ATHENS COLLEGE Maranhenses - FAME

Quality in Customer Service:

As customer loyalty
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Excellence in Customer Service
Fundamental Principles:
The company is totally committed to providing excellent customer service and i
s the main center of attention throughout the enterprise; All employees are aw
are and committed to the vision of excellence in customer service; Providing t
he highest level of service customer, and Systems and procedures are designed
to give impetus to the customer.
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Customer Focus
Customer First Application for customer and market segmentation and market cover
age Communication with customer relationship management customer management prob
lem customers Measurements Customer feedback
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The Paradigm of Customer Focus
The customer in the future will be largely responsible for
pressures on firms Attending the client is: Meeting the requirements. Exce
eded expectations. Anticipate your needs. You may not always be right, but m
ust always be heard It is much cheaper to preserve an old customer than get a
new customer. "Every employee is an ambassador of the company"
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Who are your customers?
End Clients: People who will use your product or service on a day-to-day and a
s you expect - will be delighted.
Customers intermediaries:
These are usually distributors or dealers that make their products and services
available to the end customer
Internal clients:
We are a chain, in which all links are interdependent. There is no job more impo
rtant than another. For all
chain works well, it is necessary that each link in the right place at the right
time and doing the job right.
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Satisfaction
Processes
People
Products and Services
"You forgive almost anything but not well attended. Even when everything goes we
ll, the customer feels more satisfied when their channel of communication with t
he provider is efficient and suitable for their needs. "
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Cultural Change Customer
PRES.
Line Management: Personnel Board
Personal line Management Board
PRES.
Customers
Decentralized administration more power to those employees who deal with custome
rs
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C l i e n t e s
Moment of Truth
The quality experienced by the client is created in the moment
Indeed, when the service provider and client encontramse interacting face to fac
e. moment of truth is every time the customer comes into contact with the prod
uct or services company. If at that time the customer is satisfied with qualit
y, certainly the images of the attendant, who works in the department and the co
mpany will be positive. The Moment of Truth ranks: Tragic Apathetic Ench
anted (or magic)
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Moment of Truth and Cycle Service
Interactions: 2. Case 3. Technology or four places. Staff 5. Other clients
Duty cycle (Client)
Home Wins cycle access to the site will find parking space walks to the door and
is greeted enters asked directions to the employee going to stand in line Choos
es film enters service check out the goodies Choose Delivery Does payment proces
sing portfolio awaited movies Receives Receives greeting Sai farewell store walk
s to the car Get End of cycle parking M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13
M14 M15 M16 M17
Criterion (s) principal (s)
Home Comfort cycle access availability, security, speed, Support Services, Custo
mer friendliness, competence, comfort, quality and speed, flexibility - choices
speed, comfort and quality, flexibility - Flexibility Speed Service options - me
ans of payment, cost, speed Attendance, sympathy Security Security, speed Access
End of cycle
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Dimensions of Service Quality
Dimensions of quality of the services of the service quality dimensions of avail
ability, accessibility, courtesy, helpfulness, competence, availability, accessi
bility, courtesy, helpfulness, trust, confidence, competence, objectivity. commu
nicability.
Communications "word of mouth" Service perceived expected service needs personal
past experiences External communications to customers satisfaction Training Hig
h favorable attitude change behavior desired
Quality of service
Formation of low satisfaction nasty attitude change unwanted behavior
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Satisfaction No change No change of attitude behavior
Dimensions of Service Quality
Definitions of quality of services offered by Zeithaml, Parasuraman and Berry:
1 - Reliability: Ability performance of the service offered with rigorous contro
l. 2 - Level A: Willingness to guide customers and provide prompt service.
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Dimensions of Service Quality
3 - Competence: Knowledge of skills and knowledge of the service. 4 - Courtesy o
f Education, respect, consideration and friendliness of contact personnel. 5 - R
eliability: Reliability and honesty of the service provider.
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Dimensions of Service Quality
6 - Safety: None of the danger, risk or doubt. 7 - Access: Easy to contact. 8 -
Communication: Keep the customer informed in language they can understand and li
sten.
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Dimensions of Service Quality 9 - Knowledge of consumer / customer: Make effort
to know customers and their needs. 10 - Tangibility: Appearance of facilities, e
quipment, personnel and communication materials.
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What motivates customer behavior?
YOUR NEEDS ...
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Hierarchy of Human Needs
The m M Hu TI VA TION an O
Creativity = self-realization, self-development ... Ego or Esteem = Self-confide
nce, independence = Feelings Social acceptance, friendship ... Security = Protec
tion and his family, stability ... = Physiological survival, food, clothing and
shelter
Maslow
Cr SA cim es en IT TO SF CA
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ION
of
If r
Hierarchy of Customer Needs
?
Customer Success Unexpected
Wanted
Basic
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EVO
Expected
LUC
ION
The Dimensions of Customer Needs
Quality Results Process Quality Quality Quality Compliance Quality Aff
ective Interaction and Wellness
James Tebul 1991
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The GAPs Quality
Conceptual model that demonstrates how quality manifests itself in the service s
ector. This model is used for fault analysis of service quality and to assist ma
nagers to identify needed improvements.
Zeithaml, Parasuraman and Berry
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The GAPs Quality
1 Managerial Perception Gap: where quality expectations are perceived inaccurate
ly. This gap usually occurs by the lack of information for a proper analysis of
customer demand, market research is, in this section, a strong ally for its corr
ection, because when properly planned and executed, clearly reflects these items
demand.
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The GAPs Quality
Gap 2 - Specification of quality: when, if known customer demands, the specifica
tions are standardized inappropriately. This occurs when the planning is poor: i
nadequate procedures, unclear goals, lack of commitment of top management in pla
nning quality.
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The GAPs Quality
Gap 3 - Service Delivery: when quality specifications are not the same that make
up the service. This gap is present by a lack of training for implementation of
these specifications, so that staff understand the procedures and comply with t
he specifications. The care in choosing the appropriate technology to facilitate
the performance specifications, as well as the involvement of all through a man
agement that motivates the group, facilitators are to obtain the expected result
s.
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The GAPs Quality
Gap 4 - Communication with the market: when the market receives information inco
nsistent with the services delivered. We can characterize the occurrence of this
gap for non-conformity with the specifications of the operations, for planning
communications dissociated from service operations, lack of honesty in disclosur
e and even lack of coordinated communications. The alignment of all sectors that
involve the macro process of service, ethics and transparency in information di
sclosed is the best antidote for this Gap.
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The GAPs Quality
Gap 5 - Quality of Service: Perceived than expected by the perception that
when the customer has
service. This gap is regarded as more important, because through its analysis al
lows for better strategies to guarantee satisfaction of service provided.
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Quality Improvement in Services
Decreasing the Gaps
Perception Management
Delivery of Services
teamwork adequacy of the official function of perceived control by the official
recognition and evaluation role conflict in the official role of uncertainty in
the official
Communication with the market
GAP 3
horizontal communication tendency to promise more than can
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GAP 4
Perceived Quality of Services
Parasuramen, A., Zeithaml, V.A., Berry. L.L.
GAP 2
Delivering Quality Service: Balancing Customer
commitment of management perception of the viability padroniação task setting go
als
Perceptions and Expectations. The Free Press, 1990.
Quality Specification
QUALITY OF SERVICE GAP 5
market research vertical communication management levels
GAP 1
Attending to Customer Needs
Interaction with the customer need additional minimum requirements
Availability Patio clean and tidy type of fuel required to queue Paper tow
els will stand for the acceptable size. buy fuel to clean hands ready and sympat
hetic Service Good lighting at night Go to "A" to "B" in Call scheduled
appointments. nice and helpful the taxman Availability of seating and not very
crowded bus clear and accurate warnings to be informed if any problems.
Travel by Bus
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As customers change?
Lower Quality of Care Received = 70% Lack of Personal Attention = 30% = 30% Prod
uct Quality Service Quality = 70%
Your expectations:
3R + V
Value of Trust - I can tell you with Fast Response - You are quick to offer solu
tions Relationships - it's easy to do business with you
+
Value - you add value to my business
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Reasons for excellence in customer service
The client always well looked back. The customer service staff has 70% o
f the responsibility for customer satisfaction. Not always get a second chance t
o impress. Effective relationships with customers, combined with the technical q
uality and fair price, strengthen public opinion favorable to the Company. Favor
able public opinion raises profits and good working relationships increase produ
ctivity. Retrieve the client will cost at least 10 times more than keeping it. E
very unhappy customer account for about 20 people, while happy to have only five
.

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Because if a customer loses
death 1% 3% change
5% adopt new habits 9% thought the price too high 14% are disappointed wit
h the quality of products
68% are dissatisfied with the attitude of staff (poor quality of service)
U.S. NEWS AND WORLD REPORT

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Skills
The 15 core competencies for front line first - develop the confidence and loyal
ty. 2 - Put yourself in the customer = empathy. 3 - Communicate well. 4 - Master
ing the tension. 5 - Watch. 6 - Always be alert. 7 - Work well in teams. 8 - Dem
onstrate confidence and loyalty.
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Skills
The 15 core competencies for front line 9 - Demonstrate personal motivation. 10
- Resolve problems. 11 - Maintain professionalism. 12 - Understand the company a
nd the industry. 13 - Conserve energy. 14 - Apply the knowledge and technical sk
ills. 15 - Organize the work activities.
Source: International Learning
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Customer Complaints
Ten tips for dealing with customer complaints Let the customer speak
Say sorry for what happened Listen carefully examine the facts learned to
ask questions Keep an open mind Do not argue, nor be defensive Try to find
out what solution the customer wants Concentrate on what can and explain what
It can not impose a solution Always make a resume and make sure the client
understood and agree
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That irritation can be avoided?
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Promise and not fulfill Indifference and unkind attitudes not hear the customer
say that he has no right to be "Awesome" Acting with sarcasm and arrogance Quest
ioning the integrity of the client to discuss with the client not to return to t
he client Using inappropriate words present appearance and posture little Profes
sionals
What do angry customers?
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Be taken seriously. Be treated with respect. What action is taken immediately. G
ain compensation / restitution. See who punished or reprimanded Wrong with them.
Clear up the problem, that never happens again. Be heard.