Chapter 6 Timm

1. Chapter 6 Timm Understanding ourselves before we can understand customer turnoffs

2. Pet Peeves turn into Customer Turnoffs • Everyone has pet peeves about the way they are served, or not served. • Often these little annoyances have a cumulative effect, making a dissatisfied customer or, minimally, an indifferent one.

3. Typical pet peeves (customer turnoffs) include:

4. Why Should We Reduce Customer Turnoffs? • Reducing turnoffs can be the best form of advertisement. • Customers whose problems are addressed by a company are actually more likely to do repeat business than customers who have never had a problem.

5. Customer turnoffs fit into three areas: • Value problems • System problems • People problems

6. Value • Value is the apparent quality of a product or service relative to its cost. • Company leaders are the only ones with the power and authority to make changes to the value of a product or service.

7. Systems • “Systems” refers to anything involved with getting the product or service to the customer. (processes) • Company managers are best suited to solve problems with systems and processes within a company.

8. Typical systems turnoffs include:

9. People • People problems are communication problems. Employees communicate poorly by their words or nonverbal actions. • Everyone can help eliminate people problems through improving interpersonal skills.

10. Service recovery Service recovery means finding ways to win back customers who have had a bad experience These attempts may build stronger customer loyalty

11. Customer Turnoffs Summary Regularly identifying and working to reduce possible customer turnoffs can provide a basis for building customer loyalty.

12. Chapter 6: Part 2 Establishing your mission, vision statement, and customer service philosophy

13. WE have to know first! • Before we can address what turns the customers off…we have to ensure WE know what it is we are hoping to provide! • We have to establish what we are all about – and determine our vision for our business • Our mission and our vision will dictate what we value… • After we have our mission and our vision, we can develop strategies to accomplish them through effective “values,” “systems,” and “people.”

14. Stages of Strategic Planning Adapted from: Shinkle, G., Gooding, R., & Smith, M. (2004). Transforming Strategy Into Success: How to implement a lean management system. New York: Productivity Press.

15. Vision Statement • Stems from the corporate mission • The vision statement is “what we strive to be” • It is a set of general objectives for the future • Concrete, specific and measurablegoals/metrics are not in a vision statement • The vision statement is used by the businessas the starting point to • frame specific metrics/objectives for each goal • formulate strategies and tactics

16. Your Customer Service Philosophy Statement • Is a written statement of what the company expects of itself and commits itself to in terms of customer service. • Reinforces expectations to internal customers (employees, managers, owners) • Demonstrates commitment to customer when posted where external and internal customers can see • Key to accountability • Fosters excellent relations with customers by setting forth expectations Source: Goetsch,2004,