AAUSC

SHORT TERM TRAINING, ON, CUSTOMER SERVICE

SEPTEMBER 23-25

ILRI
 TRAINER’S PROFILE
EDUCATION

Level Specialization Year/European

calendar/
1. BA degree Business management 2000-2004

2. MA degree Business administration 2007-2009

3. PhD/candidate/ Business leadership Since 2012

 EMPLOYMENT SERVICES

Institution Level Year/European

calendar/
1. Addis Ababa university Lecturer 2009-
2. Arbaminch university Lecturer 2004-2009
TRAINING AND CONSULTANCY SERVICES

Institution Training/consultancy courses Year/EC/

1 Shemu plc Market survey/undertaking 2014
research/
2 Suger corporation Customer handling 2013
3 Commercial bank of CRM 2014
Ethiopia
3 Moha Ethiopia Sales management 2012
4 Ethiopian tobacco Promotion management and public 2011
corporation relations
5 Commercial nominees Supervisory management 2013
6 Ethiopian design and Marketing management 2011
construction enterprise
7 Harmony hotel Marketing management 2011
8 Upper awash agro Marketing management 2011
industry enterprise
9 Burayoo packaging plc Marketing management 2011
10 Ethiopian design and Marketing management 2012
construction enterprise
11 Construction and business Customer service 2013
bank/branch managers/

12 Commercial bank of Customer service 2014

Ethiopia
TRAINING AND CONSULTANCY SERVICES

13 Ethiopian insurance company Marketing, sales and CRM

14 Awash insurance company Marketing, sales and CRM
15 Birhan insurance company Marketing, sales and CRM
16 Life insurance company Marketing, sales and CRM
17 Africa insurance company Marketing, sales and CRM
18 Nyala insurance company Marketing, sales and CRM
19 Nile insurance company Marketing, sales and CRM
20 Lucy insurance company Marketing, sales and CRM
21 Ormoia insurance company Marketing, sales and CRM
22 Abay insurance Marketing, sales and CRM
Anbessa insurance Marketing, sales and CRM
24 Nice insurance company Marketing, sales and CRM
TRAINING AND CONSULTANCY SERVICES
25 Commercial bank of CRM
Ethiopia Between
2011-2014
26 Business and CRM
Via EIFS
construction bank
27 Oromia union bank CRM
28 Awash international bank CRM
29 Development bank of CRM
Ethiopia
30 National bank of Ethiopia CRM
31 Buna international bank CRM
32 Nib international bank CRM
33 Zemen bank CRM

34
35 Many other companies Marketing management 2012
both collectively and via
individually chamber of
commerce
 TRAINEES PROFILE AND EXPECTATION

• INTRODUCE YOURSELF
• NAME
• EMPLOYMENT BACKGROUND

• EXPECTATION
 MODALITIES

• THEORETICAL LECTURES
• CASES
• DISCUSSIONS
• PRESENTATIONS
• EXPERIENCE SHARING
• ROLE PLAYING
• STORY TELLING
 DEVELOPING GROUND RULES

• SIDE TALKING
• MAKING AND RECEIVING CALLS
• LATE COMING
 ASSIGNING RESPONSIBLE INDIVIDUALS

• TRAINING MANAGER
• GROUP LEADERS
• GROUP JOKE CRACKERS
 INTRODUCTION

• GOOD SERVICE IS GETTING HELP, GETTING A PROBLEM SOLVED – COMPETENTLY

WITH NO HASSLE, NO RUN AROUND, NO DELAY, ETC. THIS BECOMES MORE
CRUCIAL AS THE NUMBER OF CUSTOMERS INCREASES SINCE THE TENDENCY OF
SERVICE DETERIORATION WILL BE HIGHER UNLESS NECESSARY MEASURES ARE
TAKEN TO MAKE THE SERVICE SHINE.
• THUS THE TRAINING IS DESIGNED TO CREATE AWARENESS ON BASIC CONCEPTS,
METHODS AND TECHNIQUES AND PRACTICES TO MAKE TRAINEES PROVIDE
SATISFACTORY SERVICE AS WELL AS TO ENHANCE GOOD CUSTOMER SERVICE
FOR THEIR CUSTOMERS.
 INTRODUCTION…

• THIS TRAINING MATERIAL IS PREPARED BASED ON THE SPECIFIC NEED OF ILRI

AND IT IS MADE UP OF SEVEN SESSIONS.
• THE FIRST ONE DEALS ON DEFINITIONS, ROLES AND IMPORTANT ELEMENTS, AND
THE SECOND CHAPTER DESCRIBES COMMUNICATION SKILLS. CHAPTER THREE
FOCUSES ON HOW TO ENSURE CUSTOMER CARE, SATISFACTION AND SERVICE
QUALITY. THE FOURTH CHAPTER IS ABOUT HANDLE DIFFICULT CUSTOMERS AND
THE FIFTH CHAPTER DEALS CONFLICT MANAGEMENT. CHAPTER SIX WILL
DISCUSS THE CONCEPT OF COMPLAINT HANDLING AND THE LAST CHAPTER WILL
TALK OVER ABOUT STRESS MANAGEMENT IN CUSTOMER SERVICE.
 TRAINING OBJECTIVES

• GENERAL OBJECTIVE:
• TO UPGRADE PARTICIPANTS’ KNOWLEDGE, SKILL AND ATTITUDE ABOUT
CUSTOMER SERVICE SO THAT THEY CAN IMPROVE THEIR CUSTOMER HANDLING.
AS A RESULT, THEY WILL WORK TOWARDS CUSTOMER SATISFACTION, WHICH IN
TURN ENABLE THEM TO CREATE/MAINTAIN THEIR GOOD WILL ABOUT THEIR
ORGANIZATION.
 TRAINING OBJECTIVES…
• SPECIFIC OBJECTIVES:
• AT THE END OF THIS TRAINING, THE TRAINEES WILL REALIZE THE FOLLOWING SPECIFIC
OBJECTIVES:
• UNDERSTAND THE CONCEPTS OF CUSTOMER AND CUSTOMER SERVICE,
• ESTABLISH PERSONAL COMMUNICATION STYLE THAT PRODUCE WIN/WIN RESULTS WITH
CUSTOMERS,
• BUILD NONVERBAL COMMUNICATION AND LISTENING SKILLS TO SERVE CUSTOMERS,
• BUILD APPROPRIATE ATTITUDES TOWARDS CUSTOMER SERVICE THAT HELPS TO REALIZE CUSTOMER
CARE, CUSTOMER SATISFACTION, QUALITY SERVICE,
• HANDLE DIFFICULT CUSTOMERS,
• HANDLE SERVICE RELATED CONFLICTS,
• HANDLE CUSTOMER COMPLAINTS &
• MANAGE STRESS IN CUSTOMER SERVICE.
 SESSION ONE
INTRODUCTION TO CUSTOMER SERVICE

• DISCUSSION QUESTIONS
• WHAT IS A CUSTOMER?
• WHAT IS A SERVICE?
• WHAT IS A CUSTOMER SERVICE?
 DEFINITION OF CUSTOMER

• A CUSTOMER IS A PERSON OR AN ORGANIZATION THAT OFTEN OR REGULARLY,

PURCHASES A SERVICE OR PRODUCT. THE CUSTOMER MAKES A PURCHASE
BECAUSE HE, FOR ONE REASON OR ANOTHER, NEEDS THAT SERVICE OR
PRODUCT.
• TWO DEFINITIONS OF CUSTOMER:
• PERSON WHO RECEIVES OR BUYS/HAVE THE POTENTIAL TO BUY
• PERSON WITH WHOM ONE HAS DEALINGS
 DEFINITION OF SERVICE

• IN GENERAL SERVICE CAN BE DEFINED AS WORK DONE FOR OTHERS AS AN

OCCUPATION OR BUSINESS; OR AN ACT OR A VARIETY OF WORK DONE FOR
OTHERS, ESPECIALLY FOR PAY. THE OTHER ONE COULD BE AN ORGANIZED
SYSTEM OF LABOR AND MATERIAL AIDS USED TO SUPPLY THE NEEDS OF THE
PUBLIC.
 DEFINITION OF SERVICE…

• THEREFORE, IT IS GOOD TO EXPAND THE DEFINITION OF SERVICE AS

"FULFILLING A GREAT NUMBER OF LESS OBVIOUS CUSTOMER NEEDS".
• THIS INCLUDES:
• LISTENING WITH EMPATHY TO CUSTOMERS
• PROVIDING OPTIONS/ ALTERNATIVES
• SHOWING FRIENDLINESS TO CUSTOMERS
• FAIRNESS
• PROVIDING INFORMATION
 WHAT IS CUSTOMER SERVICE?

• CUSTOMER SERVICE IS THE PROVISION OF SERVICE TO CUSTOMERS BEFORE,

DURING AND AFTER A PURCHASE.
• ACCORDING TO JAMIER L. SCOTT. (2002),“CUSTOMER SERVICE IS A SERIES OF
ACTIVITIES DESIGNED TO ENHANCE THE LEVEL OF CUSTOMER SATISFACTION –
THAT IS, THE FEELING THAT A PRODUCT OR SERVICE HAS MET THE CUSTOMER
EXPECTATION."
LEVELS OF SERVICES
 LEVELS OF SERVICES…

• BASIC SERVICE: ORGANIZATIONS HAVE AN OPTION OF PROVIDING WHAT THEY HAVE

BEEN MANDATED FOR WITHOUT EVEN CONSIDERING THE NEED AND EXPECTATIONS
OF CUSTOMERS. SUCH LEVEL OF SERVICES IS BASIC.
• EXPECTED SERVICE: SOMETIMES CUSTOMERS MIGHT GET WHAT THEY HAVE BEEN
EXPECTING WHEN THEY FOOT TO ORGANIZATIONS’ COMPOUND. ORGANIZATIONS
HAVE PRIOR INFORMATION FROM EXPERIENCE ABOUT CUSTOMERS’ EXPECTATIONS
AND THEY ARE GOOD ENOUGH TO ADAPT WITH AND PROVIDE CUSTOMERS WHAT
THEY ARE LOOKING FOR. DEFIANTLY THESE SERVICE LEVELS AVOID DISSATISFACTION
BUT HAVE NOTHING TO ADD ANY ENLIGHTENMENT ON THE CUSTOMERS’ EXPERIENCE.
 LEVELS OF SERVICES…

• DESIRED SERVICE: ALERT SERVICE PROVIDERS HAVE THE INITIATION TO SEARCH FOR
INFORMATION REGARDING THE NEEDS AND WANT OF CUSTOMERS AND ALTER THEIR SERVICES
ACCORDINGLY. THEY ASK WHAT THEIR CUSTOMERS ARE EXPECTING AND MEND THEIR
OPERATIONS TO FILL THE GAP THEY CURRENTLY HAVE. CUSTOMERS AT THE END OF THE DAY WILL
HAVE THE CHANCE TO GET THEIR DESIRE. THIS EFFORT CAN CREATE SATISFIED CUSTOMERS.
• UNANTICIPATED SERVICE: ORGANIZATION WILL HAVE THE COURAGE TO GO EXTRA-MILE TO
DELIGHT THEIR CUSTOMERS. THEY PROVIDE NOT WHAT CUSTOMERS ARE LOOKING FOR BUT WHAT
THEY DON’T EVEN THINK BEFORE. UNEXPECTED SERVICES MIGHT PUT US IN THE POSITION TO SEE
THE LAUGHING AND THANKING CUSTOMERS WILL LOTS OF BLISS AND ASTONISHMENT WITH WHAT
S/HE GOT FROM US.
 DISCUSSION QUESTION

1. DISCUSS THE CUSTOMER GROUPS IN YOUR ORGANIZATION.

2. WHAT IS THE LEVEL OF CUSTOMER SERVICE THAT YOUR ORGANIZATION
PROVIDES TO DIFFERENT GROUP OF CUSTOMERS?
3. GIVE YOUR RECOMMENDATION FOR IMPROVEMENT OF THE SERVICE LEVEL TO
DIFFERENT GROUPS OF CUSTOMERS.
 TYPES OF CUSTOMERS

• CUSTOMERS FALL INTO TWO CATEGORIES. THESE ARE:

• THE EXTERNAL CUSTOMERS: THESE ARE THE PEOPLE YOU
DEAL WITH, EITHER FACE-TO-FACE OR OVER THE TELEPHONE,
WHO BUY PRODUCTS OR SERVICES FROM YOU.
• THE INTERNAL CUSTOMER: THESE ARE THE PEOPLE WHO
WORK INSIDE YOUR ORGANIZATION AND RELAY ON YOU FOR
THE SERVICES, PRODUCTS, AND INFORMATION THAT THEY NEED
TO GET THEIR JOBS DONE.
 THE CUSTOMER CHAIN
• THE CUSTOMER CHAIN: IT IS THE RELATIONSHIP BETWEEN INTERNAL CUSTOMERS AND EXTERNAL
CUSTOMERS THAT CREATES THE CUSTOMER CHAIN. THE SMOOTHER THE RELATIONSHIP BETWEEN THE
TWO GROUPS OF CUSTOMERS, THE STRONGER THE CHAIN WILL BE IN EFFECT. CONDITIONS THAT LEAD
TO SMOOTH RELATIONSHIP BETWEEN INTERNAL AND EXTERNAL CUSTOMERS ARE:
• PERSONNEL SELECTION
• TRAINING THE STAFF
• RECOGNITION/MOTIVATION OF GOOD WORK
• CONTROL
• EACH INTERACTION WITH AN INTERNAL CUSTOMER IS AN IMPORTANT LINK IN A CHAIN OF EVENTS THAT
ALWAYS ENDS UP AT THE EXTERNAL CUSTOMERS’ FEET. THE QUALITY OF SERVICE THAT AN
ORGANIZATION PROVIDES TO ITS CUSTOMERS IS A DIRECT REFLECTION OF HOW THE STAFF OF AN
ORGANIZATION IS TREATED BY THEIR IMMEDIATE SUPERVISORS/MANAGERS.
 THE ROLE OF CUSTOMER SERVICE IN
ORGANIZATIONS
• GOOD CUSTOMER SERVICE IS ALL ABOUT BRINGING CUSTOMERS BACK. AND
ABOUT SENDING THEM AWAY HAPPY - HAPPY ENOUGH TO PASS POSITIVE
FEEDBACK ABOUT YOUR ORGANIZATION ALONG TO OTHERS, WHO MAY THEN
TRY THE PRODUCT OR SERVICE YOU OFFER FOR THEMSELVES AND IN THEIR
TURN BECOME REPEAT CUSTOMERS.
• 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.
 THE ROLE OF CUSTOMER SERVICE IN
ORGANIZATIONS…
• 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.
• " GOOD CUSTOMER SERVICE IS ALL ABOUT GIVING YOUR CUSTOMERS THE
OPPORTUNITY TO EXPRESS THEIR DESIRES OR DISSATISFACTIONS, THEN DOING
EVERYTHING REASONABLE TO MAKE THOSE DESIRES HAPPEN.
• IT’S NOT JUST ABOUT TECHNOLOGY. AND IT’S UNIQUE TO YOUR ORGANIZATION.
 THE ROLE OF CUSTOMER SERVICE IN
ORGANIZATIONS…
• IN GENERAL, UNLIKE BUSINESS ORGANIZATION IN WHICH THEIR ULTIMATE
GOAL IS OBTAINING PROFIT, CUSTOMER SERVICE IN BUSINESS ORGANIZATIONS
SHALL CREATE INITIATIVE AND COMMITMENT TO MANAGEMENT AND
EMPLOYEES AND ENABLES TO PROPERLY ADDRESS THE RIGHTS OF SERVICE
USERS TO GET PUBLIC SERVICES IN A FAIR AND EQUITABLE MANNER.
GRADUALLY IT ENCOURAGES TO DEVELOPING A SUCCESSFUL CUSTOMER
SERVICE SYSTEM AND CULTURE.
 DISCUSSION QUESTIONS

1. HAVE YOU EVER CONSIDERED YOUR COLLEAGUE AS A CUSTOMER?

2. HOW ARE YOU TREATING INTERNAL CUSTOMERS? DO YOU HAVE A DIFFERENT
APPROACH OF TREATING THEM? WHY? WHY NOT?
3. DISCUSS YOUR STRENGTH AND WEAKNESSES IN SERVING INTERNAL
CUSTOMERS?
 IMPORTANT ELEMENTS IN CUSTOMER
SERVICE
• CUSTOMERS’ SATISFACTION
• QUALITY AND SERVICE ARE THE MEANS TO THE END OF SATISFACTION AND
RETENTION. YOUR MAIN GOAL SHOULD BE TO PRODUCE A SATISFIED AND LOYAL
CUSTOMER WHO WILL STAY WITH YOU OVER TIME. CUSTOMER SATISFACTION:
WHEN A PRODUCT/SERVICE MEETS OR EXCEEDS A CUSTOMER’S EXPECTATIONS,
THE CUSTOMER IS USUALLY SATISFIED.
FORMULA FOR ATTAINING CUSTOMER
SATISFACTION…
 CUSTOMER SATISFACTION SURVEY
• ANY ORGANIZATION WHICH SELLS ITS PRODUCTS OR GIVES SERVICE IS REQUIRED, BEFORE TRYING TO
INVEST ANY TIME, MONEY OR EFFORT IN DEVELOPING ON OVERALL STRATEGY FOR PRODUCT
(SERVICE) IMPROVEMENT, TO UNDERSTAND WHAT ITS CUSTOMERS WANT AND EXPECT FROM THE
ORGANIZATION.
• TO KNOW WHAT THE CUSTOMER WANTS FROM US WE CAN USE: -
• PROVIDING CUSTOMER SERVICES. (SUGGESTION, COMPLIMENTS AND COMPLAINTS)
• SEE IT FROM THE CUSTOMER PERSPECTIVE (ASK YOURSELF WHETHER YOU WOULD APPRECIATE THE SERVICE
THEY ARE RECEIVING)
• TALKING TO MORE EXPERIENCED STAFF, PROVIDE YOU WITH STORIES AND GUIDELINES THAT WILL HELP YOU
TO IDENTIFY YOUR CUSTOMER REQUIREMENT.
• STAFF MEETING GIVES YOU INFORMATION ON THE TYPES OF SERVICE THAT ARE VALUED BY CUSTOMERS.
• MANAGEMENT OBSERVATION IDENTIFYING SATISFACTION ISSUES BY WONDERING AROUND, TALKING TO
PEOPLE AND WATCHING INTERACTION
• CUSTOMER SATISFACTION SURVEY
 CUSTOMER SATISFACTION SURVEY…
• AS IT HAS BEEN SAID SATISFACTION IS THE CUSTOMER’S EVALUATION OF A PRODUCT OR
SERVICE IN TERMS OF WHETHER THE PRODUCT OR SERVICE HAS MET THEIR NEEDS AND
EXPECTATION. THIS SHOWS THAT IN ORDER FOR US TO SATISFY THE CUSTOMER WE HAVE
TO KNOW FIRST WHAT THE CUSTOMER REALLY NEED FROM US. AND CUSTOMER
SATISFACTION SURVEY IS ONE OF THE MEANS OF COLLECTING DATA ABOUT THE
CUSTOMER FEELING/ATTITUDE ABOUT THE ORGANIZATION AND/OR A PRODUCT/SERVICE.
• WHY CUSTOMER SATISFACTION SURVEY
• TO GET SPECIFIC FEEDBACK ABOUT HOW SATISFIED THE CUSTOMERS ARE WITH THE
LEVEL OF SERVICE THEY ARE RECEIVING
• TO GET A BASIS FOR DISCUSSIONS ABOUT THE COMPANY'S WEAKNESSES AND
STRENGTHS
 DISCUSSION QUESTIONS

1. WHAT IS THE USE OF CUSTOMER SATISFACTION SURVEY?

2. DISCUSS THE METHOD YOU HAVE APPLIED SO FAR TO KNOW CUSTOMERS’
SATISFACTION LEVEL.
3. WHAT DO YOU THINK IS THE MOST COMMON SOURCE OF CUSTOMER
DISSATISFACTION IN ILRI?
 PRINCIPLES OF CUSTOMER SERVICE

• CERTAIN BASIC QUALITIES OF SERVICE DELIVERY CAN CONTRIBUTE TO THE

SATISFACTION OF CUSTOMERS. THE FOLLOWING ARE SOME OF THE PRINCIPLES
PROVIDED TO MAKE SERVICES ASTONISHING AS PER THE NEEDS AND EXPECTATIONS OF
CUSTOMERS.
• QUALITY SERVICE STANDARDS: STATEMENT THAT OUTLINES THE NATURE AND QUALITY OF
SERVICE WHICH CUSTOMERS CAN EXPECT, AND DISPLAY IT PROMINENTLY AT THE POINT OF
SERVICE DELIVERY.
• EQUALITY/DIVERSITY: ENSURE THE RIGHTS TO EQUAL TREATMENT ESTABLISHED BY
EQUALITY LEGISLATION, AND ACCOMMODATE DIVERSITY, SO AS TO CONTRIBUTE TO EQUALITY
FOR THE GROUPS COVERED BY THE EQUALITY LEGISLATION (UNDER THE GROUNDS OF
GENDER, MARITAL STATUS, FAMILY STATUS, SEXUAL ORIENTATION, RELIGIOUS BELIEF, AGE,
DISABILITY AND RACE).
 PRINCIPLES OF CUSTOMER SERVICE…
• PHYSICAL ACCESS: PROVIDE CLEAN, ACCESSIBLE PUBLIC OFFICES THAT ENSURE
PRIVACY, COMPLY WITH OCCUPATIONAL AND SAFETY STANDARDS AND, AS PART OF
THIS, FACILITATE ACCESS FOR PEOPLE WITH DISABILITIES AND OTHERS WITH SPECIFIC
NEEDS.
• INFORMATION: A PROACTIVE APPROACH IN PROVIDING INFORMATION THAT IS CLEAR,
TIMELY AND ACCURATE IS AVAILABLE AT ALL POINTS OF CONTACT MEETING THE
REQUIREMENTS OF PEOPLE WITH SPECIFIC NEEDS.
• TIMELINESS AND COURTESY: DELIVER QUALITY SERVICES WITH COURTESY,
SENSITIVITY AND THE MINIMUM DELAY, FOSTERING A CLIMATE OF MUTUAL RESPECT
BETWEEN PROVIDER AND CUSTOMER. GIVE CONTACT NAMES IN ALL
COMMUNICATIONS TO ENSURE EASE OF ONGOING TRANSACTIONS.
 PRINCIPLES OF CUSTOMER SERVICE…
• COMPLAINTS :MAINTAIN A WELL-PUBLICIZED, ACCESSIBLE, TRANSPARENT AND SIMPLE-TO-USE SYSTEM OF
DEALING WITH COMPLAINTS ABOUT THE QUALITY OF SERVICE PROVIDED.
• CONSULTATION AND EVALUATION: PROVIDE A STRUCTURED APPROACH TO MEANINGFUL CONSULTATION WITH,
AND PARTICIPATION BY, THE CUSTOMER IN RELATION TO THE DEVELOPMENT, DELIVERY AND REVIEW OF
SERVICES. ENSURE MEANINGFUL EVALUATION OF SERVICE DELIVERY.
• CHOICE: PROVIDE CHOICE, WHERE FEASIBLE, IN SERVICE DELIVERY INCLUDING PAYMENT METHODS, LOCATION
OF CONTACT POINTS, OPENING HOURS AND DELIVERY TIMES.
• OFFICIAL LANGUAGES EQUALITY: PROVIDE QUALITY SERVICES THROUGH AMHARIC, AND/OR OTHER
LANGUAGES AND INFORM CUSTOMERS OF THEIR RIGHT TO CHOOSE TO BE DEALT WITH THROUGH ONE OR OTHER
OF THE OFFICIAL LANGUAGES.
• BETTER CO-ORDINATION: FOSTER A MORE COORDINATED AND INTEGRATED APPROACH TO DELIVERY OF
SERVICES.
• INTERNAL CUSTOMER: ENSURE STAFF IS RECOGNIZED AS INTERNAL CUSTOMERS AND THAT THEY ARE
PROPERLY SUPPORTED AND CONSULTED WITH REGARD TO SERVICE DELIVERY ISSUES
 HOW CUSTOMERS JUDGE SERVICE
QUALITIES?
• CONSCIOUSLY OR UNCONSCIOUSLY CUSTOMER ARE ALWAYS IN A POSITION TO
JUDGE THE SERVICE STANDARD OF ORGANIZATIONS. THE PARAMETERS THEY
USE TO PASS DECISION MIGHT VARY AS PER THE GIVEN SITUATION BUT THE
FOLLOWINGS ARE SOME OF THE CONSIDERATION THEY MADE WHILE TELLING
OTHERS ABOUT THE ORGANIZATIONS’ SERVICE STANDARD.
• CONSISTENCY: STEADINESS OPERATIONS OF EVERY PERSON, EVERY TIME,
EVERYWHERE MIGHT TRIGGER TO SAY SOMETHING POSITIVE OR NEGATIVE ON
THE SERVICE LEVEL OF ORGANIZATIONS. UNIFORM STYLE OF PRESENCE WITH
HIGHEST EXPECTED PERFORMANCE ALWAYS LEAD CUSTOMERS SAY SOMETHING
GOOD OVER THE SERVICE THEY GOT.
 HOW CUSTOMERS JUDGE SERVICE
QUALITIES?
• GIVE THE ADDED EXTRA: EXPECTATION ALWAYS MATTERS MOST TO DRIVE
BETTER IMAGE. UNDER PROMISE AND OVER DELIVER LEAD ANYONE TO PERCEIVE
THE SERVICE AS UNANTICIPATED AND LEAD TO BETTER SATISFACTION.
• BE ATTENTIVE TO DETAIL: LITTLE THINGS MEAN EVERYTHING FOR CUSTOMERS
WHO ARE BEING CRITICAL FOR DETAILS MORE THAN ANY TIME THEIR CUSTOMER
HOOD EXPERIENCE. FILLING THE TINY GAPS CAN COVER THE OVERT MISTAKES
MADE AND CONTRIBUTE A LOT TO SUCCESS.
• BE PROACTIVE: FORECASTING THE COMING BETTER OR WORSE CAN’T CREATE A
HUGE SURPRISE TO DEAL WITH. TREATING PEOPLE AS INDIVIDUALS, AVOIDING
MISCONCEPTION AND JUDGMENT ARE THE FLAVOURS OF PROACTIVE OPERATIONS.
 HOW CUSTOMERS JUDGE SERVICE
QUALITIES?
• MAKE PEOPLE FEEL UNIQUE: BEING CUSTOMER-DRIVEN (NOT PROCEDURE
LED) ARE THE OTHER STANDARD THAT CUSTOMERS MIGHT USE WHILE JUDGING
SERVICE LEVEL. NO COMMON PRACTICE IS APPLICABLE IN CUSTOMER SERVICE.
• BE FLEXIBLE: IT’S ABOUT CONSTANTLY LOOKING FOR WAYS TO IMPROVE
ORGANIZATIONAL SERVICE PROVISION AND PERFORMANCE. SEARCHING FOR
ALTERNATIVES, PROVIDING OPTIONS AND ALWAYS THRIVING TO COME ACROSS
SOMETHING NEW ARE SOME OF THE MANIFESTATIONS OF BEING FLEXIBLE.
EXCELLENCE IN CUSTOMER SERVICE IS PART OF A JOURNEY MADE TOWARDS
MOUNTING THE PICK ASPIRED WITH CONTINUOUS STRUGGLE TO MAKE
ADVANCEMENT.
 DISCUSSION QUESTIONS

1. RECALL ON ANY RECENT SERVICE ON WHICH YOU ARE HIGHLY SATISFIED AND
DISSATISFIED:
2. EXPLAIN WHAT MADE YOU SATISFIED OR DISSATISFIED.
3. WHAT LESSON COULD YOU TAKE AS A SERVICE PROVIDER?
4. IDENTIFY AND JUSTIFY YOUR ORGANIZATION’S STRENGTH AND WEAKNESS OF
CUSTOMER SERVICE IN COMPARISON TO THE PRINCIPLES OF CUSTOMER
SERVICE.
 TEN COMMANDMENTS OF CUSTOMER
SERVICE
• KNOW WHO IS BOSS. YOU ARE IN ORGANIZATION TO SERVE 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.
• 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.
• IDENTIFY AND ANTICIPATE NEEDS. CUSTOMERS DON'T BUY PRODUCTS OR SERVICES. THEY NEED 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.
 TEN COMMANDMENTS OF CUSTOMER
SERVICE
• 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.
• 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 CUSTOMER SERVICE.
• 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. ALWAYS
DO WHAT YOU SAY YOU ARE GOING TO DO.
• 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.
 TEN COMMANDMENTS OF CUSTOMER
SERVICE
• GIVE MORE THAN EXPECTED. SINCE THE FUTURE OF ALL COMPANIES LIES IN KEEPING
CUSTOMERS HAPPY, THINK OF WAYS TO MEET THE CUSTOMERS NEED.
• 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. LISTEN CAREFULLY TO WHAT THEY SAY. CHECK
BACK REGULARLY TO SEE HOW THINGS ARE GOING. PROVIDE A METHOD THAT INVITES
CONSTRUCTIVE CRITICISM, COMMENTS AND SUGGESTIONS.
• 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.
 DISCUSSION QUESTIONS

1. DO YOU AGREE WITH ALL THE COMMANDMENTS DELIBERATED ABOVE?

2. WHICH COMMANDMENT/S DO YOU THINK IS MEDIOCRE?
 SESSION TWO
COMMUNICATION SKILLS IN CUSTOMER
SERVICE
 BASIC CONCEPTS OF COMMUNICATION

• THE WORD COMMUNICATION COMES FROM THE LATIN WORLD COMMUNIS, MEANING “COMMON”.
THUS FOR SUCCESSFUL COMMUNICATION WE ARE TRYING TO MEET ON COMMON GROUND, AT
LEAST MOMENTARILY, WITH THE RECEIVERS OF OUR MESSAGES.
• WE ARE TRYING TO ESTABLISH A COMMONNESS IF A SHARING OF INFORMATION, ATTITUDE, IDEAS,
AND UNDERSTANDING. HENCE, COMMUNICATION IS THE TRANSMITTING OR EXCHANGING OF
INFORMATION OR KNOWLEDGE AND THE CREATION OF UNDERSTANDING BETWEEN TWO PARTS. IT
IS NOT POSSIBLE TO HAVE HUMAN RELATIONS WITHOUT COMMUNICATION. HOWEVER, GOOD AND
EFFECTIVE COMMUNICATION IS REQUIRED NOT ONLY FOR GOOD HUMAN RELATIONS BUT ALSO
FOR GOOD AND SUCCESSFUL BUSINESS. EFFECTIVE COMMUNICATION IS REQUIRED AT VARIOUS
LEVELS AND FOR VARIOUS ASPECTS IN AN ORGANIZATION.
• COMMUNICATION IS:
• MEANINGFUL INTERACTION
• INFORMATION SHARING
• A LINK FORCE
• UNDERSTANDING
• FUNDAMENTAL REQUISITE OF LIFE
• A TWO-WAY PROCESS.
• COMMUNICATION PROCESS HAPPENS BETWEEN OR AMONG TWO OR MORE PARTIES.
(SENDER AND RECEIVER)
• COMMUNICATION INVOLVES EXCHANGE OF IDEAS, FEELINGS, INFORMATION,
THOUGHTS, AND KNOWLEDGE.
 DISCUSSION QUESTIONS

1. DISCUSS ABOUT THE POWER OF COMMUNICATION FOR NOBLE CUSTOMER

SERVICE DELIVERY?
2. DO YOU THINK COMMUNICATION IS WORKING WELL IN ILRI? PLEASE DISCUSS
THE CHALLENGES AND PROSPECTS IN ILRI?
 FUNCTIONS OF COMMUNICATION

• COMMUNICATION IS THE VERY BASIS, WHICH DRIVES THE PROCESS OF DEVELOPMENT IN ALL THE FIELDS.
THERE ARE FOUR MAJOR FUNCTIONS THAT SEEM TO DOMINATE COMMUNICATION IN THE ORGANIZATIONAL
CONTEXT. THE FUNCTIONS ARE TO CONTROL, MOTIVATION, EMOTIONAL EXPRESSION AND INFORMATION.
• A) CONTROL: COMMUNICATION ACTS TO CONTROL MEMBER BEHAVIOR IN SEVERAL WAYS. ORGANIZATIONS
HAVE AUTHORITY HIERARCHIES AND FORMAL GUIDELINES THAT EMPLOYEES ARE REQUIRED TO FOLLOW.
WHEN EMPLOYEES, FOR INSTANCE ARE REQUIRED TO FIRST COMMUNICATE ANY JOB RELATED GRIEVANCE
TO THEIR IMMEDIATE BOSS, TO FOLLOW THEIR JOB DESCRIPTION, OR TO COMPLY WITH COMPANY POLICIES,
COMMUNICATION IS PERFORMING A CONTROL FUNCTION. BUT INFORMAL COMMUNICATION ALSO
CONTROLS BEHAVIOR. WHEN WORK GROUPS TEASE OR HARASS A MEMBER WHO PRODUCES TOO MUCH (AND
MAKES THE REST OF THE GROUP LOOK BAD) THEY ARE INFORMALLY COMMUNICATING WITH, AND
CONTROLLING THE MEMBER’S BEHAVIOR.
 FUNCTIONS OF COMMUNICATION…

• B) MOTIVATION: COMMUNICATION FOSTERS MOTIVATION BY CLARIFYING TO

EMPLOYEES WHAT IS TO BE DONE, HOW WELL THEY ARE DOING AND WHAT CAN
BE DONE TO IMPROVE PERFORMANCE IF IT HAS TO BE. THE FORMATION OF
SPECIFIC GOALS, FEEDBACK ON PROGRESS TOWARD THE GOALS, AND
REINFORCEMENT OF DESIRED BEHAVIOR ALL STIMULATE MOTIVATION AND
REQUIRE COMMUNICATION.
 FUNCTIONS OF COMMUNICATION…

• C) EMOTIONAL EXPRESSION: FOR MANY EMPLOYEES, THEIR WORK GROUP IS A

PRIMARY SOURCE FOR SOCIAL INTERACTION. THE COMMUNICATION THAT
TAKES PLACE WITHIN THE GROUP IS A FUNDAMENTAL MECHANISM BY WHICH
MEMBERS SHOW THEIR FRUSTRATION AND FEELINGS OF SATISFACTION.
COMMUNICATION THEREFORE PROVIDES RELEASE FOR THE EMOTIONAL
EXPRESSION OF FEELINGS AND FOR FULFILLMENT OF SOCIAL NEEDS. THE
SOCIALIZATION FUNCTION OF COMMUNICATION IN THE ORGANIZATION IS THE
ONE THAT CAN DETERMINE WHETHER AN INDIVIDUAL SURVIVES WELL, OR NOT
AT ALL, IN AN ORGANIZATION. SOCIALIZATION DOESN'T MEAN BEING "BUDDIES"
WITH EVERYONE. IT MEANS BEING INTEGRATED INTO THE COMMUNICATION
NETWORKS.
 FUNCTIONS OF COMMUNICATION…

• D) INFORMATION: THE FINAL FUNCTION OF COMMUNICATION IS ITS ROLE IN FACILITATING

DECISION MAKING. IT PROVIDES THE INFORMATION THAT INDIVIDUALS AND GROUPS NEED
TO MAKE DECISIONS BY TRANSMITTING THE DATA TO IDENTIFY AND EVALUATE
ALTERNATIVE CHOICES.
• NO ONE OF THESE FOUR FUNCTIONS SHOULD BE SEEN AS BEING MORE IMPORTANT THAN THE
OTHERS. FOR GROUPS TO PERFORM EFFECTIVELY, THEY NEED TO MAINTAIN SOME FORM OF
CONTROL OVER MEMBERS, STIMULATE MEMBERS TO PERFORM, PROVIDE A MEANS FOR
EMOTIONAL EXPRESSION, AND MAKE DECISION CHOICES. YOU CAN ASSUME THAT ALMOST
EVERY COMMUNICATION INTERACTION THAT TAKES PLACE IN A GROUP OR ORGANIZATION
PERFORMS ONE OR MORE OF THESE FOUR FUNCTIONS.
 TYPES OF COMMUNICATION BASED ON
COMMUNICATION CHANNELS
• BASED ON THE CHANNELS USED FOR COMMUNICATING, THE PROCESS OF
COMMUNICATION CAN BE BROADLY CLASSIFIED AS VERBAL COMMUNICATION
AND NON-VERBAL COMMUNICATION.
TYPES OF COMMUNICATION BASED ON COMMUNICATION CHANNELS…
1. VERBAL COMMUNICATION

• VERBAL COMMUNICATION ENTAILS THE USE OF WORDS IN DELIVERING THE INTENDED MESSAGE. THE
TWO MAJOR FORMS OF VERBAL COMMUNICATION INCLUDE WRITTEN AND ORAL COMMUNICATION.
• WRITTEN COMMUNICATION INCLUDES TRADITIONAL PEN AND PAPER LETTERS AND DOCUMENTS,
TYPED ELECTRONIC DOCUMENTS, E-MAILS, TEXT CHATS, SMS AND ANYTHING ELSE CONVEYED
THROUGH WRITTEN SYMBOLS SUCH AS LANGUAGE. THIS TYPE OF COMMUNICATION IS
INDISPENSABLE FOR FORMAL BUSINESS COMMUNICATIONS AND ISSUING LEGAL INSTRUCTIONS.
COMMUNICATION FORMS THAT PREDOMINANTLY USE WRITTEN COMMUNICATION INCLUDE
HANDBOOKS, BROCHURES, CONTRACTS, MEMOS, PRESS RELEASES, FORMAL BUSINESS PROPOSALS,
AND THE LIKE. THE EFFECTIVENESS OF WRITTEN COMMUNICATION DEPENDS ON THE WRITING STYLE,
GRAMMAR, VOCABULARY, AND CLARITY.
 TYPES OF COMMUNICATION BASED ON
COMMUNICATION CHANNELS…
• ORAL COMMUNICATION IS THE SPOKEN WORD, EITHER FACE-TO-FACE, OR
THROUGH PHONE, VOICE CHAT, VIDEO CONFERENCING OR ANY OTHER MEDIUM.
VARIOUS FORMS OF INFORMAL COMMUNICATIONS SUCH AS THE GRAPEVINE OR
INFORMAL RUMOR MILL, AND FORMAL COMMUNICATIONS SUCH AS LECTURES,
CONFERENCES ARE FORMS OF ORAL COMMUNICATION. ORAL COMMUNICATION
FINDS USE IN DISCUSSIONS AND CAUSAL AND INFORMAL CONVERSATIONS. THE
EFFECTIVENESS OF ORAL CONVERSATIONS DEPENDS ON THE CLARITY OF
SPEECH, VOICE MODULATION, PITCH, VOLUME, SPEED, AND EVEN NON-VERBAL
COMMUNICATIONS SUCH AS BODY LANGUAGE AND VISUAL CUES.
WORDS AND PHRASES THAT BUILD CUSTOMER
RELATIONSHIPS
WORDS AND PHRASES THAT DAMAGE CUSTOMER RELATIONSHIPS
 DISCUSSION QUESTIONS

1. WHICH COMMUNICATION TYPE IS WIDELY USED IN YOUR DAY TO DAY

CONTACTS WITH CUSTOMERS?
2. HAVE YOU TRY TO BE SELECTIVE IN USING WORDS AND PHRASES TO
COMMUNICATE WITH CUSTOMERS? IF YES, WHICH WORDS/PHRASES ARE YOUR
FAVORITE?
 ROLE PLAYING

• PLAY THE ROLE OF GOOD VERBAL

COMMUNICATOR AND A CUSTOMER
 NON-VERBAL COMMUNICATION
• NON-VERBAL COMMUNICATION INCLUDES THE OVERALL BODY LANGUAGE OF
THE PERSON WHO IS SPEAKING, WHICH WILL INCLUDE THE BODY POSTURE, THE
HAND GESTURES, AND OVERALL BODY MOVEMENTS. THE FACIAL EXPRESSIONS
ALSO PLAY A MAJOR ROLE WHILE COMMUNICATION SINCE THE EXPRESSIONS ON
A PERSON’S FACE SAY A LOT ABOUT HIS/HER MOOD. ON THE OTHER HAND,
GESTURES LIKE A HANDSHAKE, A SMILE OR A HUG CAN INDEPENDENTLY
CONVEY EMOTIONS. NONVERBAL COMMUNICATION CAN ALSO BE IN THE FORM
OF PICTORIAL REPRESENTATIONS, SIGNBOARDS, OR EVEN PHOTOGRAPHS,
SKETCHES AND PAINTINGS.
 NON-VERBAL COMMUNICATION…

• ONE STUDY, REPORTEDLY, HAS INDICATED THAT

• 55% OF WHAT WE LEARN FROM OTHERS COMES FROM THEIR BODY LANGUAGE.
• 35% COMES FROM THE TONE OF THEIR VOICE.
• 7% COMES FROM THE WORDS THEY SAY.

• GENERALLY, ACTION SPEAKS LOUDER THAN OUR WORD, AND BODY LANGUAGE
CONVEYS MESSAGES THAT ARE MORE BELIEVABLE THAN WHAT WE SAY. THUS YOUR
ABILITY TO READ YOUR CUSTOMERS' BODY LANGUAGE, AND PROJECT YOUR OWN IN
A WAY THAT SAYS, "I AM HERE TO HELP," IS ONE OF THE LEAST EXPENSIVE AND MOST
POWERFUL SKILLS YOU HAVE.
 DISCUSSION QUESTIONS

1. HOW MUCH IS THE POWER OF NONVERBAL COMMUNICATION FOR YOU?

2. DISCUSS THE POSITIVE AND NEGATIVE NONVERBAL COMMUNICATION CUES?
HAVE YOU EVER TRIED TO BE CURIOS IN USING THEM?
 NON-VERBAL CUES

• THE MAIN ASPECTS OF BODY LANGUAGE ARE:

• EYE CONTACT
• CLOTHING
• FACIAL EXPRESSION
• BODY POSTURE (MOVEMENT)
• TOUCHING
• HAND GESTURES
• PHYSICAL DISTANCE.
 NON-VERBAL CUES …
• EYE CONTACT - THIS CAN BE THE MOST POWERFUL FORM OF BODY LANGUAGE. BY THE
MEANS OF EYE CONTACT IT IS POSSIBLE TO LET SOMEBODY KNOW THAT THEY HAVE
YOUR ABSOLUTE AND UNDIVIDED ATTENTION. EFFECTIVE EYE CONTACT, PUTTING A
SOFT FOCUS ON THE CUSTOMERS' FACE, ALLOWS US TO LISTEN TO CUSTOMERS' FEELING
AND AS WELL TO THEIR WORDS. EYE CONTACT SHOULDN'T BE OVERDONE OR
UNDERDONE.
• CLOTHING - LOOK THE PART: LOOK THE PROFESSIONAL AND WELL GROOMED. THE WAY
IN WHICH STAFFS DRESS CONVEYS AN IMAGE OF THE INDIVIDUAL AND OF THE
ORGANIZATION. AN EMPLOYEE TO THE CUSTOMER REPRESENTS NOT HIMSELF BUT THE
ORGANIZATION HE IS WORKING IN. SO AN EMPLOYEE SHOULD GIVE DUE ATTENTION IN
THE WAY THEY DRESS ALSO.
 NON-VERBAL CUES …

• FACIAL EXPRESSION- IT IS IMPORTANT WHEN DEALING WITH CUSTOMER TO

LOOK FRIENDLY AND INTERESTED BY SMILING AND LOOKING WELCOMING
RATHER THAN LOOKING BOARDED OR DISTRACTED. A RELAXED AND PLEASANT
FACIAL EXPRESSION IS CRUCIAL. HOWEVER, WHEN CUSTOMERS ARE
CONCERNED OR UPSET, YOU NEED TO ADJUST YOUR FACIAL EXPRESSION TO
SUIT THEIR STATE OF MIND. MIND YOU, AGAIN, BOTH OVERDOING AND UNDER
DOING ARE EXTREMITIES AND THUS NEGATIVE IN EFFECT.
•
 NON-VERBAL CUES …
• BODY POSTURE (MOVEMENT) - POSTURE CAN GIVE AN INDUCTION OF HOW A PERSON IS
FEELING. FOR EXAMPLE, THE POSTURE OF RAISED SHOULDER AND A LOWER HEAD
INDICATE THAT A PERSON IS FEELING TENSE AND NEGATIVE. WHEN THE HEAD IS RAISED,
HOWEVER, IT INDICATES OPENNESS AND INTERESTED. AND TILTED SIDEWAYS A LITTLE
INDICATE INTERESTED AND CURIOSITY. ARMS TIGHTLY CROSSED OVER THE CHEST ARE
INDICATIVE OF A DEFENSIVE MOOD WHEREAS A MORE OPEN POSTURE WOULD SUGGEST
THAT THE PERSON WAS RELAXED AND INTERESTED. IF A PERSON TOUCHES THEIR NOSE
OR MOUTH THIS MAY INDICATE THAT THEY ARE UNCERTAIN. TAPPING FINGER IS A WELL-
KNOWN FEATURE OF IMPORTANCE, WHILE A NOD INDICATES UNDERSTANDING AND THAT
A PERSON IS LISTENING, ENCOURAGING THE SPEAKER TO CONTINUE TALKING, OR IT
MAY INDICATE AGREEMENT, WHEREAS A SHRUG INDICATE INDIFFERENCE. SOMEONE
WHO SHUFFLES ALONG LOOKS LAZY OR DEPRESSED. IF SOMEONE CANNOT SIT STILL,
THEY APPEAR TO BE OF A NERVOUS OR IMPATIENT NATURE.
 NON-VERBAL CUES …
• NEGATIVE BODY POSTURE (LISTENING IMPATIENTLY)
• LEANING BACK OR STEPPING AWAY
• TURNING THEIR BODIES AWAY FROM YOU
• PUSHING AWAY FROM THEIR DESKS
• GATHERING UP PAPERS
• CLOSING THEIR BRIEFCASES
• LOOKING AT THEIR WATCHES REPEATEDLY.

• POSITIVE BODY MOVEMENT (INTENTLY LISTENING)

• NODDING
• LEAN FORWARD
 NON-VERBAL CUES …

• TOUCHING - TOUCH IS A FORM OF KINETICS THAT DIFFERS FROM INDIVIDUAL TO INDIVIDUAL IN

THE SAME CULTURE AND FROM CULTURE TO CULTURE. COMMUNICATION BETWEEN INDIVIDUAL
THROUGH TOUCH, LIKE ALL OTHER FORM OF COMMUNICATION, CAN BE MISUNDERSTOOD. IT
CAN ALSO BE OFFENSIVE TO PERSONS WHO DO NOT WISH TO BE HUGGED OR TOUCHED IN ANY
OTHER WAY. ON THE OTHER HAND, TO RESIST A CASUAL AND A WELL-INTENDED TOUCH MAY BE
INTERPRETED AS AN INSULT. A HAND SHAKE HOWEVER, IS A FORM OF COMMUNICATION THAT IS
LIKELY TO BE ACCEPTED TO ALL INDIVIDUAL EVERYWHERE. GOOD EXAMPLE FOR TOUCHING IS
HANDSHAKING. HERE THE OTHER PERSON'S REACTION (RESPONSE) TELLS AN INDICATION OF
HIS/HER FEELING. OFFERING YOUR HAND IN A TENTATIVE WAY IS ALMOST GUARANTEED TO
CREATE A BAD FIRST IMPRESSION
 NON-VERBAL CUES …
• HAND GESTURE - THERE ARE TWO VARIETIES OF HAND GESTURES:
• HANDS AND OBJECTS: E.G. PLACING THE CAP ON A PEN AND PUTTING IT IN A
POCKET INDICATE READINESS TO CONCLUDE THE MEETING OR CONVERSATION.
TAPPING FINGERS, ON THE OTHER SIDE, SIGNIFIES IMPATIENCE OR FRUSTRATION.
• HAND ALONE: EXAMPLES INCLUDE:
• OPEN-HAND GESTURES: FLAT HAND, PALM UP OR PALM OUT. THESE ARE USED TO
GIVE DIRECTIONS, CONVEY AN INVITATION, ETC.
• CLOSED HAND GESTURES: POINTING WITH INDEX FINGER SIGNIFIES COMMAND.
 NON-VERBAL CUES …

• TONE OF VOICE
• TONE OF VOICE IMPLIES HOW YOU SAY SOMETHING BUT NOT WHAT YOU SAY.
• AS IT IS ALSO SAID EARLIER IN FACE-TO FACE COMMUNICATION BODY
LANGUAGE ACCOUNTS 55%; TONE OF VOICE 38% AND WORDS 7%. OVER THE
PHONE, TONE OF VOICE ACCOUNTS 86% WHILE WORDS ONLY 14 PERCENTS.
• YOUR VOICE REVEALS WHAT YOU THINK AND FEEL. FOR EXAMPLE: THREE
THINGS WILL HELP YOU TO BE A WINNER OVER THE TELEPHONE:
 NON-VERBAL CUES …
• 1. INFLECTION
• IT SIGNIFIES THE WAVE- LIKE MOVEMENT OF HIGHS AND LOWS OF YOUR PITCH;
THE OPPOSITE OF MONOTONY. INFLECTION ALSO REFLECTS HOW INTERESTED
YOU ARE IN WHAT YOU ARE SAYING TO THE CUSTOMER.
• FOUR THINGS COULD BE DONE TO IMPROVE INFLECTION:
• SMILE WHEN TALKING ON THE PHONE
• PRACTICE STRESSING WORDS
• BREATHE (DEEP, LONG, AND SLOW)
• EXAGGERATE YOUR TONE.
 NON-VERBAL CUES …

• 2. VOLUME (CONTROL)
• IF A CUSTOMER IS ANGRY AND SPEAKING LOUDLY, DON'T REPLY AT THE SAME VOLUME.
INSTEAD BEHAVE LIKE A PROFESSIONAL AND START OUT BY SPEAKING AT LOWER VOLUME
THAN THE CUSTOMER, GRADUALLY BRINGING THE CUSTOMER'S VOLUME TO YOURS.
• 3. PACING (THE CUSTOMER)
• MATCH YOUR CUSTOMER'S RATE OF SPEECH AND INTENSITY OF FEELING. PACING IS THE
BEST TOOL YOU HAVE FOR CREATING A SYMPATHETIC RELATIONSHIP (RAPPORT) WITH
YOUR CUSTOMER. AS A SERVICE PROVIDER, YOUR JOB IS TO PACE THE CUSTOMER, BUT
NOT THE OTHER WAY AROUND;
BARRIERS TO EFFECTIVE COMMUNICATION

• AN EFFECTIVE COMMUNICATION BARRIER IS ONE OF THE PROBLEMS FACED BY

MANY ORGANIZATIONS. MANY SOCIAL PSYCHOLOGISTS OPINE THAT THERE IS
50% TO 70% LOSS OF MEANING WHILE CONVEYING THE MESSAGES FROM A
SENDER TO A RECEIVER. THEY ESTIMATE THERE ARE SOME PLACES WHERE
COMMUNICATION COULD BE INTERPRETED WRONGLY. A FEW BARRIERS OF
EFFECTIVE COMMUNICATION IN AN ORGANIZATION ARE GIVEN BELOW.
 DISCUSSION QUESTIONS

• WHAT ARE THE COMMON COMMUNICATION BARRIERS IN CUSTOMER SERVICE AT

YOUR ORGANIZATION?
• PROVIDE SOLUTIONS FOR THE IDENTIFIED BARRIERS.
• PHYSICAL BARRIERS - ONE OF THE MAJOR BARRIERS OF COMMUNICATION IN A WORKPLACE
IS THE PHYSICAL BARRIER. PHYSICAL BARRIERS IN AN ORGANIZATION INCLUDE LARGE
WORKING AREAS THAT ARE PHYSICALLY SEPARATED FROM OTHERS. OTHER DISTRACTIONS
THAT COULD CAUSE A PHYSICAL BARRIER IN AN ORGANIZATION ARE THE ENVIRONMENT,
BACKGROUND AND NOISE.
• LANGUAGE - INABILITY TO CONVERSE IN A LANGUAGE THAT IS KNOWN BY BOTH THE SENDER
AND RECEIVER IS THE GREATEST BARRIER TO EFFECTIVE COMMUNICATION. WHEN A PERSON
USES INAPPROPRIATE WORDS WHILE CONVERSING OR WRITING, IT COULD LEAD TO
MISUNDERSTANDING BETWEEN THE SENDER AND A RECEIVER.
• EMOTIONS - YOUR EMOTIONS COULD BE A BARRIER TO COMMUNICATION IF YOU ARE
ENGROSSED IN YOUR EMOTIONS FOR SOME REASON. IN SUCH CASES, YOU TEND TO HAVE
TROUBLE LISTENING TO OTHERS OR UNDERSTANDING THE MESSAGE CONVEYED TO YOU. A
FEW OF THE EMOTIONAL INTERFERENCES INCLUDE HOSTILITY, ANGER, RESENTFULNESS AND
FEAR.
• STRESS - ONE OF THE MAJOR COMMUNICATION BARRIERS FACED BY EMPLOYEES IN MOST OF THE
ORGANIZATION IS STRESS. WHEN A PERSON IS UNDER IMMENSE STRESS, HE MAY FIND IT DIFFICULT
TO UNDERSTAND THE MESSAGE, LEADING TO COMMUNICATION DISTORTION. AT THE TIME OF
STRESS, OUR PSYCHOLOGICAL FRAME OF MIND DEPENDS ON OUR BELIEFS, EXPERIENCES, GOALS
AND VALUES. THUS, WE FAIL TO REALIZE THE ESSENCE OF COMMUNICATION.
• NOISE - EQUIPMENT OR ENVIRONMENTAL NOISE IMPEDES CLEAR COMMUNICATION. THE SENDER
AND THE RECEIVER MUST BOTH BE ABLE TO CONCENTRATE ON THE MESSAGES BEING SENT TO EACH
OTHER.
• OURSELVES - FOCUSING ON OURSELVES, RATHER THAN THE OTHER PERSON CAN LEAD TO
CONFUSION AND CONFLICT. THE “ME GENERATION” IS OUT WHEN IT COMES TO EFFECTIVE
COMMUNICATION. SOME OF THE FACTORS THAT CAUSE THIS ARE DEFENSIVENESS (WE FEEL
SOMEONE IS ATTACKING US), SUPERIORITY (WE FEEL WE KNOW MORE THAN THE OTHER), AND EGO
(WE FEEL WE ARE THE CENTER OF THE ACTIVITY).
• PERCEPTION - IF WE FEEL THE PERSON IS TALKING TOO FAST, NOT FLUENTLY, DOES NOT ARTICULATE
CLEARLY, ETC., WE MAY DISMISS THE PERSON. ALSO OUR PRECONCEIVED ATTITUDES AFFECT OUR
ABILITY TO LISTEN. WE LISTEN UNCRITICALLY TO PERSONS OF HIGH STATUS AND DISMISS THOSE OF LOW
STATUS.
• ENVIRONMENTAL - BRIGHT LIGHTS, AN ATTRACTIVE PERSON, UNUSUAL SIGHTS, OR ANY OTHER
STIMULUS PROVIDES A POTENTIAL DISTRACTION.
• STEREOTYPING - STEREOTYPING CAUSES US TO TYPIFY A PERSON, A GROUP, AN EVENT OR A THING ON
OVERSIMPLIFIED CONCEPTIONS, BELIEFS, OR OPINIONS. THUS, BASKETBALL PLAYERS CAN BE
STEREOTYPED AS TALL, GREEN EQUIPMENT AS BETTER THAN RED EQUIPMENT, ETC. STEREOTYPING CAN
SUBSTITUTE FOR THINKING, ANALYSIS AND OPEN MINDEDNESS TO A NEW SITUATION. STEREOTYPING IS A
BARRIER TO COMMUNICATION WHEN IT CAUSES PEOPLE TO ACT AS IF THEY ALREADY KNOW THE
MESSAGE THAT IS COMING FROM THE SENDER OR WORSE, AS IF NO MESSAGE IS NECESSARY BECAUSE
"EVERYBODY ALREADY KNOWS." BOTH SENDERS AND LISTENERS SHOULD CONTINUOUSLY LOOK FOR
AND ADDRESS THINKING, CONCLUSIONS AND ACTIONS BASED ON STEREOTYPES.
• LACK OF FEEDBACK - FEEDBACK IS THE MIRROR OF COMMUNICATION. FEEDBACK MIRRORS WHAT
THE SENDER HAS SENT. FEEDBACK IS THE RECEIVER SENDING BACK TO THE SENDER THE MESSAGE AS
PERCEIVED. WITHOUT FEEDBACK, COMMUNICATION IS ONE-WAY.
• POOR LISTENING SKILLS - LISTENING IS DIFFICULT. A TYPICAL SPEAKER SAYS ABOUT 125 WORDS PER
MINUTE. THE TYPICAL LISTENER CAN RECEIVE 400-600 WORDS PER MINUTE. THUS, ABOUT 75 PERCENT
OF LISTENING TIME IS FREE TIME. THE FREE TIME OFTEN SIDETRACKS THE LISTENER. THE SOLUTION
IS TO BE AN ACTIVE RATHER THAN PASSIVE LISTENER. ONE IMPORTANT LISTENING SKILL IS TO BE
PREPARED TO LISTEN. TUNE OUT THOUGHTS ABOUT OTHER PEOPLE AND OTHER PROBLEMS. SEARCH
FOR MEANING IN WHAT THE PERSON IS SAYING. A MENTAL OUTLINE OR SUMMARY OF KEY THOUGHTS
CAN BE VERY HELPFUL. AVOID INTERRUPTING THE SPEAKER. "SHUT UP" IS A USEFUL LISTENING
GUIDELINE. "SHUT UP SOME MORE" IS A USEFUL EXTENSION OF THIS GUIDELINE. WITHHOLD
EVALUATION AND JUDGMENT UNTIL THE OTHER PERSON HAS FINISHED WITH THE MESSAGE.
• PHYSICAL DISTRACTIONS - PHYSICAL DISTRACTIONS ARE THE PHYSICAL THINGS THAT GET IN THE
WAY OF COMMUNICATION. EXAMPLES OF SUCH THINGS INCLUDE THE TELEPHONE, A DESK, AN
UNCOMFORTABLE MEETING PLACE, AND NOISE.
POSITIVE AND NEGATIVE NONVERBAL COMMUNICATION BEHAVIORS
•ROLE PLAYING
• PLAY THE ROLE OF A GOOD NONVERBAL
COMMUNICATOR AND A CUSTOMER
 LISTENING SKILL IN CUSTOMER SERVICE

• DEFINITION OF LISTENING
• LISTENING IS AN ACTIVE, LEARNED PROCESS CONSISTING OF FOUR PHASES –RECEIVING/HEARING
THE MESSAGE, ATTENDING, COMPREHENDING /ASSIGNING MEANING, AND RESPONDING.
• LISTENING WHEN YOU LISTEN ACTIVELY YOU GO THROUGH A PROCESS CONSISTING OF VARIOUS
PHASES:
• HEARING AND RECEIVING THE MESSAGE
• ATTENDING
• COMPREHENDING OR ASSIGNING MEANING, AND
• RESPONDING
• HEARING AND RECEIVING THE MESSAGE
• HEARING IS A PASSIVE PSYCHOLOGICAL PROCESS OF RECEIVING SOUND WAVES
AND TRANSMITTING THEM TO THE BRAIN, WHERE THEY ANALYZED.
• AS A RESULT OF INTERNAL DISTRACTERS (PSYCHOLOGICAL AND
PHYSIOLOGICAL) AND EXTERNAL NOISES A CUSTOMER’S MESSAGES MAY BE
DISTORTED.
• ATTENDING
• ONCE YOUR EARS PICK UP SOUND WAVES, YOUR BRAIN GOES TO WORK BY
FOCUSING ON, ATTENDING TO, WHAT WAS HEARD?
• THE EFFORT INVOLVES DECIDING WHAT IS IMPORTANT SO THAT YOU CAN FOCUS
ATTENTION ON THE PROPER SOUND.
• COMPREHENDING OR ASSIGNING MEANING
• ONCE YOU HAVE DECIDED WHICH MESSAGE OR CUSTOMER YOU WILL LISTEN TO, YOUR BRAIN
BEGINS A PROCESS OF COMPREHENDING OR ASSIGNING MEANING TO, WHAT YOU HEARD.
• JUST LIKE A COMPUTER, YOUR BRAIN HAS FILES OF INFORMATION –SOUNDS, SIGHTS, SHAPES,
IMAGES, EXPERIENCES, KNOWLEDGE ON VARIOUS TOPICS –IT SORTS THROUGH.
• RESPONDING
• THE LAST PHASE OF THE LISTENING PROCESS IS RESPONDING.
• SELECTING AN APPROPRIATE RESPONSE IS CRUCIAL TO THE SUCCESS OF YOUR CUSTOMER
INTERACTIONS.
• THE WORDS YOU SELECT, THE WAY YOU DELIVER THEM, THE TIMING AND LOCATION, AND THE
NONVERBAL SIGNALS YOU SEND ALL HAVE MEANING, AND ALL AFFECT THE WAY OTHERS
PERCEIVE AND INTERPRET YOUR MESSAGE.
• SUGGESTED QUESTIONS YOU MIGHT ASK YOURSELF TO CHECK ON YOUR LISTENING SKILLS.
 CHARACTERISTICS OF A GOOD LISTENER

• SUCCESSFUL LISTENING IS ESSENTIAL TO SERVICE EXCELLENCE.

• LIKE ANY OTHER, LISTENING IS A LEARNED BEHAVIOR THAT SOME PEOPLE
LEARN BETTER THAN OTHERS.
• MANY FACTORS CAN INDICATE AN EFFECTIVE OR INEFFECTIVE LISTENER.
• OVER THE YEARS, RESEARCHERS HAVE ASSIGNED THE FOLLOWING
CHARACTERISTICS TO EFFECTIVE AND INEFFECTIVE LISTENERS.
•
CAUSES OF LISTENING BREAKDOWNS
 INDICATORS OF POOR LISTENING
• IF ANY OF THE FOLLOWING EVENTS OCCUR, YOU MAY NEED TO REFOCUS:
• CUSTOMERS SPECIFICALLY ASK TO SPEAK TO OR BE SERVED BY SOMEONE ELSE.
• YOU FIND YOURSELF MISSING KEY DETAILS OF CONVERSATIONS.
• YOU REGULARLY HAVE TO ASK PEOPLE TO REPEAT INFORMATION.
• YOU END PHONE CALLS OR PERSONAL ENCOUNTERS NOT KNOWING FOR SURE WHAT ACTION IS
REQUIRED OF YOU.
• CUSTOMERS OFTEN MAKE STATEMENTS SUCH AS, “DID YOU HEAR WHAT I SAID?” ARE YOU LISTENING TO
ME?” OR “YOU ARE NOT LISTENING.”
• YOU FIND YOURSELF DAY DREAMING OR DISTRACTED AS A CUSTOMER IS SPEAKING.
• YOU MISS NONVERBAL CUES SENT BY THE CUSTOMER AS THE TWO OF YOU COMMUNICATE.
• YOU ANSWER A QUESTION INCORRECTLY BECAUSE YOU DIDN’T ACTUALLY HEAR IT.
 STRATEGIES FOR IMPROVED LISTENING
THE FOLLOWING CAN BE USED AS BASIS FOR IMPROVEMENT
OF EFFECTIVE LISTENING.
• STOP TALKING
• PREPARE YOURSELF
• LISTEN ACTIVELY
• SMILE:
• SHOW A WILLINGNESS TO LISTEN
• SHOW EMPATHY
• LISTEN FOR CONCEPTS
• BE PATIENT
• LISTEN OPENLY
• SEND POSITIVE NONVERBAL CUES
• DON’T ARGUE
• TAKE NOTES IF NECESSARY
• ASK QUESTIONS
 ROLE PLAYING

• PLAY THE ROLE OF A GOOD LISTENER AND A

CUSTOMER
 SESSION THREE
ENSURING CUSTOMER CARE,
SATISFACTION AND SERVICE QUALITY
 DEFINITION

• CUSTOMER CARE IS THE ACT OF TAKING CARE OF THE CUSTOMER'S NEEDS BY

PROVIDING AND DELIVERING PROFESSIONAL, HELPFUL, HIGH
QUALITY SERVICE AND ASSISTANCE BEFORE, DURING, AND AFTER
THE CUSTOMER'S REQUIREMENTS ARE MET. IT IS AT THE HEART OF ALL
SUCCESSFUL COMPANIES. IT CAN HELP YOU DEVELOP CUSTOMER LOYALTY AND
IMPROVE RELATIONSHIPS WITH YOUR CUSTOMERS.
 DISCUSSION QUESTIONS

• DO YOU KNOW ABOUT CUSTOMER CARE, SATISFACTION AND SERVICE QUALITY?

WHAT IS THE SITUATION IN ILRI?
• WHAT IS THE SERVICE CULTURE OF ILRI?
 IMPORTANT FORM OF CUSTOMER CARE

• THE MOST IMPORTANT ASPECT OF CUSTOMER SERVICE IS THE HIGH LEVEL OF

CUSTOMER SATISFACTION BASED ON THE CUSTOMER’S EXPECTATIONS. NO
MATTER THE TYPE OF A CUSTOMER SERVICE ORGANIZATION, THE GOALS OF
SERVICE EXCELLENCE ARE THE SAME:
• CUSTOMER FRIENDLY ATTITUDE. THIS INCLUDES CREATING A POSITIVE EXPERIENCE BY BEING HAPPY AND
WILLING TO HELP, RESPECTFUL, COMMUNICATING WITH THE INDIVIDUAL AS A PERSON, RELATING TO THE
SITUATION WITH EMPATHY AND UNDERSTANDING, DEVELOPING A PERSONAL CONNECTION, GOING THE
EXTRA MILE, FOLLOWING IT TO THE END, AND HAVING GRACE UNDER PRESSURE. A COMMUNICATION STYLE
THAT BUILDS A BRIDGE INSTEAD OF A WALL IS KEY.
• TECHNICALLY PROFICIENT. BEING A CUSTOMER FRIENDLY REPRESENTATIVE IS IMPORTANT, BUT IF THE
REPRESENTATIVE DOES NOT KNOW WHAT THEY ARE DOING, IT WILL CREATE A BAD CUSTOMER
EXPERIENCE. PROPER TRAINING, PROVIDING THE RIGHT MATERIALS, AND USING THE RIGHT TOOLS, IS
ESSENTIAL IN PROVIDING EXCELLENT CUSTOMER SERVICE.
• UNDERSTANDS THE EXPECTATIONS, VALUES AND GOALS FOR THE SELF AND COMPANY. REPRESENTATIVES
MIGHT BE FRIENDLY AND TECHNICALLY PROFICIENT, HOWEVER, THEY ALSO NEED TO KNOW WHAT IS
EXPECTED OF THEM, AND WHAT THEIR COMPANY IS ALL ABOUT. CLEARLY DEFINED GOALS, CLEAR
EXPECTATIONS, KNOWING JUST WHO THEIR CUSTOMERS ARE (INTERNAL AND/OR EXTERNAL), AND
UNDERSTANDING THE COMPANY’S VALUES PROVIDES THE AWARENESS NEEDED TO UNDERSTAND THE
EMPLOYEE’S ROLE IN THE COMPANY. THE MORE MOTIVATED THE EMPLOYEE, THE HIGHER STANDARD OF
CUSTOMER SERVICE WILL BE GIVEN.
•
• WHEN CUSTOMERS HAVE TO DEAL WITH CUSTOMER SERVICE, THEY WANT, IN
THIS ORDER:
• KNOWLEDGEABLE EMPLOYEES WHO CAN IDENTIFY THE
CUSTOMERS’ TRUE NEEDS.
• FIRST CALL RESOLUTION (NO REPEAT ISSUES).
• TO BE TREATED WITH RESPECT AND THAT THEY ARE TRULY
VALUED.
• AN EMPLOYEE WHO IS TRULY TRYING TO MEET THEIR NEEDS.
• TO BE TAKEN CARE OF AS QUICKLY AS POSSIBLE.
HERE ARE SOME PROVEN PHONE TECHNIQUES THAT WILL HELP TO MAKE
YOUR PHONE CONVERSATIONS MORE EFFECTIVE. THESE BASIC SOFT
SKILLS SHOULD BE USED DURING EVERY CUSTOMER INTERACTION:
• DO SPEAK CLEARLY AND SLOWLY; ALSO LOWER YOUR VOICE IF YOU NORMALLY SPEAK LOUD.
• DO USE THE CUSTOMER’S NAME.
• DO LISTEN CLEARLY AND LIMIT DISTRACTIONS. CONCENTRATE ON THE CUSTOMER, NOT ANY NON-JOB
RELATED ACTIVITIES.
• DO ALWAYS ASK PERMISSION WHEN PLACING A CUSTOMER ON HOLD. TWO EXAMPLES ARE: "WOULD
YOU MIND HOLDING WHILE I GET YOUR INFORMATION?" AND "CAN YOU HOLD BRIEFLY WHILE I SEE IF
(PERSON’S NAME) IS AVAILABLE?” ....
• DO ALWAYS THANK THE CUSTOMER FOR HOLDING. KEEP IN TOUCH WITH THE CUSTOMER DURING LONG
HOLDS, EVEN IF IT IS JUST TO SAY YOU ARE STILL WORKING ON THE ISSUE.
• DO KEEP ALL CONVERSATIONS PROFESSIONAL AND NOT PERSONAL, UNLESS THE CUSTOMER INITIATED
THE PERSONAL CONVERSATION.
• DON'T TALK WITH ANYTHING IN YOUR MOUTH.
 ROLE PLAYING
• PLAY THE ROLE OF A GOOD TELEMARKETER AND A CUSTOMER
WAYS TO IMPROVE CUSTOMER SERVICE
QUALITY
• ESTABLISH A SERVICE CULTURE
• FOCUS ON QUALITY—NOT QUANTITY
• LISTEN TO YOUR EMPLOYEES
• EMPOWER YOUR TEAM
• ONLINE AND ON TIME
• RESPOND TO NEW CHALLENGES
• GO ABOVE AND BEYOND
 SESSION FOUR
HANDLING DIFFICULT CUSTOMERS
 DEFINITION

• OUR RESPONSE TO THESE MOMENTS DEFINES WHAT LEVEL OF SERVICE WE ARE

CAPABLE OF PROVIDING. WE ARE JUDGED BY OUR ACTIONS AND IT WOULD BE
BEST TO TRY TO RESOLVE THE SITUATION IN THE BEST MANNER POSSIBLE.
GIVING YOUR INFURIATED CUSTOMERS THE IDEA THAT YOU TRULY CARE ABOUT
THEIR SITUATION WILL SOFTEN THEIR STANCE AND PREVENT THEM FROM BEING
TOO DIFFICULT. IF YOU ARE ABLE TO DEFUSE YOUR CUSTOMERS’ TENDENCY TO
BE DIFFICULT, YOU WILL BE ABLE TO GIVE YOUR SUGGESTIONS AND HAVE
THESE SUGGESTIONS ACCEPTED, FOLLOWED AND APPRECIATED.
 Recognizing Customer Behavior

• IN PSYCHOLOGY, THERE ARE TWO FUNDAMENTALLY DIFFERENT TYPES OF

PERSONALITIES. EXTROVERTS AND INTROVERTS.
• A. EXTROVERT IS A TYPE OF PERSONALITY (OR BEHAVIOR) THAT IS ORIENTED
OUTSIDE, FOR SURROUNDINGS. PEOPLE WITH THIS TYPE OF PERSONALITY TEND
TO BE THOSE WHO ARE MORE ENERGIZED WHEN AROUND OTHERS.
• WHEN EXTROVERTS ARE AT YOUR PLACE TO GET THE SERVICE THAT YOUR
ORGANIZATION IS DELIVERING, THEY
• USUALLY SPEAK OUT LOUD AND REQUEST TO BE SERVED SOON.
• GIVE THEIR COMPLAINTS TO IMMEDIATE BOSSES OF SERVICE
PROVIDERS.
• ASK AS TO WHY THEY ARE NOT BEING SERVED IMMEDIATELY.
• IF GET OTHER SERVICE USERS, TALK UNFAVORABLY ABOUT THE
SERVICE PROVIDERS.
• BECOME IMPATIENT OR BORED WHEN WORK IS MONOTONOUS. ON THE
OTHER HAND,
• B. INTROVERT IS A TYPE OF PERSONALITY (OR BEHAVIOR) THAT IS ORIENTED INSIDE OR
TO ONE SELF. THEY ARE THE ONES WHO ARE FAR MORE LIKELY TO THINK BEFORE THEY
SPEAK. THEY PREFER COMFORTABLE LONELINESS, INNER SPECULATIONS AND
ABSORBING INTO PERSONAL THOUGHTS, CREATIVE WORK OR OBSERVATION OF THE
PROCESS.
• IN ORDER TO ACCOMMODATE CUSTOMERS WITH EXTROVERT PERSONALITY TYPES,
• LISTEN PERSUASIVELY. SHOW “SIGNS OF LIFE” WHEN THEY ARE SPEAKING.
• WHEN INTERACTING WITH THEM, SHOW EVIDENCE THAT YOU ARE INTERESTED AND INVOLVED.
• PROVIDE OPPORTUNITIES FOR THEM TO INTERACT WITH OTHERS.
• OCCASIONALLY RESPOND MORE QUICKLY WITH LESS PAUSING TO THINK.
• OFFER INFORMATION: DON’T ALWAYS WAIT TILL YOU ARE ASKED.
• LET THEM KNOW THAT YOU NEED TIME TO REFLECT BEFORE RESPONDING.
 DISCUSSION

• IDENTIFY THE TYPES OF DIFFICULT CUSTOMERS.

• WHICH TYPE OF DIFFICULT CUSTOMER HAVE YOU FACED SO FAR IN YOUR
EXPERIENCE AT ILRI?
• HOW DID YOU HANDLE THEM?
• AS A GROUP, SUGGEST STRATEGIES TO HANDLE THE DIFFERENT TYPES OF
DIFFICULT CUSTOMERS THAT YOU IDENTIFIED ON QUESTION 1.
 TYPES OF DIFFICULT CUSTOMERS

• ANGRY CUSTOMERS,
• OVER COMPLAINING CUSTOMERS,
• INDECISIVE CUSTOMERS,
• RUDE & INCONSIDERATE CUSTOMERS,
• TALKATIVE CUSTOMERS &
• INTIMIDATING CUSTOMER
 How to win over a difficult Customer

• HOW WE HANDLE DIFFICULT CUSTOMERS IS CRITICAL BECAUSE THEY CAN

CAUSE OTHER DIFFICULT SITUATIONS. BELOW ARE SOME STEPS THAT WE HAVE
TO FOLLOW IN ORDER TO HANDLE THE SITUATION WITH DIFFICULT CUSTOMERS.
• 1. LET THE CUSTOMER SPEAK OUT
• REMEMBER WHAT AN ANGRY PERSON WANTS. WHAT AN ANGRY PERSON REALLY
WANTS IS TO VENT HIS/HER ANGER. UNFORTUNATELY, THEY TAKE THEIR ANGER
OUT ON YOU AND BLAME YOU FOR WHAT HAPPENED, EVEN THOUGH YOU ARE
JUST DOING THEIR JOB. OFTEN, IT’S BEST TO LET THEM HAVE THEIR SAY BEFORE
YOU RESPOND WITH ANY WORDS WHATSOEVER. THIS ALLOWS THEM TO VENT
AND YOU WILL BE IN A BETTER POSITION TO CALM THEM DOWN.
• 2. DON’T TAKE IT PERSONALLY
• IF YOU ACCEPT THAT IN EVERY BUSINESS, DIFFICULT CUSTOMERS COME WITH THE TERRITORY.
SIMPLY DO YOUR BEST TO HANDLE THEM WITH PROFESSIONALISM.
• DO NOT LET YOUR EMOTIONS GET THE BETTER OF YOU. TRY TO BE OBJECTIVE AND DETACH YOUR
EMOTIONAL RESPONSES FROM WHATEVER CAUSTIC REMARKS YOU MIGHT HEAR. SO BE PREPARED
FOR THE ATTACK, LET IT PASS, AND MOVE ON.

• 3. EMPATHIZE
• TO SHOW EMPATHY IS TO GIVE A BRIEF AND SINCERE EXPRESSION OF APPRECIATING AND
UNDERSTANDING SOMEONE ELSE’S FEELINGS WHILE NOT NECESSARILY AGREEING WITH THEM.
EMPATHY HELPS YOU DEMONSTRATE UNDERSTANDING OF THE CUSTOMER’S FEELINGS. A KEY
STRATEGY IN THIS STEP IS TO COMMUNICATE THAT YOU CAN RELATE TO HOW THIS PERSON IS
FEELING AND YOU DO THIS BY USING “I” STATEMENTS SUCH AS: “I APPRECIATE YOUR
FRUSTRATION….”,“I UNDERSTAND YOUR DOUBT….” ,“I SHARE YOUR CONCERN…”
• 4. BEGIN ACTIVE PROBLEM SOLVING.
• UNTIL NOW, YOU HAVE BEEN ON THE RECEIVING END OF THE CONVERSATION WITH YOUR
CUSTOMER. YOU CAN BEGIN ACTIVE PROBLEM SOLVING BY ASKING QUESTIONS THAT HELP
CLARIFY THE CAUSE OF THE CUSTOMER’S PROBLEM.
• 5. MUTUALLY AGREE ON THE SOLUTION
• ONCE YOU GATHER ALL THE FACTS, YOU NEED TO WORK WITH YOUR CUSTOMER TO COME UP
WITH AN ACCEPTABLE SOLUTION TO THE PROBLEM. IF YOU HAVEN’T ALREADY DISCOVERED
WHAT WILL MAKE HIM HAPPY, ASK. YOU MAY AT THIS POINT FIND IT NECESSARY TO TAKE A
BRIEF TIME-OUT FROM THE CUSTOMER SO THAT YOU CAN DO THE BEHIND- SCENE WORK
NECESSARY TO SOLVE THE PROBLEM. IN THIS CASE, BE SURE THAT THE CUSTOMER KNOWS
EXACTLY WHY YOU ARE ASKING HIM TO WAIT AND HOW LONG IT WILL TAKE FOR YOU TO
GET BACK TO HIM. FINALLY WHEN BOTH AGREE ON HOW TO RESOLVE THE PROBLEM,
EXPLAIN THE STEPS THAT YOU WILL TAKE TO IMPLEMENT THE SOLUTION.
• 6. FOLLOW- UP
• YOU CAN EXCEL YOUR SERVICE BY FOLLOWING UP WITH YOUR CUSTOMER
THROUGH PHONE, LETTER OR EMAIL TO CHECK THAT THE SOLUTION WORKED.
IF YOU CONTACT THE CUSTOMER AND FIND OUT THAT HE OR SHE IS NOT
SATISFIED WITH THE SOLUTION, PUT OUT THE BACK STOPS HERE, SIGN AND
CONTINUE TO LOOK FOR ANOTHER, MORE WORKABLE SOLUTION.
 Managing conflict with co workers

• CONFLICT IS A STATE OF DISAGREEMENT OR OPPOSITION BETWEEN TWO OR MORE

PERSONS REGARDING IDEAS, INTERESTS, NEEDS, VALUES, DESIRES OR WISHES. SUCH
SITUATIONS MAY ARISE FROM HONEST DISAGREEMENTS OR ACTIONS OR FROM ANY
OTHER SITUATION WHERE HUMAN IMPRESSIONS AND OBJECTIVES DIFFER.
• MOST PEOPLE DON'T ENJOY FACING CONFLICT THAT SOMETIMES OCCURS WITH CO-
WORKERS IN THE WORKPLACE. HOW YOU MANAGE SITUATIONS OF CONFLICT WITH YOUR
COWORKERS COULD HAVE A SIGNIFICANT IMPACT ON YOUR CAREER. THOSE WHO DEAL
SUCCESSFULLY WITH POTENTIAL CONFLICTS ARE FAR MORE LIKELY TO RECEIVE ADDED
RESPONSIBILITIES IN ADDITION TO THE RESPECT THAT COME WITH THEM.
• HERE ARE SOME WAYS TO PREVENT CONFLICT WHEN POSSIBLE, AND MANAGE IT WHEN IT'S
INEVITABLE.
• I. REALIZE THAT CONFLICTS ARE INEVITABLE AT WORK
• DISAGREEMENTS WITH YOUR COWORKERS SHOULDN'T BE A SURPRISE TO YOU. THE POSSIBILITY
FOR CONFLICT EXISTS IN MANY DIFFERENT TYPES OF INTERACTIONS, SO IF YOU THINK AHEAD,
YOU CAN ANTICIPATE WHERE CONFLICT MIGHT ARISE. CONFRONTATION CAN START FROM
VIRTUALLY ANY DECISION MADE THAT AFFECTS OTHERS, AND IT SHOULD BE ANTICIPATED.
WHENEVER PEOPLE ARE ENGAGED, COMMITTED AND FIRED UP, CONFLICT AND DISAGREEMENT
IS BOUND TO HAPPEN. THIS DOESN’T MEAN YOU HAVE TO REVEL IN CONFLICT OR CREATE
TROUBLE JUST FOR THE HELL OF IT, BUT IT DOES MEAN THAT WHEN CONFLICT HAPPENS IT’S
NOT THE END OF THE WORLD. QUITE THE CONTRARY, IT CAN EVEN BE THE BEGINNING OF AN
INTERESTING LEARNING PROCESS. THE VERY BEST AND MOST EFFICIENT WORKPLACES ARE NOT
THE ONES WITHOUT CONFLICTS BUT THOSE WHO HANDLE CONFLICTS CONSTRUCTIVELY.
• II. DON'T PERSONALIZE DISAGREEMENTS
• ONE OF THE WORST RESPONSES TO A CONFLICT OR DISAGREEMENT ON A
DECISION OR OPINION IS TO INTERPRET IT AS A PERSONAL ATTACK AND RESPOND
IN KIND. YOU END UP ARGUING THE EMOTIONS, RATHER THAN THE SUBJECT AT
HAND. THIS TYPE OF RESPONSE NOT ONLY MAKES THE SITUATION EVEN MORE
UNPLEASANT AND DIFFICULT TO RESOLVE, BUT ALSO LEAVES BAD FEELINGS
THAT COULD BE IMPOSSIBLE TO REPAIR. INSTEAD OF AUTOMATICALLY VIEWING
CRITICISM AS A PERSONAL ATTACK, YOU WOULD DO WELL TO FOCUS NOT ON THE
TONE OF THE DISAGREEMENT, BUT ON THE FACTS OF THE ARGUMENT. LISTEN
CAREFULLY TO WHAT THE OTHER PERSON IS SAYING, RATHER THAN HOW HE OR
SHE IS SAYING IT. TAKE TIME TO THINK THROUGH YOUR POSITION, AND ADDRESS
EACH OF THE POINTS THAT PERSON RAISES IN A CALM AND RATIONAL FASHION.
• III. HANDLE CONFLICT SOONER RATHER THAN LATER
• THIS IS THE SINGLE MOST IMPORTANT TIP TO SUCCESSFULLY RESOLVE CONFLICTS. IT’S
VERY TEMPTING TO WAIT FOR A CONFLICT TO BLOW OVER BY ITSELF, BUT IT RARELY
DOES – IN MOST CASES IT ONLY GETS WORSE WITH TIME. 90% OF CONFLICTS AT WORK DO
NOT COME FROM SOMETHING THAT WAS SAID, BUT FROM SOMETHING THAT WASN’T SAID.
IT’S TEMPTING TO TRY AND SMOOTH THINGS OVER AND PRETEND EVERYTHING IS
NORMAL. THAT’S THE MOST COMMON REASON WHY CONFLICTS AT WORK ESCALATE.
• IV. ASK
• IF YOU THINK THERE MAY BE A DISAGREEMENT BETWEEN YOURSELF AND ANOTHER
TEAM MEMBER ON AN ASPECT OF YOUR JOB, SIT DOWN WITH THAT PERSON AND DISCUSS
THE FACTS OF THE PROBLEM. WHILE IT MAY NOT ALWAYS LEAD TO A MEETING OF MINDS,
AT LEAST IT ENABLES EACH OF YOU TO EXPLORE AND UNDERSTAND ONE ANOTHER'S
POSITIONS. PLUS, THIS MAKES IT MORE POSSIBLE TO REACH SOME COMMON GROUND.
 ROLE PLAYING

• ROLE PLAY AS DIFFICULT CUSTOMER & HANDLER (CONSIDER THE PRINCIPLES

LEARNED IN THIS TRAINING AND THE RULES AND PROCEDURES OF ILRI
 SESSION SIX
COMPLAINT HANDLING
 Definition of compliant
• ALTHOUGH THE FIRST LAW OF SERVICE PRODUCTIVITY AND QUALITY MIGHT BE
"DO IT RIGHT THE FIRST TIME," WE CAN'T IGNORE THE FACT THAT FAILURES
CONTINUE TO OCCUR, SOMETIMES FOR REASONS OUTSIDE THE ORGANIZATION'S
CONTROL. YOU'VE PROBABLY NOTICED FROM YOUR OWN EXPERIENCE THAT THE
VARIOUS "MOMENTS OF TRUTH" IN SERVICE ENCOUNTERS ARE ESPECIALLY
VULNERABLE TO BREAKDOWNS. SUCH DISTINCTIVE SERVICE CHARACTERISTICS
AS REAL-TIME PERFORMANCE, CUSTOMER INVOLVEMENT, PEOPLE AS PART OF
THE PRODUCT, AND DIFFICULTY OF EVALUATION GREATLY INCREASE THE
CHANCE OF PERCEIVED SERVICE FAILURES. THE CHANCES ARE THAT YOU'RE NOT
ENTIRELY SATISFIED WITH THE QUALITY OF AT LEAST SOME OF THE SERVICES
THAT YOU USE RESULTS IN CUSTOMER COMPLAINTS.
 Importance of compliant – why complaints handling
matters
• MOST OF US, THOUGH, WEATHER IN THE PUBLIC OR THE PRIVATE SECTOR DO
NOWADAYS HAVE SOME ACCOUNTABILITY TO OUR CUSTOMERS –WHETHER THEY ARE
BUYING FROM US, USING OUR SERVICE OR SATISFIED BY OUR SERVICES. CUSTOMER
CARE IS A CONCEPT THAT CAN BE SEEN IN MANY ORGANIZATIONS NOWADAYS. GOOD
COMPLIANT HANDLING IS A VITAL ELEMENT OF CUSTOMER SERVICE. IN SOME AREA
WHERE SERVICE PROVIDER COMPETES TO SUPPLY A TECHNICALLY SIMILAR SERVICE,
CUSTOMER CARE IS WHERE AN EXTRA EFFORT CAN MAKE ONE COMPANY STAND OUT
FROM THE CROWD. GOOD COMPLIANT HANDLING, THOUGH, ALSO BRINGS OTHER
MAJOR BENEFITS. IF YOU ARE COMMERCIAL ORGANIZATION DEALING COMPLIANT
EFFECTIVELY WILL RESULT IN A NET FINANCIAL GAIN TO YOUR BUSINESS. PROPER
COMPLIANT HANDLING CAN SAVE YOUR ORGANIZATION MONEY BY:
• IMPROVING PROFITS THOUGH CUSTOMER RETENTION
• DISSATISFIED COMPLAINTS ARE MORE LIKELY TO BUY YOUR PRODUCT IN THE FUTURE THAN
UNHAPPY CUSTOMER WHO DIDN’T COMPLAIN AT ALL. SO BY ENCOURAGING COMPLAINTS YOU
ACTUALLY INCREASE FUTURE SALES. BY ENCOURAGING THEM AND DEALING WITH THEM WELL
ENOUGH TO LEAVE CUSTOMERS SATISFIED, YOU CAN RECOVER 75 PERCENT OF THE POTENTIAL LOST
SALES CAUSED BY THE ORIGINAL MISHAP. IF YOU DON’T ACTIVELY ENCOURAGE COMPLAINTS,
THERE IS A GOOD CHANCE THAT PEOPLE WON’T BOTHER TO MAKE A FUSS.
• AVOIDING UNFAVORABLE PUBLICITY- CUSTOMER WHO COMPLAIN ABOUT A PRODUCT TO THE
MANUFACTURER HAVE THEIR COMPLIANT DEAL WITH SATISFACTORILY ARE ON THE OTHER HAND,
LIKELY TO PASS ON FAVORABLE COMMENT TO THEIR FRIENDS. GOOD COMPLAINTS HANDLING CAN
ALSO PROVIDE OPPORTUNITIES TO GENERATE GOOD PUBLIC RELATION AND AT LEAST AS IMPORTANT
CAN AVOID SOME OF THE WORST PUBLIC RELATION TRAPS.
• AVOID LEGAL PROBLEMS OR WORSE- GOOD COMPLIANT HANDLING ALSO REDUCE THE RISE THAT
PEOPLE WILL TURN TO ONE OF THE ALTERNATIVES OF WHICH THE MOST OBVIOUS IS LEGAL ACTION.
• SAVING TIME- EVEN WHEN COMPLIANT DON’T INVOLVE LEGAL PROBLEMS,
THEY TAKE TIME EFFORT. ANGER WHO CLAIMS THAT THEIR STAFFS HAVEN’T
TIED TO ADMINISTER AN EFFECTIVE COMPLAINTS SCHEME EXPECTS THEM TO
COPE WITH DIFFICULT CUSTOMERS CREATING CONFRONTATIONS. PEOPLE WHO
CAN’T FIND TIME TO RESPOND TO COMPLAINTS MADE TO THEM STILL MANAGE
TO COPE WHEN THE LETTER IS RECEIVED VIA THE MANAGING
• INFORMING MANAGEMENT - RESPONSIVE SERVICE ORGANIZATIONS LOOK AT
COMPLAINTS AS A STREAM OF INFORMATION THAT CAN BE USED TO HELP
MONITOR PRODUCTIVITY, QUALITY AND HIGHLIGHT CHANGES NEEDED TO
IMPROVE SERVICE DESIGN AND EXECUTION.
 Type of customer compliant action
• IF CUSTOMER INITIATES ACTIONS FOLLOWING SERVICE FAILURE, THE ACTION CAN BE OF
VARIOUS TYPES. A CUSTOMER WHO IS DISSATISFIED CAN CHOOSE TO COMPLAIN ON THE
SPOT TO THE SERVICE PROVIDER, GIVING THE COMPANY THE OPPORTUNITY TO RESPOND
IMMEDIATELY. THEY DON’T COMPLAIN IMMEDIATELY, CUSTOMER MAY CHOOSE TO
COMPLAIN LATTER TO THE PROVIDER BY PHONE OR IN WRITING OR EVEN TO WRITE OR CALL
THE CORPORATE OFFICES OF THE COMPANY. SOME CUSTOMER CHOOSES NOT TO COMPLAIN
DIRECTLY TO THE PROVIDER BUT RATHER SPREAD NEGATIVE WORD OF MOUTH ABOUT THE
COMPANY TO FIENDS, RELATIVE, AND COWORKER. FINALLY CUSTOMER MAY CHOOSE TO
COMPLAIN TO THIRD PARTIES SUCH AS THE BETTER BUSINESS BUREAU, TO CONSUMER
AFFAIRS ARMS OF THE GOVERNMENT, TO LICENSING AUTHORITY, TO A PROFESSIONAL
ASSOCIATION, OR POTENTIALLY TO A PRIVATE ATTORNEY. NO MATTERS THE ACTION (OR
INACTION), ULTIMATELY THE CUSTOMERS DETERMINE WHETHER TO PATRONIZE THE SERVICE
PROVIDER AGAIN OR TO SWITCH TO ANOTHER PROVIDER.
 TYPE OF COMPLAINERS
• RESEARCHER SUGGESTS THAT PEOPLE CAN BE GROUPED INTO CATEGORIES BASED ON HOW THEY
RESPOND TO FAILURES. FOUR CATEGORIES OF RESPONSE TYPE WERE IDENTIFIED AND THESE
CATEGORIES OF COMPLAINER TYPE WILL BE RELATIVELY CONSISTENT AND THAT EACH CAN BE FOUND
IN ALL ORGANIZATION.
• A) PASSIVE. THIS GROUP OF CUSTOMER IS LEAST LIKELY TO TALK ANY ACTION THEY ARE UNLIKELY TO
SAY ANYTHING TO THE PROVIDER, LESS LIKELY THAN OTHERS TO SPREAD NEGATIVE WORD OF MOUTH,
AND UNLIKELY TO COMPLAIN TO A THIRD PARTY.
• B) VOICERS. THIS CUSTOMER ACTIVELY COMPLAINS TO THE SERVICE PROVIDER, BUT THEY ARE LESS
LIKELY TO SPREAD NEGATIVE WORD OF MOUTH, TO SWITCH PATRONAGE, OR TO GO TO THIRD PARTIES
WITH THEIR COMPLAINTS.
• C) IRATE. THESE CUSTOMERS ARE MORE LIKELY TO ENGAGE IN NEGATIVE WORD OF MOUTH TO FRIEND
AND RELATIVES AND TO SWITCH PROVIDERS THAN ARE OTHERS.
• D) ACTIVISTS. THESE CUSTOMERS ARE CHARACTERIZED BY ABOVE AVERAGE PROPENSITY TO
COMPLAIN ON ALL DIMENSIONS: THEY WILL COMPLAINT TO THE PROVIDER, THEY WILL TELL OTHERS,
AND THEY ARE MORE LIKELY THAN ANY OTHER GROUP TO COMPLAIN TO THEIR PARTIES.
 SOURCE OF CUSTOMER COMPLIANT

• A COMMON SOURCE OF FRUSTRATION RESULTS FROM: INAPPROPRIATE TRADE-

OFFS BETWEEN PRODUCTIVITY AND QUALITY, WHEN A FIRM TRIES TO BOOST
PRODUCTIVITY WITHOUT THINKING ABOUT ITS IMPACT ON CUSTOMERS.
PERHAPS SOME OF THE PRODUCT ELEMENTS ARE POORLY EXECUTED OR MAY BE
THE SERVICE PROCESSES IN WHICH YOU ARE INVOLVED ARE BADLY ORGANIZED,
SHORTCOMINGS IN DELIVERY - PLACE; CYBERSPACE, AND TIME—ARE COMMON.
FOR EXAMPLE, A SERVICE MAY BE UNAVAILABLE WHERE AND WHEN YOU WANT
IT; OR A WEB SITE MAY NOT BE FUNCTIONING SATISFACTORILY.
 FACTORS INFLUENCING COMPLAINING
BEHAVIOR
• SOME CUSTOMERS ARE MORE LIKELY TO COMPLAIN TO OTHER. THEY BELIEVE
THEY WILL BE PROVIDED COMPENSATION FOR THE SERVICE FAILURE IN SOME
FORM, FAIR TREATMENT AND GOOD SERVICE ARE THEIR DUE IN CASE OF
SERVICE FAILURE, THEY FEEL A SOCIAL OBLIGATION TO COMPLAIN TO HELP
OTHERS AVOID SIMILAR SITUATION OR TO PUNISH THE SERVICE PROVIDER AND
IN SOME CASES A VERY SMALL NUMBER OF CONSUMERS HAVE COMPLAINING
PERSONALITIES THEY JUST LIKE TO COMPLAIN OR CAUSE TROUBLE.
 WHEN THEY COMPLAIN, WHAT DO
CUSTOMERS EXPECT?
• OUTCOME FAIRNESS - CUSTOMERS EXPECT OUTCOMES, OR COMPENSATION THAT MATCHES THE LEVEL
OF THEIR DISSATISFACTION. THEY EXPECT EQUITY IN THE EXCHANGE THAT IS THEY WANT TO FEEL THAT
THE COMPANY HAS PAID FOR ITS MISTAKES IN A MANNER AT LEAST EQUAL TO WHAT THE CUSTOMER HAS
SUFFERED.
• PROCEDURAL FAIRNESS- IN ADDITION TO FAIRNESS ON COMPENSATION CUSTOMER EXPECTS FAIRNESS
IN TERMS OF POLICE, RULES AND TIMELINES FOR THE COMPLAINT PROCESS. THEY WANT EASY ACCESS
TO THE COMPLAINT PROCESS, AND THEY WANT THINGS HANDLED QUICKLY, PREFERABLY BY THE FIRST
PERSON THEY CONTACT.
• INTERACTION FAIRNESS ABOVE ALL AND BEYOND THEIR EXPECTATION OF FAIRE COMPENSATION AND
HASSLE FREE, QUICK PROCURES, CUSTOMER EXPECT TO BE RELATED POLITELY, WITH CARE AND
HONESTY. THIS FORM OF FAIRNESS CAN DOMINATED THE OTHER IF CUSTOMER FEELS THE COMPANY
AND ITS EMPLOYEE HAVE UNCARING ATTITUDE AND HAVE DONE LITTLE TO TRY TO RESOLVE THE
PROBLEM.
 Quality of good compliant system
• QUALITY OF GOOD COMPLAINT SYSTEM ACCOMMODATES ISSUES DESCRIBED AS
FOLLOWS:
• BE EASILY ACCESSIBILITY AND WELL PUBLICIZED
• SIMPLE TO UNDERSTAND AND USE
• ALLOW SPEEDY HANDLING WITH ESTABLISHED TIME LIMITS FOR ACTION, AND
KEEP PEOPLE INFORMED OF PROGRESS
• ENSURE A FULL AND FAIR INVESTIGATION
• RESPECT PEOPLE'S DESIRE AND CONFIDENTIALITY
• ADDRESS ALL THE POINTS AT ISSUE, AND PROVIDE AN EFFECTIVE RESPONSE AND
APPROPRIATE REDRESS
• PROVIDE INFORMATION TO MANAGEMENT SO THAT SERVICE CAN BE IMPROVED
• IN ORDER TO TRANSLATE THE GOOD INTENTION OF QUALITY COMPLIANT HANDLING
SYSTEM YOU WILL NEED TO TAKE INTO ACCOUNT THE FOLLOWING:
• THE CUSTOMER IS ALWAYS RIGHT.
• MAKE REALISTIC ESTIMATE OF HOW MANY COMPLAINTS YOU MIGHT EXPECT TO HANDLE
AND THEN STAFF UP TO MEET THIS
• TRAIN YOUR STAFF (INCLUDING MANAGERS)
• DON'T USE COMPLAINTS AS A DISCIPLINARY TOOL
• EMPOWER THE FRONT-LINE STAFF TO RESOLVE COMPLAINTS THEMSELVES WHEREVER
POSSIBLE
• USE CONCILIATION AS A WAY OF RESOLVING DEADLOCKED DISPUTES NOT JUST AS
ANOTHER STAGE IN A MULTI-STAGE PROCESS
• FORMALLY RECORD CUSTOMER SATISFACTION WITH THE WAY COMPLAINTS ARE HANDLED.
• BE POSITIVE
 Changing compliant to commitment
• HOW ARE COMPANIES DOING - SERVICE RECOVERY STRATEGIES
• SERVICE RECOVERY REFERS TO THE ACTION TAKEN BY AN ORGANIZATION IN
RESPONSE TO A SERVICE FAILURE. FAILURE OCCURS FOR ALL KIND OF REASONS
STATED ABOVE, AND ALL THIS TYPE OF FAILURE BRING ABOUT NEGATIVE
FEELING AND RESPONSE FROM CUSTOMER. IT WILL BECOME CLEAR THAT
EXCELLENT SERVICE RECOVERY IS REALLY A COMBINATION OF A VARIETY OF
STRATEGIES THAT NEED TO WORK TOGETHER. EACH OF THE STRATEGIES SHOWN
BELOW WILL BE DISCUSS STARTING WITH THE BASIC “DO IT RIGHT THE FIRST
TIME.”
• FAILS SAFE YOUR SERVICE - DO IT RIGHT THE FIRST TIME: THE FIRST RULE OF SERVICE
QUALITY IS TO DO IT RIGHT THE FIRST TIME. AS YOU ALREADY KNOW, RELIABILITY OR DOING IT
RIGHT THE FIRST TIME IS THE MOST IMPORTANT DIMENSION FOR ORGANIZATION SERVICE.
ELEMENTS OF A TOTAL SERVICE RECOVERY STRATEGY WILL LEAD IN A CIRCULAR FASHION
BACK TO THIS MOST BASIC AND FUNDAMENTAL OF ALL SERVICE STRATEGIES- SERVICE
RELIABILITY.
• WELCOME AND ENCOURAGE COMPLAINTS- COMPLAINTS SHOULD BE ANTICIPATED, ENRAGED
AND TRACKED. THE COMPLAINING CUSTOMER SHOULD TRULY BE VIEWED AS A FRIEND. THERE
ARE A NUMBER OF WAYS TO ENCOURAGE AND TRACK COMPLAINTS. SUCH AS CUSTOMER
RESEARCH, SATISFACTION SURVEYS, CRITICAL INCIDENTS STUDIES, AND LOST CUSTOMER
RESEARCH, EMPLOYEES DELIVERING SOURCE OF CUSTOMER DISSATISFACTION AND SERVICE
FAILURE, TEACHING CULTURE HOW TO COMPLAIN, TOLL FREE CALL CENTERS, EMAIL, SOFTWARE
APPLICATION ARE ALL USED TO FACILITATE ENCOURAGE AND TRACK COMPLAINTS.
• ACT QUICKLY - COMPLAINING CUSTOMERS WANT QUICK RESPONSES. THUS IF THE
COMPANY WELCOMES, EVEN ENCOURAGES, COMPLAINTS, IT MUST BE PREPARED TO ACT ON
THEM QUICKLY. THIS REQUIRES SYSTEMS AND PROCEDURES THAT ALLOW QUICK ACTION, AS
WELL AS EMPOWERED EMPLOYEE.
• TREAT CUSTOMER FAIRLY - IN RESPONDING QUICKLY, IT IS ALSO CRITICAL TO TREAT EACH
CUSTOMER FAIRLY. AS DISCUSSED IN AN EARLIER SECTION CUSTOMER EXPECT TO BE
TREATED FAIRLY IN TERMS OF OUTCOME THEY RECEIVE, THE PROCESS BY WHICH THE
SERVICE RECOVERY TAKES PLACE AND THE INTERPERSONAL TREATMENT THEY RECEIVE.
• LEARN FROM RECOVERY EXPERIENCES- PROBLEMS RESOLUTION SITUATION ARE MORE
THAN JUST OPPORTUNITIES TO FIX FLAWED SERVICE AND STRENGTHEN TIES WITH
CUSTOMERS. THEY ARE ALSO A VALUABLE BUT FREQUENTLY IGNORED OR UNDERUTILIZED
SOURCE OF DIAGNOSTIC, PRESCRIPTIVE INFORMATION FOR IMPROVING CUSTOMER SERVICE.
BY TRACKING SERVICE RECOVERY EFFORT AND SOLUTIONS, ORGANIZATION CAN LEARN
ABOUT SYSTEMATIC PROBLEMS IN THE DELIVERY SYSTEM THAT NEED FIXING.
 HOW ARE EMPLOYEES DOING – HOW THEY HANDLE COMPLIANT

• IF ORGANIZATION COMPLIANT HANDLING SYSTEM AND STRATEGIES IS WELL

ADDRESS THEN YOU WILL ALREADY BE HALFWAY TO OBTAINING COMMITMENT
FROM YOUR FRONTLINE STAFF BECAUSE THEY WILL BE ABLE TO SEE WHAT YOU
ARE TRYING TO ACHIEVE AND WHY. AS SERVICE PROVIDER IT IS IMPORTANT TO DO
THE FOLLOWING ACTIVITIES WHEN DEALING WITH CUSTOMER COMPLAINTS:
• LISTEN TO THE CUSTOMER
• SOLICIT COMPLAINTS
• RECORD COMPLAINTS
• FOCUS ON THE CUSTOMER
• FOCUS ON THE COMPLAINT
• FOCUS ON PROCESS IMPROVEMENT
 GUIDELINES FOR EFFECTIVE COMPLIANT
RESOLUTION
• IT ALSO BE NOTED THAT SERVICE PROVIDER SHOULD CONSIDER THE FOLLOWING GUIDE AS A
CUSTOMER COMPLAINT RESOLUTION PROCESS THAT CAN IMPLEMENT IN THE SITUATION OF
CUSTOMER COMPLIANT:
• ACT FAST
• ADMIT MISTAKES BUT DON'T BE DEFENSIVE.
• SHOW THAT YOU UNDERSTAND THE PROBLEM FROM EACH CUSTOMER'S POINT OF VIEW.
• DON'T ARGUE WITH CUSTOMERS.
• ACKNOWLEDGE THE CUSTOMER'S FEELINGS
• GIVE CUSTOMERS THE BENEFIT OF THE DOUBT
• CLARIFY THE STEPS NEEDED TO SOLVE THE PROBLEM
• KEEP CUSTOMERS INFORMED OF PROGRESS
• CONSIDER COMPENSATION
• PERSEVERING TO REGAIN CUSTOMER GOODWILL
 DISCUSSION QUESTIONS
• DESCRIBE THE FACTORS THAT MAY PREVENT A CUSTOMER WHO IS DISSATISFIED FROM
COMPLAINING.
• HOW CAN YOU ENCOURAGE DISSATISFIED CUSTOMERS TO COMPLAIN AT ILRI?
• WHEN WAS THE LAST TIME YOU WERE TRULY SATISFIED WITH AN ORGANIZATION'S RESPONSE
TO YOUR COMPLAINT? DESCRIBE IN DETAIL WHAT HAPPENED AND WHAT MADE YOU SATISFIED.
• THINK ABOUT THE LAST TIME YOU EXPERIENCED A LESS THAN SATISFACTORY SERVICE
EXPERIENCE. DID YOU COMPLAIN? WHY? IF YOU DID NOT COMPLAIN, EXPLAIN WHY NOT.
• HOW DO YOU DEAL WITH A COMPLAINING CUSTOMER, WHAT IS THE CORRECT WAY TO DEAL
WITH A COMPLAINT IN ILRI. IF YOU DON’T KNOW, FIND OUT. DRAW A FLOW CHART TO SHOW THE
STAGE.
• HAVE YOU HAD A CUSTOMER COMPLAINT WHICH WASN’T RESOLVED IF SO WHAT WOULD YOU
DO DIFFERENTLY IF A SIMILAR SITUATION AROSE IN THE FUTURE.
 SESSION SEVEN
STRESS MAMAGEMENT IN CUSTOMER SERVICE
 WHAT IS JOB STRESS?
• JOB STRESS CAN BE DEFINED AS THE HARMFUL PHYSICAL AND EMOTIONAL RESPONSES THAT
OCCUR WHEN THE REQUIREMENTS OF A JOB DO NOT MATCH THE CAPABILITIES, RESOURCES, OR
NEEDS OF THE WORKER.
• BUT STRESS, OR DISTRESS, CAUSES PROBLEMS IN DEALING WITH CUSTOMERS AND OTHER
PEOPLE, REDUCES YOUR EFFECTIVENESS, DAMPENS YOUR MOTIVATIONS, MAKES YOUR LIFE
MISERABLE, AND CAN LEAD TO LONG-TERM MENTAL AND PHYSICAL PROBLEMS OR DEATH.
• NOT ALL STRESS IS BAD. THERE ARE GOOD STRESSES
• EUSTRESS COINED BY DR. HANS SEYYE, A PROMINENT PSYCHOLOGIST USED IT AS “GOOD” STRESS.
• WITH EUSTRESS, YOU MAY GO THROUGH THE SAME PHYSIOLOGICAL STAGES THAT YOU WOULD
FOR NEGATIVE SITUATIONS, BUT AT THE END, WHEN YOU REACH YOUR GOAL, YOU HAVE A SENSE
OF ACCOMPLISHMENT AND A FEELING OF EXHILARATION.
 RECOGNIZING STRESS
• THE FOLLOWING ARE SOME OF THE TYPICAL INDICATORS THAT STRESS IS PRESENT.
• INABILITY TO FOCUS OR CONCENTRATE ON A CUSTOMER PROBLEM OR WORKPLACE
SITUATION.
• IRRITABILITY IN DEALING WITH OTHERS IN THE WORKPLACE.
• EXCESSIVE FATIGUE, WHICH CAUSES YOU TO DAYDREAM OR “NOD OFF” DURING THE
DAY. FATIGUE ALSO PREVENTS YOU FROM OPERATING AT YOUR FULL POTENTIAL OR
EXERCISING INITIATIVE.
• INTESTINAL IRRITATION THAT CAN AFFECT YOUR APPETITE OR CAUSE YOU TO BE
ABSENT FROM WORK.
• TARDINESS OR ABSENTEEISM BECAUSE OF PHYSICAL SYMPTOMS OR THE NEED TO
CATCH UP ON SLEEP.
• BEING ARGUMENTATIVE OR AGGRESSIVE WITH CUSTOMERS AND OTHERS.
• NAIL BITING OR OTHER NERVOUS HABITS.( FIDGETING, SIGHTING, PLAYING WITH HAIR,
WRINGING HANDS , CONSTANTLY TAPPING THE FEET OR AN OBJECT)
• POOR ATTITUDE, WHICH MANIFESTS ITSELF IN PHRASES LIKE “WHO CARES?,” “ IS IT FRIDAY YET?”
“IT IS NOT MY PROBLEM, ““WHATEVER, “OR “TELL SOMEONE WHO CARES.”
• INSOMNIA.
• RAPID OR IRREGULAR HEARTBEAT.
• FEELINGS OF DEPRESSION, CRYING SPELLS, OR FEELINGS OF USELESSNESS AND BEING
UNDERAPPRECIATED.
• BINGEING ON FOOD, ALCOHOL, OR TOBACCO.
• PAINS IN THE STOMACH OR HEAD, NECK OR MUSCLE PAINS, RAPID PULSE, HIGH BLOOD PRESSURE,
OR IRREGULAR MENSTRUAL CYCLES.
 DISCUSSION QUESTIONS

• HOW DO YOU THINK CAN A STRESS AFFECT CUSTOMER SERVICE?

• WHAT ARE THE CAUSES FOR WORK PLACE STRESS AT ILRI?
• WHAT ARE THE STRATEGIES USED TO PREVENT AND MANAGE WORKPLACE
STRESS AT ILRI?
• SUGGEST ADDITIONAL STRATEGIES TO MANAGE WORK PLACE STRESS.
 FACTORS AFFECTING STRESS IN THE
WORKPLACE
1. ORGANIZATIONAL FACTORS
• PEOPLE: CAN BE A MAJOR SOURCE OF STRESS
• PHYSICAL FACTORS SUCH AS NOISE, ODORS, BRIGHT OR DIM LIGHTING, AND HEAT OR COLD MIGHT
AFFECT YOU MORE THAN THEY AFFECT OTHERS.
• OCCUPATIONAL HAZARDS: SUCH STRESSES THINGS THAT CAUSE STRESS ARE DANGEROUS PEOPLE
OR SITUATIONS, HEAVY EQUIPMENT OR MACHINERY, FLAMMABLE, CAUSTIC, OR EXPLOSIVE
MATERIALS, OR HEAVY LIFTING.
• NONERGONOMIC SITUATIONS: PHYSICAL STRESS IS CREATED IN ENVIRONMENTS IN WHICH
CHAIRS, TABLES, COMPUTER EQUIPMENT, AND OTHER TOOLS DO NOT CONFORM WITH INDUSTRY
STANDARDS RELATED TO EMPLOYEE PROTECTION, COMFORT, AND SAFETY.
• BACK, EYE, WRIST, HAND, ARM, AND LEG STRAIN, AMONG OTHER MEDICAL PROBLEMS, CAN OCCUR WHEN SUCH
INDUSTRY STANDARDS ARE NOT FOLLOWED.

• ORGANIZATIONAL ELEMENTS: THE ORGANIZATION YOU WORK FOR CAN PLAY A BIG ROLE IN
INCREASING OR DECREASING YOUR STRESS LEVELS.
2. JOB FACTORS
• JOB STRUCTURES
• JOB INSECURITY:
• UNREASONABLE GOALS:
• CONFLICTING DEMANDS:
• REPETITIVE TASKS
• LIMITED AUTHORITY
• LIMITED OPPORTUNITIES FOR ADVANCEMENT:
3. PERSONAL FACTORS
• RELATIONSHIPS:
• PHYSICAL CONDITION AND NUTRITION
• CHEMICAL USE
• FINANCIAL PROBLEMS
• LACK OF “LONE” TIME
 IF YOU ANSWER YES TO ALL OR MOST OF
THESE QUESTIONS, THERE IS A GOOD
CHANCE THAT YOU ARE A WORKAHOLIC.
1. DO YOU ARRIVE EARLY FOR WORK, NO MATTER HOW LATE YOU STAYED THE NIGHT
BEFORE?
2. DO YOU VOLUNTEER TO TAKE ON NEW TASKS, EVEN IF YOU ALREADY FEEL
OVERWHELMED?
3. DO YOU SKIP LUNCH AND BREAKS IN ORDER TO WORK ON JOB –RELATED TASKS?
4. DO YOU REGULARLY VOLUNTEER FOR OVERTIME OR WORK ON WEEKENDS AND
HOLIDAYS?
5. DO YOU FIND IT DIFFICULT TO BE INACTIVE OR RELAX?
6. DO YOU APPROACH EVERY ACTIVITY AS A COMPETITION OR CHALLENGE?
7. DO YOU FIND IT HARD TO TAKE A VACATION?
8. CAN YOU NOT ENVISION YOURSELF EVER RETIRING?
EFFECTIVE COMMUNICATION STRATEGIES
TO AVOID STRESS

• BE POLITE
• RESPOND APPROPRIATELY
• SPEAK ASSUREDLY
• USE “I” LANGUAGE
• COMMUNICATE YOUR FEELINGS
 STRESS REDUCTION STRATEGIES
Stay Calm Exercise Regularly Find A Hobby

Manage Your Time Effectively Eliminate Vagueness Take A Humor Break

Avoid Procrastination Reduce Personal Tensions Be A Realist

Prioritize Tasks Use Positive Self-Talk Take A Mental Trip

Set Realistic Goals Vary Your Activities Smile

Take Frequent Breaks Get More Sleep

THE END!