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A publication of Sittcom, Inc / Publisher / Author Dr. Connie Sitterly

Mar/Apr 2001

Vol.1 Issue 4

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Thank you for the kind responses and suggested topics we've received about our e-newsletter! We'll strive to cover all your suggestions in the coming months, so please continue to share your topics of interest with us. We appreciate your feedback.....and your referrals.

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E-mail comments, suggestions, or questions to 
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and we'll practice what we teach.
Thanks,
Dr. Connie Sitterly
Certified Professional Consultant to Management

Please e-mail to a friend! 
Each issue of the Sittcom, Inc. Newsletter 
may be distributed or reprinted for non-profit use as long as the entire issue is included. 
ISSN 03061 


"Delight Your Customers or Kiss 'Em Good-bye"
by
© Dr. Connie Sitterly, all rights reserved
Certified Professional Consultant to Management

If keeping an existing customer is five times cheaper than getting a new one, how well do we value our customers?  Since actions are determined  by our attitudes, you may assess your attitudes about customers by responding true or false to these statements:

T   F 1.  The customer- internal or external is still No. 1 business issue and marketing strategy.
T   F 2.  Customers include co-workers and suppliers, too.
T   F 3.  External service is usually no better that the internal service.
T   F 4.  Customers are the most important people in the business.
T   F 5.  Customers are the reason we get a paycheck.

If you answered false to any statement, reread it - daily.  Everyone has customers, even though we assign them different names like guests, clients, students, taxpayers, suppliers/vendors, departments, or co-workers.

Internal customers are the next users of our products and services (and vice versa).  For example, a secretary is the manager's customer; accounting is a customer of the purchasing department.  External customers are purchasers of the products and services as well as vendors and suppliers.

The product or service isn't good until the customer, internal or external, says it's good.  That's why businesses that do survive, profit and grow are those that give customers what they want, when they want it and how they want it.  If you're wondering what "it" is, just ask a customer, listen and respond.


When we have a bad experience, we tell an average of 6-9 people, and 13% will tell over 20 people.

Customer service isn't just the job of the customer service department or the customer service representative.  It's everbodys.  Have you ever had to bypass a "customer service" department to get a problem solved?  Have you ever NOT received a response from customer service "comments"?

Sixty eight percent of external customers leave because someone was rude, indifferent, or discourteous!    I'll bet those 'disinterested personnel' are also rude, indifferent, and discourteous to their employees, each other, as well  vendors and suppliers. It's why, when a customer has a bad experience, he or she will tell six to nine people, two out of three won't be back and management will never know why.


Keeping an existing customer is five times cheaper than getting a new on!

Management needs to know why, and care how to improve customer service.  We can expect no better external service than we provide to our internal customers.  Responding to co-workers or vendors requests with the same priority we would give to an external customer or with the same expectation if it was our own need is  fundamental to service excellence.

Customers aren't interested in what you can't do. 
They're interested in what you can do.

To improve external service, consider how well internal customers are valued and supported.  How well are they rewarded, reinforced, and recognized for exceeding expectations or handling  a difficult situation well? Sending a personal thank you, posting kudos on the bulletin board or in their file, or mentioning the story at your next staff meeting, couldn't hurt.
The Golden Rule of Service is: Treat the customers the way you want to be treated.
The Platinum Rule of Service is: Treat the customers the way they want to be treated.

 To  deliver better service,  here are ten simple guidelines:

1. Know your customers, internal and external.  Profile them; Note what matters- hobbies, interests, quirks or concerns, communication, workstyle, and more.

2. Follow-up.  Ensure -- never assume -- that your customer is completely satisfied.  Keeping an external customer is five times cheaper than winning a new one.  Replacing an employee can cost two and one-half times their salary.

3. Never underestimate a customer- internal or external- because of sex, age, race, title or appearance or other factors.  Everyone knows someone and even without cash, influence comes in a strong second.

4. Support your customers by purchasing their products and services and referring others to them.  Taking care of the people and businesses that take care of us is just good business.   Treating vendors or suppliers like disposable commodities reflects poorly on the entire organization, and is just bad business.  Potentially, they can have far-reaching contacts, information, resources, and referrals.

5. Although e-mailing your appreciation is better than nothing, a handwritten personal thank you may score even better.  It's the mail that gets opened first, read at a meeting, and posted on the bulletin board.

6. Know who you work for: your customers, internal and external.  Ultimately your customer is your boss and your boss' boss.

7. Model a positive, proactive attitude, and impeccable courtesy to all customers, including but not limited to co-workers, employees, vendors, suppliers as well as 'paying' customers.  Expect and educate every employee to do the same.  The image of your business is only as good as you and your employees, individually and collectively.  Discourtesy can destroy thousands of marketing and advertising dollars in one brief encounter eroding trust, goodwill, and credibility.

8. Respect your customer's time.  If you say you need 20 minutes, take 18.  Prioritize topics and be prepared.  Don't unnecessarily interrupt them or expect them to remind you.  Return phone calls.  You may need them next week, they need you now.

9. Never assume you will keep their business or your position or take them for granted. Two factors are certain; change is constant and competition is real.

10. Treat the customer, internal or external, as the most important person and better use of your time.

Customers are the reason we're in business.  We depend on them.  We're not doing them a favor.  Our job is to meet their needs, help solve their problems, answer their questions, take next-step actions, focusing on our common goals. They deserve our most courteous and capable efforts in every area, every effort, every time.  Customer's opinions about our work are our most valuable asset because the only true measure of success is a totally satisfied customer.


One negative incident takes twelve positive incidents to make up for it.


P's and Q's- Points to Ponder and Questions to Consider:

At work, everyone is a customer.  When you accept information or work from a co-worker, you are a customer.  When you provide it to someone else, they are your customer.

Questions:
1. How can we clarify internal customers' expectations and requirements to prevent errors, duplication, or misunderstandings?
2. Who are your three primary internal customers?
3. How can you improve service to them?
4. How can they improve service to you?
5. Have you provided continuous internal/external service training for all employees and managers?
6. Do you set strategic service improvement goals at every level, function and position?
7. Is service integrated into orientation, job descriptions and appraisals, bonuses, recognition-reward and promotion criteria?
8. How can I/we demonstrate greater reliability, responsiveness, and credibility; provide what our customers want without error, reminders or excuses, asking "what else can I do?" and doing it.


Service may seem common sense, but common sense isn't always common practice.


Do you have a Customer Service Crazymaker, internal or external?

Enter the One-Minute Customer Service Crazymaker Contest
Share your experience in one to three sentences by April 5th
For the top 3 "Crazymakers", we will award a copy of our brand new downloadable e-book,
"Act Now or Pay Later"
        365 Choices to Aleve Workplace and Personal Stress

Send experience to: 2conz@charter.net

As an example, here are a few of my personal Crazymaker service experiences:

*Car dealership. Call three times and leave messages to order a new car.  No return calls.

*Airline.  "We lost your bags, and don't know where they went.  Here's a toothbrush and an 800#."

*Cleaners. Can't find two shirts.  Announced, "mistakes happen.  We're not perfect."  No shirts, no credit, no reimbursement, no return business.

*Phone company. Bill showed services not authorized.  Assured they would be removed.  Next bill, same thing.  Call again.  No record of the request.

*Service company. Icemaker in refrigerator no longer functions due to connection to replaced hot water heater which Daryll, Daryll, and Daryll installed improperly.  Their comment, "We don't repair icemakers."


To subscribe, send e-mail to: sittcom-subscribe@yahoogroups.com


   ©Connie Sitterly, all rights reserved, 2001

Connie Sitterly, Ed.D
 Certified Professional Consultant to Management
 Management Training Specialists
TRAINING DIVISION OF SITTCOM, INC.
P.O. Box 470695
Fort Worth, TX 76147

817 737-2893


 A little about us...
 Management Training Specialists
    Over the past 18 years, MTS has developed and presented award winning programs for over 350 businesses, organizations, government agencies and universities in four countries.  A full-service customized consulting / training provider, MTS focuses on workplace and personnel issues including customer service-internal and external, diversity, harassment, conflict, communication, teaming, workplace violence, supervisory skills.  VIEW LIST OF TOPICS.


Dr. Sitterly / MTS received the International Customer Service Association's Award for Outstanding Commitment to Customer Service


Please let us know how we may serve you!

To schedule trainers or speakers, please contact us:
817 737-2893


  Lots more free Newsletter workplace issues topics
          coming every month so, stay tuned!

 
Sittcom, Inc.
 Management Training Specialists
P.O. Box 470695
Fort Worth, TX 76147

817 737 2893 / fax 817 737-7517
2conz@charter.net



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