>> MIM Speaks
CUSTOMER SERVICE WITH A DIFFERENCE
JAN 4, 1998 -
THE STAR
By Shiv Khera
IN order to outperform competition and gain a competitive
edge, organisations need to provide not good but exceptional
customer service.
In order to understand what exceptional customer service is,
we need to understand what it is not.
First of all, exceptional customer service is not lip service
nor is it an individual or a department's responsibility.
There are basically five categories of customer service. We
need to check out in what category our organisation falls.
1. Miserable customer service
This is where the employee actually goes out of his way to
irritate the customer and makes the buying experience
pathetically unforgettable.
2. Careless and unconcerned customer service
The employee is indifferent to the customer's need. He could
not care either way whether the customer buys or not. Here,
the attitude represents - take it or leave it!
3. Anticipated customer service
The customer gets what is expected - no more, no less. Every
customer, when he goes to purchase, has some expectations of
quality of product/service, courtesy and price.
Based on the treatment a customer gets, the organisation gets
labelled. The question is, is it good to get labelled?
Absolutely, if the label is good.
4. Competent customer service
In order to understand what is competent customer service, we
must understand the difference between skill and competence.
These two words are interchangeable and used frequently.
The way I see it, skill is ability only, whereas competence is
ability plus positive attitude.
That means that along with ability, we have the desire to
serve the customer. It is not uncommon to see many
organisations train their staff in customer service skills,
such as:
* teaching them how to greet customers
* shake hands
* say please and thank you
* smile, and so on.
I feel that all these attributes are very important. But
unless we have the desire to serve the customer, how long can
a person keep a fake smile on his face?
Besides, people can see through other people. If the smile is
not sincere, it is irritating. There has to be substance over
form, not form over substance.
5. Exceptional customer service
This is an organisation's responsibility. It is a mutually
profitable relationship.
It is an organisational commitment to do whatever it takes, to
make the buying experience delightful for the customer by
providing value-added products or service.
Exceptional customer service comprises competence and
courtesy. When a customer purchases, he has actually
purchased the right to be treated with courtesy and be
provided with competent service.
Please note that he has actually purchased the right, so we
are not doing him a favour.
In order to understand exceptional customer service, we need
to put ourselves in the customer's shoes. Let's face it, we
are all customers of somebody, aren't we?
We patronise particular shops. Why do we do that? I get my
vehicle repaired at a particular shop which may be a few miles
away, and on the way there I pass a number of other repair
shops.
Why is it that I go to a particular one, bypassing the others?
The major reason is that he is able to inspire confidence that
I am dealing with the right person.
A store manager told his boss: "Too bad John lost his hearing,
I guess he won't be working for the company much longer." The
boss replied: "That's ridiculous, we're going to transfer him to
the customer service department."
Exaggeration? Not at all. The above story represents the
attitude of most organisations, including some of those who
claim to be customer-focused.
When we provide exceptional customer service, we need to be
very cautious because there are dangers involved.
The biggest one is that the customer not only compares the
value received against our competitors but is also comparing
us to our past performance.
In order to provide exceptional customer service, we must
recognise customers needs and expectations.
There is a difference between customer service and customer
satisfaction. Customer service is from the provider's point of
view whereas satisfaction is from the customer's point of
view.
Of course, exceptional customer service from the provider's
point of view may not be exceptional from the recipient's
point of view.
Whenever there is a difference between reality and perception,
what prevails? always, perception. Our objective as an
exceptional customer service provider is to bring reality and
perception together.
Customer-focused organisations do not just happen. They are
created by creating the culture in the organisation. Culture
always goes top down not bottom up.
Major organisations all over the world such as Disney, Ford,
and American Express believe and invest in training their
people. People can be your greatest assets or liabilities.
We do not have business problems; we have people problems.
When we solve our people problems, our business problems are
automatically solved.
If you want to build a reputation that values customers, get
your priorities right. You need to do three things:
1. Hire the right people
Character and attitude are more important than degrees.
2. Invest in your people Train, train, train. As a benchmark,
invest about 1% of your gross sales in training.
In order to see results, train everyone in your organisation
rather than training piece-meal. Train right from the chief
executive officer to every team member because your bottom
line starts from the top.
3. Create a service-oriented culture in your organisation
In an organisation where individuals and departments
internally are not being treated with respect and dignity, one
can be pretty certain that their external customers are not
being treated with respect and dignity either.
Employers, employees, departments and vendors are all
customers to each other.
If you make a commitment and invest in your people, the
rewards will be many-fold, both in employee and customer
loyalty and increased profits.
* Business consultant Shiv Khera was in Kuala Lumpur recently
to conduct an interactive workshop on "Winners Don't Do
Different Things - They Do Things Differently" at the
Malaysian Institute of Management.
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