v.1 rev.

1 8/4/15
Achieving Excellence in Customer Service .............................................................................. 3
Introduction ..................................................................................................................................... 3
Module 1: The Case for Excellence in Customer Service .............................................................. 6
Customer satisfaction vs. service magic ..................................................................................... 8
Customer service creates value ............................................................................................. 10
The customer service profit chain .......................................................................................... 10
Customer service, customer loyalty, and profits ................................................................... 11
Why customer satisfaction is not enough ................................................................................. 12
Activity 1: Prove it for yourself ............................................................................................ 13
If they click the Continue button: .................................................................................. 13
If they click the I cant recall button first, display text entry box with this question:: . 13
How perceived value is created ................................................................................................ 14
The virtuous cycle of service .................................................................................................... 14
Module 2: Establishing a customer service culture in your practice ............................................ 15
Personal qualities required for excellence in customer service ................................................ 16
Be as good as your word ........................................................................................................... 16
Activity 2: Are you as good as your word? ......................................................................... 17
Communicate with empathy and responsiveness ..................................................................... 17
Activity 3: Communication with empathy and responsiveness self-evaluation ................... 18
Provide clients with new experiences ....................................................................................... 18
Module 3: Adding service magic to your procedures ................................................................... 19
The Process Audit ..................................................................................................................... 19
Mapping cycles of service .................................................................................................... 19
Point of contact assessment table .......................................................................................... 20
The importance of the follow-up process ................................................................................. 22
The initial follow-up call ...................................................................................................... 23
Managing the follow-up process ........................................................................................... 23
Personalized, periodic contact .......................................................................................... 24
Tracking and monitoring systems ..................................................................................... 24
Activity 4: What is your current level of delivery? .................................................................. 24
Module 4: Preparing employees to perform service magic .......................................................... 25
Developing creative customer service professionals ................................................................ 25
Get commitment to your customer-first policy ..................................................................... 25
Empower staff to provide service magic .............................................................................. 26
Poll your staff regularly to determine their level of satisfaction .......................................... 26
Offer goal-based incentives ...................................................................................................... 26
Module 5: Proactive Service Recovery......................................................................................... 26
Why proactive? ......................................................................................................................... 27
Training in proactive service recovery ..................................................................................... 28
The proactive service recovery script ....................................................................................... 28
Empathize ............................................................................................................................. 29
Apologize .............................................................................................................................. 29
Atone ..................................................................................................................................... 29
Follow-up contact script ....................................................................................................... 30
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Practice with real cases ............................................................................................................. 30
Practice awareness of body language ................................................................................... 30
Practice apologizing .............................................................................................................. 31
Practice offering atonement .................................................................................................. 31
Conclusion .................................................................................................................................... 31
Action Plan................................................................................................................................ 31
Resources ...................................................................................................................................... 32
Tools and Templates ................................................................................................................. 32
Sample Customer Service principles (Word doc) ............................................................. 32
Sample cycle of service (flow chart in Word doc) ........................................................... 32
Sample Point of Contact Assessment Table (Word doc) .................................................. 32
A proactive service-recovery script (Word doc) ............................................................... 32
Putting the Service Profit chain to work, (https://hbr.org/2008/07/putting-the-serviceprofit-chain-to-work/ar/2) ................................................................................................. 32
Service Magic, the Art of Amazing Your Customers, Ron Zemke and Chip Bell, 2003 . 32
Create value by connecting emotionally with Clients
(https://www.youtube.com/watch?v=gAGluZT0rvY) ...................................................... 32
10 Dos and Donts of Good Client Service (Situations for role playing customer service
lapses) ............................................................................................................................... 32
Service Providers ...................................................................................................................... 33
McVey Management Solutions......................................................................................... 33

v.1 rev. 1 8/4/15

Achieving Excellence in Customer

Service
Introduction
Thank you for your participation in Veterinary Growth Partners! Our purpose is to grow your
profit. We give you the education, tools, and resources you need to increase transactions and
generate a higher average transaction charge. Our proven management system and savings
programs result in our members generating profit margins that are 15% higher than the average
practice.
We are pleased to present this course in the Pathway to Success, a series of educational courses
designed to give you the skills and tools you need to increase your revenue, profit, and
productivity.
Display:
VGP logo
This course, called Achieving Excellence in Customer Service, was authored by Shawn
McVey of McVey Management Solutions.
Display:
Achieving Customer Service Excellence
Shawn contributes knowledge and skills from his work in the trenches as a hospital
administrator. His many trials and errors, and the lessons he learned from his mentors, have
helped him develop systems for accountability and communication in the dozens of veterinary
practices he has managed. Shawn also draws from the consulting work hes done with hundreds
of practices. He thanks the leaders of those practices for trusting him to help with their struggles.
Display:
Shawn McVey
CEO, McVey Management Solutions
CEO, Pathway Partners
Photo: Shawn head shot
This course includes an introduction, a section making the case for excellence in customer
service,
Display:
The Case for Excellence in Customer Service
Paradigm change
Customer satisfaction vs. service magic
The customer service profit chain
3

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Why customer satisfaction is not enough

How perceived value is created
The virtuous cycle of service

a discussion of how and why you want to create a culture of customer service in your practice,
Display:
Establishing a customer service culture in your practice
Personal qualities required for excellence in customer service
Be as good as your word
Communicate with empathy and responsiveness
Provide clients with new experiences
a look at the how to analyze your procedures for opportunities to enhance the client experience,
Display:
Adding service magic to your procedures
The process audit
The importance of the follow-up process
A discussion on preparing employees to perform service magic,
Display:
Preparing employees to perform service magic
Two qualities of creative professionals
Offering goal-based incentives
a section covering a method to recover from lapses in customer service
Display:
Proactive service recovery
Why proactive?
Training in proactive service recovery
The proactive service recovery script
Practice with real cases
a section for you to think about next steps.
Display:
Conclusion
Discussion of resources available as part of this course
Action plan

v.1 rev. 1 8/4/15

We have provided links to download the planning and implementation tools that we refer to in
this course. Click the Resources button in the upper right-hand corner of the screen at any time to
view and download the documents.

Display:
Text: A veterinary practice is a service business in which the service happens to be medicine.
---Shawn McVey
---CEO, McVey Management Solutions
Photo: Shawn head shot
Expectations of veterinary services have changed. The traditional doctor/patient paradigm is
giving way to one where the customer experience is given as much weight as the quality of the
medical care provided. In this new paradigm, the most successful practices will think of
themselves as a service business in which the service happens to be medicine, and place a
correspondingly high value on providing excellent, even magical customer service to the client
as well as medicine to their pet. In this course you will learn what these new expectations are,
how acceptance of this new paradigm increases both satisfaction and revenues, and what you and
your staff can do personally and procedurally to make sure every client has a great experience at
every point of contact with your practice.
Display Text:
After taking this course, you will be able to:
Distinguish between customer satisfaction and service magic.
Understand the impact customer service has on your practices revenue and client
retention rates.
Identify the policies, attitudes and skills needed to create a customer service culture in
your practice.
Analyze your procedures for opportunities to enhance the client experience.
Employ a service-recovery framework to proactively minimize the impact of a lapse in
customer service.
After taking this course, you will be able to:
Distinguish between customer satisfaction and service magic.
Understand the impact customer service has on your practices revenue and client
retention rates.
Analyze your procedures for opportunities to enhance the client experience.
Analyze your procedures for opportunities to enhance the client experience.
Employ a service-recovery framework to proactively minimize the impact of a lapse in
customer service.

v.1 rev. 1 8/4/15

[new module]
Display Photo / Text: Dated photo of Childrens Memorial Hospital (Chicago), looking a little
ratty.
Display Text:
Declining:
! Satisfaction levels
! Profits
! Patient volume
! Market share

Module 1: The Case for Excellence in Customer Service

For an example of the what excellence in customer service is and what it can do for your
business, you need look no further than Childrens Memorial Hospital in Chicago. Its 1977, and
satisfaction levels at the hospital among staff, patients, and doctors are below national standards
across the board. Most months the hospital is barely breaking even and they are actually losing
money some months. Patient volume and market share are in steady decline.
Display Photo: Providing customer service, smiling customer
Display Text:
Strategic initiatives:
! Increase market share
! Raise brand awareness
! Improve financials
! Improve clinical performance
! Refocus on customer service
Enter Patrick Magoon, a 20-year veteran of the management team appointed CEO and president
by the board to turn things around. Magoon and his team decided to focus on five strategic
initiatives. Four were fairly standard initiatives, related to market share, brand, financials, and
clinical performance, but given equal standing with these traditional goals was improving
customer service and satisfaction for patients, families, physicians, and employees alike as the
fifth pillar of their strategic plan. The customer service initiative committed management to give
priority to how everyone felt about their experience with the hospital. Not just patients and their
family members, but also employees at every level of the organization.
Display Photo: Different photo of providing customer service, smiling customer, preferably a
child
Display Text:
Customer service focus :

v.1 rev. 1 8/4/15

!
!
!
!

Patient satisfaction measured weekly

Management visits
Service excellence manager
Quick hit, high impact initiatives

As a result of the initiative, the personal touch was suddenly everywhere. Patient satisfaction was
measured in weekly surveys. Management visited sites and asked employees how things could
be improved. A new position as service excellence manager was created to provide a constant
stream of data from patient relations and focus groups reporting on satisfaction levels among
both patients and their family members. A task force was formed to identify quick hit, high
impact initiatives that promised to deliver big improvements in the customer experience
quickly. For example, alongside the standard medical chart they placed an All About Me chart for
kids to fill out in crayon and list what they liked and didnt like about their hospital experience.
This and other enhancements they made to ordinary processes generated positive feedback
immediately from patients and buy-in from staff.
Display Photo: Different photo of providing customer service, smiling customer, preferably a
child
Display Text:
Universal service directives :
1. Treat the people we serve with respect and courtesy at all times.
2. Demonstrate pride in our personal appearance and the appearance of our facility.
3. Respect the privacy and confidentiality needs of the people we serve.
4. Anticipate the wants and needs of those we serve, and respond promptly.
5. Act to reverse negative service situations, using acknowledge, accept, and amend.
6. Work to actively listen to and communicate with the people we serve.
7. Demonstrate a sense of ownership and pride toward our work, recognizing that it is a
reflection of Childrens Memorial and ourselves.
For the initiative to succeed, Magoon understood that the hospital needed universal service
directives to consistently deliver excellent customer service at every level of the organization.
Heres the list of principles he and his team developed for all staff working at the hospital:
1.
2.
3.
4.
5.
6.
7.

Treat the people we serve with respect and courtesy at all times.
Demonstrate pride in our personal appearance and the appearance of our facility.
Respect the privacy and confidentiality needs of the people we serve.
Anticipate the wants and needs of those we serve, and respond promptly.
Act to reverse negative service situations, using acknowledge, accept, and amend.
Work to actively listen to and communicate with the people we serve.
Demonstrate a sense of ownership and pride toward our work, recognizing that it is a
reflection of Childrens Memorial and ourselves.

Display Photo: Indicating service

Display Text in special, large type:

v.1 rev. 1 8/4/15

The People We Serve
Notice the phrase that is repeated in each of these dictums. The people we serve. It is not The
people we treat, but the people we serve. Treatment is part of the service package, but its not
the sole focus.
Display Photo: Updated photo of Childrens Hospital could be same without the rattiness.
Display Text in special, large type:
Excellence in Customer Service
Today Childrens Hospital is doing better than ever. Their success is a great example of the
newer client-focused paradigm taking hold in service industries. In this course well use the term
excellence in customer service to describe this paradigm shift in which customer service is
elevated to a strategic imperative for a business. This newer approach goes far beyond simply
meeting the transactional needs of clients in a satisfactory manner. Lets start by making an
important distinction between customer satisfaction and a term which may be new to you,
service magic.
Display Photo: Client smiling wanly / sitting in waiting room reading a magazine or similar
Display Text:
Customer Satisfaction :
! Baseline service level
! Avoids dissatisfaction

Customer satisfaction vs. service magic

Customer satisfaction is a baseline expectation of service. It is the least you have to do to avoid
damage to your reputation and revenues. In the veterinary field, if you simply fulfill your
obligation to medically treat the animal and behave in a way that non-offensive to your client,
you can achieve customer satisfaction.
Display Photo: Neutral vet scene no enthusiasm
Display Text:
Customer Satisfaction:
! Timely manner
! Civil manner
! Meet medical expectations
For example, you and your staff:
Treat the animal in a timely manner and within the time estimate provided.
Treat the client in a civil manner.
Meet the clients medical expectation for their animal within the confines of the treatment
plan.

v.1 rev. 1 8/4/15

The transaction is successful and adequate, but not especially memorable. Practices that meet
this standard have reasonably satisfied customers and probably a stable business; those that fail
to meet this baseline have dissatisfied customers and are probably in danger of failing as a
business.
Display Photo: Enthusiastic vet scene
Display Text:
Service Magic:
! Exceed expectations
! Empathy and proactive service
! Focus on superb emotional experiences
Service magic, on the other hand, goes beyond this baseline to please, surprise and delight the
client in as many ways as possible. Service magic is a term coined by Ron Zemke and Chip Bell
in their book Service Magic: The Art of Amazing Your Customers published in 2003. Service
magic arises from a conscious, planned, team effort to consistently and proactively serve the
client. For example:
You understand the clients expectations and exceed them.
You are empathetic to the clients moods and needs and proactively address them.
You refocus your business on creating a superb emotional experience for the client as a
priority on equal footing with medical outcomes.
Display Photo: Two previous photos side by side. Doctor to create contrast between old, stodgy
way and the new, enthusiastic way.
The difference between providing mere customer satisfaction to stay afloat and refocusing your
business to deliver excellence in customer service will make the difference between a reputation
as a just another competent vet and a reputation as a talked-about practice that sets the standard
in your community for veterinary care done right.
Display Photo: Enthusiastic vet scene
Display Text:
Customer Service as Strategic Imperative
! Differentiator in marketplace
! Stellar levels of profitability and productivity
In most discretionary spending service industries, the quality of customer service is one of the
few variables that can truly distinguish one business from another. Its likely that most practices
in your area are operating at the level of customer satisfaction rather than excellence in customer
service. The medicine-based, customer satisfaction model is, after all, the traditional way of
running a veterinary practice. In an environment like this, elevating customer service to the level
of a strategic imperative becomes a major way to distinguish your practice from others in your
community. And as well see in the next section, adding customer service value to your offerings

v.1 rev. 1 8/4/15

can also make the difference between merely acceptable profit margins and stellar levels of
profitability and productivity.
Display Photo: Shawn pic again
Display Text in special, large type:
Perceived Value
Customer service creates value
When we think of pricing, we usually give priority to issues of affordability strictly in dollar
terms. Yet it is perceived value that makes a service affordable in the minds of the client, often
more so than a specific dollar amount. The level of customer service with which your services
are delivered plays the crucial role in creating a clients perception of value. Shawn MacVey
explains in this short video:
Display Video and auto play: https://www.youtube.com/watch?v=gAGluZT0rvY
Display buttons: Repay or Continue
Display Text below video:
Create value by connecting emotionally with Clients
Display bar graph labeled: 80% Emotional experience / 20 % logic
As a general rule, experts estimate that roughly 80% of the decision to purchase is made on the
experience you provide to the client. Only 20% is made on logic. Providing excellence in
customer service at every contact point a client has within your practice will definitely increase
the value the client perceives, and support their acceptance of higher pricing structures as well
worth the money. Lets take a closer look at how the customer service profit chain works.
Display Text in special large type:
The Customer Service Profit Chain:

The customer service profit chain

Childrens Hospital did not turn to higher levels of customer service only or even primarily
because its the right thing to do which it is. They did it because the hospital was in financial
difficulty and they believed that excellence in customer service would play a key role in their
effort to gain and retain clients and return their business to profitability. And that is exactly what
happened. To help understand the mechanisms behind their turnaround, lets take a look at the
ideas put forth by a group of business analysts and customer service experts in an article
published in the Harvard Business Review entitled Putting the Service-Profit Chain to Work in
2008.
Display Photo: Neutral vet scene no enthusiasm
Display Text:
Customer Loyalty:
! Client retention
! Repeat business
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v.1 rev. 1 8/4/15

!

Referrals

Customer service, customer loyalty, and profits

The authors posit that customer loyalty, measured in terms of retention, repeat business, and
referrals, is the primary driver of revenue growth and profitability. And the customer service
experience is the primary driver of customer loyalty.
Display updated graphic:
(https://hbr.org/2008/07/putting-the-service-profit-chain-to-work/ar/2)
If you can highlight different parts of the graph according to the text, please do.

Lets take a look at their graph showing the relationship between levels of customer satisfaction
and customer loyalty.
Display Text as callout:
Zone of Defection:
! Dissatisfied customers
! Declining client base
Note the three zones in the graphic. Veterinary practices that do not meet the minimum
expectations of their customers are in the zone of defection in which they can expect to lose
business to rival practices.

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v.1 rev. 1 8/4/15

Display Text as callout:
Zone of Indifference:
! Meet basic expectations
! Lackluster growth
! Treading water
Practices based on the older medicine-based paradigm live mostly in the zone of indifference.
They do for the most part meet their clients basic expectations, but are unlikely to experience
much growth in their client base or revenues. They are not hemorrhaging clients, but theyre not
likely to attract many new clients or a higher-level of clientele, either.
Display Text as callout:
Zone of Affection:
! Excellence in customer service
! Apostles for your practice
! Client loyalty
Practices that focus on excellence in customer service create very satisfied customers who move
into the zone of affection shown in the chart. This zone is the point where your customer
service focus really pays off. Clients value your services so highly that they become apostles
praising your practice far and wide. They are extremely loyal to your practice and will stay with
you as long as their pet is alive.
Display Text: Extremely Dissatisfied | Somewhat Dissatisfied | Slightly Dissatisfied | Satisfied |
Very Satisfied

Why customer satisfaction is not enough

And there is data to prove that excellence in customer service is worth the effort. In the early
1990s, Xerox conducted client satisfaction surveys over several years to measure product and
service satisfaction among their customer base, using a five-point scale as shown in the graphic.
Display Text: Extremely Dissatisfied | Somewhat Dissatisfied | Slightly Dissatisfied | Satisfied |
Very Satisfied
Initially their goal was to eliminate dissatisfaction entirely, which they largely succeeded in
doing.
Display Text: Satisfied | Very Satisfied (6x!)
But in analyzing the data Xerox discovered the relative value of very satisfied customers vs.
those who were merely satisfied. They discovered that the very satisfied were six times more
likely to repurchase Xerox equipment than those who reported tepid satisfaction only.
Display Text: Very Satisfied = Customer Loyalty = High Profits

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v.1 rev. 1 8/4/15

Very satisfied customers and customer loyalty go hand-in-hand, and together they increase
revenues geometrically.
Display Photo: Person thinking
Activity 1: Prove it for yourself
Think for a moment about a business you are or have been loyal to in the sense just discussed. A
business for which you have become an apostle for. A business you raved about to your friends
and family. Not just good customer service, but service above and beyond what you would
normally expect. It could be a business associated with your veterinary practice, or any other
service-oriented business such as a restaurant, an hotel, theme park, whatever. Take a moment to
recall the last time you felt you experienced excellence in customer service.
Display Buttons under above image:
Continue button and I cant recall button
When youve brought one to mind, click the Continue button.
If they click the Continue button:

Display: text entry box

Display Text above text entry box:
What did this organization do to make you feel they really appreciated your business and wanted
you to come back? List as many details as you can remember.
Display Button below the text box: Continue
Display text below button:
Click Continue when youre done.
If they click the I cant recall button first, display text entry box with this question::

Display: text entry box

Display Text above text entry box:
Instead, recall a time when you broke off a business relationship because of poor customer
service. Reflect for a moment on the behavior that led you to end your business relationship with
this organization. List as many details as you can remember of what caused the breach
Display Button below the text box: Continue
Display text below button:
Click Continue when youre done.
.
Display Photos: juxtapose elated face vs. disgruntled face

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v.1 rev. 1 8/4/15

How perceived value is created

Intuitively, you know that how you are personally treated by a business has a big impact on your
willingness to do business with them, and on your willingness to pay. So how do you achieve the
highest perceived value for your services?
Display:
Make new diagram based on this one but clearly showing a starting point at customer-focused
policies, procedures, and support services, and using this text:
1) Customer-focused policies, procedures, and support services / Training and empowerment of
Employees / Employee satisfaction and competence / Superior service deliver / Very satisfied
clients// Client loyalty /Revenue growth and profitability

The authors assert that only a satisfied, loyal, and productive work force can deliver this level of
value to the client. Employee satisfaction, in turn, results primarily from customer-focused
policies, procedures, and support services that enable employees to deliver results to customers,
which leads to customer loyalty and higher profits.
Display Button: Continue
Take a moment to moment to study the chart and make sure your understand the links in the
chain.
Display Photo: Group consisting of owner, the veterinarians, the practice manager, the staff at all
levels, and clients, looking happy.

The virtuous cycle of service

As we saw implemented in the Childrens Hospital example, the goal of this model is the
creation of a virtuous cycle of service that raises levels of satisfaction for everyone in your
organization: the owner, the veterinarians, the practice manager, the staff at all levels, and of
course the clients. Looking at the diagram, you start with training and empowering staff with
customer-focused policies, procedures, and support services. This in turn enables and empowers

14

v.1 rev. 1 8/4/15

everyone in the practice to deliver excellence in customer service to clients at every point of
contact. Clients are wowed by the level of attentiveness, consideration, and competence they
experience at your practice. They become very satisfied and very loyal clients who sing your
praises, supporting higher sales and profit margins.
Display graphic: Create two graphs to illustrate text.
The authors research suggests that in service industries, customer loyalty is the most important
determinant of profitability. They estimate a 5% increase in customer loyalty can produce profit
increases from 25% to 85%. Stated another way, it costs you about five times as much money to
attract a new customer than to keep an existing one coming back for more. Before you go out
investing heaps of money chasing new clients, think about the acres of diamonds in your own
back yard.
Display Photo: Indicating excellence in customer service
Display Text:
A Culture of Customer Service: (Fade in bullet points with text)
! Everyones responsibility
! Change starts with you
! Refocus on emotional experience
! Active commitment
! Service-first policies
! Redesign of processes
! Personal example

Module 2: Establishing a customer service culture in your practice

To reap the benefits of the Service Profit chain requires the creation of a customer service
culture in every aspect of your business. And while establishing a customer service culture is
ultimately everyones responsibility, change must come from owners and veterinarians, leading
by example.
Implementation of the service-profit chain requires a shift away from an exclusive focus on
medical results to include an equal focus on the emotional well-being of each employee and
every client in your practice. This requires a commitment to active involvement in all aspects of
your business, large and small, expressing genuine and regular concern for the experience of
every client and every employee every day of the year.
In more practical terms, change flows from the service-first policies and vision you set, from a
willingness to realign processes and procedures around service principles, and most importantly,
the personal example you set in your behavior and interactions with staff as well as clients. In the
previous module we provided a sample of service-first directives from Childrens Hospital, and
in a later module well take up the redesign of processes and procedures. This module deals with
the skills and behaviors studies suggest you, and your staff, personally need to achieve
excellence in customer service.

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Display Photo: Appropriate photo of individual delivering customer service personally.
Display Text (under photo):
Customer service is very personal

Personal qualities required for excellence in customer service

Lets begin with identifying the personal qualities required to deliver excellence in customer
service. The business value of going the extra distance beyond satisfaction has been gaining
adherents among business analysts for some time now. But what does that mean in practical
terms? The answer is surprisingly straightforward and achievable by the general entrepreneur.
Display Photo: Appropriate photo of individual delivering customer service personally.
Display Text:
Creating delighted clients
! You are as good as your word.
! You communicate effectively and regularly.
! You provide clients with something new.
John Goodman of TARP, a Virginia based customer-service research firm, found that clients
associated three types of experiences as delightful, and that meeting these three criteria results in
higher levels of client retention. The three behaviors are:
! You are as good as your word.
! You communicate effectively and regularly.
! You provide clients with something new.
Lets take a closer look at what each of these experiences in more detail.
Display Text in special, large type: Be as good as your word keep onscreen for this entire
section
Display Text: (fade in with text)
Inspire Confidence
! As a doctor
! As an advisor
! As a human being

Be as good as your word

This phrase implies several important behaviors, both verbal and non-verbal. It means you
present yourself in a manner that inspires confidence in your ability as a doctor of medicine, as
an advisor to those in need, and as one human being relating to another.
Display Text: (fade in with text)
Master the room with good intentions
! You look great
! You are grateful for others time and efforts
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v.1 rev. 1 8/4/15

!

You love what you do

To be as good as your word, to learn to master the room with good intentions. Can your staff and
clients tell from your appearance and behavior that you love coming into work, that you are
happy to see them and are grateful for their efforts and time? Can they see that you love what
you do and are confident in your ability to care for your patients and advise your clients?
Display photo: exemplifying the qualities in the previous paragraph
The personal factor, the projecting of positive traits in your dress and demeanor as well as your
words and gestures is essential component in delivering high levels of customer service to your
clients. Lets take as moment for a short reflection on how well you are already aligned with this
principle.
Activity 2: Are you as good as your word?
Display: Take a moment to think about how integrated your personal behavior is with the
following measures of customer service awareness. Choose one of the following in response to
each statement: [Always, More often than not, Sometimes, Never, or Im not sure]
I always greet staff and clients with a smile.
If I say I will do something, I always follow through.
My appearance and demeanor project confidence.
I never make promises to staff or clients that I cannot keep.
I am always on time for work and for client appointments.
I am careful not to promise more than I can deliver.
I love everything about my job.
I take the time to socialize with patients before getting down to business.
I respect my clients ability to make appropriate financial decisions.
When finished with the activity, display:
More detail on managing you presence is available in our online course entitled First
Impressions: Image Management for the Veterinary Team Course.
Display Photo: Two people in conversation displaying appropriate qualities
Display Text: (fade in with text)
Communicate with empathy and responsiveness
! Focus first on the person
! Adapt to the emotional current
! Respond appropriately to the context

Communicate with empathy and responsiveness

In a culture of customer service, your primary goal towards the people you encounter during
your work day is quite simply to make them as happy as possible. This requires that you focus on
the person first rather than the task at hand. Make understanding the emotional current in any
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situation a priority and take that into consideration when delivering whatever information you
have to deliver. Notice when someone is in a bit of a hurry, when someone seems to need a hug,
as well as when someone wants their private space respected. Notice when someone needs
detailed information to feel satisfied and when some only wants emotional reassurance. The fact
is, creating a sincere and positive emotional connection with your staff and with your clients is a
vital factor in creating the kind of customer loyalty that translates into increased revenues and
profits.
Activity 3: Communication with empathy and responsiveness self-evaluation
Display Text: Take a moment to think about how integrated your communication skills are with
the following measures of customer service awareness. Choose one of the following in response
to each statement: [Always, More often than not, Sometimes, Never, or Im not sure]
Clients and staff feel free to talk with may about their concerns.
Misunderstandings are a rarity at my clinic.
I allow time in appointments for socializing with clients.
I have no qualms about responding to feelings and expressing emotion when appropriate.
When I dont have an answer I readily admit to it and offer to find a solution.
I treat my relationship with my staff and clients as the most important part of my job.
I treat my co-workers with the same level of respect, courtesy, and consideration as I do my
clients.
Its easy for clients to contact me anytime they feel the need.
Display text: When finished with the quiz, display:
More detail on communicating effectively and appropriately with staff and clients is available in
our online course entitled Communicating with Confidence Course.
Display Photo: Two people in conversation with one having a look of surprise or delight
Display Text: (fade in with text)
Provide Client with New Experiences
! Be flexible and accommodate
! Provide new medical information
! Provide services in new ways

Provide clients with new experiences

The third item the authors found essential to the experience of excellence in customer service is
providing clients with new experiences on several levels. From the personal perspective,
exceeding the clients expected level of service will be perceived as a new experience. It means,
for example, developing the flexibility to stay a little later or come in a little earlier to
accommodate a good clients schedule.
It also means providing new information relevant to the health of their pet, such as how to brush
a pets teeth at home; it means creating a pleasing and delightful physical environment in which
to operate your business. And it means providing services in new ways, such as the integration of
video imaging or other artifacts into your processes that surprise and delight your clients. In the
next module well look at this last item in more detail, discussing how to analyze your process
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and procedures with an eye to the optimization and realignment of your process and procedures
with principles of excellent customer service.
Display Photo: Vet scene with people looking really, really happy
Display Text: (fade in with text)
Service Magic
! Unexpected and surprising
! Memorable
! Reproducible and learnable

Module 3: Adding service magic to your procedures

Your clients interact with your practice on many levels. So far in this course weve dealt
primarily with the policies, attitudes, and personal skills needed to establish a customer service
culture in your practice. Now lets turn to a less obvious way to make sure the client experience
you offer is truly exceptional: how to make adjustments to your processes and procedures to
create service magic. Service magic is defined as acts of customer service that are:
! Unexpected and surprising, and therefore memorable.
Service magic is about creating pleasant surprises for clients who are weary of and perhaps
resigned to bland and impersonal service. Lets face it, a trip to the vet is not at the top of
anyones list as a preferred way to spend a Saturday morning.
! Reproducible and learnable.
You and your staff must be able to apply the same process or technique to every client, with
the same result. Its not about being exceptional in idiosyncratic ways for a single customer.
Display Photo: Expressing organization and analysis
Display Photo: Book cover

The Process Audit

Before you can enhance your processes with service magic that surprises and delights your
clients, you need a system to identify, group, and analyze your processes to determine where
service magic can be added to greatest advantage. Well use a simple system adopted from the
book Service Magic: The Art of Amazing your customers by Ron Zemke and Chip Bell
(resources tab)
Display Text:
Taking Fluffy for a Dental (over the flow chart)
Display Chart:
Create simple flow chart with boxes labeled as stated in the text.
Mapping cycles of service
The first step is creating a flow chart that identifies each point of contact or step in a particular
interaction with your client. Lets use Taking Fluffy for a Dental as an example. A high level

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cycle of service could include steps such as Making an appointment; Getting to the clinic;
Checking into reception; Performing the dental; and Exiting the clinic.
Display Text:
Getting to the Clinic (beneath the flow chart)
Display Chart:
Previous chart smaller with callout for sub chart as described in the text.
Each of the steps is then broken down into its constituent activities. For example, Getting to the
clinic could include: Getting fluffy in the car; Driving to the clinic; Parking at the clinic; and
Entering the clinic.
Display Text: Point of Contact: Parking at the Clinic (above table)
Display the following Table:
Detractors

Standard expectations

Enhancers

Parking Lot Full

There will be a space

Parking difficult to
maneuver
Must pay for parking

Parking will be easy

Space reserved for

client by name
Valet parking service

Parking lot is free of debris

Pet related mural or

artwork displayed in lot

Note to developers: if you can highlight the table according to the text, please do.
Point of contact assessment table
Each of these individual activities can then be analyzed for experience detractors, standard
expectations, and experience enhancers. The beginning of a point-of-contact assessment table for
the activity: Parking at the clinic is shown here. List situations that will negatively impact the
customer experience in the Detractors column on the left. In the center list standard expectations
for this experience common in your community. In the right-hand column list service magic you
could add to surprise and delight your clients.
Experiencing anything listed in the Detractor column will make clients less likely to visit your
office. Customer dissatisfaction, in other words. Encountering anything in the middle column
will merely prevent customer dissatisfaction. Encountering any of the enhancements, however,
will be both surprising and delightful to clients to various degrees. These enhancements
differentiate your practice from others in your community and get people talking about the
exceptional effort your clinic takes for its clients convenience and needs. Using this simple table
brings clarity regarding the total experience your clients have at your clinic and can generate
many possible enhancements you may want to implement as well as detractors you will want to
eliminate.
Display Photo: someone looking surprised
Display Text: (fade in with narration)
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When to enhance a process
! Culturally appropriate
! Streamlines process
! Bang for the buck
You can imagine how pleasantly surprised your clients would be to have the parking chore
suddenly disappear with the valet and to be able to simply get out of the car with Fluffy at the
door of the clinic and walk in! But for a number of reasons, you cant and shouldnt implement
every enhancement at every opportunity. The valet parking enhancement may be just right for
upscale clientele in inner cities where parking is a generally a nightmare but over-the-top for a
small town clinic with lots of open space. This solution also has additional payroll costs associate
with it. Likewise the art enhancement is a pleasant surprise but doesnt really make the parking
chore any easier. Offering a reserved parking space is a cut above expectations and does relieve
part of the parking worry associated with getting to your clinic. And the cost of implementation
would be quite low, so perhaps this would be the most cost-effective choice in adding service
magic to this activity.
Display Text: (fade in with narration, or display one at a time)
1. Do customers have very low expectations where a small improvement might have a big
effect on customer satisfaction?
2. Is this an activity were an enhancement would be of high value to the client?
3. Is the activity free of regulatory implications (like safety) that could restrain service
innovations?
4. Will the enhanced activity bring joy or increased fulfillment to your staff and associates
as well as the client?
5. Is the enhancement an appropriate fit with your local culture such that the client sees it as
authentic rather than contrived? In other words, if it is too weird for your clients, it is not
an enhancement.
6. Will the enhancement improve the image of your clinic?
7. Is the enhancement likely to produce long-term effects such as enhanced customer
retention and word of mouth?
The table is a tool for identifying components of the customer experience and brainstorming
possible enhancements. The second step, as we just saw is determining which enhancements are
most cost-effective to implement. There are also some general guidelines to help you decide
when and where to add process service magic and when to leave well enough alone. When
considering changes to a process, ask yourself these questions:
1. Do customers have very low expectations where a small improvement might have a big
effect on customer satisfaction?
2. Is this an activity were an enhancement would be of high value to the client?
3. Is the activity free of regulatory implications (like safety) that could restrain service
innovations?
4. Will the enhanced activity bring joy or increased fulfillment to your staff and associates
as well as the client?

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5. Is the enhancement an appropriate fit with your local culture such that the client sees it as
authentic rather than contrived? In other words, if it is too weird for your clients, it is not
an enhancement.
6. Will the enhancement improve the image of your clinic?
7. Is the enhancement likely to produce long-term effects such as enhanced customer
retention and word of mouth?
8. Does the enhancement make the process simpler or easier? If it adds confusion or makes
a process more difficult, its not an enhancement.
Display Photo: Caution sign
Display Text: (fade in with narration)
The implementation process
! Take time to plan
! Implement in stages
! Eliminate dissatisfaction first
A word of caution. The reorientation of your business from the medicine-based paradigm to one
of exceptional service will take some months. Fortunately, the processes weve described lend
themselves to incremental implementation. Yet it is prudent to make sure you are solid on the
basics of customer service satisfaction before taking on the service magic enhancement process.
Display Text in special font:
Follow-up is a process

The importance of the follow-up process

There is one process that deserves special attention, however, because of the many and
immediate rewards it brings. Were talking about the follow-up process. Many practices already
have admin staff make follow up calls to clients after a visit, or send out a generic holiday
message or birthday greeting. The service magic follow-up process is much more than this.
Display Photo: Vet NOT and admin on the talking on the phone
Display Text: (fade in with narration)
The Follow-up Process
! Not about selling anything
! Follow-up call only the first step
! Its about reinforcing trust
! Its about retaining clients
The first thing to understand about service magic follow-up is that it isn't about selling anything;
it's about building relationships and developing client loyalty. A good initial follow-up after a
service is provided will convince clients that they've made a good choice in trusting or
continuing to trust you to care for their pet. Reinforce their trust properly and the next time they
or their friends or family need veterinary services, your name will come up first. Remember that
getting business from existing clients costs a fraction of what it takes to obtain new business.

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Display Photo: same as above: Vet NOT and admin on the talking on the phone
Display Text: (fade in with narration)
The initial follow-up call
! The vet must make it
! Within 24 hours
! Express appreciation
! Gather feedback
! Follow up
The initial follow-up call
To make the best impression, the veterinarian who provided the service must make the follow-up
call, personally, and it must happen within 24 hours of service delivery. Any other option is
unthinkable in a customer service culture. In addition to confirming the pets response to the
treatment given and showing personal appreciation for the clients business, the follow-up call is
an opportunity to gather feedback on your customer service initiative by asking a few openended questions about the clients overall experience. If a complaint arises, you have the
opportunity to apologize, offer a fix, and thank them for bringing the issue to your attention.
Then tell them what you are going to do to make sure whatever the problem was will not happen
again and, of course, follow though.
Display Photo: Person at computer
Display Text: (fade in with narration)
The follow-up process
! Initial call the first step
! Ongoing program
! Separate from general marketing
Managing the follow-up process
The initial follow-up call is just the first step of a follow-up process designed to ensure customer
loyalty. Follow-up is an ongoing program to personally keep in touch with each and every client.
This personal effort is distinct from and in addition to any general awareness campaign contact
you have with clients via reminders, newsletters, or social media based on routine or seasonal
care. Managing the follow-up process consists of the following activities:
Display Text: (fade in with narration)
Schedule personalized, periodic contact
! Divide your client list into groups
! Contact one group per month
! Include content unique to each client

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Personalized, periodic contact

Develop a schedule for personalized, periodic contact with clients via phone, email, or text
designed to show clients you are concerned for the welfare of their pet and the clients wellbeing. Here is one suggestion on how to manage this process:
Divide your client list into thirds, quarters or even eighths, depending on the frequency of
contact youd like to maintain. Then each month send some type of personal message that lets
clients know you are thinking of their welfare of the welfare of their pet. This does not take the
place of a thank you card after a visit or newsletters or reminders of a generic nature the you may
be sending to clients. The message must be signed by the you and include your contact
information. Rotate this message to a different third, quarter, or eighth of your clients each
month. Remember though, that some of the content must be very specific to the client receiving
the message and only that client to retain a personalized quality. Generic form letters actually
convey the opposite message.
Display Photo: Cool shot of excel spreadsheet with client names on it
Display Text: (fade in with narration)
Schedule personalized, periodic contact
! Record details of every interaction
! Monitor social media
! Assign a dedicated resource
Tracking and monitoring systems

Establish a tracking system to make sure you follow through on these contacts and can track the
results of your follow-up efforts. In addition, include a schedule to monitor social media such as
Facebook or Yelp to respond to comments made by clients. Positive comments require an
expression of gratitude and appreciation, and negative comments require a response following
the empathize, apologize, and atone model presented in module five of this course.
It should be clear at this point that the follow-up process in a customer service culture is taken
seriously and requires a dedicated resource. Consider assigning responsibility for managing
follow-up procedures for all clients to a single individual and budget the time to allow them to
make it happen.

Activity 4: What is your current level of delivery?

Display Text: Take a moment to think about how aligned your processes and procedures are with
customer service principles. Choose one of the following in response to each statement:
[Always, More often than not, Sometimes, Never, or Im not sure]
Our customers often express surprise and delight with our services.
I personally make all our initial follow-up calls.
Our policies and procedures make it easy for customers to do business with us.
We respect our clients time in every aspect of the service process.
We regularly look at how to streamline procedures to remove obstacles to client satisfaction
We have a comprehensive follow-up process in place.
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Our customer retention figures are very high.
Display Photo: Vet staff member looking like a creative professional
Display Text: (fade in with narration)
All staff must:
! Adopt a customer-first attitude
! Love what they do
! Be empathetic and responsive
! Become over-achieving problem solvers

Module 4: Preparing employees to perform service magic

In a service organization, employees must be trained and empowered to behave in exactly the
same way that has been described for you in module two of this course. They too must adopt a
customer-first attitude, love what they do, and learn to be empathetic and responsive
communicators and over-achieving problem solvers for clients.
Display Photo: same photo as previous
Display text: Creative Professionals under photo

Developing creative customer service professionals

For this reason customer service training for your employees should emphasize their role as
creative professionals who are empowered to make decisions on-the-spot to ensure a clients
satisfaction when you or the practice manager are not immediately available. It is no longer
enough simply to be competent in their assigned job functions. There are four important actions
required to prepare your staff for full participation in any customer service initiative you choose
to undertake.
Display Photo: same photo as previous
Display Text: (fade each in with narration and bold the current one)
Four Important Actions:
! Create and get commitment to your customer-service directives
! Empower staff to provide service magic
! Poll staff regularly
! Offer goal-based incentives
Get commitment to your customer-first policy
Be clear about what you are asking of your staff. Discuss your customer service directives, ask
for feedback, the then require them to memorize their final form.
Display text (fade in with narration):
1. Work to actively listen to and communicate with the people we serve.
2. Treat them with respect and courtesy at all times.

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v.1 rev. 1 8/4/15

3.
4.
5.
6.

Demonstrate pride in your personal appearance and the appearance of our facility.
Anticipate the wants and needs of those we serve, and respond promptly.
Act to reverse negative service situations, using empathize, apologize, and atone.
Take pride in bringing a smile to each clients face with every interaction.

Remember the directives developed by Childrens Hospital discussed at the beginning of the
course? Here is a similar list that you can adapt for your practice and present to your colleagues
and employees in trainings, handbook materials, and performance reviews as the main purpose
of your practice.
1. Work to actively listen to and communicate with the people we serve.
2. Treat them with respect and courtesy at all times.
3. Demonstrate pride in your personal appearance and the appearance of our facility.
4. Anticipate the wants and needs of those we serve, and respond promptly.
5. Act to reverse negative service situations, using empathize, apologize, and atone.
6. Take pride in bringing a smile to each clients face with every interaction.
Empower staff to provide service magic
To perform service magic, you must authorize and enabled staff to take independent action to
solve client problems without the need to defer to upper levels of management. Well deal with
the details of employee empowerment in the next module of this course.
Poll your staff regularly to determine their level of satisfaction
Focusing attention on employee satisfaction is an indispensible part of the service-profit chain.
Happy, valued, and empowered employees are the only people who can deliver service magic to
your clients, so it is important to poll your employees regarding their satisfaction levels both
simply by asking them directly and through more anonymous surveys, just as you would with
clients. Taking action on reasonable requests will prove to employees that you mean business.

Offer goal-based incentives

Tying small rewards such as a group outing or lunch to increases in customer service ratings is
an additional technique to get staff fully on board for your customer service initiatives. Use
objective measures of compliance with customer service standards such as a rise in client
retention rates, a significant drop in the number of complaints on customer satisfaction surveys
or follow-up calls.
Display Photo: Dissatisfied customer

Module 5: Proactive Service Recovery

A lapse in customer service weakens the clients trust in your ability to deliver what you promise
a consistently awesome, trouble-free experience. As you may remember from the first module
in this course, this trust is the cornerstone of your clinics success in the customer service profit
chain.
Display Photo: Happy customer: preferably the same individual in previous paragraph

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Display Text: (fade in with narration, then fade 2 and 3 out on last paragraph)
Service Breakdown Process:
1. A clear, on-the-spot service-recovery process
2. A subsystem that captures and analyzed customer disappointments
3. A recycling of that information back in to the system to reduce repeat mishaps.
As with other aspects of excellence in customer service, the ability to recover from service
breakdown in a consistent manner is a the result of a planned, systematic process that begins well
before any problems arise. The process includes the creation of
1. A clear, on-the-spot service-recovery process
2. A subsystem that captures and analyzed customer disappointments
3. A recycling of that information back in to the system to reduce repeat mishaps.
VGP offers a course in client surveys that covers items two and three on this list. In this module
well focus on catching client dissatisfaction as it occurs and taking immediate action to turn a
potentially damaging situation into a success story.
Display Text: (fade in with narration)
Why Proactive:
! Avoiding unpleasantness is natural
! The dissatisfied often simply leave
! Quick action defuses dissatisfaction
! Gestures speak louder than words
! Preventing defections is under your control

Why proactive?
Its human nature to avoid unpleasantness so its not surprising that most dissatisfied clients will
shy away from directly complaining of poor service. Its much easier to avoid negative feelings
and to simply start fresh somewhere else. So in many cases you may never have the opportunity
to find out what events or perceptions caused a client to end their relationship with your clinic.
On the up side its also true that most dissatisfied customers will become loyal customers if their
complaints are handled well and handled quickly. Every customer wants to believe that their
decision to choose you to care for their pet was the right one, so they are more than willing to
forgive, not only to ratify their initial decision, but also to avoid the hassle of starting over
somewhere else.
And this is why proactive service recovery is so important. In the midst of a customer service
lapse, clients may not verbally indicate that they are dissatisfied, but their body language and
tone of voice will most certainly convey their dissatisfaction. Staff must be trained to look for
signs of dissatisfaction on-the-spot and take immediate steps to discover what has gone wrong
and offer a remedy as quickly as possible. Sertec, and Atlanta based complaint monitoring
company, reports that you can retain 96% percent of clients who experience dissatisfaction if the
issue is resolved within 24 hours.

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Display Photo: Someone calming or placating another

Training in proactive service recovery

Proactive service recovery is a process of defusing customer dissatisfaction before the client
feels the need to actually complain or simply abandon your clinic. This level of service can only
be delivered by employees who believe that their most important job is customer satisfaction,
and who are trained in the tact, empathy, and knowledge necessary to convert irate or frustrated
clients into your biggest boosters.
Display Text: (fade in with narration)
Why Proactive:
! A script
! Practical training
! Clear guidelines on what they can offer
Heres what they need from you:
! A script to guide their interaction with the client in the service recovery process.
! Practical training in each step in the process.
! Clear guidelines on what they can offer clients to resolve their issues. For example, some
practices empower their employees to offer a discount of up to 25% or offer certain
complementary services on-the-spot rather than deferring to management.
Display text: [script components appear along with narration]
The Proactive Recovery Script
Step One: Stay aware of the emotional currents in your environment
Step Two: Assume a non-judgmental, problem-solving attitude

The proactive service recovery script

The first response is always noticing that the client appears distressed and asking what the
problem is in a completely non-judgmental manner. An attitude of non-judgmental problem
solving cannot be stressed enough. Determining blame, responsibility or making excuses has
nothing to do with customer service! Your job is only to empathize, apologize for the situation,
and work out a solution that delights the client.
Any practice script is an outline of how you want an interaction to evolve. The proactive service
recovery script has three stages: empathize, apologize, and atone.
Display text:
The Proactive Recovery Script
Step One: Stay aware of the emotional currents in your environment.
Step Two: Assume a non-judgmental, problem-solving attitude.
Empathize: I notice you seem upset. Is there something I can help you with?

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Empathize
If the client has not yet voiced a concern, approach the client and inquire about their emotional
state. Say something like:
I notice you seem upset. Is there something I can help you with?
Listen empathetically to what the client has to say. Acknowledge their feelings without judgment
in word or gesture.
Display text:
The Proactive Recovery Script
Step One: Stay aware of the emotional currents in your environment.
Step Two: Assume a non-judgmental, problem-solving attitude.
Empathize: I notice you seem upset. Is there something I can help you with?
Apologize: Im so very sorry this has happened.

Apologize
Once you understand what the situation is, take responsibility for it immediately and express
how sorry you are.
Im so very sorry this has happened.
More important than the words chosen here is a sincere expression of regret conveyed in your
body language. Make the apology immediate and concise, and move on to the solution phase as
soon as the client shows signs of relaxing, but not before.
Display text:
The Proactive Recovery Script
Step One: Stay aware of the emotional currents in your environment.
Step Two: Assume a non-judgmental, problem-solving attitude.
Empathize: I notice you seem upset. Is there something I can help you with?
Apologize: Im so very sorry this has happened.
Atone: What can we do to make up for this?
Atone
Include the client in the solution-finding process. Ask:
What can we do to make up for this?
Working with the client to come to a fair resolution gives a sense of control back to the client
who feels they have be abused in some way by your practice. If youve acknowledged the
clients pain and apologized sincerely, most clients will accept a small, reasonable gestures as

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appropriate compensation for their experience of undue inconvenience or disrespect. But when
practicing excellence in customer service, you should then offer a bit more than they expect.
Display Photo: Vet on the phone image from previous discussion of follow-up
Display Text: (fade in with narration)
I understand we failed to [describe problem]?
Again, Im sorry this happened
Im calling to confirm that [describe solution]
Is there anything more we can do?
Follow-up contact script
Needless to say, once agreed upon the solution should be implemented as quickly as possible.
But that it is not the final step. You must confirm with the client that they are indeed satisfied, if
not delighted, with the solution. The follow-up contact should come from the doctor, whether
you were involved in the solution or not. Here are some phrases to use in the follow-up call
regarding a lapse in service.
I understand we failed to [describe problem]?
Again, Im sorry this happened
Im calling to confirm that [describe solution]
Is there anything more we can do?
Display Photo: Training session
Display Text: [fade in with narration
Practice
! Using real cases from your files
! Role play, role play, role play
! Awareness of body language
! Apologizing sincerely
! Offering atonement

Practice with real cases

One approach is the use the script with real customer service breakdowns taken from your files.
Be sure to include cases where the client is clearly responsible for their own predicament to
make it abundantly clear to your staff that assigning blame is not part of the process at any time
Employees act out responses in an interactive manner, assuming the role of the aggrieved client
as well as various roles within the organization.
Practice awareness of body language
Your staff needs to recognizing trouble before it erupts into a confrontation. To be empathetic in
the service recovery sense, teach your staff to look for certain body language that indicates anger
or frustration. Include facial expressions and body positions and movements indicating
impatience, frustration, and boredom. Make sure they understand that monitoring clients in the
office for signs of discomfort or boredom is an important part of their job.
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Practice apologizing
Just about everyone knows how to utter apologetic words. But some people sound more sincere
in their apologies than others. Sincere apologies are more about body language and tone of voice
than choice of words. Work with staff on body language and tone of voice in delivering an
apology, and asking them to identify and practice body language that indicates insincerity as well
as its opposite.
Practice offering atonement
Make responsible freedom a cornerstone of your recovery training. Knowing what and how
much to offer as atonement is a skill your training should spend a good amount of time
developing in staff. They need guidelines from you on what they are authorized to offer clients.
What sort of comps can they offer? What discounts can they offer? On which services?

Conclusion
Excellence in customer service, and particularly in service magic, are key to differentiating your
practice from your competitors, creating an amazing work environment for your employees, and
raising your revenues and profit margins to superior levels. Incorporating as strong customer
service directive into the vision of your practice creates a perpetual cycle of satisfaction and
profit that is the goal of any business venture.

Action Plan
In the Resources section of this course, weve included tools to make it as easy as possible for
you to implement the concepts weve presented: a sample list of customer service directives for
your to adapt to your practice, a sample cycle of service flow chart you can use to map the major
steps involved in the provision of a service from a clients point of view, a sample point of
contact assessment table for examining the possible experiences your client may have at any step
of their interaction with your clinic, a proactive service-recovery script for use in training staff to
deal with lapses in customer service, and several references for further reading on relevant
topics.
Remember the key takeaways from this course that may help you formulate your next steps:
Excellent in customer service creates a cycle of satisfaction benefiting everyone who comes in
contact with your practice and is directly linked to higher client loyalty, revenues, and profits.
Achieving this cycle of satisfaction involves an expansion of in policy away from a singular
focus on medical outcomes to include the customer experience on an equal footing. As a team
effort, setting a personal example and training staff personally is essential for success.
While the content is fresh in your mind, review your notes and write an initial action plan. Click
here now to complete the Action Plan Worksheet.
Display:
Next steps:
Write your action plan.
To implement an awareness calendar in my practice, I will:

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Do this today:
Do this in the coming week:
Do this in the coming month:
[end worksheet]
Congratulations! You have finished the online course, Awareness Campaigns.

Resources
Tools and Templates
Sample Customer Service principles (Word doc)

A seven-point list for you to adapt and use in your trainings, handbook, and performance
reviews.
Sample cycle of service (flow chart in Word doc)

This flow chart shows the major steps involved in the provision of a service from a clients point
of view. Mapping out your processes in this manner sheds light on what . .
[link to document]
Sample Point of Contact Assessment Table (Word doc)

Use this table to examine the possible experiences your client may have at any step of their
interaction with your process.
A proactive service-recovery script (Word doc)

For use in training staff to handle lapses in customer service.

Putting the Service Profit chain to work, (https://hbr.org/2008/07/putting-the-service-profit-chain-towork/ar/2)

Online article explaining the Service Profit chain in detail.

Service Magic, the Art of Amazing Your Customers, Ron Zemke and Chip Bell, 2003

Reference book explaining the implementation of service magic in more detail.

Create value by connecting emotionally with Clients (https://www.youtube.com/watch?v=gAGluZT0rvY)

Short video by Shawn McVey explaining the idea of perceived value.

10 Dos and Donts of Good Client Service (Situations for role playing customer service lapses)

Situations for role playing lapses in customer service.

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Deleted resources

Service Providers
McVey Management Solutions

For training on how to communicate effectively as a leader in your practice, contact McVey
Management Solutions at 888-759-7191 or admin@mcveymanagementsolutions.us. McVey
Management Solutions provides VGP members with a 25% discount on training programs, as
well as a 20% savings on speaking services and virtual consulting services.

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