Leading customer service performance and professionalism

1. Institute of Customer Service Leading customer service performance and professionalism Mike Crowther Membership Director ICS

6. If you’re happy then I’m happy – delighting you is my only goal

7. I can only please one person per day. Today is not your day, tomorrow doesn’t look good either

8. Our Mission It is the role of the Institute of Customer Service to champion the cause of Customer Service and to ensure that people dealing with customers are formally recognised

9. A growing membership Organisations Supported by over 360 private, public and voluntary sector organisations – nationally and internationally Individuals Focus on front line practitioners to create a family of like-minded Customer Service Professionals

10. what do we do? If you think education is expensive we develop people Try ignorance! we develop organisations

11. Some of our members

12. Three Paths To Market Leadership Customer Intimacy Tailor products and services to fit an increasingly fine definition of the customer - treat each customer as an individual. Operational Excellence Lead the industry in price and performance. Product Leadership Produce a continuous stream of state-of-the-art products and services. Michael Treacy and Fred Wiersema

14. What’s Going On Out There? Customers: • Rising expectations, less tolerance • Greater sense of importance and power • Less disposable income, greater emphasis on value for money Market: • More choice of products, services and delivery routes • Increasingly service economy – only 20% “make things” • Severe skills shortages in both applicants AND existing staff – see Employment Skills Survey 2004 (DfES) and ICS Labour Market Report • Realisation that these ARE skills – think laterally • Strong desire for qualifications/professionalism CULTURE CHANGE ISSUE – MANY ORGANISATIONS AND INDIVIDUALS NEED HELP GETTING THERE

16. What else is affecting the way we do things? Flexible Working Social Networking Rise of the Hypersensitive Customer

18. Complaints are feedback for public and private alike Sir Terry Leahy Chief Executive Tesco Sir Liam Donaldson Chief Medical Officer Department of Health

19. Summary Results • Top 2 factors that influence purchase brand & cost • 68% willing to pay up to 20% more for consistently good service • Willingness to complain risen to 60% • Response times are worsening – expectations not being met • 89% who have had a bad experience likely to tell others

20. Or More….

21. Speed of Resolution Complaints By Letter - Resolution Times, 2006 Source: NCCS 2006 Consumer Survey, p.13

22. Speed of Resolution Telephone Complaints - Resolution Times, 2006 Source: NCCS 2006 Consumer Survey, p.13

23. Biggest Frustrations • Lack of ownership (65%) • Transferring of Calls (52%) • Automated call routing (52%) • Length of time to resolve (48%) • Only 5% say their complaint is resolved at first point of contact

24. Customer Expectations • Think of your worst experience as a customer. • What did the supplier do to make it so bad? • Why was the experience poor? • How did it make you feel? • Describe what went wrong • List things that would need to improve so that the service would meet your expectations

25. RRATE Reliability Responsiveness Assurance Tangibles Empathy

26. RRATE: Defining Service Quality Customers form perceptions of the service they receive along the following five dimensions: Reliability: Ability to perform promised services accurately and dependably. Responsiveness: Delivering fast service with a willingness to help customers. Assurance: Knowledge and courtesy and ability to convey confidence and trust. Tangibles: ‘Look and feel’ of communications, materials, facilities, language and appearance. Empathy: Providing caring and personalised attention.

27. Success = Sausage + S-i-z-z-l-e!

28. What is Customer Focus all about? “If you are not directly serving customers, you need to be serving someone who is!” “The quality of service the customer receives begins with the quality of service we give to each other!” Walmart

29. External Customer Suppliers (Internal/External) Service and Support Functions Sales and Service Functions Service Chain Customer: Receives some product or service - “customer” could be internal or external. External customers buy products and services. Internal customers form the links in the service chain. The quality of the service provided from one link to the next determines the overall quality of what is delivered to the external customer. • Internal customers may include: • Sales/Service Functions: Deliver product or service to customer. • Service/Support Functions: Provide products or services to sales/service functions. • Supplier: Provides products and services to service/support function.

30. “If someone in the coffee shop is rude to you, you won’t remember the life-saving treatment you received you will just remember that rude individual” Fraser Rogers, Head of Public Engagement, Cambridge University Hospitals NHS Foundation Trust 20/03/09

31. Credibility Capability Strategy& Culture People Commitment Continuity Processes Consistency Creativity ICS Model for World-Class Customer Service World Class Customer Service • Reputation • Performance • Growth • Profitability • Trust

32. So is change difficult to achieve? The competitor you fear most, may not have even been invented yet !!

33. The problem with getting there, is, there is no there…….

34. Complete the Phrase If you always do what you’ve always done……. You’ll experience failure!!

35. China will soon be the No1 English speaking country in the World • The 25% of India’s population with the highest IQ’s is greater than the total population of the United States • The top 10 demand jobs in 2010 didn’t even exist in 2004 • 1 in 4 workers have been with their current employer for less than a year • 1 in 2 have been there less than 5 years • 1 in 8 couples married in the US last year met online Researched and Designed by Karl Fisch and Scott McLeod

36. There are 31 billion searches on Google every month. In 2006 this was 2.7 billion. To whom were questions addressed B.G (before Google) • The first commercial text was sent in Dec 1992. Today the number of text messages sent and received every day exceeds the population of the planet • By 2013 a supercomputer will be built that exceeds the computational capabilities of the human brain Researched and Designed by Karl Fisch and Scott McLeod

37. Act Interpret Observe Results Reflect The Way We Learn In Organisations

38. Interpret Observe Results React Reflect The Way Most Organisations Don’t Learn Act

39. Change Formula Dissatisfaction X Vision X Competence X First Steps > Resistance Change requires that all factors are present ... If any factor is missing, you cannot overcome resistance.

40. “Vision without action is only a dream. Action without vision is just passing the time. Vision with action can change the world!”Joel Barker

41. Contentment Renewal Denial Confusion ? ! ? Source: Janssen, Weisbord and Janoff The Process Of Change We all experience the process of change across “four rooms” ...

42. UGR’s • At our meetings it isn’t worth complaining because nothing gets done • The only time anyone gets spoken to by the boss is when something is wrong • The company talks about good customer service,but they don’t really mean it, so we don’t really have to worry about it From Cracking the Corporate Culture Code written by Steve Simpson

43. UGR’s • Our funniest jokes usually involve making jokes about our work colleagues • We go through the motions with our bosses, once they’ve gone we do what we want From Cracking the Corporate Culture Code written by Steve Simpson

44. What’s the difference?

45. Quote “If you wonder what getting and keeping the right employees has to do with getting and keeping the rightcustomers, the answer is everything.”– Fred Reichheld

46. Employees are the Key “In an average year, we spend 30 minutes interfacing with a customer, but 1600 hours interfacing with our staff” – David Fisher HBOS

47. Marriott Hotels

48. ICS Professional Awards

49. ICS professional awards • Enhance personal effectiveness • Increase self-assurance and self-worth • Encourage reflective thinking about • service delivery • Handle multidimensional situations • See the ‘bigger picture’ • Recognise professionalism raise performance and potential of Customer Service Professionals

50. the roles – who’s who Awards Manager Coordinates Coach Supports Assessor Confirms Practitioner Drives