| In the current economic recession, organizations | | | | 3. Communication skills development is critical. It |
| may be tempted to cut back on training their | | | | isn't enough to have product knowledge; staff |
| staff in customer service. But consumers are | | | | need to know the basics such as how to greet |
| becoming more demanding, and whilst prices are | | | | the customer (with a smile, even if on the phone, |
| being slashed to get them in the door to buy, it is | | | | and using their name where possible). First |
| customer service that can be the real difference. | | | | impressions make a huge impact. Be sure to |
| This article provides valuable tips and advice on | | | | establish and communicate clear and measurable |
| how to train your staff in great customer service. | | | | standards for this e.g. answer the phone within |
| People want more than just a transaction. They | | | | three rings; answer correspondence within 48 |
| want to have a good experience. And no matter | | | | hours; show the customer to a table within a |
| how good the product or service or how | | | | minute of arrival; take the customer to the |
| competitively priced it is, organizations really are | | | | supermarket aisle to find the product they're |
| missing a trick if they don't provide excellent | | | | looking for; offer a hot drink as they arrive at the |
| customer service to close the deal, to win repeat | | | | hair salon etc. Effective questioning and active |
| business and to build customer loyalty. We all | | | | listening skills can be learned, so that staff can find |
| know how long it can get to get new customers, | | | | out what it is the customer actually needs, rather |
| and the sad truth is that poor service can lose | | | | than what they think they want. Help them to |
| them very quickly indeed. Losing customers in this | | | | pay attention to body language as well as the |
| way is sheer negligence. | | | | spoken word. And positive language training helps |
| So what IS great customer service? We've all | | | | too. Rather than talking about what the company |
| experienced it, although it seems to be the | | | | can't do, control the conversation and identify |
| exception rather than the norm. It's providing | | | | what it CAN do. And don't confuse the customer |
| what the customer needs, but more importantly | | | | with jargon; check their level of understanding so |
| it's about leaving them with a good experience. | | | | that you can pitch your language accordingly. |
| It's about how they FEEL, not just what they | | | | Practice building rapport by mirroring and matching |
| buy. Customers tend to want four things: | | | | communication styles to build relationships. |
| | | | 4. Train people in the end to end process, not just |
| 1. To feel welcome | | | | the bit that they are responsible for. Explain the |
| 2. To feel valued | | | | why and how as well as the what. Show them |
| 3. To be understood | | | | how to do things right first time. Every time. And |
| 4. To have their needs met | | | | supervise them closely until they have |
| Where to Start | | | | demonstrated competence |
| Actually first things first. People buy people, not | | | | 5. Training in service recovery or complaint |
| just products and services. Every great | | | | handling is vital. When things go wrong, think of it |
| salesperson will tell you that. And if they are going | | | | as a golden opportunity to win the customer. |
| to serve customers, you need to recruit the right | | | | Customers realise that mistakes happen, but it's |
| people in the first place. People who can put | | | | the way that companies deal with them that can |
| themselves in the customers' shoes. People who | | | | really make or break the relationship. Even if the |
| can demonstrate core skills of listening, building | | | | customer is aggressive, don't be defensive, as |
| rapport and empathy. Positive, energetic and | | | | that will make things worse. The first step is to |
| enthusiastic people with a 'can do attitude'. Then | | | | offer a sincere apology, as that will usually take |
| the training can begin: | | | | the heat out of the situation, even if you're not at |
| | | | fault. Apologising for the impact of what has gone |
| 1. First comes the induction process, where new | | | | wrong is showing real empathy. Then find a way |
| hires learn all about the company and its values, | | | | to fix it. See what you can do to offer service |
| as well as its products and structure. They learn | | | | beyond the norm. Take ownership and follow |
| who their customers are and who does what in | | | | through until the issue is resolved to the |
| the company, so that they know who to go to | | | | customer's satisfaction. If you say you will do |
| for help or to resolve a customer complaint. They | | | | something, do it, then let the customer know you |
| are introduced to a 'buddy', who can show them | | | | did it. And go one stage further; follow up later to |
| the ropes | | | | make sure that everything's OK. Remember that |
| 2. Product knowledge is key. Staff need to | | | | you want them to be singing your praises to |
| understand the features and benefits of a range | | | | everyone they know, and turning a complaining |
| of products so that they can help customers to | | | | customer into a delighted one really is achievable, |
| buy what's right for their needs. If you have a | | | | with just a little effort |
| Training Department, great. If not, then think | | | | 6. Encourage everyone to look for opportunities |
| really carefully about who has the skills to pass | | | | to go the extra mile each and every time |
| their product knowledge on, because not | | | | Beat the recession. Let great customer service |
| everyone can train others effectively | | | | be the norm in your organization. |