What is Teamwork?

1. What is Teamwork? Teamwork means employees work together, either on teams or individually, to meet and support common and mutual objectives. It is a company’s philosophy that teamwork is driven by the understanding that each employee possesses unique talents and abilities, and that collective synergies significantly enhances our success.

2. Teamwork... Back up others who need help Be prepared to sacrifice for the team Help new teammates make entry Spend time with your teammates Help drive discipline in the group Make sure you make a difference Help create a climate of trust

3. Our Statement of Values • We are dedicated to serving our customers. • We work as a team. • We each do all we can. • We learn, change, and improve. • We focus on results. • We work with integrity.

4. “The world is too big for us. Too much is going on, too many crimes, too much violence and excitement. Try as you will, you get behind in the race in spite of yourself. It is an incessant strain to keep pace and still you lose ground. Science empties it’s discoveries on you so fast, you stagger beneath them in hopeless bewilderment. The political world is news changing so fast that you’re out of breath trying to keep pace with who’s in and who’s out. Everything is high pressure. Human nature can’t endure much more.”

5. The 1990’s Mature Markets/Products Product Parity Severe Price Competition/Margin Cuts Service

6. Service • Service is advertised... • Service is talked about... • But the only time that service really counts... • Is when it is delivered.

7. “Each business experiences daily moments of truth...those brief moments that occur whenever a customer comes into contact with any aspect of the hospital and has an opportunity to form an impression” Jan Carlzon

8. Four Benefits of Service Enthusiasm Reputation... Profit... Convenience... Spirit...

9. Ten Lessons from the Trenches Economics Management Involvement Alignment Common Management Mistakes Barriers

10. Ten Lessons from the Trenches Complacency Measurement and Feedback are Critical Service Recovery It Takes Time Have Fun!

11. Checklist for Developing a Service Strategy • What is our business? • Who are our customers? • External Customers • Internal Customers • What are our customers’ needs and what is important to them? • How are customers’ needs changing? • How are social, economic, and political factors affecting current and future customer needs?

12. Checklist for Developing a Service Strategy • How are our competitors responding? • How do customers rate us in terms of expectations? • What are we best known for? • What do we do best? • What can we do better? • How can we position ourselves in the market to differentiate us?

13. Customer Expectations Warmth and Friendliness Reliability Helpfulness/Assistance Speed or Promptness Assurance Accuracy Follow through (as promised)

14. Customer Expectations • Empathy • Resolution of complaints, mistakes or defects • Tangibles

15. Communication Decisiveness Flexibility Impact Integrity Judgment Resilience Work Standards Motivation to Service Customers Persuasiveness/ sales ability Customer Sensitivity Energy Follow-up Initiative Job Knowledge Planning Situation analysis Customer Service Dimensions

16. The Seven Sins of Service • Apathy • Brush off • Coldness • Condescension • Robotism • Rule Book • Runaround

17. “The most profound effect of this technology revolution...will be that it will make the differences among people more important. As technology adapts to people, our ability to unleash human potential will be the primary source of competitive advantage.” Kevin Kelly, Founder Wired Magazine

18. TechnologyUse It or Misuse It • Voicemail • Email • Pagers • WWW • Other

19. Realities of a Service Environment • Service produced the instant of delivery. • Service cannot be centrally produced, inspected, stockpiled, or warehoused.. • The “product” cannot be demonstrated. • The person receiving the service has no lasting material result. • The experience cannot be sold or passed to third party.

20. Realities of a Service Environment • If improperly performed, a service cannot be “recalled.” • Delivery of service requires human interaction. • Quality of service is subjective. • The more people involved, less likely receiver will be satisfied.

21. Why Clients Leave 1% Die 3% Buy from Friends 5% Move Away 9% Prefer to Buy from Competitors 14% Are Dissatisfied with the Product 68% Leave because of Disinterest or Indifference Shown them by someone at your company

22. Drones vs. Enthusiasts Drones • Operations and procedures come first. • Customers are expected to follow rules, stay in line, and not bother me for help that is “not my job”. • Is “just doing his/her job”. • Doesn’t have to take that from anyone. • If customers can’t be patient during lengthy procedures, they can take their business elsewhere.

23. Drones vs. Enthusiasts Drones • Is thinking about other things–customer is an interruption. • Will resolve a confrontation by getting customer to lose and company to win. • Just wants to get through the day. • Has become the norm or stereotype in most banking institutions.

24. Drones vs. Enthusiasts Enthusiasts • Cares about people, customers. • Makes the customer feel welcome. • Is a helper. My job is to say, “Yes” and never say, “No.” • Puts his/her heart into the job. • Helps make the transaction as easy as possible.

25. Seven Strategies Make the Difference • Strategy 1: Hire service-savvy people • Strategy 2: Establish high standards of customer service • Strategy 3: Help staff hear the voice of the customer • Strategy 4: Remove barriers so staff can serve customers

26. Seven Strategies Make the Difference • Strategy 5: Reduce anxiety to increase satisfaction • Strategy 6: Help staff cope better in a stressful atmosphere • Strategy 7: Maintain your focus on service