0% found this document useful (0 votes)
23 views

Basic Customer Relations

This document provides guidance on developing a customer-oriented service culture for public offices and employees. It discusses the importance of treating customers with integrity, responsibility, loyalty, and efficiency. It contrasts a bureaucratic service culture with a customer-oriented one and provides tips for improving service delivery, keeping customers satisfied, understanding customer perceptions, and conducting self-analysis.

Uploaded by

Abdulmajeed
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
0% found this document useful (0 votes)
23 views

Basic Customer Relations

This document provides guidance on developing a customer-oriented service culture for public offices and employees. It discusses the importance of treating customers with integrity, responsibility, loyalty, and efficiency. It contrasts a bureaucratic service culture with a customer-oriented one and provides tips for improving service delivery, keeping customers satisfied, understanding customer perceptions, and conducting self-analysis.

Uploaded by

Abdulmajeed
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 34

Orientation On

Basic Customers
Relation

Department of Education, Division of


Misamis Oriental
October 8, 2015

1
What is the importance of
developing a customer-
oriented service culture?

2
“Public Office is a public trust.
Public officers and employees
must at all times be accountable
to the people, serve them with
utmost responsibility, integrity,
loyalty, and efficiency…”

(1987 Constitution of the Philippines, Article XI, Section 1)

3
BUREAUCRATIC SERVICE CUSTOMER-ORIENTED
ARENA OF CHANGE
CULTURE SERVICE CULTURE

discriminated CUSTOMERS special

mediocre QUALITY high quality

myopic INNOVATION open to change

unclear PROCEDURES updated/transparent

autocratic LEADERSHIP democratic

buck passing ACCOUNTABILITY command responsibility

4
4 Kinds of Treatment
1. Friendly and Caring
People want to feel that
their needs are important
to you and your
organization and that
they are treated in a
friendly way. This
includes such simple
things as giving
information and
answering questions.
5
2. Flexible
People want the person
who helps them to be
able to “go around” the
system, if necessary,
and
to make it work for
them when the present
situation does not
totally meet their
needs. 6
3. Problem Solving

When people have problems


that need some attention,
they want to know that you
are able to figure out a
solution. They want to know
that they will not be
transferred or shuttled
around and left feeling that
they are responsible for
taking care of their problem.7
4. “Error” Recovery
When a mistake is made, people
want it to be taken cared of
immediately and to their
satisfaction, It is not as if people
expect perfection, actually may
people are quite considerate of
the realities of human systems
and the potential for honest
mistakes being made. What they
want is some kind of quick
response that recognizes that a
mistake has been made and every
effort is being made to correct it.
8
Who is the customer?

Anyone internal or external to the organization for whom


your work, products (results, outputs) or services (expertise,
knowledge) are produced or intended.

Anyone whose success or satisfaction depends on your


action.

9
Four Types of Customers
Individuals or organizations who avail themselves of your
Direct : products (results, outputs) or services (expertise, knowledge)
for their personal or organization’s use.
Individuals or organizations that benefit from your products or
Indirect : services through another party or from a direct customer.
Another person, your boss, a group of peers, another division
or another department within the organization that depends
on products or services you provide.
Internal : An individual, a group of individuals or another organization
outside of your organization that depends on products or
services you provide.

External :

10
Customer Expectations
…how the customer wants to be treated and
have his/her needs satisfied.

Example:

“Asking for directions inside the building.”

Customer Expectations:

There’s an “information” person


No line or short wait in line
Information person is knowledgeable and patient
Directions or signage are clear and easy to understand
Directions accurate
11
Try to think of actual experiences you have had, not only
with government agencies, but from the perspective of a
customer who has needs and wants. Think of what makes
the service really memorable.

12
Ways to Improve Service

Ask your customers for input.


Ask fellow employees in the work unit.
Revisit your service vision, values, strategies, standards and
performance pledges.
Examine your service delivery cycles.
Continuously educate management and staff.
Analyze key customer contact points

13
Review processes, practices, procedures and
policies regarding your work.

Look for ways to streamline and simplify.

Inform and educate your customers.

14
Keeping the customer satisfied
Availability – you respond when they need you.

Understanding Needs – you know your customer’s business.

Cooperativeness – you do what’s necessary and beyond.

Helpfulness – you take those extra steps to keep the customer


happy.

Timeliness – you deliver at the time when service is needed.

Professionalism – you behave and act in an ethical manner.


(5S of professionalism – Standard, Skills, Spirit, Specialized
Knowledge & Supportive Environment )

15
5S of Professionalism
Standard

Supportive Environment
Specialized
Knowledge

Spirit,

Skills,
Keeping the customer satisfied

Follow up – you keep the customer advised.

Problem Solver – you identify potential


problem areas, solve them and handle change.
Quality – you deliver what the customer
expects.

17
UNDERSTANDING
Customer Perceptions and Satisfaction

PERCEPTIONS SATISFACTION

To produce customer satisfaction:


* Make the customer feel important.
* Service quality is largely determined
* Listen and respond to customer’s
by customer perceptions – their
feelings.
beliefs about what they’re GETTING * Ask for and offer suggestions.
compared to what they EXPECTED.
* Acknowledge customers.
* Perceptions are highly subjective.
* Perceptions may not be logical,
* Clarify details about each specific
accurate, or fair, but they’re real and
situation.
they’re powerful. * Meet (or exceed) customer’s
needs.
* Make sure the customer is happy
with what s/he gets.
* Appear trained and prepared.
* Follow-through.
18
Methods of Determining Customer Perceptions
and Degree of Satisfaction

Written satisfaction surveys


Phone surveys
One-on-one interview with key informants
Point of service comment cards
In-depth focus group discussion
Direct customer feedback
Suggestion boxes

19
Understanding Ourselves
and the customers

20
*Specific words and actions of
customers that drives us service
providers “crazy”

*Specific words and actions of service


providers that drives customers
“crazy”

21
Transactional Analysis in the workplace

1. Parent
a. Critical parent b. Nurturing

– Judgmental
– Protective
– I’ll take care of it
– Condescending
– Let’s not argue
– I know best
– Arm around
– Always, should, never
– “mom”/”dad”
– Can’t please
– Feel like and pointing finger

3. Child
2. Adult
– Free expression
– Unemotional/factual
– Spontaneous
– What/who/when/how
– Gut level emotion
– Give and ask for ideas and – Manipulative
opinions
– Self-absorbed
– Problem-solver
– Know-it-all
22
* Definitions of Types of Transactions

1. Parallel
In a parallel transaction a person sends a direct message to
someone and the sender gets an expected response. This
can occur between any two ego states. When the response is
expected, the transaction is complimentary and the lines of
communication remain open and uninterrupted.
Examples:

P P P P
A A A A
C C C C
X: Are you attending the X: Let’s call in sick
Staff Meeting this morning? tomorrow.
Y: Yes, I plan to attend. Y: Great. It should be a
great day to go off.
23
2. Crossed
A crossed transaction occurs when the sender is met with
an unexpected response. When this takes place, the
transaction may become blocked and communication may
be closed off or diverted. In this state, people may become
angry, confused or withdrawn.
Examples:

P P P P
A A A A
C C C C

X: Are you attending the X: Let’s call in sick


Staff meeting this morning? tomorrow?
Y: Why are you always Y: You shouldn’t be
checking on me? breaking the rules
by calling in sick
when you are not
sick.
24
3. Ulterior
Ulterior transactions occur when a person appears to be
sending one kind of message but is actually sending another
kind of message in disguise. Sometimes the tone of voice or
body language will convey the real message. This sort of
transaction is undesirable.
Examples:
P P P P
A A A A
C C C C
X: Ms. Madlangbayan, the policy X: Mr. Olaño where
of this agency is to pay clerical are the data sheets
staff P300.00 per day. from the Accounting
Department.
(Ms. Madlangbayan, this agency (Mr. Olaño, why don’t you
is paying you P300.00 per day handle your work like
That’s a lot of money for the you are supposed to.)
kind of work you’ve been
turning out.) 25
Attitude is your mental
position with regard to facts –
or more simply, the way you
view things.

26
1. Your attitude toward customers influences your behavior. You
cannot always camouflage how you feel.
2. Your attitude determines the level of your job satisfaction.
3. Your attitude affects everyone who comes in contact with
you, either in person or on the telephone.
4. Your attitude is not only reflected by your tone of voice, but
also by the way you stand or sit, your facial expression and
other non-verbal ways.
5. Your attitude is not fixed. The attitude you choose to display is
up to you.

27
FUNDAMENTAL SKILLS IN CUSTOMER
INTERACTION

3 CRITICAL TYPES OF CUSTOMER


INTERACTION:

1. Dealing with Complaints


2. Saying “No” without
antagonizing
3. Handling difficult people

28
LISTEN

* Paraphrasing
*Ask Questions for
clarification
*Reflecting on Feelings
*Summarizing

29
ACKNOWLEDGE

*Good eye contact


*Nodding
*Non-verbals: body and voice
*Sub-verbals
*Focused attention
30
TECHNIQUES IN DEALING WITH
COMPLAINTS
*Allow customer to vent . . .
*Apologize
*Educate the customer
*Ask open questions
*Explain action
*Thank the customer
*Under promise, but sometimes over deliver
*Write complaints down
*“Escalate concern” to emphatize
31
TECHNIQUES IN SAYING “NO” WITHOUT ANTAGONIZING

*Use warm and cooperative voice


*Explain why
*Eliminate jargon
*Be courteous
*Restate policy
*Give benefit to customer first
*Suggest alternatives
32
33
PRAYER BEFORE STARTING WORK
Our loving God, as we begin our work, we bring Your presence with us.
We speak Your compassion, Your grace, Your mercy,
and we ask you to share Your gift of peace.
We acknowledge Your power over all that will be spoken, thought, decided
and done throughout this day.
Anoint our projects, ideas, and struggles, so that even our smallest
Accomplishment may bring You glory.

Lord, when we are confused, guide us.


When we are discouraged and losing hope, energize us.
When we are burned out, infuse us with the light of the Holy Spirit.

May the work that we do and the way we do it bring faith, joy,
and a smile to all that we come in contact with today.
Bless our family, our home, our nation.
May truly care for the earth and the community of life
as we try to promote your dream for justice and liberation.

In the Name of Jesus we pray,


with much love and Thanksgiving.....
34
Amen.

You might also like