Measuring the fever in itself does not improve health! If measuring shows that health is in bad shape, then measuring again and again, even 20 times, will not change health. This principle applies perfectly to customer service and sales communication. A lot of valuable information can be gained from Mystery Shopping or gathering customer feedback, which can then be used to demonstrate either the implementation of service standards or the fulfilment of customer expectations. But, again, measurement in itself does not change the result!
Giving feedback is also part of company culture. Connected vessels! How a manager engages with his or her employee-colleagues is quickly transmitted through emotions to the employee-customer interaction. Perhaps powerfully shouting: ‘Smile at your customers!!!’. How can you not understand that this is o-lu-li-ne!” you won’t get the desired result and change. People are delicate material. And you have to play especially smart and clever when you have a bit of a weak hand.
5. Keep track of how implementation is progressing
There are a variety of tools to do this, from driver (in the shadows) service inspections, to measuring the new round of service. Good service is not a one-off project. Rather, it is a steady process.
So to sum up! Consider whether the expectations of employees are clearly set, whether they are measured against them, and whether the information collected is used effectively and for the purpose intended. The purpose of the challenge is to decide what to do and in what order. Good and strong service should not just be the text on a company’s website, mission and vision. Rather, set a meaningful goal that is backed up by realistic actions. Surely all parties involved will benefit. Both managers (who will improve the company’s bottom line) and employees, who will be happy with a caring and stable working environment, and customers, who will reward good service with their purchases.
Eero Palm
Trendline Analytics, CEO
Don’t immediately start babbling and “punishing” weaker results. Take responsibility yourself! Maybe think about what YOU can do to change the situation and “hit the brakes first” and analyse why the situation is like this? Maybe employees are not at all clear about what is expected of them? Maybe they have been blown in different directions by different training? Or maybe you are told to do as you feel in your heart! And that’s the way he feels, that there’s no need to communicate with the customer, he’ll ask if he wants to. Think about what system is in place in the company to achieve a meaningful and good service result. Think about what our company practices are to achieve results and then improve them steadily. And once the picture is clear for the top manager, what next? Does the head of department get it the same way? But what does the line manager think? Etc. Perhaps, ask: “Why?”, “Why?”. and “Why?”. Just without emotions and objectively. Why is this the case? You can think or say: “We don’t have enough good employees!”. Yes, you can only play with the cards you have in your hand.
4. Establish a feedback system and culture in your company! Build a good internal customer service first!
Now the key factor. If the service measurement information is left in the driver’s drawer, something is very wrong. There’s no point spending thousands on this, just so the driver – knows. A good and natural customer relationship is not like the long years of projecting and arguing about building or not building a nuclear power plant. There is no point in storing up information on service or sales skills. In a year or two, those employees may even have left and the information will be essentially obsolete and quite useless. Providing feedback on the basis of test feedback should be operational. Talking to the family doctor about some illness six months later is rather pointless. It is of no practical value because the health situation has changed. After measuring customer service, there should be a clear system in place for what and how to give feedback. Surely middle managers or immediate parents need training in this so as not to do harm instead of good and not to extinguish the last spark.
Giving feedback is also part of company culture. Connected vessels! How a manager engages with his or her employee-colleagues is quickly transmitted through emotions to the employee-customer interaction. Perhaps powerfully shouting: ‘Smile at your customers!!!’. How can you not understand that this is o-lu-li-ne!” you won’t get the desired result and change. People are delicate material. And you have to play especially smart and clever when you have a bit of a weak hand.
5. Keep track of how implementation is progressing
There are a variety of tools to do this, from driver (in the shadows) service inspections, to measuring the new round of service. Good service is not a one-off project. Rather, it is a steady process.
So to sum up! Consider whether the expectations of employees are clearly set, whether they are measured against them, and whether the information collected is used effectively and for the purpose intended. The purpose of the challenge is to decide what to do and in what order. Good and strong service should not just be the text on a company’s website, mission and vision. Rather, set a meaningful goal that is backed up by realistic actions. Surely all parties involved will benefit. Both managers (who will improve the company’s bottom line) and employees, who will be happy with a caring and stable working environment, and customers, who will reward good service with their purchases.
Eero Palm
Trendline Analytics, CEO
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Mystery Shopping or customer service evaluations should be done objectively. The final result should show specific numbers and the critical point (temperature of illness) should be unambiguously clear to all parties. However, when it comes to gathering customer feedback, it would be nice if the customer understands the question in the same way as you do, rather than having some complicated formula behind the curtain to infer something different from their answers. Ask about a specific thing, then you’ll get specific answers and you’ll understand what the customer thinks.
3. Analyse the results!
Don’t immediately start babbling and “punishing” weaker results. Take responsibility yourself! Maybe think about what YOU can do to change the situation and “hit the brakes first” and analyse why the situation is like this? Maybe employees are not at all clear about what is expected of them? Maybe they have been blown in different directions by different training? Or maybe you are told to do as you feel in your heart! And that’s the way he feels, that there’s no need to communicate with the customer, he’ll ask if he wants to. Think about what system is in place in the company to achieve a meaningful and good service result. Think about what our company practices are to achieve results and then improve them steadily. And once the picture is clear for the top manager, what next? Does the head of department get it the same way? But what does the line manager think? Etc. Perhaps, ask: “Why?”, “Why?”. and “Why?”. Just without emotions and objectively. Why is this the case? You can think or say: “We don’t have enough good employees!”. Yes, you can only play with the cards you have in your hand.
4. Establish a feedback system and culture in your company! Build a good internal customer service first!
Now the key factor. If the service measurement information is left in the driver’s drawer, something is very wrong. There’s no point spending thousands on this, just so the driver – knows. A good and natural customer relationship is not like the long years of projecting and arguing about building or not building a nuclear power plant. There is no point in storing up information on service or sales skills. In a year or two, those employees may even have left and the information will be essentially obsolete and quite useless. Providing feedback on the basis of test feedback should be operational. Talking to the family doctor about some illness six months later is rather pointless. It is of no practical value because the health situation has changed. After measuring customer service, there should be a clear system in place for what and how to give feedback. Surely middle managers or immediate parents need training in this so as not to do harm instead of good and not to extinguish the last spark.
Giving feedback is also part of company culture. Connected vessels! How a manager engages with his or her employee-colleagues is quickly transmitted through emotions to the employee-customer interaction. Perhaps powerfully shouting: ‘Smile at your customers!!!’. How can you not understand that this is o-lu-li-ne!” you won’t get the desired result and change. People are delicate material. And you have to play especially smart and clever when you have a bit of a weak hand.
5. Keep track of how implementation is progressing
There are a variety of tools to do this, from driver (in the shadows) service inspections, to measuring the new round of service. Good service is not a one-off project. Rather, it is a steady process.
So to sum up! Consider whether the expectations of employees are clearly set, whether they are measured against them, and whether the information collected is used effectively and for the purpose intended. The purpose of the challenge is to decide what to do and in what order. Good and strong service should not just be the text on a company’s website, mission and vision. Rather, set a meaningful goal that is backed up by realistic actions. Surely all parties involved will benefit. Both managers (who will improve the company’s bottom line) and employees, who will be happy with a caring and stable working environment, and customers, who will reward good service with their purchases.
Eero Palm
Trendline Analytics, CEO
[/vc_column_text][/vc_column][/vc_row]
Perhaps, what do you expect and expect from your staff when dealing with customers? What they should do, how they should do it and why they should do it. If this is not in place, then measurement is more likely to go by the wayside and simply be done at the personal whim of the measurer.
2. Objective measurement!
Mystery Shopping or customer service evaluations should be done objectively. The final result should show specific numbers and the critical point (temperature of illness) should be unambiguously clear to all parties. However, when it comes to gathering customer feedback, it would be nice if the customer understands the question in the same way as you do, rather than having some complicated formula behind the curtain to infer something different from their answers. Ask about a specific thing, then you’ll get specific answers and you’ll understand what the customer thinks.
3. Analyse the results!
Don’t immediately start babbling and “punishing” weaker results. Take responsibility yourself! Maybe think about what YOU can do to change the situation and “hit the brakes first” and analyse why the situation is like this? Maybe employees are not at all clear about what is expected of them? Maybe they have been blown in different directions by different training? Or maybe you are told to do as you feel in your heart! And that’s the way he feels, that there’s no need to communicate with the customer, he’ll ask if he wants to. Think about what system is in place in the company to achieve a meaningful and good service result. Think about what our company practices are to achieve results and then improve them steadily. And once the picture is clear for the top manager, what next? Does the head of department get it the same way? But what does the line manager think? Etc. Perhaps, ask: “Why?”, “Why?”. and “Why?”. Just without emotions and objectively. Why is this the case? You can think or say: “We don’t have enough good employees!”. Yes, you can only play with the cards you have in your hand.
4. Establish a feedback system and culture in your company! Build a good internal customer service first!
Now the key factor. If the service measurement information is left in the driver’s drawer, something is very wrong. There’s no point spending thousands on this, just so the driver – knows. A good and natural customer relationship is not like the long years of projecting and arguing about building or not building a nuclear power plant. There is no point in storing up information on service or sales skills. In a year or two, those employees may even have left and the information will be essentially obsolete and quite useless. Providing feedback on the basis of test feedback should be operational. Talking to the family doctor about some illness six months later is rather pointless. It is of no practical value because the health situation has changed. After measuring customer service, there should be a clear system in place for what and how to give feedback. Surely middle managers or immediate parents need training in this so as not to do harm instead of good and not to extinguish the last spark.
Giving feedback is also part of company culture. Connected vessels! How a manager engages with his or her employee-colleagues is quickly transmitted through emotions to the employee-customer interaction. Perhaps powerfully shouting: ‘Smile at your customers!!!’. How can you not understand that this is o-lu-li-ne!” you won’t get the desired result and change. People are delicate material. And you have to play especially smart and clever when you have a bit of a weak hand.
5. Keep track of how implementation is progressing
There are a variety of tools to do this, from driver (in the shadows) service inspections, to measuring the new round of service. Good service is not a one-off project. Rather, it is a steady process.
So to sum up! Consider whether the expectations of employees are clearly set, whether they are measured against them, and whether the information collected is used effectively and for the purpose intended. The purpose of the challenge is to decide what to do and in what order. Good and strong service should not just be the text on a company’s website, mission and vision. Rather, set a meaningful goal that is backed up by realistic actions. Surely all parties involved will benefit. Both managers (who will improve the company’s bottom line) and employees, who will be happy with a caring and stable working environment, and customers, who will reward good service with their purchases.
Eero Palm
Trendline Analytics, CEO
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5 steps on how to grow your service or sales business and implement good service.
1. Good service is not something abstract. Get the concept right!
Perhaps, what do you expect and expect from your staff when dealing with customers? What they should do, how they should do it and why they should do it. If this is not in place, then measurement is more likely to go by the wayside and simply be done at the personal whim of the measurer.
2. Objective measurement!
Mystery Shopping or customer service evaluations should be done objectively. The final result should show specific numbers and the critical point (temperature of illness) should be unambiguously clear to all parties. However, when it comes to gathering customer feedback, it would be nice if the customer understands the question in the same way as you do, rather than having some complicated formula behind the curtain to infer something different from their answers. Ask about a specific thing, then you’ll get specific answers and you’ll understand what the customer thinks.
3. Analyse the results!
Don’t immediately start babbling and “punishing” weaker results. Take responsibility yourself! Maybe think about what YOU can do to change the situation and “hit the brakes first” and analyse why the situation is like this? Maybe employees are not at all clear about what is expected of them? Maybe they have been blown in different directions by different training? Or maybe you are told to do as you feel in your heart! And that’s the way he feels, that there’s no need to communicate with the customer, he’ll ask if he wants to. Think about what system is in place in the company to achieve a meaningful and good service result. Think about what our company practices are to achieve results and then improve them steadily. And once the picture is clear for the top manager, what next? Does the head of department get it the same way? But what does the line manager think? Etc. Perhaps, ask: “Why?”, “Why?”. and “Why?”. Just without emotions and objectively. Why is this the case? You can think or say: “We don’t have enough good employees!”. Yes, you can only play with the cards you have in your hand.
4. Establish a feedback system and culture in your company! Build a good internal customer service first!
Now the key factor. If the service measurement information is left in the driver’s drawer, something is very wrong. There’s no point spending thousands on this, just so the driver – knows. A good and natural customer relationship is not like the long years of projecting and arguing about building or not building a nuclear power plant. There is no point in storing up information on service or sales skills. In a year or two, those employees may even have left and the information will be essentially obsolete and quite useless. Providing feedback on the basis of test feedback should be operational. Talking to the family doctor about some illness six months later is rather pointless. It is of no practical value because the health situation has changed. After measuring customer service, there should be a clear system in place for what and how to give feedback. Surely middle managers or immediate parents need training in this so as not to do harm instead of good and not to extinguish the last spark.
Giving feedback is also part of company culture. Connected vessels! How a manager engages with his or her employee-colleagues is quickly transmitted through emotions to the employee-customer interaction. Perhaps powerfully shouting: ‘Smile at your customers!!!’. How can you not understand that this is o-lu-li-ne!” you won’t get the desired result and change. People are delicate material. And you have to play especially smart and clever when you have a bit of a weak hand.
5. Keep track of how implementation is progressing
There are a variety of tools to do this, from driver (in the shadows) service inspections, to measuring the new round of service. Good service is not a one-off project. Rather, it is a steady process.
So to sum up! Consider whether the expectations of employees are clearly set, whether they are measured against them, and whether the information collected is used effectively and for the purpose intended. The purpose of the challenge is to decide what to do and in what order. Good and strong service should not just be the text on a company’s website, mission and vision. Rather, set a meaningful goal that is backed up by realistic actions. Surely all parties involved will benefit. Both managers (who will improve the company’s bottom line) and employees, who will be happy with a caring and stable working environment, and customers, who will reward good service with their purchases.
Eero Palm
Trendline Analytics, CEO
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