Some typical examples of poor service:

1. Government agencies that emphasize paperwork rather than personal service. And many federal offices have almost incomprehensible voice mail systems.
2. Hospitals whose first concern seems to be patients' finances rather than healing.
3. Car dealers who are only open for sales and service when their customer have to be at work.

Many managers take the wrong approach to building customer loyalty. They work on customer service - defined by the organization. But the emphasis should be on customer satisfaction - defined by the customer. To build customer loyalty, you must focus on customer satisfaction.

The only way to know what your customers want is to ask them. Both qualitative and quantitative research is helpful. Build a customer satisfaction model. Ask managers and employees what customers want, and then determine what employee behaviors will deliver it. The next step is to ask customers to review the model and make changes.

Often the internal model is not what customers want. A hotel industry story illustrates this. A seminar group was asked to create a model of the service they wanted during coffee break. Then their trainer asked hotel management and service employees what was important in setting up coffee service.

Hotel people said coffee should be of highest quality and well brewed, served in polished urns with attractive china on a well-arranged table. What did their customers want? None of the above. They wanted fast service - no long lines. And they wanted phones and restrooms nearby. Not a single item hotel people considered important for good service was valued by their customers!

Is customer service worth the trouble? A loyal customer spends about $150,000 over a lifetime with a car dealer. Does it make sense to argue over a $100 part? American Express research says a loyal customer spends about $180,000 over 10 years - employees make extraordinary efforts to keep them happy. Service is so good that U.S. citizens in trouble overseas are far more likely to call American Express than the U.S. Embassy.

Poor service causes 42% of customers to switch banks. Only 14% of car owners switch dealers because of the cars - 68% switch because of "indifference" from sales and service employees.

Good service creates legends - and profit leadership.

• Federal Express spawned an industry by providing a new customer service - reliable overnight delivery.
• Nordstrom's chain of fashion specialty stores saw sales skyrocket 700% in 10 years while profits soared nearly as fast.
• Embassy Suites beats competition almost every way and is growing 10 times faster than the hotel industry. It has been rated first by Consumer Reports readers against both mid-priced and high-priced chains.
• Scandinavian Airlines saw its bottom line change from an $8 million loss to $72 million in profits 18 months later, following a $30 million investment to change its business approach and focus on service for the business traveler.

Smart managers encourage people to complain to the company and make it easy for them to do so because:

• Complainers are more likely than non-complainers to buy from the organization again - even if their problems aren't resolved.
• 54-70% of complainers remain loyal to organizations when complaints are well handled; 95% will do business again if problem is resolved quickly.
• Complainers whose problems are resolved tell five others about the good service they received.

Creating a service organization Building customer loyalty means creating a customer-centered management and staff. Service leaders typically do the following:

1. Research. Excellent customer service professionals know that you begin with open-ended questions, focus groups and other non-directive methods to find out what customers really value and want from the organization. Common research mistakes include asking the wrong questions. One failure mode is to ask staff to brainstorm a list of service attributes, then turn them into a customer questionnaire. This approach gives you data for developing a service strategy that supports the existing approach.
2. Develop a service strategy. Create a simple, long-term strategy focused on customer needs based on your research. It is difficult to provide excellent service to more than one market segment. Liz Claiborne and Frito-Lay concentrate on storeowners, not consumers; Scandinavian Airlines and Embassy Suites target business travelers. Shelby Williams Industries sells chairs only to hotels and restaurants. (It owns the largest share-20% - of a tough commodity market.) Every aspect of American Express service is shaped by research. Frequent focus groups and two-hour follow-up interviews are used to develop 4-page customer satisfaction surveys which are sent to 12,000 customers annually.
3. Encourage two-way communication. It is an essential foundation for building employee and customer satisfaction. Managers and executives must model the behavior they e
   References: Choose Wisely
   Sophisticated job seekers know and understand that sometime during the interview and hiring process you will be asked to supply references. With this in mind, here are five concepts to focus on in developing your reference list.1. References should be RELEVANT: The worst references are personal in nature. Do not provide your Uncle Charlie, your best friend or any other relatives or acquaintances. Provide references that have worked with you, worked for you, or have directly supervised you. References should be able to explain your specific job duties and responsibilities, accomplishments and work product. They should be able to define not only your role inside the organization, but also your ability to meet or exceed expectations as a co-worker, boss, or subordinate. Make certain that references are familiar with all relevant dates of employment at their respective company. If necessary, send them a current copy of your resume and any cover letters that you are using in your job search. References must have pertinent information for the reference seeker. Details, details and more details will certainly help your ch
   is helpful. Build a customer satisfaction model. Ask managers and employees what customers want, and then determine what employee behaviors will deliver it. The next step is to ask customers to review the model and make changes.

   Often the internal model is not what customers want. A hotel industry story illustrates this. A seminar group was asked to create a model of the service they wanted during coffee break. Then their trainer asked hotel management and service employees what was important in setting up coffee service.

   Hotel people said coffee should be of highest quality and well brewed, served in polished urns with attractive china on a well-arranged table. What did their customers want? None of the above. They wanted fast service - no long lines. And they wanted phones and restrooms nearby. Not a single item hotel people considered important for good service was valued by their customers!

   Is customer service worth the trouble? A loyal customer spends about $150,000 over a lifetime with a car dealer. Does it make sense to argue over a $100 part? American Express research says a loyal customer spends about $180,000 over 10 years - employees make extraordinary efforts to keep them happy. Service is so good that U.S. citizens in trouble overseas are far more likely to call American Express than the U.S. Embassy.

   Poor service causes 42% of customers to switch banks. Only 14% of car owners switch dealers because of the cars - 68% switch because of "indifference" from sales and service employees.

   Good service creates legends - and profit leadership.

   • Federal Express spawned an industry by providing a new customer service - reliable overnight delivery.
   • Nordstrom's chain of fashion specialty stores saw sales skyrocket 700% in 10 years while profits soared nearly as fast.
   • Embassy Suites beats competition almost every way and is growing 10 times faster than the hotel industry. It has been rated first by Consumer Reports readers against both mid-priced and high-priced chains.
   • Scandinavian Airlines saw its bottom line change from an $8 million loss to $72 million in profits 18 months later, following a $30 million investment to change its business approach and focus on service for the business traveler.
   How do dissatisfied customers behave? Managers still tend to think their customers are satisfied because few complaints come to their attention. Classic research conducted during the Carter Administration revealed 96% of dissatisfied customers do not complain. Smart managers use this research. They know that for every complaint, there are about 25 other customers with the same problem. If the problem is not resolved, they know that people with problems will tell 10-20 people.

   Smart managers encourage people to complain to the company and make it easy for them to do so because:

   • Complainers are more likely than non-complainers to buy from the organization again - even if their problems aren't resolved.
   • 54-70% of complainers remain loyal to organizations when complaints are well handled; 95% will do business again if problem is resolved quickly.
   • Complainers whose problems are resolved tell five others about the good service they received.
   The cost of getting a new customer is 3-5 times the cost of keeping an existing one. Yet most organizations spend 80-90% of their marketing budgets seeking new customers.

   Creating a service organization Building customer loyalty means creating a customer-centered management and staff. Service leaders typically do the following:

   1. Research. Excellent customer service professionals know that you begin with open-ended questions, focus groups and other non-directive methods to find out what customers really value and want from the organization. Common research mistakes include asking the wrong questions. One failure mode is to ask staff to brainstorm a list of service attributes, then turn them into a customer questionnaire. This approach gives you data for developing a service strategy that supports the existing approach.
   2. Develop a service strategy. Create a simple, long-term strategy focused on customer needs based on your research. It is difficult to provide excellent service to more than one market segment. Liz Claiborne and Frito-Lay concentrate on storeowners, not consumers; Scandinavian Airlines and Embassy Suites target business travelers. Shelby Williams Industries sells chairs only to hotels and restaurants. (It owns the largest share-20% - of a tough commodity market.) Every aspect of American Express service is shaped by research. Frequent focus groups and two-hour follow-up interviews are used to develop 4-page customer satisfaction surveys which are sent to 12,000 customers annually.
   3. Encourage two-way communication. It is an essential foundation for building employee and customer satisfaction. Managers and executives must model the behavior they
      How To Be Successful With Legitimate Work At Home Employment
      There many people who want to find jobs online uk. These people would like to work from home but they have no idea what it really entails. These people need to know that although they work from home, they still have to Work. Work at home does not means just stay at home in your pajamas and have money delivered to you.If you are looking for legitimate work at home employment, then there are some things that you need to consider in order to be successful with an honest work from home job. Those people who want to work from home must set a work schedule. Otherwise people will always find something else to do at home. Therefore set an schedule is very important.Another thing to consider when you work from home uk is that you need to choose a space in your house to use for the jobs online uk that you will do at home. You must have a place to do your work and only your work. Remember that the place that you choose will be your work office. You need to have a place with a computer, telephone, internet access, fax, print machine, etc. where you can do your work.You must know that when y
      .S. citizens in trouble overseas are far more likely to call American Express than the U.S. Embassy.

      Poor service causes 42% of customers to switch banks. Only 14% of car owners switch dealers because of the cars - 68% switch because of "indifference" from sales and service employees.

      Good service creates legends - and profit leadership.

      • Federal Express spawned an industry by providing a new customer service - reliable overnight delivery.
      • Nordstrom's chain of fashion specialty stores saw sales skyrocket 700% in 10 years while profits soared nearly as fast.
      • Embassy Suites beats competition almost every way and is growing 10 times faster than the hotel industry. It has been rated first by Consumer Reports readers against both mid-priced and high-priced chains.
      • Scandinavian Airlines saw its bottom line change from an $8 million loss to $72 million in profits 18 months later, following a $30 million investment to change its business approach and focus on service for the business traveler.
      How do dissatisfied customers behave? Managers still tend to think their customers are satisfied because few complaints come to their attention. Classic research conducted during the Carter Administration revealed 96% of dissatisfied customers do not complain. Smart managers use this research. They know that for every complaint, there are about 25 other customers with the same problem. If the problem is not resolved, they know that people with problems will tell 10-20 people.

      Smart managers encourage people to complain to the company and make it easy for them to do so because:

      • Complainers are more likely than non-complainers to buy from the organization again - even if their problems aren't resolved.
      • 54-70% of complainers remain loyal to organizations when complaints are well handled; 95% will do business again if problem is resolved quickly.
      • Complainers whose problems are resolved tell five others about the good service they received.
      The cost of getting a new customer is 3-5 times the cost of keeping an existing one. Yet most organizations spend 80-90% of their marketing budgets seeking new customers.

      Creating a service organization Building customer loyalty means creating a customer-centered management and staff. Service leaders typically do the following:

      1. Research. Excellent customer service professionals know that you begin with open-ended questions, focus groups and other non-directive methods to find out what customers really value and want from the organization. Common research mistakes include asking the wrong questions. One failure mode is to ask staff to brainstorm a list of service attributes, then turn them into a customer questionnaire. This approach gives you data for developing a service strategy that supports the existing approach.
      2. Develop a service strategy. Create a simple, long-term strategy focused on customer needs based on your research. It is difficult to provide excellent service to more than one market segment. Liz Claiborne and Frito-Lay concentrate on storeowners, not consumers; Scandinavian Airlines and Embassy Suites target business travelers. Shelby Williams Industries sells chairs only to hotels and restaurants. (It owns the largest share-20% - of a tough commodity market.) Every aspect of American Express service is shaped by research. Frequent focus groups and two-hour follow-up interviews are used to develop 4-page customer satisfaction surveys which are sent to 12,000 customers annually.
      3. Encourage two-way communication. It is an essential foundation for building employee and customer satisfaction. Managers and executives must model the behavior they
         Create an Alliance and WIN Business
         Why should a consultant form an alliance of experts?Most consultants are solo operators and have an expert skill set in one area. This is good when your services are in demand. But what happens when your services aren’t quite what the client wants? You could give recommendations of someone else to do the job but giving a name and letting the client contact the new person or you can form an alliance.An alliance is a loose group of individuals that have complementary skills. These skills may also have some overlap but that will not really matter if you put the ground rules in place at the start. Elizabeth Kearney, Ph.D., is an expert at forming alliances. Her company, Elizabeth Kearney & Associates, The Experts Alliance, is a perfect example on how to setup an alliance and make it work for everyone involved. She is able to find the work and bring in her experts as needed. Each alliance member has an agreement in place for non-compete with clients that Liz brings in to the mix. Each alliance member reaps the benefits of a company that markets the skill set to obtain extra work. The alliance members each have th
         ministration revealed 96% of dissatisfied customers do not complain. Smart managers use this research. They know that for every complaint, there are about 25 other customers with the same problem. If the problem is not resolved, they know that people with problems will tell 10-20 people.

         Smart managers encourage people to complain to the company and make it easy for them to do so because:

         • Complainers are more likely than non-complainers to buy from the organization again - even if their problems aren't resolved.
         • 54-70% of complainers remain loyal to organizations when complaints are well handled; 95% will do business again if problem is resolved quickly.
         • Complainers whose problems are resolved tell five others about the good service they received.
         The cost of getting a new customer is 3-5 times the cost of keeping an existing one. Yet most organizations spend 80-90% of their marketing budgets seeking new customers.

         Creating a service organization Building customer loyalty means creating a customer-centered management and staff. Service leaders typically do the following:

         1. Research. Excellent customer service professionals know that you begin with open-ended questions, focus groups and other non-directive methods to find out what customers really value and want from the organization. Common research mistakes include asking the wrong questions. One failure mode is to ask staff to brainstorm a list of service attributes, then turn them into a customer questionnaire. This approach gives you data for developing a service strategy that supports the existing approach.
         2. Develop a service strategy. Create a simple, long-term strategy focused on customer needs based on your research. It is difficult to provide excellent service to more than one market segment. Liz Claiborne and Frito-Lay concentrate on storeowners, not consumers; Scandinavian Airlines and Embassy Suites target business travelers. Shelby Williams Industries sells chairs only to hotels and restaurants. (It owns the largest share-20% - of a tough commodity market.) Every aspect of American Express service is shaped by research. Frequent focus groups and two-hour follow-up interviews are used to develop 4-page customer satisfaction surveys which are sent to 12,000 customers annually.
         3. Encourage two-way communication. It is an essential foundation for building employee and customer satisfaction. Managers and executives must model the behavior they
            Why Isn’t Everyone Working From Home?
            Most people today have the opportunity to work from home if they choose, however, like skydiving, working from home is not for everyone.One person’s pleasure is another person’s poison.If you do want to work from home, do you want online or offline, product or service, health related, information related, affiliate business? Etc,etc,etc. The list goes on and on. Find something that is of interest to you, this is very important, you must be passionate about your business, know your business inside and out, study and research about your products, services and opportunity, plus it’s good fun.We are taught to do well in life, but not too well, because to be really successful you need to take risks and you don't want to do that, do you?We are conditioned from an early age, do well at school, get a good job, marry, have children and not to rock the boat!All the successful people around have definitely rocked the boat at some stage, they have done things where people have said, ‘What are they doing, are they mad?’ These people are in the minority, they want more, they need challenges, so they t
            ocus groups and other non-directive methods to find out what customers really value and want from the organization. Common research mistakes include asking the wrong questions. One failure mode is to ask staff to brainstorm a list of service attributes, then turn them into a customer questionnaire. This approach gives you data for developing a service strategy that supports the existing approach.
         4. Develop a service strategy. Create a simple, long-term strategy focused on customer needs based on your research. It is difficult to provide excellent service to more than one market segment. Liz Claiborne and Frito-Lay concentrate on storeowners, not consumers; Scandinavian Airlines and Embassy Suites target business travelers. Shelby Williams Industries sells chairs only to hotels and restaurants. (It owns the largest share-20% - of a tough commodity market.) Every aspect of American Express service is shaped by research. Frequent focus groups and two-hour follow-up interviews are used to develop 4-page customer satisfaction surveys which are sent to 12,000 customers annually.
         5. Encourage two-way communication. It is an essential foundation for building employee and customer satisfaction. Managers and executives must model the behavior they expect from others. They need to learn to ask questions and listen well. Recent research has shown most quality improvement and worker empowerment programs fail because top managers continue their autocratic methods.
         6. Educate the organization. An absolute truth for creating customer satisfaction is that you first must achieve employee satisfaction. To develop a customer-service culture, front-line employees must be allowed and encouraged to make decisions. That's where the service action is! Education is more than a training seminar. People forget 90% of what they hear in one week, according to communication research. Education is a continuous process, which includes on-going formal training and on-the-job reinforcement. Managers and supervisors must be trained to be mentors and coaches so they help employees rather than give orders.

         Typical service training at most corporations involves a $1,000 expenditure per site. There is little on-the-job training, no follow-up to training and few programs to motivate employee behavior, such as bonuses. Only front-line employees are trained (sometimes only those in customer service departments). Usually there is no training for managers and supervisors.

         The right kind of training is essential Contrast that with training done by America's service leaders. A survey by Citicorp of 17 companies known for excellent service showed that service training costs for front-line employees, managers and executives averaged 1-2% of sales. Typical training programs share two key concepts:

         • Vertical cross training where employees learn jobs above and below their own level. Delta and Singapore Airlines require flight attendants to learn to handle reservations and trace lost luggage before they can fly.
         • Horizontal cross training, in which employees learn most of the other jobs at their level. Hotels and food chains pay hourly workers extra to learn most of the hourly jobs.
         Why cross training? It allows job switching and creates better understanding of how organizations operate, helps employees more easily solve customer problems and increases employee self esteem. Everyone has done the work of sales clerk at Nordstrom; at McDonalds everyone has flipped burgers; everyone can inspect a room for cleanliness at Embassy Suites; Avis vice presidents work at the front desk serving customers; and every officer has fielded customer complaints at Xerox.

         Is it worth all this effort? Research suggests customers remain loyal to good service organizations even when things go wrong. Customers tend to be sympathetic when they feel a front-line employee cares about them, understands their needs and does his/her best to fix things.