Performance in People is a perfect fit for us. Their experience in the industry meant they really understood our needs... read more
Paul Franklin-Slattery
Retailer Relationship Manager, GM UK & Ireland
PIP focused on the need to translate mystery shopping output into real changes in staff behaviour...read more
John Fossey
Sales Development Manager
Mercedes Car Group
Performance In People
Pascall House,
Westridge Business Park
Cothey Way, Ryde,
Isle of Wight, PO33 1QT
t: (01983) 568080
f: (01983) 568517
info@performanceinpeople.co.uk
Customer Service Excellence
Our experience of working with some of the world's best providers of customer service has helped us understand the key components of success. We recommend that 7 key outcomes become part of the business planning of all organisations serious about customer service excellence.
7 Steps to Customer service Improvement
1. Staff engagement and involvement in striving for continuous service improvement
If customer service standards are to be integrated into the business with any hope of buy-in from staff then they must be engaged in the process of development. We advise our clients to incorporate employees in the development process as early as possible.
2. Analysis and recognition of service 'gaps'
The standard PZB gap analysis model is still valid for most commercial organisations. Some businesses choose to select specific 'gaps' to measure by use of staff consultation (usually paper based) and customer surveys (usually telephone based), focus groups, management interviews and most objectively of all, by video, telephone and internet mystery shopping.
Gap 1: The difference between customer expectations and management perceptions of customer expectations
Gap 2: The difference between management perceptions of customer expectations and service quality specifications
Gap 3: The difference between customer service quality specifications and the customer service actually delivered
Gap 4: The difference between customer service delivery and what is communicated about the customer service to customers
Gap 5: The discrepancy between customers' expectations of the service and their perceptions of the customer service performance
3. Development and transparency of customer service 'Standards', or 'Promises' to customers
Class-leading businesses first decide on their approach, whether to develop internal 'Customer Service Standards' for the attention of an internal audience, or to consider an externally promoted series of 'Promises to Customers'. The new, or updated, Standards or Promises can then be market-tested with internal and external stakeholders.
From time to time clients ask us to help with an associated task - to help design and implement 'Values' for their business culture. These are inevitably linked into the 'Customer Service Standards' or 'Promises to Customers' that the client aspires towards and are best developed in harmony with a cross-section of employee representative, through staff consultation and customer research activities.
4. Consistency across the business
The challenge for many businesses is the inconsistencies of customer service delivery that occur within an organisation. Too often customer service quality can fluctuate between outlets, branches or offices, and this can create real challenges in maintaining a reputation for excellence. By rolling out a high-impact customer service training programme, supported by explicit Customer Service Standards, and business coaching through performance measurement and observational activities(such as mystery shopping), staff members get to understand the expectations of customers and senior managers. If employees are unaware or unsure of what is expected of them, delivering to unknown expectations can be challenging!
5. Sustainability after the initial 'buzz'
New drives for quality, including the introduction of new customer service standards, are subject to what we refer to as 'parachute training'. When organisations implement change, sometimes employees perceive the new project as 'the latest initiative'. The training is delivered by facilitators or consultants who 'parachute in', deliver the training and then leave. Most leading edge corporations have found that this is has short-term benefits that lose momentum after a period of compliance. Our guidance to clients is to maintain the momentum with effective performance measurement programmes. We create a sustainable resource for our clients, through the transfer of training technology and the development of new Coaches.
6. Regular monitoring and accurate measurement of performance
Where data is collected as part of a regular performance measurement programme, trend analysis becomes possible. This means that specific areas of customer service excellence can be celebrated by the teams responsible. Where pockets of under-performance are highlighted individuals can be coached and redirected towards the standards of customer service expected by the business. From time to time clients discover during data evaluation that a process or procedure is hampering service performance - this provides a great opportunity to improve your service to customers!
7. New management/supervisory capabilities to coach staff towards service excellence
We have discovered that even the most prestigious brands are populated by managers who have opportunities to improve on their coaching prowess. Some cultures that evolve locally, regionally, or even organisationally, tend towards criticism and judgement. Over 5 years we have developed our business coaching model that transfers refined and super-effective coaching capabilities to even the most experienced managers.
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