Our customer service course shall allow you to diagnose the current state of your customer service area, and design an actionable plan that shall bring your CS from regular to the point of WOWING your customers. By the end of the course, you should be able to review your CS area and bring it to a best in class level.
I believe that the best way to learn is by applying and making the concepts of customer service a reality in your organization, so by the end of this course, you shall build a complete diagnostic framework for your CS area that shall allow you to recognize those areas of improvement and change in order to make it from normal to outstanding.
This is the introductory lecture for the course; it seeks to set the initial parameters of what is being learned, and also, provide the student with an understanding of who the facilitator is, and what areas are going to be covered in the course as the student progresses. The key areas are:
1. Obtaining an outside perspective of their organization.
2. Make sure that everyone in the business is involved in customer service.
3. Convert disappointed customers into loyal ones.
4. Understand the changing needs of the customer relationship.
This case illustrates very succinctly the tremendous impact that customer service can have on your direct bottom line when one customer suffers a bad experience. Just the sheer number of people who became aware of this situation and began following the case should provide any business owner with pause, and a sincere desire to satisfy his/her customers. Living by and backing their word as spoken to customers is one successful characteristic of good and profitable businesses.
• Mr. Ron Tite is traveling from Toronto to Calgary for a business meeting.
• In arriving to Calgary he discovers that his luggage did not arrive.
• Upon his return to Toronto, he discovers that the back never even left Toronto.
The story now begins…
The present lecture seek to portrait the necessity that organizations have in understanding what their customer expectations really are, and most importantly, obtain a knowledge how their customers look at them from the outside. Only under these conditions a business is able to develop the type of strategies that assist them in understanding and meeting the needs and expectations of their customers. Some of these strategies are:
1. Look at your organization through their eyes.
2. Work for your customer.
3. Redefine their expectations.
4. Build partnerships with your customers.
The presented interview outlined in this lecture is a clear example of the necessity that organizations and businesses do have in understanding how they customers look at them from the outside, and the importance of aligning that perspective with their internal controls and processes in order to create a seamless architecture that can promote transparency, and a greater level of service to the customer that is highly dependent on what is convenient for them and not for the organization.
The lecture sees to explain to managers the importance of taking the lead in instilling in your organization and employees a culture of customer service, and customer orientation. Managers, owners and entrepreneurs must be models of the type of customer service they seek to promote in their businesses. Just providing a slogan is not enough or appropriate if you want to be successful in this area. At the same time, employees must be held accountable and responsible for the area while the appropriate level of authority must be given in order to succeed. Customer service must be part of the performance evaluation of employees at all levels of the company.
Complaining and disgruntled customers have always been a challenged for any organization, and they have been seen as undesirable aspects of doing business. The present lecture outlines the fact that trouble customers are not only a challenge but a tremendous opportunity that should be taken head on. Research as revealed that customers with problems that have been satisfactorily managed have a greater level of loyalty than those who never experience any problem. As a matter of fact, research indicates that 90% of these customers return to purchase again, against a mere 83% of those customers who do not experience any problems
The customer relationship does not end once he/she has affected a purchase of either our service or product; on the contrary, a business must look at the purchasing decision as only the beginning of that relationship. This lecture seeks to explain the different stages of the After-Sales Cycle, as well as, the needs and attitudes involved in them. This shall provide a business the ability to respond to those needs, and expand that customer relationship long-term, build loyalty, and create repeat business for their product or services.
The crucial aspect of any set of concepts or of a course is their ability to be implemented in differing set o conditions. In order to do so, managers must be able to diagnose their own problem areas and select that 20% that is going to provide the greatest bang for their buck. This lecture provides entrepreneurs, business owners and managers with a short explanation of the Fish Bone Diagram in order to conduct root cause analysis of any area. Once this analysis has been done, the entrepreneur can initiate a process of continuous improvement that allows him/her to monitor and review the particular results being obtained, and make new improvement plans that keep customers coming back.
This lecture seeks to provide an alternate method for diagnosing problems within areas of concern; the Low Hanging Fruit methodology allows for the quick fix of problems that can be solved with minimal effort, investment and use of personnel while still delivering a significant impact to your bottom line. Quick Wins do not necessarily means that these are simple issues, but that their solution methodology can be achieved in a short span of time and the results can be quantified quickly.
The grade in this quiz have no meaning except for the purpose of measuring overall understanding of the concepts taught in the different lectures. Students of the course should aim to review the material here presented up to the point of obtaining a perfect 100% in the overall assessmet.
I am a self-employed consultant in the areas of Operations, Manufacturing and Quality. I have always had an interest in teaching, and many of my responsibilities in the corporate world have included the aspect of training, either in the Marketing, Operational, and/or Quality area.
My main focus has been Global Management, and Business Development, Manufacturing Operations, and Logistics/Supply Chain Design. Most of the time, I have found myself in start up situations where companies need to setup their basic business structure, and need to develop a marketing plan for penetration. I have been involved with a number of industries, from the non-profit one (including management & fund-raising), to Electronic Consumers (Computers), Textile (manufacture mops for export to the USA), Fast Food (Domino's Pizza International, Air Conditioning & HVAC (Carrier A/C, part of United Technologies), Supply Chain Management, and most recently with the airline industry. I have a B.S. in Electrical Engineering from the University of Michigan at Ann Arbor, as well as, an MBA in International Business from Florida International University. I am currently pursuing my PhD in Organizational Behavior & Management with an emphasis in Leadership. I shall be graduating this coming December 2013. I have also had graduate studies in both Statistics and Quality Management.