Overcoming the Customer Service Syndrome: How to Achieve and Sustain High Customer Satisfaction
Edition: 4
Copyright: 2020
Pages: 168
Edition: 4
Copyright: 2020
Pages: 170
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After reading this book, you will never feel the same about service professionals. They are pivotal in making or breaking customer relationships. However, being a service professional has never been more difficult. In many service organizations, the gap is widening between what they can deliver and what customers expect. Many service professionals are quitting their jobs. Many more, under fire from disgruntled customers, are experiencing unprecedented stress. We call this phenomenon the customer service syndrome (CSS).
The purpose of this book is to provide strategies and tactics for combating CSS and achieving sustainable high customer satisfaction. While customer service is of paramount importance in sustaining profitability, many hospitality businesses continue to struggle with delivering consistent, quality service because it is often treated as a static, isolated event rather than as a function of the total business enterprise. This book is unique because it positions customer service as an outcome of the total system. You will gain an understanding of how various organizational elements (e.g., hiring, marketing, training, support systems, physical plant, human resource practices, supervision, policies and procedures, technology systems, etc.) work together to promote the successful delivery of customer service. You will also learn how to align service expectations and experiences and to create comfortable customer service environments in which service professionals are encouraged to use their talents and expertise.
Overcoming CSS and creating sustainable, quality service experiences requires service businesses to drastically rethink how service professionals fit into the profit equation. They will discover that people who serve others are of paramount importance and are often significantly under-valued and under-invested. Delivering consistent, quality service requires the reeducation of customers about service and the role of service professionals. There is a need to approach the management of the service system in creative and productive new ways.
The last chapter is a 28-day service journal for each reader’s growth in awareness and understanding of customer service issues. We wish you all a successful journey through life.
PREFACE
ACKNOWLEDGEMENTS
ABOUT THE AUTHORS
1. THE CUSTOMER SERVICE SYNDROME
Definition
History
American Customer Satisfaction
Customer Service Syndrome in Action
Disrespect
Disobedience
Dishonesty
Destruction
Disengagement
Culture and the Customer Service Syndrome
Learning Activities
References
2. SERVICE PROFESSIONALS: THE FRONTLINE TROOPS
Customer Responsiveness
Service Professional Philosophy
Belief 1: Effective service professionals require emotional intelligence skills
Belief 2: Systems do not foster relationships, people do
Belief 3: Attracting, retaining and motivating service professionals requires a positive and fun work environment
Belief 4: Low employee turnover is possible and necessary for delivering reliable and quality customer service
Belief 5: Emotional and financial investments in service professionals help a business maximize its return on investment and win the war against CSS
Service Professionals Speak Out
Customer demands and expectations
Customer emotions and behaviors
Dealing with customers and stress
Stories about incidents with customers
Learning Activities
References
3. MANAGE EXPECTATIONS
Reliability
Service standards must be carefully formulated, communicated to customers whenever possible, and monitored for compliance
If a response is promised, it must happen according to the specifications directly or indirectly communicated to the customer
The service guarantee should be specific and void of puffery
Service professionals must be properly trained
Responsiveness
Empower service professionals to perform tasks and make decisions
Provide customers with specific times for service accomplishments
Establish service standards for routine and recurring tasks
Educate customers on the best methods for accessing service information or handling service requests
Assurance
Always tell customers the truth
Carefully change business rules
Be a good corporate citizen
Establish credibility
Empathy
Build emotional muscle
Prepare for complainers
Treat everyone with respect
Tangibles
Provide realistic and accurate physical images and descriptions in all communication mediums
Create comfortable customer service areas
Holism and the Customer Service Experience
Learning Activities
References
4. BUILD EMPLOYEE ALLEGIANCE
Be the Employer of Choice
Trait number 1
Trait number 2
Trait number 3
Leverage Employee Strengths
Make the Job More Rewarding
Skill variety
Task identity
Task significance
Autonomy
Feedback
Promote Team Cohesion
Set Realistic Employee Expectations
Make New Employees Feel Welcome
During the first day
During the first week
During the first month
During the first three months
Encourage Informal Employee Gatherings
The Customer Is Not Always Right
Design Usable and Responsive Customer Service Delivery Systems
Reducing eye fatigue
Avoiding unnatural body positions
Creating a productive work environment
Streamlining the customer service delivery system to optimize performance
Learning Activities
References
5. HIRE THE RIGHT EMPLOYEES AND LEVERAGE THEIR NATURAL STRENGTHS
Systemize the Hiring Process
Select Appropriate Evaluation Criteria and Tools
Skills and knowledge
Natural tendency to act
Using the Kolbe RightFit™ program
Personality
Quality Assurance Teams and the Kolbe Concept
Dealing with Change
Conclusion
Learning Activities
References
6. OVERCOMING CSS BEGINS WITH AN ACTION PLAN
Action Plan Steps
Step 1: Assess the current impact of CSS
Step 2: Establish CSS benchmarks
Step 3: Identify and implement strategic actions for achieving desired outcomes
Step 4: Manage change
Step 5: Promote action
Step 6: Lead
The Resilient Organization
Embracing reality
Making meaning in difficult times
Improvising
Learning Activities
References
7. DAILY CUSTOMER SERVICE JOURNAL
References
Galen Collins, Ph.D., is a professor at Northern Arizona University’s School of Hotel and Restaurant Management. He is a noted hospitality author and management consultant. His industry experience includes work with Club Corporation of America, Hilton Hotels, Howard Johnson International, Marriott International, Ramada Corporation, Tony Roma’s, Walt Disney World, Phelps Dodge Corporation, Flagstaff Bone and Joint, and the National Park Service.
After reading this book, you will never feel the same about service professionals. They are pivotal in making or breaking customer relationships. However, being a service professional has never been more difficult. In many service organizations, the gap is widening between what they can deliver and what customers expect. Many service professionals are quitting their jobs. Many more, under fire from disgruntled customers, are experiencing unprecedented stress. We call this phenomenon the customer service syndrome (CSS).
The purpose of this book is to provide strategies and tactics for combating CSS and achieving sustainable high customer satisfaction. While customer service is of paramount importance in sustaining profitability, many hospitality businesses continue to struggle with delivering consistent, quality service because it is often treated as a static, isolated event rather than as a function of the total business enterprise. This book is unique because it positions customer service as an outcome of the total system. You will gain an understanding of how various organizational elements (e.g., hiring, marketing, training, support systems, physical plant, human resource practices, supervision, policies and procedures, technology systems, etc.) work together to promote the successful delivery of customer service. You will also learn how to align service expectations and experiences and to create comfortable customer service environments in which service professionals are encouraged to use their talents and expertise.
Overcoming CSS and creating sustainable, quality service experiences requires service businesses to drastically rethink how service professionals fit into the profit equation. They will discover that people who serve others are of paramount importance and are often significantly under-valued and under-invested. Delivering consistent, quality service requires the reeducation of customers about service and the role of service professionals. There is a need to approach the management of the service system in creative and productive new ways.
The last chapter is a 28-day service journal for each reader’s growth in awareness and understanding of customer service issues. We wish you all a successful journey through life.
PREFACE
ACKNOWLEDGEMENTS
ABOUT THE AUTHORS
1. THE CUSTOMER SERVICE SYNDROME
Definition
History
American Customer Satisfaction
Customer Service Syndrome in Action
Disrespect
Disobedience
Dishonesty
Destruction
Disengagement
Culture and the Customer Service Syndrome
Learning Activities
References
2. SERVICE PROFESSIONALS: THE FRONTLINE TROOPS
Customer Responsiveness
Service Professional Philosophy
Belief 1: Effective service professionals require emotional intelligence skills
Belief 2: Systems do not foster relationships, people do
Belief 3: Attracting, retaining and motivating service professionals requires a positive and fun work environment
Belief 4: Low employee turnover is possible and necessary for delivering reliable and quality customer service
Belief 5: Emotional and financial investments in service professionals help a business maximize its return on investment and win the war against CSS
Service Professionals Speak Out
Customer demands and expectations
Customer emotions and behaviors
Dealing with customers and stress
Stories about incidents with customers
Learning Activities
References
3. MANAGE EXPECTATIONS
Reliability
Service standards must be carefully formulated, communicated to customers whenever possible, and monitored for compliance
If a response is promised, it must happen according to the specifications directly or indirectly communicated to the customer
The service guarantee should be specific and void of puffery
Service professionals must be properly trained
Responsiveness
Empower service professionals to perform tasks and make decisions
Provide customers with specific times for service accomplishments
Establish service standards for routine and recurring tasks
Educate customers on the best methods for accessing service information or handling service requests
Assurance
Always tell customers the truth
Carefully change business rules
Be a good corporate citizen
Establish credibility
Empathy
Build emotional muscle
Prepare for complainers
Treat everyone with respect
Tangibles
Provide realistic and accurate physical images and descriptions in all communication mediums
Create comfortable customer service areas
Holism and the Customer Service Experience
Learning Activities
References
4. BUILD EMPLOYEE ALLEGIANCE
Be the Employer of Choice
Trait number 1
Trait number 2
Trait number 3
Leverage Employee Strengths
Make the Job More Rewarding
Skill variety
Task identity
Task significance
Autonomy
Feedback
Promote Team Cohesion
Set Realistic Employee Expectations
Make New Employees Feel Welcome
During the first day
During the first week
During the first month
During the first three months
Encourage Informal Employee Gatherings
The Customer Is Not Always Right
Design Usable and Responsive Customer Service Delivery Systems
Reducing eye fatigue
Avoiding unnatural body positions
Creating a productive work environment
Streamlining the customer service delivery system to optimize performance
Learning Activities
References
5. HIRE THE RIGHT EMPLOYEES AND LEVERAGE THEIR NATURAL STRENGTHS
Systemize the Hiring Process
Select Appropriate Evaluation Criteria and Tools
Skills and knowledge
Natural tendency to act
Using the Kolbe RightFit™ program
Personality
Quality Assurance Teams and the Kolbe Concept
Dealing with Change
Conclusion
Learning Activities
References
6. OVERCOMING CSS BEGINS WITH AN ACTION PLAN
Action Plan Steps
Step 1: Assess the current impact of CSS
Step 2: Establish CSS benchmarks
Step 3: Identify and implement strategic actions for achieving desired outcomes
Step 4: Manage change
Step 5: Promote action
Step 6: Lead
The Resilient Organization
Embracing reality
Making meaning in difficult times
Improvising
Learning Activities
References
7. DAILY CUSTOMER SERVICE JOURNAL
References
Galen Collins, Ph.D., is a professor at Northern Arizona University’s School of Hotel and Restaurant Management. He is a noted hospitality author and management consultant. His industry experience includes work with Club Corporation of America, Hilton Hotels, Howard Johnson International, Marriott International, Ramada Corporation, Tony Roma’s, Walt Disney World, Phelps Dodge Corporation, Flagstaff Bone and Joint, and the National Park Service.