1. Chapter 14 Managing, Training, and Rewarding Great Customer Service
4/19/2017
Chapter 14 Managing, Training, and Rewarding Great Customer Service
Objectives
Explain the role of management in setting standards for customer service
Describe the working environment and duties for most customer service representatives
Identify reasons companies should train, empower, and reward service professionals
Discuss the qualities that a good customer service manager should possess
Chapter 14
The World of Customer Service, 2e Odgers
WOCS-2 (Odgers)

2. Setting Standards in Customer Service
Standards are a baseline description of service performance guidelines that tell workers what is expected of them, both in the quality and in the quantity of their work.
Mission statements
Articulate what the customer service department is expected to contribute
Provide guidelines for the behavior of various departments involved in customer service situations
Provide a sense of identity, continuity, and pride in CSRs
Chapter 14
The World of Customer Service, 2e Odgers

3. Standards for Customer Service
Customer service standards reflect an understanding of what customers need, want, and are willing to pay for
Performance measurements measure
Operations management
Service level
CSR quality and productivity
Employee satisfaction
Customer satisfaction
Chapter 14
The World of Customer Service, 2e Odgers

4. Examples of Measurable Customer Service Standards
98% of online customer inquiries will be answered live within five minutes of their receipt.
Credits on product returns will be posted to customer accounts within two working days.
Complaints involving $500 or less will be resolved within three working days.
Chapter 14
The World of Customer Service, 2e Odgers

5. Understanding the Evolving CSR Position
CSRs perform a variety of duties that require them to communicate effectively and to work under limited supervision.
Work inside offices between 35 and 40 hours/week
Use telephone, calculator and computer to produce documents and product information for customers
Chapter 14
The World of Customer Service, 2e Odgers

6. Understanding the Evolving CSR Position
Promotion opportunities for CSRs tend to be limited
Certification
Available through the International Customer Service Association (ICSA)
Chapter 14
The World of Customer Service, 2e Odgers

7. Retaining CSRs and Other Loyalty Issues
Retain CSRs by training, empowering, and rewarding them
CSR Training
Methods used include coaching and role playing
Empowering CSRs
Involves giving CSRs authority to handle customer complaints on the spot and to use that authority to win customer satisfaction without fear of repercussion
Chapter 14
The World of Customer Service, 2e Odgers

8. Retaining CSRs and Other Loyalty Issues
Rewarding CSRs
With service performers going unrecognized compared to salespersons, it is unwise for companies to send the message that service is less important than sales.
A small recognition event means a lot.
Motivators that retain loyal employees
Provide meaningful work
Provide good bosses
Provide a feeling of being part of a team
Chapter 14
The World of Customer Service, 2e Odgers

9. Managing a Customer Service Department
Managers motivate CSRs when they
Generate a spirit of service
Build trust
Develop people
Lead through example
Stay focused
Managers can monitor CSRs when they
Review for consistency and core values
Monitor customer service calls
Chapter 14
The World of Customer Service, 2e Odgers

10. The World of Customer Service, 2e Odgers
Resolving Conflicts
To disagree diplomatically, follow these rules
Reflect your understanding of the other’s position or opinion.
Let the other person know you value him or her as a person, even though your opinions are different.
State your position or opinion.
Chapter 14
The World of Customer Service, 2e Odgers