In his book, Coaching for Improved Work Performance[1], Ferdinand Fournies notes that, although there are 16 reasons why employees do not do what they are supposed to do, 99% of the time it is because of only two – they…
In his book, Coaching for Improved Work Performance[1], Ferdinand Fournies notes that, although there are 16 reasons why employees do not do what they are supposed to do, 99% of the time it is because of only two – they…
When I managed a service business several years ago, we introduced a new initiative where we wanted to stress the importance that we in management had in ensuring the success of the project and we adopted the motto “If it…
Now, in the scheme of things, I guess you could say that the customer service representative was just doing his job. And maybe, he had nothing better to do at that time in the morning – I don’t suppose he would have been run off his feet. However, the willingness to stay on the line and guide me through the steps until everything was working the way I needed it was the best thing he could have done for me this morning. It showed that he was sensitive to my situation (empathy) and he provided the level of support he felt would suit my needs in the circumstances.
There is a lot of talk these days about the customer experience and how it is critical to creating today’s competitive advantage. In the service industry, the customer experience is largely created by the interaction of our customer-facing personnel with the customer. In most cases our “customer-facing personnel” are our technicians and the customer experience comes from the relationships they are able to form. It is these relationships, built on both personal and professional credibility that are critical for our success.
Technicians who seem naturally gifted at selling their company’s products or services do not see their efforts as selling at all – they recognize their recommendations as the valuable service that they are. To them it is a service activity.