Download Deliver outstanding customer service: gain and retain by Susan Antoinette Nash, Derek Nash PDF

Download Deliver outstanding customer service: gain and retain by Susan Antoinette Nash, Derek Nash PDF

By Susan Antoinette Nash, Derek Nash

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Exercise 1. 2. 3. 4. Write down your company’s vision. Write down your company’s mission statement. Write down your company’s customer service strategy. Write down your company’s customer service slogan. Think about the following questions with regards to your customer service strategy: ◆ Is customer service mentioned in your company’s vision and mission statements? ◆ Is anything written in the vision or mission statements that might inhibit delivery of exceptional customer service such as cost management, etc?

E. five to nine categories). If the group can create a list of approximately seven areas of responsibility covering all aspects of their work, they will have a complete overview from which to set realistic goals and milestones. In addition, employees feel more in control and stress levels are reduced when they can see the big picture. Organisational key result areas Examples of typical key result areas are: 1. Financial management/control: most companies have to meet budget requirements, control costs and make a profit.

3. To what extent do managers coach their staff on personal service skills? 4. To what extent do managers interact with customers? Overall rating: How did your team rate? Which area do you think needs the most work? Depending on the results of this assessment, you may choose to review Chapters 3 to 10 in terms of your priorities rather than follow the sequence of this book. Chapter 3: Strategy Chapter 4: People, hiring Chapter 5: People, personal service skills Chapter 6: People, managing the customer interaction Chapter 7: Processes, setting standards and service level agreements Chapter 8: Processes, dealing with customer complaints Chapter 9: Continuous improvement processes Chapter 10: Management/leadership, coaching and motivating employees.

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