your Thrifty experience? How was the performance of your vehicle? When did you refuel the vehicle? Has a flexible approach to overcome any customer objections with positive proactive responses Shows a commitment to build customer rapport by understanding customer requests INFORMATION Exceptional Good Average Below Average Poor Exceptional Good Average Below Average Poor Delivers accurate, professional information Communicates rate, taxes, fuel and additional options/charges clearly No misleading information is given Has an individual eagerness to promote our product, people and service Eg. Offers a blue Chip application Acts on every opportunity to communicate the importance of their customer to Thrifty with energy, confidence and intelligence Checked in vehicle whilst customer present. Fully checked over vehicle and compared it to the Damage report attached to the original contract or boot report if original is not available. ( Boot check completed to ensure spare tyre and jack are present, exterior and interior of vehicle inspected. Lifter chords present in trucks and all optional extras have been returned eg. gps, babyseats and boosters) Has a genuine commitment to insure customer is comfortable and understands all rental contract charges, liabilities and processes CONCLUSION Page 52 of 88 BSB40207 Certificate IV in Business Accurately carries out procedures and policies on paperwork Asks the customer if they can make any future bookings for them Gives a genuine ‘Thank you’ to the customer for choosing Thrifty PERSONAL ATTRIBUTES Exceptional Good Average Below Average Poor Exceptional Good Average Below Average Poor Speaks clearly, without jargon and at an appropriate speed Feels empowered to accept and take responsibility for one’s actions Clearly believes in delivering the Thrifty service -Was passion evident? OVERALL RATING Was passionate, individual, exemplary service delivered? Page 53 of 88 BSB40207 Certificate IV in Business Counter Initiation Benchmarks/Standards GREETING Exceptional Good Average Below Average Poor Exceptional Good Average Below Average Poor Appears alert & ready to assist the customer Thrifty image is well presented Employee Appearance-neatly well groomed in full Thrifty uniform & presenting a professional business like image: name badge visible Thrifty Counter-maintain a tidy work station with paperwork, current promotional material visible and in pristine condition, brochures on counter in order & restocked, signs current and manager on duty Visually and verbally acknowledges the customer (even if they are unable to immediately attend to them) A genuine display of enthusiasm is delivered Smiles whilst greeting the customer Customer is greeted sincerely in relation to the volume of activity at the counter “Good Morning Sir/Madam. My name is.........how can I help you today?” “Thankyou for waiting, my name is.......... how can I help you?” RESPONSE Shows individual commitment when listening to and identifying customer’s initial inquiry Page 54 of 88 BSB40207 Certificate IV in Business PERSONALISATION Exceptional Good Average Below Average Poor Exceptional Good Average Below Average Poor Exceptional Good Average Below Average Poor Asks for & uses the customers name where possible Displays a positive & approachable attitude to delivering exemplary individual attention QUESTIONING Uses open & honest communication when identifying precise customer requests Uses opening questions such as the following when performing a walkup: Have you rented with Thrifty before? Are you a member of NRMA or any Australian Motoring Clubs? How long will you require the vehicle for? What type of vehicle would you prefer to drive? Has a flexible approach to overcome any customer objections with positive proactive responses Shows a commitment to build customer rapport by understanding customer requests INFORMATION Delivers accurate, professional information -Communicates rate, taxes, fuel & additional options/charges clearly -No misleading information is given Has an individual eagerness to promote our product, Page 55 of 88 BSB40207 Certificate IV in Business people & service -Eg. Offers a Blue Chip application, Thrifty discount voucher booklet Acts on every opportunity to communicate the importance of their customer to Thrifty with energy, confidence & intelligence Has a genuine commitment to insure customer is comfortable and understands all rental contract charges, liabilities & processes (Contract is circled in correct areas and is properly explained to the customer) SELLING Exceptional Good Average Below Average Poor Exceptional Good Average Below Average Poor Has a will to win attitude to obtain a commitment from the customer Approaches positively to strive for meeting the customers need when selling product and incrementals Eg. UP and PP Goes the extra mile with a can-do attitude to sell the benefits of choosing to rent with Thrifty Has a strong awareness of competitors CONCLUSION Accurately carries out procedures and policies on paperwork Informs customer of contact numbers for reference if required-Client card given Provides toll payment information Offers maps and directions (including to location of vehicle) Page 56 of 88 BSB40207 Certificate IV in Business Gives a genuine “Thankyou” to the customer for choosing Thrifty PERSONAL ATTRIBUTES Exceptional Good Average Below Average Poor Exceptional Good Average Below Average Poor Speaks clearly, without jargon and at an appropriate speed Feels empowered to accept and take responsibility for one’s actions Clearly believes in delivering the Thrifty service -Was passion evident? OVERALL RATING Was passionate, individual, exemplary service delivered? Page 57 of 88 BSB40207 Certificate IV in Business READING 2 – EXAMPLE OF POLICY & PROCEDURES DOCUMENT SPILL RESPONSE POLICY & PROCEDURES 1. Introduction Jonday Holdings Pty Ltd (hereby known as ‘the employer’) recognizes it has a legal obligation to protect the safety of persons, and prevent harm to property and the environment from hazardous spills. It is therefore the aim of this company to implement an effective Spill Response Procedure that ensures compliance with relevant acts, codes, regulations and standards. 2. Purpose & Scope The purpose of the Spill Response Procedures is to identify practical responses to all spills occurring on the employer’s premises, with particular emphasis on fuel spills. The accidental release of fuel during handling or dispensing may adversely affect the environment. The following procedures are intended to prevent a loss or escape of product and, in the event of a spill, to minimize the impact of the spill on the environment. 3. Responsibility Each Branch Manager is responsible for ensuring that all relevant staff are trained on this procedure. All records of employee training must be kept. This procedure must be readily accessible to all persons at each location. 4. General Response Steps Determine the material involved. Seek assistance. If there is danger to individuals, or you are unsure, evacuate the area and contact emergency services by dialling 000. If there is no immediate danger, and the material is still leaking or spilling, take appropriate action to stop (close valve, plug leak etc). Wear PPE. Contain the spill using appropriate absorbing materials. If unsure refer to the MSDS. To prevent the spill entering a storm drain or sewer it may be necessary to either cover or bund the relevant access point before containing the spill. If some material has entered the storm drain, the sewer system or a watercourse, contact the Environmental Protection Agency (EPA), Water Pollution Hotline. Absorb and collect the resultant material with reference to the relevant MSDS. Page 58 of 88 BSB40207 Certificate IV in Business Dispose of all cleanup materials as hazardous/special waste. Report the incident to Branch Manager and Managing Director (See Appendix 1). Details of records to be prepared and kept for 2 years must include: Date Time Location The type & quantity of materials spilled The source (or circumstances) of the spill Whether the spill has reached the environment e.g. Drains, waterways The duration of the release Containment and clean-up methods used Disposal and re-use method used Any adverse effect observed The Branch Manager will carry out a thorough review of the incident identifying any weaknesses and suggesting improvements, either in preventing similar spills occurring or in the response. This procedure should be reviewed annually and the each Branch Manager is responsible for simulating a desk-top or real life situation, to ensure the procedures effectiveness. In summary: Close off the source of the spill. Contain the spill. Collect the spilled material using appropriate absorbent material. Communicate with internal and external staff as appropriate and clear the spill away with reference to the relevant MSDS. 5. Fuel Spills The Branch Manager will ensure the following actions are taken when fuel spills occur: 5.1 Class I Fuel Spills at Pumps The spill of this type usually involves an area less than two feet in any plane dimension. Normally these spills only require monitoring until, either (a) the equipment that is leaking is moved, (b) material to soak up the spill, or the fuel dissipates. 5.11 Process Determine cause of spill Eliminate cause of spill (turn off pump if necessary) All vehicles in close proximity shall be shut off and remain off until situation is corrected. Contact Fire Department (000) Clean area of spill immediately with as much absorbent as needed Contact Environmental Protection Agency (EPA) or Fire Department, Gold Coast for proper disposal of absorbent material. Also, refer to DGSM Information Paper (see SHFCL Policy’s Appendix 2). Maintain a safe distance before using mobile phone. 5.2 Class II & III Fuel Spills at Pumps The spill of this type involves an area not over 10 feet in any plane dimension or not over 50 square feet in the area, and not of a continuing nature (Class II). The spill of this type involves an area over 10 feet in any plane dimension or over 50 square feet in the area, and of a continuing nature (Class III). Upon notification of this spill (phoning 000), one fire truck should be sent and a containment field around the spill should be built. Page 59 of 88 BSB40207 Certificate IV in Business At this time, the proper authorities should be notified to be dispatched to the spill scene to take the appropriate action to clean up the spill as need be and to help assist if called upon. A spill of this size has the potential to impact sensitive environments such as storm water or sewer system, paved road surface, private property. 5.21 Process Shut off pumps using ‘Emergency Shut Off’ which is located on each location’s evacuation plans Contact EPA or Fire Department (000), and seek advice for clean up measures All vehicles in close proximity shall be shut off and remain off until situation is corrected. Attempt to contain spill area to prevent spill from reaching storm drainage system, if conditions allow containment. i.e. Block of any drains or access to drainage if its safe Contact additional staff to assist with containment. Maintain safe distance and monitor area to prevent individuals other than Emergency Personal, from entering spill area. Disposal of any contaminated material or recovered fuel, should be handled by Fire Department to ensure that it is done adequately. Maintain a safe distance before using mobile phone. 6. Spill Response Equipment to be Available on Site For sites where fuel is stored and dispensed, the following supplies should be kept available to respond to, and contain, a fuel spill. A commercially available kit recommended for a 200 litre spills typically contains: 10 @ 3" dia. x 48" oil socks 3 @ 3" dia. x 10' oil socks 40 @ 17" x 19" oil pads 8 @ 18" x 18" x 2" pillows 10mm @ disposable material containment bags 2 pairs of latex gloves 16 litres of granular absorbent Polyethylene salvage drum container with 200 litre capacity 7. Preventive Measures for Fuel Spills 7.1 Delivering fuel to the site Delivery of fuel to the site will be by approved highway tanks or mobile refuelling tanks and should be operated by a competent person. Delivery goes directly into the equipment. 7.2 Dispensing fuel All dispensing or transferring of fuel will be attended for the duration of the operation. The staff member (or attendant) must be aware of proper fuel handling procedures to minimize the risk of a spill and shall continuously scan the area adjacent to the fuelling operation for possible leaks or spills. The transferring and dispensing of fuel will be done with pumping equipment, an approved hose, and top-fill nozzle. Ensure that a site-appropriate spill containment kit is readily available. Page 60 of 88 BSB40207 Certificate IV in Business When unreeling the fuel transfer hose and nozzle, the nozzle must be in the upright position. The nozzle shall be kept clear of the ground when returned to the reel or storage position. Verify that there is a proper connection between the fuel fill hose and the fill pipe of the highway tank or the equipment being filled. Verify that the fill valve is open. The transfer of fuel must be stopped prior to overflowing, leaving room for expansion. The operation of moving equipment in the immediate area of a fuelling operation shall be suspended. Welding and/or burning operations within 3 metres must be stopped while fuelling is in progress. Maintain regular inspections of fuel systems and their components. Check for leakage, deterioration, or damage. Smoking is not permitted in the area and "No Smoking" signs should be posted. Smoking is not to be permitted during any fuelling operation. "No Smoking" signs are to be maintained in good condition. 7.3 Storing Fuel on Construction Sites Where the circumstances require, fuel may be stored in an approved mobile refuelling tank. Mobile fuelling tanks must be stored in an area where it cannot be hit by vehicles or other equipment. The fuel storage area also must be located away from drainage channels. All highway tanks and mobile refuelling tanks are to be properly labelled in accordance with the Transportation of Dangerous Goods Regulation. Fire extinguishers shall be located near the fuel storage areas and be of a suitable type and size to permit the evacuation of workers during a fire Any worker who may be required to use a fire extinguisher shall be trained in its use. Smoking will not be permitted in the area of the fuel storage facility and "No Smoking" signs should be posted. Smoking is not to be permitted during any fuelling operation. Waste oils, lubricants, greasy and oily rags, or other materials subject to spontaneous combustion should be retained in a labelled container used for that purpose exclusively and should be properly disposed of at frequent intervals. Appropriate emergency spill equipment will be available in the fuel storage area. No "hot work" shall take place within 3 metres of a storage zone. 8. Communication In the event of a spill, the following are to be contacted as necessary: External Contact EPA’s 24 hour Water pollution hotline Fire Department or Police Electricity Supplier Contact Details 1300 130 372 000 Origin 13 24 61 Prompt Electrical 1300 303576 Waste Management Contractor Specialist Clean Up Contractor Page 61 of 88 BSB40207 Certificate IV in Business Wanless 13 92 78 Internal Contact Contact Details Managing Director Keith Alexander, 0409 366 044 Operations Manager Darla Lien (Brisbane) 0407 386513 Branch Manager, Surfers Paradise Deanna Reynolds Branch Manager, Coolangatta Laurelle Morris Branch Manager, Cooparoo Felicity Taylor Branch Manager, Logan Darla Lien 0407 386513 Page 62 of 88 BSB40207 Certificate IV in Business READING 3 – ARE YOU HEARING YOUR CUSTOMERS? Communication is a remarkable occurrence. Could any business survive without it? As owners or representatives of an enterprise, we spend countless hours, funds and energy to be heard, to craft our messages, policies and behavior in a way that will truly express our intent. Many will tell you communication is a 2-way street: you say your piece and then they say theirs. I think there’s a crucial 3rd step. 1 - You craft a message and distribute it through appropriate venues – sales people, advertising media, website, sponsored events, service statements & policies. (This is expression) 2 – Your message is received – or maybe ‘a’ message is received; could be it’s not the message you were delivering. (This is comprehension – or not; who knows?) 3 – Your customers and prospects respond to what they believe they heard (not necessarily what you intended) which might be no response at all. And this is where they show if they ‘get’ you, if you truly communicated. With these 3 steps in mind, this is how I see communication working: Expression + Comprehension = Communication. Without keeping track of that middle step –what they actually received and comprehended you may never understand what happened to step 1 and what prompted step 3. How can you ensure your 'tracking service' is on? Keep communication open to always hear your customers. Don’t just send messages; encourage theirs, as well. Their feedback and comments have a fundamental impact on how we run our business, develop policies or create product. These messages, when heard, provide the tweaking process that allows us to always respond to changes in our marketplace. If yours is the kind of business that has easy access to clientele – a retail establishment, a service or medical professional, an enterprise with sales people, or an organization with frequent membership meetings – first-hand exposure to your customers is built into the way you do business. In this situation, not only can you converse, one-on-one, but you can literally ‘see’ how they perceive you through the body language they exhibit when in your company. When speaking with customers, look and listen; they may be communicating through some classic body language: • They touch you on the arm: think this is endearing or familiar? I think it’s insecurity - you’re just not paying attention. • Hands on hips: they’re patronizing you or feeling judgmental; wow – you must have committed some offense! • Arms crossed: they’re closed off, not interested in hearing you; clearly you’ve lost them. • Arched eyebrows: A surprised or confused look; certainly not confident and in control. • Pointing a finger: Well that’s pretty clear! That’s an accusatory gesture, even if there’s a smile on their face. None of these are positive messages and clearly, they call for some corrective action. Just how that can be done is a subject for another article. But, as they say: ‘knowledge is power’. Hearing your customers in this way, knowing how they’re responding, is a tremendous tool as you refine your product, promotions and policies. Page 63 of 88 BSB40207 Certificate IV in Business If you don’t have the opportunity to meet with your clientele, there are other tools you can employ to ensure the lines are always open. Many have used questionnaires and surveys to find out, as did former N.Y.C. Mayor Koch: ‘How am I doing?’ was a common question from him. If you use newsletters, birthday greetings, rewards programs or e-mailed messages, you’ve got the beginnings of a terrific 3-way street for both contact and clarity. Remember the 3-way street is: Expression + Comprehension = Communication. You might use these same devices – newsletter, greetings, emailed messages, bill stuffers and such - to invite your customers to become a member of your R&D Team. You may already use an internal R&D team to develop product ideas. How about incorporating the same concept among customers? It can be accomplished easily via email or a devoted page on your website. Consider these benefits: 1. An R&D team made up of your customers allows you to test your plans for product, promotion, policies, pricing outside the hot-house environment of planned research. 2. An R&D team provides you with new ideas for any of the above. Who knows where the next great one is coming from? 3. If your R&D team knows you rely on their feedback you’re likely to get far more candid replies than through an impersonal survey. 4. If you incorporate or reward customers’ ideas, you’ll provide them the opportunity to express themselves, something we all long to do. 5. This creates a powerful form of loyalty, the result of which may be their desire to promote your business; they become your de facto sales team or even evangelists. Summary When you involve customers in the health of your business and they believe you value their opinions, they take a more active interest to ensure your success, because it represents theirs, as well. This kind of relationship is far more powerful than the purely financial one of their cash in exchange for your goods. The desire to contribute, to make a difference, is a powerful motivator. Allowing this to occur for your customers, simply as a result of hearing them, will give you access to one of your strongest and must underused assets –knowing what your customers think. About the Author Andrea Feinberg, M.B.A., G.C.U., is president of Coaching Insight and uses business coaching techniques to enable clients to maximize the many underused assets in their businesses for marketing success, visionary leadership, effective goal setting, productive time management and enhanced employee performance. She can be reached at 631.642.7434 or andrea@coachinginsight.com or visit CoachingInsight.com Page 64 of 88 BSB40207 Certificate IV in Business READING 4 – WHAT IS A CUSTOMER WORTH? One of the most serious and costly mistakes companies make is failing to recognize the difference between the value of a customer today and the long-term value of that customer. Many organizations, when faced with a difficult customer situation may succumb to the tendency to "just let this one go," allowing the customer to leave rather than make an exception to a rigid policy to accommodate the particular situation. But this kind of short-sighted approach can have long-term implications on the sustainable viability of the company. For example, a single bad experience with an airline, compounded by their unwillingness to correct the situation, could very easily convince me to avoid travelling with that airline in the future. Of course, this would be a bad move on the airline's part, since I am a frequent flyer. A very frequent flyer. At the time of this writing, I am about 15,000 miles shy of two million total miles in the American Airlines' Advantage program. Do the math with me based on the following very conservative assumptions: My average ticket costs $500 I fly twice a month I work ten months out of the year I will travel at this level for 20 years This makes my lifetime value to an airline $500 x 2 x 10 x 20, or $200,000! And, as I said, this is a very conservative estimate. Over a twenty-year period, I'll almost certainly spend at least twice that amount, and probably more. The point is that when you are determining the value of the customer - whether in a difficult situation or simply for planning purposes - you must look not only at the value of the current transaction, but also at the long-term cumulative value of that relationship. Keep this in mind as you look at your customer service policies, or in the future you might find your business grounded! About the Author Copyright Ron Kaufman. Visit: www.RonKaufman.com for more information. Page 65 of 88 BSB40207 Certificate IV in Business READING 5 – THREE STEPS TO IMPLEMENTING CUSTOMER SERVICE EXCELLENCE Many companies claim to have excellent customer service. But in reality there are only a few great customer service providers in today’s society. Long gone are the days of the “service station” and the corner drug stores. It is good customer service that will bring customers back, even more than the product. We all can give examples of service providers or retailers with whom we will not do business because we were not treated to the level of service we expected. The service provider or retailer did not meet our needs or expectations. I recently watched a commercial for an establishment that was claiming their difference was that “old fashion style” customer service. Was this a nice slick publicity and marketing piece or had the company actually developed and trained their staff in customer service? TEACH PRODUCT & SERVICE BENEFITS Good customer service is much more than just hiring smiling, friendly faces. Hiring positive upbeat people is a helpful tool but those people cannot maintain that demeanor if they are not given the proper support and motivation. A company must first train their employees about the products and services they provide. The training must be more than “this is product XYZ and it sells for this much.” The training should include what the product or service can or cannot do for the customer. The training should also include a comparison with your competitor’s products or services. LEARN THE CUSTOMER In addition to product or service knowledge, the company must find what the customer’s true interest, needs, and expectations are. Until a company has this information, they cannot truly market their product or service and compete against similar products or services. This knowledge then should be provided to employees. The more they know about the customers and their needs, the better they can develop skills to provide them with a level of service people desire. In addition to product and customer knowledge, training must be given as to the proper ways to handle “all types” of customer issues. There are many books, articles and trainers Page 66 of 88 BSB40207 Certificate IV in Business who have developed excellent tips on handling all forms of customer service. It is important to keep these ideas active in the minds of all employees. OPENLY EMBRACE SERVICE EXCELLENCE Last but not least, the company must truly believe in customer service. They must have policies and procedures in place that allow the employees to provide the service that the customers express they want and expect. This has to be supported by actions more than just words. Recognition of employees who provide excellent service is one way of showing all employees that you value their service to your company. You will find that whatever the boss focuses upon, will eventually become the employee’s focus as well. Training should be considered as key assets and tool for every organization and business. Don’t take your customer service standards and training lightly. Source: http://www.insiderreports.com/storypage.asp?storyID=20003302&ChanID=MN Page 67 of 88 BSB40207 Certificate IV in Business READING 6 – WHAT EVERY CUSTOMER TRULY WANTS AND HOW YOU CAN PROVIDE IT Source: http://www.customerservicemanager.com/what-every-customer-truely-wants-and-how-you-can-provide-it.htm It finally hit me this week what every single client, customer, person and patron truly wants -- and it's not what we're giving them.. What we're giving people is details, lots of details. They come in the form of product specifications, a list of attributes, qualities, claims, guarantees, and service promises. These are all great but they don't scratch the itch... they don't satisfy the real craving that each person longs for in their day to day experience. That constant craving is for meaning. Think about it. When we are born, we are all basically blank slates -- empty notebooks upon which nothing yet is written. As we go through life we sense this blankness and we look to fill it in, write on it, doodle, draw, and color all over the pages. In doing so our little book of life begins to take on the thing we want most... meaning. How does this affect your company, products and branding? This insight provides an opportunity to connect with your customer on a much deeper level -- an emotional one. If understood, you can help them tell their story, strengthen their identity and add purpose to their existence. Take coffee for example. Busy commuters don't drink the stuff at Starbucks because it's convenient or cheap. They do so because of the affiliation it brings them, the sense of belonging, ritual, purpose, community, etc. In short it provides texture and meaning to what would otherwise be a boring routine... driving to work. So if that's the case, why do we so often describe and position our products and services in terms of their capabilities, functions and features? Does anyone really want to buy a 6,000 pound piece of metal with wheels? Or do they want the feeling of freedom that a road hugging convertible delivers? The strongest connection you can make with your customer is not the tangibles you sell, but the intangibles you instil. Build on that and you will build a loyal and profitable following. I shared in another article how Rolex was not really in the watch business, but in the prestige business. A quality watch demands a fair price, but the value of prestige is much higher. If a company owns the prestige position, customers will often proudly state how much they paid, not how much they saved. Why? Because the product added a sense of meaning. If you're continually being price shopped, that's an indication you haven't connected with your customer on an emotional level, and you've been reduced to a commodity. In thinking about your company's products and services, what purpose, what sense of meaning do you deliver that you are not currently communicating with your customers? Is there someway in which you enrich their lives, improve their experience, give them a greater sense of who they are? If you can connect to these emotional anchors, you will be building on bedrock. Your brand won't be subject to the constant cost comparisons that so often plague companies that fail to resonate on an emotional, meaningful level. As owner of a branding firm, I believe in enlightened marketing. I share these insights because I believe that each of us has an innate capacity for brilliance. And when I say "you are brilliant," it resonates within you because it's a truth, one that is stronger than any adjective-filled copy. And the message is powerful precisely because it's meaningful. Page 68 of 88 BSB40207 Certificate IV in Business READING 7 – THE 10 COMMANDMENTS OF GREAT CUSTOMER SERVICE Customer service is an integral part of our job and should not be seen as an extension of it. A company’s most vital asset is its customers. Without them, we would not and could not exist in business. When you satisfy our customers, they not only help us grow by continuing to do business with you, but recommend you to friends and associates. The practice of customer service should be as present on the show floor as it is in any other sales environment. The Ten Commandments of Customer Service 1. Know who is boss. You are in business to service customer needs, and you can only do that if you know what it is your customers want. When you truly listen to your customers, they let you know what they want and how you can provide good service. Never forget that the customer pays our salary and makes your job possible. 2. Be a good listener. Take the time to identify customer needs by asking questions and concentrating on what the customer is really saying. Listen to their words, tone of voice, body language, and most importantly, how they feel. Beware of making assumptions thinking you intuitively know what the customer wants. Do you know what three things are most important to your customer? Effective listening and undivided attention are particularly important on the show floor where there is a great danger of preoccupation - looking around to see to whom else we could be selling to. 3. Identify and anticipate needs. Customers don't buy products or services. They buy good feelings and solutions to problems. Most customer needs are emotional rather than logical. The more you know your customers, the better you become at anticipating their needs. Communicate regularly so that you are aware of problems or upcoming needs. 4. Make customers feel important and appreciated. Treat them as individuals. Always use their name and find ways to compliment them, but be sincere. People value sincerity. It creates good feeling and trust. Think about ways to generate good feelings about doing business with you. Customers are very sensitive and know whether or not you really care about them. Thank them every time you get a chance. Page 69 of 88 BSB40207 Certificate IV in Business On the show floor be sure that your body language conveys sincerity. Your words and actions should be congruent. 5. Help customers understand your systems. Your organization may have the world's best systems for getting things done, but if customers don't understand them, they can get confused, impatient and angry. Take time to explain how your systems work and how they simplify transactions. Be careful that your systems don't reduce the human element of your organization. 6. Appreciate the power of "Yes". Always look for ways to help your customers. When they have a request (as long as it is reasonable) tell them that you can do it. Figure out how afterwards. Look for ways to make doing business with you easy. Always do what you say you are going to do. 7. Know how to apologize. When something goes wrong, apologize. It's easy and customers like it. The customer may not always be right, but the customer must always win. Deal with problems immediately and let customers know what you have done. Make it simple for customers to complain. Value their complaints. As much as we dislike it, it gives us an opportunity to improve. Even if customers are having a bad day, go out of your way to make them feel comfortable. 8. Give more than expected. Since the future of all companies lies in keeping customers happy, think of ways to elevate yourself above the competition. Consider the following: o What can you give customers that they cannot get elsewhere? o What can you do to follow-up and thank people even when they don't buy? o What can you give customers that is totally unexpected? 9. Get regular feedback. Encourage and welcome suggestions about how you could improve. There are several ways in which you can find out what customers think and feel about your services. o Listen carefully to what they say. o Check back regularly to see how things are going. o Provide a method that invites constructive criticism, comments and suggestions. 10. Treat employees well. Employees are your internal customers and need a regular dose of appreciation. Thank them and find ways to let them know how important they are. Treat your employees with respect and chances are they will have a higher regard for customers. Appreciation stems from the top. Treating customers and employees well is equally important. Source: http://marketing.about.com/od/relationshipmarketing/a/crmtopten.htm Page 70 of 88 BSB40207 Certificate IV in Business READING 8 – CUSTOMER COMPLAINTS AND TYPES OF CUSTOMERS Allen F. Wysocki, Karl W. Kepner, and Michelle W. Glasser 2 Introduction In this article we will discuss customer complaints and types of customers. Recent articles by these authors discussed Superior Customer Performance. The handling of customer complaints is an important component of providing Superior Customer Performance. Three important aspects of the complaint process are actively seeking customer complaints, recognizing the type of customer that is complaining, and responding appropriately based on the type of complainer. Actively Seeking Customer Complaints It is important to realize that organizations that are totally customer-focused do not just respond effectively to customer complaints; they actively seek them out. What specific activities does your organization utilize to provide customers with easy opportunities to register their dissatisfaction? Are these activities sufficient? Remember, research indicates that for every complaint expressed there are over 25 unregistered complaints. Many dissatisfied customers just quietly take their business elsewhere. Therefore, organizations that are truly committed to delivering Superior Customer Performance work hard at providing their customers opportunities to complain. What opportunities exist for your organization to more aggressively invite and receive customer complaints? No organization is so perfect in the delivery of Superior Customer Performance that significant levels of dissatisfaction (the source of complaints) do not exist. No news from customers regarding your performance is not necessarily good news. Types of Complainers and How to Respond Effectively At least five types of complainers can be identified. Each type is motivated by different beliefs, attitudes, and needs. Consider the following definitions of the types of complainers, how one might respond to them, and the danger of not handling complaints effectively. The Meek Customer. Generally, will not complain. Response: Must work hard at soliciting comments and complaints and act appropriately to resolve complaints. The Aggressive Customer. Opposite of the Meek Customer. Readily complains, often loudly and at length. Response: Listen completely, ask: "what else?," agree that a problem exists, and indicate what will be done to resolve it and when. Danger: Being aggressive in return. The Aggressive Customer does not respond well to excuses or reasons why the product or service was unsatisfactory. The High-Roller Customer. Expects the absolute best and is willing to pay for it. Likely to complain in a reasonable manner, unless a hybrid of the Aggressive Customer. Response: Is interested in results and what you are going to do to recover from the customer service breakdown. Always listen respectfully and actively and question carefully to fully determine cause. Ask: "what else?" and correct the situation. Like the Aggressive Customer, the High-Roller Customer is not interested in excuses. The Rip-Off Customer. The goal is not to get the complaint satisfied but rather to win by getting something the customer is not entitled to receive. A constant and repetitive "not good enough" response to efforts to satisfy this customer is a sure indicator of a rip-off artist. Response: Remain unfailingly objective. Use accurate quantified data to backup your response. Be sure the adjustment is in keeping with what the organization would normally do under the circumstances. Consider asking "What can I do to make things right?" after the first "not good enough. "The Chronic Complainer Customer. Is never satisfied; there is always something wrong. This customer's mission is to whine. Yet, he is your customer, and as frustrating as this customer can be, he cannot be dismissed. Response: Extraordinary patience is required. One must listen Page 71 of 88 BSB40207 Certificate IV in Business carefully and completely and never let one's anger get aroused. A sympathetic ear, a sincere apology, and an honest effort to correct the situation are likely to be the most productive. Unlike the Rip-Off Customer, most Chronic Complainer Customers will accept and appreciate your efforts to make things right. This customer wants an apology and appreciates it when you listen. Tends to be a good customer (in spite of his constant complaining) and will tell others about your positive response to his complaints. Handling Customer Complaints All good managers want to hear about every complaint their customers have. Only when a complaint has been expressed can the appropriate corrective action be taken. Without customer complaints management often assumes that everything is okay. It is estimated that for every customer complaint received, there are at least 26 complaints that are never expressed. What are the implications of this statistic? Furthermore, a customer with a complaint is likely to tell 20-25 other customers and potential customers about his complaint. Therefore, every organization needs a procedure for resolving customer complaints. A Suggested Customer Complaint Procedure Consider the following eight-step customer complaint procedure for handling customer complaints in your organization: 1. 2. 3. 4. 5. 6. 7. 8. Provide customers with the opportunity to complain. Give customers your full and undivided attention. Listen completely. Ask the key question: “what else?” Agree that a problem exists; never disagree or argue. Apologize. Resolve the complaint. (Ask again: "what else?") Thank the customer for bringing the complaint to your attention. As you examine these eight steps, determine which ones your organization does most and least effectively. Use your answers to determine where you need to improve your customer complaint procedure. Conclusion All customer service personnel need to be trained in handling customer complaints effectively and being empowered to respond in a positive manner. Upcoming articles will address this issue in detail.We hope you found this article useful and invite readers to provide feedback (via email) on how your organization handles customer complaints and which practices are most prevalent in your organization. Drs. Wysocki and Kepner are happy to lead a workshop on complaints and types of customers.Your comments and suggestions are always welcome and you may email us directly at wysocki@ufl.edu or respond via extension web page http://webct.nerdc.ufl.edu:8910/public/WysockiExtension/index.html. References Albrecht, Karl. At America's Service: How Your Company Can Join the Customer Service Revolution. Warner Books. May 1995.Kepner, Karl. FRE class discussions for AEB 4424 (Human Resource Management in Agribusiness). Footnotes 1. This is EDIS document HR 005, a publication of the Department of Food and Resource Economics, Florida Cooperative Extension Service, Institute of Food and Agricultural Sciences, University of Florida, Gainesville, FL 32611. Published May 2001. Reviewed: September 2008. Please visit the EDIS website at http://edis.ifas.ufl.edu. 2. Allen F. Wysocki, assistant professor; Karl W. Kepner, distinguished professor; and Michelle W. Glasser, graduate research assistant; Department of Food and Resource Economics, Florida Cooperative Extension Service, Institute of Food and Agricultural Sciences, University of Florida, Gainesville, FL. Page 72 of 88 BSB40207 Certificate IV in Business READING 9 – HANDLING CUSTOMER COMPLAINTS 1. Complaints: A Critical Form of Communication Complaints are a goldmine of information - Complaints offer businesses an opportunity to correct immediate problems. In addition, they frequently provide constructive ideas for improving products, adapting marketing practices, upgrading services, or modifying promotional material and product information. While occasional problems with service of merchandise are, to some extent, inevitable, dissatisfied customers are not. Companies can learn to recover from mistakes. A good recovery can turn angry, frustrated customers into loyal ones. Recognizing the importance of responding fairly and efficiently to buyer disappointment in the marketplace, many businesses have established effective and innovative systems for resolving consumer complaints. Within any industry, those companies with a positive philosophy and a reputation for fair complaint-management have a competitive edge. A management philosophy that embraces customer satisfaction as a primary goal of business, instead of defending the company in the face of complaints, can change the rules of the game for companies. It shifts the emphasis from the cost of pleasing a customer to the value of doing so, and trusts front-line employees to use their judgment. British Airways' customer-relations department can claim to be a true champion of the customer. The retention rate among those who complain to customer relations has more than doubled, while its return on investment (the value of business saved plus increased loyalty and new business from referrals relative to the department's total costs) has risen 200%. British Airways employees are never happy to have service failures but are eager to hear about them when they occur because they know that ignorance is anything but bliss. 2. Why is Complaints Handling Important? Generate Loyalty, Goodwill and Word-of-Mouth - By talking back when they believe they have not received their money's worth, consumers give businesses an opportunity to correct the immediate problem and restore goodwill. Experience shows that consumers who complain about products and services continue to frequent the businesses and buy the products they complain about if they believe the complaint was resolved fairly. Research into complaint behaviour reveals that only a fraction of dissatisfied consumers complains to business and, thereby, gives the company an opportunity to correct the problem. There is evidence that some consumers do not complain because they are sceptical about business's willingness or ability to resolve disputes fairly. Consumers simply withdraw their patronage and criticize the company or the product to others. Such findings underscore the importance to business of a complaint management system that is well-publicized and easily accessible. An unregistered complaint may do as much harm as one that is mismanaged or not resolved. Careful complaint management can save business unwanted costs. For example, negative word-of-mouth publicity from dissatisfied consumers means lost revenue and necessitates additional investment in advertising to attract replacement customers. Complaints and complaint trends tell business how to do its job better by alerting management to problems that need prompt attention and correction. Furthermore, they indicate long-range opportunities for product innovation and problem Page 73 of 88 BSB40207 Certificate IV in Business prevention. A well-planned system for screening and recording complaint data can provide business owners and managers answers to such important questions as the following: Are products "oversold" or "over advertised?" Is advertising clearly understood? Are salespeople overzealous? Do product disclosures (such as labelling, warranty information and service agreements) need to be improved? Are user's manuals clear, complete and easy-to-read? Would changing warranty coverage reduce complaints? Complaints also provide information about product quality: Are there opportunities for product improvements or better quality control? Are there indications of safety defects that should be reported and corrected, or that justify a recall? To get this valuable feedback, complaint-reporting must generate information swiftly and systematically to the appropriate managers or departments. Initial screening should trigger immediate action, when necessary, and statistical summaries should identify trends and long-range courses of action. 3. Complaints Management System: Management's Role Demonstrate a committment to complaints management - Management attitudes are reflected in the conduct of employees and the performance of the company. Top-level commitment to effective complaint management establishes the motive and incentives for all personnel to strive for consumer satisfaction. Management's responsibility begins with the preparation of written policies and procedures for speedy and fair complaint resolution. These policies and procedures should be put in writing and communicated to all appropriate departments, emphasizing the accountability of individual employees to resolve complaints courteously and fairly. Employees whose primary responsibility is sales or service, for example, may have difficulty resolving complaints objectively if they feel their performance rating could be adversely affected. If management establishes clear lines of authority, consumer problems should be solved quickly and effectively. Management should regularly review and, when necessary, find ways to improve complaint-management procedures, paying particular attention to refining communication and coordination between the complaint-management and operating departments. Periodic surveys of consumers will reveal whether they feel they have been well served by the complaint-processing procedures, and whether they find the company's policies on refunds, repairs, exchanges and other forms of redress to be fair. 4. Customer Retention Strategy: Costs and Savings Complaint Management Return on Investment - Even though a good customer retention strategy incurs cost, so does a badly performed service. No business can afford to lose customers, if only because it costs much more to replace a customer than it does to retain one -- five times more, most industry experts agree. A customer recovery service allows a business to shift its cost from constantly courting new customers to cutting customer defection. Also keep in mind that dissatisfied customers almost always get stuck with certain costs: the money they spend for phone calls, the time they spend making their cases, and the aggravation they must endure throughout. The customer left stranded on the highway because her car was not repaired properly might miss an important meeting, have to pay for a tow truck, and spend time waiting for the repair to be made. Many service companies conveniently overlook these hidden costs, but the customer surely will not. Companies known for excellent service will go the extra mile to cover all the costs a failure incurs or, if the inconvenience is so great that the company cannot completely compensate the Page 74 of 88 BSB40207 Certificate IV in Business customer, respond in a tone that signals the company's regret. 5. Complaint Handling Staff What Makes a Great Complaint Manager? Complaint managers need to be patient, articulate, and able to balance fairly the interests of the company with those of the consumer. They also should be able to communicate legitimate consumer complaints to management to help determine whether there is a need for changes in company policies or procedures. All members of a complaint-management department should be familiar with the operations of the company and with its products and services. Prior experience in other departments may be an asset. Training can strengthen interviewing and communications skills and heighten the staff's awareness of the special needs of consumers from different cultural, economic or educational backgrounds. Also, complaint-management staff should be familiar with consumer protection laws and with the operations of third-party dispute-resolution mechanisms to which particularly difficult complaints may need to be referred. Finally, customer-relations personnel should have professional status, adequate salaries and opportunities for advancement consistent with the importance management assigns to the function. 6. Publicizing the Customer Complaint Management System Visible and Accessible Complaint Management System - A complaint management system must be visible and accessible in order to serve consumers and accomplish company goals. Management, sales, service and public relations personnel should all cooperate to make the complaint system accessible to consumers. How to publicize the complaint management system: on posters and signs in the sales and service area on contract forms and sales slips in charge account mailings in the use and care manual in advertising -- your company's complaint system could be the theme of an advertising campaign on product packaging and labelling Instructing consumers of their responsibilities can help avoid misunderstandings and unnecessary complaints. Include advice in the material that advertises your complaint system and have sales and service personnel encourage consumers to do the following: Carefully read promotional material and product literature before buying. Follow instructions in the use and care manual. Understand the terms of sale (warranties and guarantees, contracts, credit terms, refund policies, and so on). 7. Customer Complaint Resolution at the First Point of Contact Empower Front Line Staff, Distributors, and Sales People - Consumers are likely to turn first to the place of their purchase -- retail store, service establishment, contractor, and so on -- to complain. Resolving complaints at this level avoids unnecessary consumer frustration and preserves the direct buyer/seller relationship. Moreover, it is likely to be relatively easy, quick and economical. It is important that companies coordinate complaint management with others in their distribution network. Retailers, Page 75 of 88 BSB40207 Certificate IV in Business manufacturers and service outlets mutually benefit from keeping one another informed of complaints and complaint trends and cooperating when necessary to see that complaints are fully and satisfactorily resolved. Manufacturers should encourage consumers and retailers to contact them when a dispute cannot be resolved at the place of purchase. Complaint systems at the retail level should be structured to isolate those matters that need the immediate attention of manufacturers. These include complaints that suggest possible design or production defects that affect product safety and performance. Also, complaints forwarded from the retail level can help manufacturers evaluate their own policies toward warranty coverage, for example, or identify advertising or labelling that needs to be clarified, or learn things about product performance or marketing that are revealed only after wide distribution. 8. Third-party Dispute Resolution - Conciliation, Mediation and Arbitration If complaints cannot be resolved directly between the consumer and retailer or manufacturer, they should be referred to third-party dispute resolution. Third-party mechanisms use the services of unbiased individuals or panels to resolve disputes through conciliation, mediation and arbitration. Conciliation: A neutral conciliator brings the parties together and encourages them to find a mutually acceptable resolution to the dispute. Mediation: A neutral mediator becomes actively involved in negotiations between the parties. The mediator can propose a resolution, but cannot dictate a settlement of the dispute. Arbitration: An independent individual or panel hears the facts on both sides of a dispute and reaches a decision. Usually both parties have previously agreed to abide by the decision, but in some systems, only the business agrees in advance to abide by the outcome of the arbitration. Third-party dispute resolution is advantageous to business because it enables expeditious, economical and fair complaint resolution without government regulation or legal action. In fact, government agencies encourage the use of third-party mechanisms when complaints cannot be resolved directly between buyer and seller. Proponents of third-party systems point out that their use can help make manufacturers and retailers more responsive to consumer problems. By submitting disputes to a neutral decision-maker, a business can demonstrate goodwill through its willingness to seek unbiased solutions to consumer complaints. A small percentage of consumers and businesses seek more formal third-party complaint resolution in small claims courts. Use of the courts can be cumbersome and costly for both sides and can usually be avoided if a good faith effort is made to resolve disputes at the company level or through informal dispute resolution. 9. Basic Steps for Effective Complaint Management 1 - Designate a Location to Receive Complaints Consumers need to know where and how to file complaints or make inquiries. Select a place to receive complaints that is visible and accessible to consumers. Publicize the complaint system to encourage consumers to voice their dissatisfaction and to make the good intentions of the company apparent. Page 76 of 88 BSB40207 Certificate IV in Business 2 - Develop a System for Record-keeping Prepare forms for recording, categorizing and filing complaint records. Design the system to perform functions such as the following: communicating complaint data to top management; permitting swift identification and response when complaints need to be reported to other departments or companies in the distribution network, or to law enforcement or regulatory agencies; providing market research through complaint trends; and enabling management to monitor the efficiency and effectiveness of the complaint- management system. 3 - Process and Record Complaints Log in the complaint and any relevant data. Categorize it for resolution and record-keeping. Categories must be clearly defined and exclusive of one another. Assign the complaint to one person for handling. Forward the complaint to another level of authority, if appropriate. 4 - Acknowledge Complaint Consumers do not register complaints with only a casual interest in their disposition. Complaining involves some inconvenience and, possibly, expense. Loyal customers with strong feelings are often involved. Personalize the response. Talk to the customer, if possible, by phone or in person. Use letters when necessary, but avoid impersonal form letters. Take extra time, if needed, to help consumers with special needs, such as language barriers. 5 - Investigate and Analyze the Complaint Be fair. Get both sides of the story. Keep records in the complaint file of all meetings, conversations or findings. 6 - Resolve the Problem in a Manner Consistent with Company Policy Forward the complaint to the appropriate level of authority for resolution. Keep the consumer informed through progress reports. Notify the consumer promptly of a proposed settlement. 7 - Follow-Up Find out if the consumer is satisfied with the resolution. Was it carried out? Page 77 of 88 BSB40207 Certificate IV in Business Refer the complaint to a third-party dispute-resolution mechanism, if necessary. Cooperate with the third-party. 8 - Prepare and File a Report on the Disposition of the Complaint, and Periodically Analyze and Summarize Complaints Circulate complaint statistics and action proposals to appropriate departments. Develop an action plan for complaint prevention. Make sure the consumer viewpoint is given appropriate consideration in company decision making. 10. Complaint Management System Conclusions Complaint management systems and company policies on refunds, exchanges and product service vary widely depending on the nature of the product or service, the terms of purchase, consumer use patterns, and so on. There is no single formula that will provide universal relief for dissatisfied consumers. The commitment and continuing involvement of company management is critical to successful complaint resolution and to the optimum use of complaints as a management tool. Managers will help discover new ways to improve both the complaint-management system and the fairness of remedies offered to consumers. 11. Complaint Management System Checklist Evaluate your complaint management system - In planning a system for complaint management or evaluating the one you have in place, consider the following questions: Does your company depend on repeat customers? Do you have written procedures for your complaint-management system? Are staff throughout the company well aware of the procedures and the importance of your complaintmanagement system? Does top management directly oversee your complaint-handling procedures? Do incentives exist to reinforce staff commitment to consumer satisfaction? Is your complaint system easily accessible to consumers? Do you publicize your complaint system to consumers? If yes, how? Printed media (posters, advertising, monthly statements)? Communications by sales personnel? Is your complaint system organized so that: 1. front-line employees have clear responsibilities for resolving complaints in one department or location? 2. larger or more serious complaints are referred to designated senior managers? Are you providing adequate training for your complaint-management staff? Does the customer-relations staff feel they have equal stature with other professionals in the company? Do you periodically survey your customers to see if they are satisfied with your complaint-management system? Do you encourage feedback? Do you regularly review your complaint-management system and make necessary improvements? Do you utilize your system of complaint management for more than settling individual complaints? For example, do you use it for quality control and problem prevention? Does your complaint system swiftly generate systematic information about causes of complaints and complaint trends? Does this data meet your management needs? Do you circulate to top management periodic reports of data from complaint records with suggestions for action to prevent recurring problems? Can you identify areas in the company in which your complaint-management system is having an effect? Has it Page 78 of 88 BSB40207 Certificate IV in Business been positive or negative? Do you coordinate your complaint-management system with others in the distribution chain for your products or services? Do you have a direct line of communication with them? Do you have an adequate understanding of how these external organizations are affecting your relationship with consumers? Do you work cooperatively with local and governmental consumer agencies? Do you use third-party dispute-resolution mechanisms for those problems not resolved in-house (i.e. mediation or arbitration)? Adapted from: http://highered.mcgraw-hill.com/sites/dl/free/0072938056/147626/lucas_chap007.pdf http://www.amazon.com/Customer-Service-Concepts-Success-Student/dp/0078226333 Page 79 of 88 BSB40207 Certificate IV in Business READING 10 – TRAITS YOU CANNOT TEACH IN CUSTOMER SERVICE by Leonard Buchholz Source: http://www.mbaassociation.org/Business-Development/5-Traits-You-Cannot-Teach-In-Customer-Service.html There are some character traits that cannot be taught in Customer Service.. If we could, we would because it would make the whole world a better place, not just Customer Service. We can't, therefore we work with people whom we believe to most exemplify these traits. Here are 5 you cannot teach. 1. Enthusiasm. We see it, we feel it and boy, do we wish everyone had it. Many people don't though. It is often reflected in their faces when a request is made and reinforced with a sullen "just a moment" that does nothing to help us believe that we are about to receive a Service which we so desperately hope is better than what Mr. or Ms. Sullen face has just prefaced us with. Enthusiasm is infectious, contagious and outright fun. It seems the Enthusiast is everywhere, ready and willing to do whatever it takes to make sure that we have a fantastic Customer Service experience. It is reflected by the pride they take in doing the job right, the care they take making sure everything is just so and the delivery of "Is there anything else I can do for you Mr. or Ms. Customer?" The Enthusiast is nearly extinct these days. The victim of "Faster, More, Cheaper" Customer Service. Are you exemplifying "Faster, More, Cheaper" or are you trying to grow Customer Service Enthusiasts? 2. Happiness. A feeling of pleasure. I have come to believe that Happiness is sometimes misused for the word Enlightened. I know, now you think I am really off my meds. Let me ask you something. Have you ever met a person who was Happy? I mean really, really Happy? Really, when? Where do you think "Happy Hour" comes from? My point is that when people feel Happy, it leads to the ending of Happiness, or a state of Unhappiness. In other words, there is a limit. I don't think there can be a limit to Enlightenment. Either way you think about it, it is not something you can teach. You can feel it. You can see it when another person really has it. You just can't teach someone to be Happy or Enlightened. They have to find it themselves. 3. Commitment. The feeling one has when one decides to do something no matter the cost or the journey. The ability to see it to the end. People who have commitment are not easily swayed. They keep putting one foot in front of the other, keeping their eye on the prize, the goal, the end. Oh, they have trials and tribulations, and when you ask them about it, they shrug and say things like "That's the way we do it" or "It needed to be done." They have little concern or care for the thoughts of others who can't see the world through their eyes. They shrug and say "It's got to get done, and I'm the person to do it." You can't teach that. 4. Belief. The thought that someone feels completely, through and through that resonates deep inside them and Page 80 of 88 BSB40207 Certificate IV in Business tells them that they are on the right path. They don't need your beliefs, and are quite content to let you have yours. Once it is felt between a group of people, it sings to everyone's heart in that group. A drumbeat that is felt by and played by all. It brings a natural power to a person that is unquenchable and unwavering. When all else is in doubt it is Belief that carries a person through. I have experienced total Belief and a loss of Belief and I can tell you that when there is a loss of Belief, it literally can crush a soul. It's at these times that a person has to find that small spark, that ignites and starts the fire anew. You can't teach that. 5. Attitude. Among all, I really want to have the ability to teach Attitude. You could point out to someone what Attitude looks like and say things like "He/She has a great Attitude, you would do well to be like this" and the person would say "Oh, I see. No problem. Attitude is adjusted to maximum. Thanks." And it would be. Or say something like "Study this book, read chapters 3 and 4, answer the questions at the end of the chapters and you will have the Attitude you need to make it through life." Right. The world would be a much more interesting place if all of our Attitudes where in sync and working towards a common goal. " Imagine," as someone once said. You can't teach Attitude in Customer Service. If you are trying to teach one of these to your personnel in the hope that they will morph in Customer Service Professionals, forget it. You have a better chance of seeing Santa Claus, The Tooth Fairy and The Easter Bunny playing ball on your front lawn one morning. Concentrate on finding those people who best demonstrate these traits. Help them grow their own Enthusiasm, Happiness, Commitment, Belief and Attitude. You will be much happier with the results. (Or Enlightened). This article is written with the hope that you do something with the thoughts and ideas presented here. Take action and make a difference. About the Author Leonard Buchholz is a Certified Trainer, Speaker and Author. Seminars include subjects like Customer Service, Management and Communications. Known for "High Touch" seminars, participants have takeaways that include 3 immediate goals and long term learning. Leonard is also a dynamic Keynote speaker that can launch your event with enthusiasm and charisma. Page 81 of 88 BSB40207 Certificate IV in Business READING 11 – IS THE CUSTOMER ALWAYS RIGHT? by Mike Myatt Is the customer always right? How far should a company go to satisfy their clientele or customer base.. Is there a point when satisfying the customer is actually harmful to the enterprise or as the saying goes, is the customer always right? In this article I’ll share my opinion as to the validity of this statement and where to draw the line. So, who originally coined the phrase “The customer is always right”? There is a century old dispute about who should actually get the credit. The American’s believe it is Marshall Field of Marshall Field’s department stores and the British believe the phrase was coined by Harry Gordon Selfridge the founder of London’s Selfridges store. The dispute centers around the fact that Selfridge was actually born in Wisconsin and worked for Field for nearly 11 years prior to opening his store in London. Regardless of which man coined the phrase many have adopted its use over the years as the premise for their philosophy on customer service and satisfaction. I believe that all businesses should use great care and concern when determining how their customers are treated. The time, energy and cost associated with acquiring a customer are substantial and likewise the benefits of retaining customers are considerable. That being said, I also believe there is a point where customers can begin to abuse the good will of the merchants and service providers who work hard to earn their business. The good news is that most customers are well worth the time and effort expended to retain their business over the long haul. So, when does a customer cross over to the dark side and become your worst nightmare? Regrettably, experience has shown me that a small percentage of customers/clients live to wield their perceived power over their merchants, vendors, suppliers and professional service providers. These customers are the proverbial “squeaky wheels” that demand to be greased. These are the verbally abusive customers who expect special consideration and whose demands far exceed the boundaries of reason. There is in fact a point where “bad customers” can erode margins, negatively affect morale or even tarnish a brand. These customers not only are not right, they deserved to be fired… The following tips will help you minimize the amount of bad customers served by your enterprise and will show you what to do once a customer crosses over to the dark side: 1. Align Expectations: Where possible, and especially if your business has the luxury of choosing your customers make sure that mutual expectations are both defined and aligned at the outset of the relationship. Insure that your client understands what types of customer behaviors will be accepted and what types of behavior will not be tolerated. 2. Develop Customer Scorecards: You should actually profile your clientele such that you understand the difference between good accounts and bad accounts. Much like you have performance reviews for your employees you should conduct an analysis of how your customers are performing. Not all accounts are accretive and more accounts than you think may in fact be dilutive. 3. Turnover Bad Accounts: When a client is identified as being a bad account either not capable of being saved nor worthy of salvaging you should fire the client. I am constantly looking to upgrade the bottom 10% of my client base either by improving account performance or by firing the client and replacing that business with a better quality account. I feel privileged to serve my clients and am thankful for the opportunity to earn their business, but I also believe that the relationships should be reciprocal in nature and that they should respect the caliber of advice and quality Page 82 of 88 BSB40207 Certificate IV in Business of representation they receive. About the Author Mike Myatt is the Chief Strategy Officer at N2growth. N2growth is a leading venture growth consultancy providing a unique array of professional services to high growth companies on a venture based business model. The rare combination of branding and corporate identity services, capital formation assistance, market research and business intelligence, sales and product engineering, leadership development and talent management, as well as marketing, advertising and public relations services make N2growth the industry leader in strategic growth Page 83 of 88 BSB40207 Certificate IV in Business READING 12 – IMPLEMENT YOUR CUSTOMER SERVICE STANDARDS Now that you have a customer service policy for your department, you’re ready to implement your customer service standards. The most important resource for this project is YOU and YOUR TEAM – and the rest of the employees at Thrifty Car Rentals, who are responsible for making this happen. Consider the following to ensure a successful implementation of standards: 1. Quality communication to the project team. 2. Team commitment. 3. Team “buy in” to the customer service standards. 4. Team empowerment. 1. Quality Communication Communication must be honest, open, and inclusive throughout Thrifty. For employees to commit to the standards, they need to know the organization’s goals and understand how they are going to be achieved. Employees need to know what the expected outcomes will be. Employees also need constant feedback. Lack of information can be interpreted as disinterest. If they sense you are not interested in delivering good customer service, they won’t be either. 2. Team Commitment To feel that they are contributing to the success of the customer service standards, employees need to be able to give regular input. They need to feel that they are contributing to the success of the customer service standards. 3. Team Buy-in To ensure that the Thrifty employees respond positively to the new customer service standards, the way you present your expectations must also be positive. A negative approach will guarantee resistance and rejection from the employees. People don’t feel valued if you tell them what to do without the opportunity to contribute their own ideas. Create positive involvement by: � Involve employees in the implementation of the standards Page 84 of 88 BSB40207 Certificate IV in Business � Seek their views and opinions � Listen to their ideas � Implement their suggestions � Make them feel valued. 4. Team Empowerment. Support Thrifty’s employees so they can be successful. Empowering is creating conditions that foster and release creativity, talent, ability, and potential. Empowering: � Increases employee and customer confidence � Promotes buy-in of the standards � Encourages ownership of the standards � Helps deliver what the customer wants � Help reduce costs. Page 85 of 88 BSB40207 Certificate IV in Business READING 13 –CUSTOMER FEEDBACK Customer feedback is vital to making a business work. Your customers are the heart of your operation; without them, it would be impossible to have any of the success that you do. Customer feedback can be an excellent way to keep your business going in a positive direction. GET HONEST OPINIONS Customer feedback is a vital way to get honest opinions on your services or products from people who are familiar with them. These opinions can make it easier to get into the minds of the most important critics. IMPROVE RELATIONS When customers feel that a business truly cares about them and what they think, they may be more likely to be loyal customers. When a business makes changes according to feedback, it shows that they truly listen and respect those opinions. INEXPENSIVE BUSINESS ADVICE Some businesses pay thousands of dollars for someone to come in and tell them what improvements need to be made to the business to get more customers. Customer feedback is essentially inexpensive business advice directly from the source. MORE CUSTOMERS When a business is willing to receive feedback and listen to it, word spreads and more customers may be willing to give you a shot based on your commitment to excellent customer service. POSITIVE CHANGES A business does not like to brag about the negative aspects of their operation; they want to have mostly positive things to say. Customer feedback can mean positive changes according to their comments, which could mean a better reputation and more money for the business Read more: Importance of Customer Feedback | eHow.com http://www.ehow.com/facts_5479870_importance-customerfeedback.html#ixzz14BFqrPDA Page 86 of 88 BSB40207 Certificate IV in Business READING 14 – HOW TO DEVELOP A CUSTOMER SERVICE MODELS A good customer service model focuses on increasing satisfaction while decreasing or minimizing customer conflict. Implementing a business model that focuses on an atmosphere of service is essential to the majority of businesses worldwide. Customer service models should include strategies for getting customer feedback, retaining angry or unsatisfied customers and continually updating policies and services to meet customers' needs. INSTRUCTIONS 1. 2. 3. 4. 5. 6. 7. Define what you and/or your company means by "customer service." Write down all aspects of the customer experience that you feel is important to work on and develop. Review your company goals and missions to determine if there are any customer service models already written into your policies. Include everything from welcoming the customer and assisting him with products/services all the way to providing for a complaint resolution service when issues arise. Develop a strategy for welcoming the customer to your business. This means having a friendly and light atmosphere if you have a traditional brick-and-mortar store; an example is chain department stores such as WalMart that use greeters. Welcoming the customer also means placing products/services in easy-to-find locations. Institute employee training programs that focus on improving and creating a customer service atmosphere. Each employee should have a distinct role, but customer service should be a part of all positions. Employees should be trained in welcoming customers, assisting and conversing with customers as needed. A company's reputation and brand image partially rely on a customer service focus, which is why employee training programs should be used. Create plans to include customer service after a purchase has been made. Low-cost or free installation services should be considered if you're selling high-priced items such as appliances or electronics. Technical support services and service warranties are also possibilities that enhance a company's customer service image. Make company management personnel available for any customer issues or concerns that need to be taken care of immediately. Names and phone numbers of company management should be easily accessible to low-level employees if management is not available. Consider using multiple channels to communicate with your customers. Provide a toll-free or local phone number so that customers can call and get in touch with a customer service representative to talk about issues and complaints. Include other communication channels such as live website support and social media methods like Twitter and Facebook. When customers need to get in touch with a company representative it should be fairly easy to do so. Develop a clear method to resolve customer complaints. Decide how and with whom complaints will be handled and resolved. Consider using customer relationship management (CRM) software such as that offered by Oracle to help. Institute complaint resolution policies such as giving account credits, free coupons and products, or refunds. A good customer service model should be flexible and resolve each complaint on a case-by-case basis. Source: http://www.ehow.com/how_5856047_develop-customer-service-model.html Page 87 of 88 BSB40207 Certificate IV in Business Page 88 of 88 BSB40207 Certificate IV in Business