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    Creating Great Customer Service
    Creating Great Customer Service
    Creating Great Customer Service
    Ebook167 pages3 hours

    Creating Great Customer Service

    By Herbert M. Sancianco

    ()

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    About this ebook

    This book is a great and practical guide in developing a company's customer service program from scratch. 

    In some cases, there may be a need to improve on an existing one that is deficient in many ways. It will help a company—large or small—to determine how their customer service program should be developed to keep customers happy and satisfied.

    LanguageEnglish
    PublisherAnvil Publishing, Inc.
    Release dateOct 3, 2017
    ISBN9789712729188
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      Book preview

      Creating Great Customer Service - Herbert M. Sancianco

      Creating Great

      Customer Service

      Herbert M. Sancianco

      ANVILLOGOBLACK2

      Creating Great Customer Service

      Copyright to this digital edition © 2012 by

      Herbert M. Sancianco

      Anvil Publishing, Inc.

      All rights reserved.

      No part of this book may be

      reproduced in any form or by any means

      without the written permission from the copyright owners.

      Published and exclusively distributed by

      Anvil Publishing, Inc.

      7th Floor Quad Alpha Centrum Building

      125 Pioneer Street, Mandaluyong City 1550

      Sales & Marketing: 477-4752; 477-4755 to 57

                           locals 815 and 817

      marketing@anvilpublishing.com

      Fax: 747-1622

      www.anvilpublishing.com

      Book Design by Aura Lea T. Miranda (cover and interior)

      ISBN 9789712729188 (e-book)

      Version 1.0.1

      Table of Contents

      Introduction

      The Filipino has always been perceived through the years as the most hospitable nationality in Asia. That is why our country’s tourism program has anchored its marketing campaign around this national attribute. We have bayanihan, or the spirit of communal unity, which we widely practice wherever we are in the world.

      The Pinoy is largely known for being good humored amid adversity and carries the "bahala na or fatalistic attitude—the mindset of always leaving things to Divine Providence. Many have not yet overcome the puwede na" attitude, which allows mediocre work or output to proliferate. This results in a poor appreciation of the need to render the best quality service or produce best-quality products. Many companies sell well due to price and not a reputation for quality.

      We are mostly subservient in our ways as many tend to call people in authority as Sir or Ma’am, instead of the formal address of Mister, Miss, Mrs. Very few are able to call their boss by their first name regardless of whether the person is a foreigner or a local.

      Despite most of our positive qualities, we unfortunately are very poor in the art of rendering great customer service to the people who buy our products or avail of our services. In my experience, there are very few companies, maybe three out of ten, that are able to make their customers happy with great service.

      There are many companies out there that still do not understand the value of undertaking an excellent internal customer service program that will develop teamwork and foster a high level of employee productivity. The human capital is as important as the hard assets of a company in producing its products and selling them in the marketplace.

      Rendering excellent customer service is now a way of life in any business model. It reflects the positive image of a company when done right, and negatively impacts it if it is poorly conducted. This is where the brand value statement is clearly translated into an actionable form.

      A positive impact results in a strong and growing brand equity position in the marketplace—the barometer for measuring the customer loyalty factor. It is a cost-effective tool in developing the business on a sustainable condition. A happy customer will ensure that a firm will grow regardless of its business model and where it does not have to spend a lot of money on advertising to secure trial or repeat patronage.

      Conversely, bad customer service results in customer fallout and opportunity losses. That is because unhappy customers may not push through their intended purchases at the time they are prepared to buy, or will no longer buy again. In this case, the customer-and-sales representative interaction may have been a bad experience, thereby causing this sad outcome.

      Winning back a lost customer is thus invariably more expensive to do since in all likelihood that customer may have already decided to switch to a rival brand and will stick to that brand for a good period of time until something negative happens again that will trigger a desire to move again to another brand. This then allows competition—present and new to attract that unhappy customer to their fold, and hopefully keep that acquired customer for the longest period of time.

      Bad customer service is a result of ill-trained staff or the absence of a formal and well-thought out customer service program and culture in a company’s operating paradigm. The so-called customer promise is not defined. The absence of a customer service program is largely due to the business owners’ lack of appreciation of its value to the business’ long-term commercial success. Many do not view it as a worthwhile and constant investment in manpower and resources.

      Economic-generated adversities will filter out those companies that have not rendered good customer experience, and will reward those that have a good program in place. Those with a good score card have a stronger commercial survivability during the hard times. In better and more prosperous times, customers who have a memorable and positive experience with a product or company will provide the competitive advantage for a stronger commercial success. Their top-of-mind recall of that brand name will linger, and this bodes well for that brand because of the word-of-mouth value—a term used to describe one’s testimonial endorsement to another party who may be looking for a product or service to buy or avail of, but has no idea as to where to go or which to consider.

      The marketer or company has to acknowledge that not all customers are alike, and will be uniformly pleased with a product for its utilitarian purpose and performance. There are product lemons and there are uneducated customers who do not know how to use the product properly. They are the ones that will ask for help or hound the company in fixing their problems. Hence, if a company facing this problem does not act in the appropriate manner and swiftly, it shall lose that customer forever—a very tragic consequence to an otherwise simple solution of a minor issue.

      Customers are not just individual buyers. They may also be entire companies that patronize a product or service. Bad customer service most often starts with a telephone call or the reception experienced at the door relative to the security guard on duty.

      Everyone in a company has to be customer sensitive, whether that employee is working at the front office or backroom. That is because everyone should be working as a team and not heavily reliant on the frontline staff to solely generate the revenue. The supporting role of the backroom staff is very crucial to the success of the frontline team before and after the sale. Both groups should be together in walking the talk and talking the talk so that it is a complete process in making a customer happy.

      Apart from the actual service exerted by the human factor, the ambiance of a company’s reception and selling area, facilities, and amenities contribute to great customer experience. It should positively impact the senses of the customer. This includes the comfort, convenience, pleasant atmosphere, and happy feeling that will be felt, heard, and seen. These will greatly contribute to rationalizing the price being paid for the service and the attraction to come back another day to experience it all over again.

      Peak business hours are a beehive for bad customer service since the frontline and backroom staff have their hands full and are most often overwhelmed by the workload. The queues created during this period are unavoidable at best. If it is not resolved or managed, it creates opportunity losses in terms of non-repeating customer business.

      While many people are patient as they are accustomed to wait in line, research that I have done in the past for some service-oriented companies have repeatedly revealed that there is an emotional frustration that develops and grows if the experience is frequently recurring.

      My overseas business and personal travels have always been great trips as I have had many good customer experiences whether in a restaurant, a hotel, an airline, or a cab ride. Almost all made me a happy and satisfied customer, as they were helpful, courteous, and very friendly, particularly if I had a problem. They always made sure to thank me for giving them my business, and expressed hope to see me again at some future date.

      Unfortunately, I have had more bad experiences to talk about in my local encounters,

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