BSBCUS501C Manage Quality Customer Service Date 2012 Presenter Sarah Lean At the end of this session you will be able to Plan to meet internal and external customer requirements Ensure delivery of quality products andor services ID: 538647 Download Presentation
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BSBCUS501C . – Manage Quality Customer Service. Date: 2012. Presenter: Sarah Lean. At the end of this session you will be able to:. Plan to meet internal and external customer requirements. Ensure delivery of quality products and/or services.
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Diploma of Management
Presentation on theme: "Diploma of Management"— Presentation transcript:
Diploma of ManagementBSBCUS501C – Manage Quality Customer Service
Date: 2012Presenter: Sarah LeanSlide2
At the end of this session you will be able to:Plan to meet internal and external customer requirementsEnsure delivery of quality products and/or servicesMonitor, adjust and review customer service
Investigate, identify, assess and include the needs of customersin planning processesSuccessful organisations are customer driven.They spend time and effort finding out who their customers are and what the needs, wants and expectations of their customers are.Everyone in an organisation is a customer.Identifying customer needs is a continuous process
1. Plan to meet internal and external customer requirementsSlide4
When developing business, strategic and operational plans, the focus must be on the client/customer and meeting client/customer needs.Business planning is a formal statement of a set of business goals, reasons why they are believed to be attainable and the plans for reaching those goalsStrategic planning is the process of defining strategies or directions it will pursue and allocating resources so that goals can be achievedOperational plans describe the goals of an internal organisation, working group or department and outline the day-to-day activities that will lead to goal achievement.1. Plan to meet internal and external customer requirementsSlide5
Planning for appropriate product development and customer service processes must be integral to all organisation plans and should include:Identification of target markets – market researchCollection and analysis of information via surveys, records etcMethods of identifying specific customers – who they are, where they come fromMethods of understanding current and prospective customers:Their needs, wants and expectationsTheir levels of satisfactionDemographics, psychographics and buying intentionsTheir perceptions of the organisation and its products/services – quality, value etc
1. Plan to meet internal and external customer requirementsSlide6
To sell successfully it is necessary to analyse the products/service on offer to ensure that they:Are attractive to the target groupMeet the needs and expectations of customersMeet customer perceptions of valueAre priced correctlyAre distributed where they are most neededAre perceived as competitiveMeet the cost and quality requirements of the organisation and of the client/customer
1. Plan to meet internal and external customer requirementsSlide7
Understanding the psychology that drives current and prospective purchasing behaviour and brand or service perceptions will make it easier to accurately target you market.It relates to the concepts or identity, belief and context which will significantly influence customer/client:ExperiencesExpectationsInterpretationsAspirationsPerceived needsBehaviours
1. Plan to meet internal and external customer requirementsSlide8
Client/customer needs will relate to product features and benefits which will in turn relate to quality, time and cost specifications of products and/or services.The organisation’s plans must, therefore, take these things into considerationWhen determining how to meet customer needs the organisation must be aware that customers do not purchase products alone – they purchase product/service bundles.If an organisation cannot provide an appropriate product/service bundle then customers will choose to purchase elsewhere1. Plan to meet internal and external customer requirementsSlide9
Other considerations that will affect the purchasing decision and which form part of the product/service bundle include:LocationAvailabilityTimeliness of product availabilityFacilitiesAccessSupportDelivery optionsPresentationAfter sales serviceWarranties/maintenance/repairs
1. Plan to meet internal and external customer requirementsSlide10
Customers ask:Does this product meet my needs?Am I receiving a proper level of accompanying service?Am I happy with the overall product/service offering?Does this meet my perception of value for money on the basis of product, service or bundle?
1. Plan to meet internal and external customer requirementsSlide11
Delivering products and services in line with customer specifications and the organisations business plan depends on:Identifying customer specificationsBuilding business plans that will enable the organisation to meet customer needs and expectationsDeveloping, within the company, strategies to manage effective systems that will support delivery of products/services2. Ensure delivery of quality products and/or servicesSlide12
Various business analysis techniques or tools can be used in strategic planning:SWOT analysisStrengths, Weaknesses, Opportunities and ThreatsPEST analysisPolitical, Economic, Social and Technological STEER analysisSocio-cultural, Technological, Economic, Ecological and Regulatory factors
2. Ensure delivery of quality products and/or servicesSlide13
Plans are supported by inputs – the resources that enable the plans to be put into successful operations. Inputs include:SuppliesEmployeesTimeMoneyInformationExpertisePolicies and proceduresInfrastructureMachinery and equipment
2. Ensure delivery of quality products and/or servicesSlide14
Outputs relate directly to the organisational outcomes of customer satisfactionCustomer satisfaction is the only true measure of organisational successOther measures relate to performance, cost management, waste management, performance levels etcCustomer needs and expectations are not static and will change over time and be affected by market trendsThis means business plans need to be flexible 2. Ensure delivery of quality products and/or servicesSlide15
There are numerous constraints that impact on operations and on the delivery or potential delivery of products/services.These are conditions or situations that can cause operations disruptions:Quality of suppliesCash flowLead and turnaround timeProduct developmentProduct/service designWork performanceWork processesLabour (shortages, expertise etc)Time inefficiencies
Internal and external communication proceduresStaff training/employee inductionsEmergency situations2. Ensure delivery of quality products and/or servicesSlide16
To meet customer needs it is necessary to understand why customers purchaseYou need to know who your customers are, where they come from and what their buying intentions areWhat do you lead customers to expect from your organisation?What have you agreed to provide for them?How did you come to agreement between the organisation and its customer/s?What do you offer your customers and what does your company image lead customers to expect?Do you always deliver what you promise?Do you over deliver?How highly do you value your customers?
How do you let you customers know they are valued?How do you communicate with your customers and is there an ongoing, two-way dialogue?What response do you make to customer complaints and improvement suggestions?Do you offer customers only a basic service or do you offer pre-sale and after sale service?
2. Ensure delivery of quality products and/or servicesSlide17
It is necessary to regularly monitor and evaluate performance to ensure that the organisation’s quality and delivery standards are met at all times.If these standards are not met then corrective action must be taken.By setting goals and making plans it is possible to track and manage performance.Goal setting gives purpose and direction to actions. Goals must be support by plans which outline the strategies to be followed for achievement.
2. Ensure delivery of quality products and/or servicesSlide18
Action plans can help team members follow through and achieve their targets and goalsBreak larger goals down into small achievable, measurable stepsEnable team members to clarify the actions they must takeDefine and clarify customer service goals, objectives and standardsDefine sales targetsIdentify the timeframes, milestones and deadlines for completions of various objectivesIdentify the personnel to be involved in achieving the goalsSpecify the various roles of team membersIdentify the resources (including financial resources) needed to achieve objectives
Identify reporting procedures and expected outcomesLet each team member know what actions they must take and how other actions will impact on the work of other team members2. Ensure delivery of quality products and/or servicesSlide19
In order to operate effectively, teams need:MaintenanceCohesionBalanceGood communication processesIndividual performance measuresOpportunities for growthIt is necessary to manage team performance in ways that enable team members to consistently meet the organisations quality and delivery standards
2. Ensure delivery of quality products and/or servicesSlide20
Good customer service depends on managers and frontline managers contributing to the creation of positive, supportive work cultures.Good customer service comes from:Employees who have a very clear understanding of what good customer service isSystems and processes which are designed around customer needs and wantsWork cultures which support and reward employees for good customers service – satisfied employees will input higher levels An exceptionally good internal customer interface which is consistently supported by adequate resourcesGood relationships with suppliers who support the organisations quality objectivesEffective training and training support mechanisms within the organisation
2. Ensure delivery of quality products and/or servicesSlide21
Knowledge of good customer service procedures is not innateEmployees have to be given the knowledge and the skills that will enable them to perform to the required standardsCustomer service training incorporates interpersonal skills, communication, personal presentation, problem solving and strategic process trainingIt involves the encouragement of a customer focus and communicating, to employees, the reason behind the need for a customer focus2. Ensure delivery of quality products and/or servicesSlide22
Effective leaders know they must act as role models in the workplaceLeadership must be supportive and designed to empower employeesGood leadership can assist employees in developing the skills they need and in overcoming difficulties that might arise with regard to meeting customer service standards2. Ensure delivery of quality products and/or servicesSlide23
Successful organisations will have strong, committed, people oriented leadership who are able to:Give the organisation and the people working in the organisation clear objectivesProvide appropriate training and development opportunities for staffProvide physical and psychological supportBring about necessary changes with the minimum amount of disruptionEnsure that all staff have a clear and definite customer focusEnsure that organisational systems and processes enable staff to do their jobsEmpower staffEncourage staff contribution to continuous improvement systems
Build effective workplace relationshipsAct as role models for the employees in the organisation2. Ensure delivery of quality products and/or servicesSlide24
Coaching and MentoringCoaching is task specific and it usually occurs over a short termOnce the skill has been learned the coaching ceasesCoaching is focused on helping and guiding development in a particular competency or area of growthCoaches are usually chosen for their technical expertise or experience in a particular areaCoaching procedures might be implemented to assist staff with:Learning new skillsUpgrading previously learned skillsSettling into new roles or positionsCorrecting improperly learned skills
2. Ensure delivery of quality products and/or servicesSlide25
Workplace mentors are generally people within the organisation who have expertise, access to organisational resources and the ability to guide and advise employees in a wide range of mattersMentoring relationships are usually long term and include support and advice on a wide range of matters which are not always work relatedMentoring provides a perspective that gives a learner the opportunity to:Form a developmental relationshipLearn about organisational or company expectationsLearn about the culture of the organisation and how it works2. Ensure delivery of quality products and/or servicesSlide26
To determine whether an employee would benefit from training, coaching or mentoring the following can be done:Observe work performanceTest/assess employeesAnalyse client/customer feedbackMap demonstrated employee skillsAnalyse employee satisfaction levelsConduct regular performance evaluations2. Ensure delivery of quality products and/or servicesSlide27
Business sustainability relies on meeting customer needs now and into the futurePractices that contribute to organisational sustainability include:Contingency plans to allow for unforseen circumstancesEnsuring consistently ethical business practice and operationsSupporting employees in meeting their personal and professional development needsEnsuring that organisations operate within legislative requirementsContributing to and interacting with the communities which support themDeveloping plans and strategies that will anticipate customers interestsConstantly monitoring competitorsBenchmarking product/service and management processes against the best in the world
Building and maintaining a point of difference or competitive edge3. Monitor, adjust and review customer serviceSlide28
If you do not monitor, measure and evaluate, you will never know how well or how poorly the organisation is meeting its goalsThere is a range of methods that can be used to monitor work:Analyse and assess sales figures and product/service turnoverKeep a close eye on the internal supplier-customer chainMeasure outcomes against organisational goals and against the individual, team/sector/division and organisational KPI’sObserve and assess the attitudes among customer service representativesHold meetings to collect information and discuss issues related to client/customer interactionsCollect qualitative and quantitative data to monitor performance
Encourage self monitoring and self management of quality customer by employeesAsk for feedback from customers3. Monitor, adjust and review customer serviceSlide29
Customer feedback provide the information necessary for:Identifying problems and generating problem solutionsAssessing individual and organisational performanceInitiating quality control measureManaging operationsDeveloping continuous improvement activitiesDesigning and developing reward and recognition systems for employeesDeveloping and planning for new goalsManaging finances and capital resources effectively
Exploiting current successes and taking advantage of new opportunitiesDetermining the future buying needs of current and potential customers3. Monitor, adjust and review customer serviceSlide30
To access customer feedback:Use telephone or written survey/questionnaire techniquesConduct on the spot interviews during a sales situationTalk to you customers and make casual enquiries about product/service qualityIf you have email addresses for customers, send out customer feedback forms or letter can also be sentOffer incentives to customers to fill in survey forms Record all complaints, complaint resolution procedures and outcomesRecord all returns, warranty issues and repairsDiscuss the customer service interface with the employees who provide the service
3. Monitor, adjust and review customer serviceSlide31
If possible, collect information about your organisation, its products and services, from every member of the distribution chain:Direct and indirect customers – internal and external customersSuppliersWholesalersManagersWorkersAny other relevant stakeholders3. Monitor, adjust and review customer serviceSlide32
When customers complain they are providing you with vital information about what needs to change/improveMake it possible for them to do this without encountering difficulties, defensive staff or staff who simply do not want to listenTreat all complaints with respect and respond to all complaintsUse complaint records as a basis for improvement initiatives3. Monitor, adjust and review customer serviceSlide33
All information collected from customers and stakeholders should actively contribute to product and service improvementsBe prepared to act upon customer responses, even when they differ from what you and the organisations want to hearThe results of customer feedback should be widely shared so that everyone in the organisation is aware of customer satisfaction levelsPositive customer feedback should be highlighted. This acts as reinforcement, reward and motivation to continue providing high levels of customer serviceIt also offers opportunities for employees to share successful techniques and strategies
3. Monitor, adjust and review customer serviceSlide34
Quality is a concept that applies organisation wideQuality is defined by the customer, in that if the product/service does not meet their quality perceptions, they will not purchaseQuality also impacts on the ways in which product features align with the benefits that customers expectHowever, if a customer is pleased with product quality but not satisfied with the sales process, then their custom can still be lost3. Monitor, adjust and review customer serviceSlide35
Although it is clear that quality inputs make quality outputs possible, between receipt of inputs and production of outputs, there can be constraints. They might include:Quality of suppliesWork performanceWork processesSystem design and applicationLabour shortagesTime inefficienciesHierarchical structures in the organisationPoor managementIneffective communicationInadequate training
Inadequate employee inductionsFinancial restraints3. Monitor, adjust and review customer serviceSlide36
When problems are identified it is necessary to make decisions regarding problem solutionsProblem solving and decision making are key activities in any organisationProblems need to be resolved to enable the organisation to move, cope and compete in a rapidly changing marketSome problems are more difficult to solve than others. What is perceived as a problem for some might not be a problem for others, but an opportunity or a challengeProblem solving and decision making should be proactive not reactive
3. Monitor, adjust and review customer serviceSlide37
The Problem Solving Model:Identify the problem. Define problem – symptoms and causesDefine the desired situationGather and analyse dataGenerate alternatives. Consider potential impacts and risksChoose an alternative. Make a decision. Plan and implement Monitor and evaluate and then adjust plan if necessary
3. Monitor, adjust and review customer serviceSlide38
The solutions adopted might involve making changes to:Product/service designMarket research and information gathering processesOperational plans and proceduresStaff training proceduresResource procurement proceduresTeam structuresService delivery proceduresInputs – supplies, staff, financial input etcProcessesWork practice
Product/service designService delivery procedures3. Monitor, adjust and review customer serviceSlide39
Sometimes you will first become aware of wider problems as a result of a customer complaintIt is for this reason that customer complaints should be welcomedYou need to know how to handle customer complaints3. Monitor, adjust and review customer serviceSlide40
How to communicate with a complaining customer:Stage 1: ListeningListen to the complaintCommunicate warmth and understandingUse the customers name if possibleImagine how you would feel in the same situationDo not commit the organisation to any actionDo not take it personallyStage 2: Calm the customerApologise and acknowledge the customers feelings
Summarise the complaint3. Monitor, adjust and review customer serviceSlide41
Stage 3: Take responsibilityCommunicate as soon as possible to the customer what the organisation proposes to doExplain what went wrong if you need toCheck that the customer agrees with the course or actionStage 4: Follow UpCheck that what you promised actually happens, and it happens by the time you said it wouldCall the customer after the complaint has been rectified and make sure they are happy