Ch02 Contributing to the Service Culture

Chapter 2 - CONTRIBUTING TO THE SERVICE CULTURE Chapter 2 helps focus student attention on the role of service providers in establishing and maintaining an effective service culture. In addition to roles, the text addresses the elements of a service culture, how to establish a service strategy, tools for measuring service success, and strategies for promoting a positive culture. The features, interactive activities, and ancillary materials provided with Customer Service: Building Successful Skills for the 21st Century are designed to facilitate better student comprehension. CHAPTER OUTLINE From the Frontline Learning Objectives Quick Preview Defining a Service Culture Elements of a Service Culture Philosophy/Mission Employee Roles and Expectations RUMBA Employee roles in larger organizations Employee roles in smaller organizations Policies and Procedures Products and Services Motivators and Rewards Management Support Ask many open-ended questions Strive for improvement Look for a strong mentor in your organization Avoid complacency Employee Empowerment Training Establishing a Service Strategy Customer-friendly Systems - Typical system components Advertising Complaint resolution Service delivery systems Direct versus indirect systems Third party delivery Tools for service management Employee focus groups Customer focus groups Mystery shoppers Customer satisfaction surveys Customer comment cards Profit/loss statements or management reports Employee exit interviews Walk through audits On-site management visits Twelve Strategies for Promoting a Positive Customer Service Culture - Explore your organization’s vision Help communicate the culture and vision to customers- daily Demonstrate ethical behavior Identify and improve your service skills Become an expert on your organization Demonstrate commitment Partner with customers Work with customer’s interest in mind - Treat vendors and suppliers as customers Share resources Work with, not against, your customers Provide service follow-up Separating Average Companies from Excellent Companies What Customers Want Personal recognition Courtesy Timely service Professionalism Enthusiastic service Empathy Patience Chapter Summary Service in Action Key Terms and Concepts Chapter Review Questions Search It Out Collaborative Learning Activity Face to Face Planning to Serve Instructional Suggestions This chapter helps emphasize the important role that service employees play in setting up and maintaining an effective service environment. Depending on students’ level of knowledge or expertise, you may want to bring in additional samples of service philosophies and articles or information on service culture issues. Additionally, as suggested in the Search It Out activity in the chapter, you may want to have them do some Internet research and report findings in the classroom. This research might be collecting other organizational philosophies and material related to the topic of service culture. Other options to enhance the material in the chapter include: Set up a panel of managers from local businesses or have a guest speaker who address the issue of their organization’s service culture, what was done to establish and maintain it, and specific examples of how employees play a role in the culture. Begin the program by dividing learners into equal groups and giving each a marker and sheet of newsprint (flipchart paper). Ask each group to brainstorm a list of factors they believe contribute to a service culture. Have them explain their beliefs to the rest of the class once they generate group listings. Tie in their comments to chapter content. Gather additional reference material related to organizations that have had breakdowns in their service culture and ultimately business failures as a result (e.g. Contact (or have students contact) local businesses for copies of their organizational philosophy and/or mission statements. Provide copies of what you obtain for discussion in class and also discuss those organizations that have no written philosophy. Solicit student reaction concerning the businesses identified. Do the students have positive and/or negative experience stories with the companies identified. Tie their experiences into the concept of service philosophy. Assign an out-of-class activity for learners to gather additional articles or information about chapter-related topics. Have them write a brief (no more than one typed page) summary of the article. Have learners conduct field research and write a brief report before the next meeting. The focus might be to visit an organization or business and observe factors related to chapter content (e.g. the approach service providers take to servicing customers, the appearance of the business, and any other factor that contributes to the service culture). Have learners contact someone in a local business an conduct an interview related to service philosophy. They can report their findings to the class during their next scheduled class meeting or they can write a paper on the interview. Have them develop sample open-ended interview questions for your approval prior to the interview in order to allow practice developing and using open-ended questions. Sample questions might include: How would you define the term “service culture?” - Would you say most organizations in the area have a positive service culture? Why or why not? - What role do employees play in your organization’s service culture? - Does your organization have a written service culture? If so, what are its elements? - What would you say is the biggest impact of service culture on your customers? Explain. - If you could recommend one change in the service culture for the typical organization, what would it be? Why? Lesson Notes Show PowerPoint 2-1- Contributing to a Service Culture The following are specific instructional strategies related to Chapter 2 – Contributing to the Service Culture that you can use to facilitate the class. Consider beginning with a brainstorming activity that generates a list of items related to any of the chapter topics and tie that into chapter content overall. QUOTE You may want to point out the opening chapter quote and relate it to the chapter subject. Instructor Note 2-1: Show the objectives in PowerPoint 2-2 – Learning Objectives and briefly discuss how the material will be addressed. Chapter Learning Objectives At the end of this chapter, and when applying the information within, you will be able to: Explain the elements of a service culture Describe the job responsibilities of a typical service provider Realize that service delivery is similar in large and small organizations Recognize customer-friendly systems Implement strategies for promoting a positive service culture Quick Preview ANSWERS Instructor Note 2-2: Have students complete the Quick quiz, then review the questions and provide correct answers. Tie into chapter objectives and material they will read. Quick Preview Answers: True True True True False True False True False False False True Defining A Service Culture ASK: When you think of a service culture, what do you envision? Instructor Note 2-3: Show PowerPoint 2-3 – What is a Service Culture? and 2-4 – Elements of a Service Culture, refer to Figure 2-1 – Elements of a Service Culture, and briefly point out the different elements of a service culture (below), then taking them one at a time, discuss each in more detail. Elicit examples from students for each. Service Philosophy/Mission Stress that service cultures are more than a piece of paper framed and hung on the wall touting how committed the organization is. The vision and tone of an organization are set at high levels in an organization and must be communicated and supported effectively to help ensure that the organization stays customer-focused. Refer to Figure 2-2 – Sample Vision or Mission Statements and discuss briefly. ASK: In what ways have you seen organizations demonstrate their service culture? Instructor Note 2-4: Have students complete Work It Out 2-1 – Organizational Culture, then lead a discussion on various organizational service philosophies. If possible, contact organizations in your geographic area and get copies of their mission statements of philosophy statements to share with students. Additionally, you may want to have students collect their own examples as an out-of-class Internet search assignment. Employee roles and expectations Roles and expectations are typically outlined in job descriptions and performance goals. These need to be regularly updated in order to ensure that employees are measured against accurate standards and are performing in a manner that supports the organizational mission. Instructor Note 2-5: Discuss each factor of the RUMBA model in detail, tying into the role of service providers. RUMBA RUMBA is an acronym that stands for the performance characteristics that help define the role of an employee. Realistic Behavior and responsibilities must align with the actual workplace requirements. Performance must be practiced for approximately 30 days and then evaluated for effectiveness and possible modification. Performance goals are driven by organizational goals passed down from upper management. Goals that cannot be modified should be adhered to in order to maintain professionalism. Understandable Performance goals must be understood in order for them to be attained. Employees should have input in development of performance goals ideally. Employees should strive to apply effective interpersonal skills to accomplish set performance goals. Employees should ask for clarification of goals that they do not understand. Measurable Goals are measured in terms of such factors as time, productivity, quantifiable results, revenue, or manner of performance (how well the job is done). Employees should know the acceptable level of performance and strive to meet it. Factors that inhibit goal attainment should be discussed with supervisors/team leaders. Believable Goals must be believable and tie directly to departmental and organizational goals. Employee goals that conflict with organizational philosophy can create problems. Attainable Goals should be supported. Attitude is an important element in goal attainment. Managers should attempt to establish win-win situations. Customers should not have to hear about internal problems. Roles in larger organizations Customers look for certain provider qualities and often are very savvy consumers. Sometimes customer provide opportunities to fix problems, at other times they do not. In the latter cases, negative word-of-mouth publicity can result. Qualities and characteristics that customers look for include: - Broad general knowledge of products and service - Interpersonal communication skills - Technical expertise related to products sold and serviced - Positive customer-focused, “can do” attitude - Initiative - Motivation - Integrity - Loyalty (to the organization, products and customers) - Team spirit - Creativity - Demonstrated ethical behavior - Time management skills - Problem-solving capability Conflict resolution skills Failing to exhibit these behaviors can result in service breakdown. Instructor Note 2-6: Elicit additional characteristics and roles for service providers in large organizations. Flip chart responses, then lead a brief discussion around the ones they identify and the ones in this chapter. Employee roles in larger organizations Customers have become more savvy over the years, especially with the proliferation of the Internet. As a result, they know more and expect a higher level of service since they know that they often have the upper hand because they can simply go elsewhere to get a product or service. For service providers to succeed, they have to continue to strive to excel in their knowledge and service. Failure to do so can easily lead to lost customers and business. Employee roles in smaller organizations The growth of small businesses, especially those owned by women and minorities has skyrocketed. This has led to more choice for customers. Small business employees must assume all the roles listed under large organizations and then more. Since there is often no one to call for assistance when something goes wrong, frustration for the employees and customers results. It is important for workers in small organizations to continually upgrade their knowledge and skills. Policies and procedures Discuss the fact that there are many local, state, and federal regulations to deal with. Falling back on company policy is not good for establishing and maintaining a positive customer-provider relationship. Managers should regularly reexamine policies and procedures and employees should do the same, making necessary recommendations for change. The ultimate goal should be to process customer requests and satisfy needs as quickly, efficiently, and cheerfully as possible. Commitment to customers and establishment of a supportive environment are crucial for success. Instructor Note 2-7: Refer to Figure 2-3 – Sample Return Policies and discuss the impact of such policies, positively and negatively. Instructor Note 2-8: Have students complete Worksheet 2-1 –Organizational Culture (on website http://www.mhhe.com/lucas05) based on Figure 2-3. After they have finished, form small groups and have them discuss their reaction to the sample return policies shown. Emphasize that they should discuss their responses to the questions. After 15-20 minutes regroup the class and discuss their responses. You may want to consider having students do an Internet search out-of-class to locate other sample return policies from various organizational retail Websites. Products and Services The type and quality of products and services contribute to organizational culture. Customer perception of products and services can reap loyalty and positive word-of-mouth exposure from customers. ASK: Think of a time when you purchased or leased a product that did not deliver as advertised or as you expected. How did you feel about the product? The company who made/sold it to you? Possibly the service provider? Motivators and rewards Discuss that people work more effectively and productively when their performance is recognized and rewarded. Rewards can be money or material rewards or more intangible (e.g. a pat on the back). Many times employee motivation and reward come from inside for a job well done. All efforts do not reap monetary rewards. Many organizations use public recognition, games, contests and similar tactics to encourage positive service behavior. Instructor Note 2-9 Lead a discussion on ways that organizations reward customer service providers. Elicit examples from students. ASK: What are some of the ways that you have seen or heard of organizations recognizing and rewarding employees in a customer service environment? Management support Talk about the fact that employees cannot handle all situations and will sometimes need to refer situations to supervisors or team leaders. These people typically should provide effective on-going coaching, counseling, and training to employees. They also reward , as appropriate. Many supervisors have not had adequate training in these areas. In the latter case, the employee should take the initiative to: Ask many open-ended questions Strive for improvement – be optimistic, exhibit a “can do” attitude, and positively influence others. They can also take self-help courses and read similar publications. Look for a strong mentor in the organization Instructor Note 2-10: Spend a few minutes reviewing Figure 2-4, Characteristics of an Effective Mentor, and Figure 2-5, Characteristics of a Successful Mentee, and discussing mentor relationships. Avoid complacency Stress the need to excel and not be satisfied with status quo. Employees should continually look for improvement and make suggestions to enhance systems and procedures. Encourage students to strive to circumvent roadblocks to excellent service. Instructor Note 2-11: Lead a discussion on tactics and strategies that students can use to help themselves if they end up in a situation where they have a weak or unskilled manager. Elicit examples from them of situations that they have encountered related to the topic. Provide any of your own pertinent examples. Instructor Note 2-12: Have students complete Work It Out 2-2 – Managing Customer Encounters then, group them for discussion of their answers. After twenty-thirty minutes, reform the class and lead a discussion based on the questions. Employee Empowerment Discuss the concept of empowerment, what it is, and how organizations can provide it to employees. Ask for examples that students have seen of empowerment in organizations. Use the examples in the text to prompt discussion. Training Training is crucial to prepare employees to perform their jobs. Training takes many forms (discuss some examples). Training also let’s employees know what is expected of them. Employees should alert their managers when training is needed and request assistance in getting it. If the organization does not provide it, employees may have to take the initiative to get the information they need elsewhere. Instructor Note 2-13: Have students answer the questions in Work It Out 2-3 – Training to Serve then, lead a discussion based on their responses. Stress the need for them to continue to exhibit initiative in gaining and maintaining their skills in order to be competitive and marketable in their career field. ESTABLISHING A SERVICE STRATEGY Instructor Note 2-14: Show PowerPoint 2-5 – Establishing a Service Strategy and discuss ways to create a customer-focused culture. To create or redefine a culture, organizations must carefully examine all the components. Part of this is a review of how internal and external needs are met. Employees can play a role in this examination by asking: Who is my customer? What am I currently doing or what can I do to help achieve organizational excellence? Do I focus all my efforts on total customer satisfaction? Am I empowered to make the decisions necessary to serve my customer? If not, about what levels of authority do I need to speak with my supervisor? Are there policies and procedures that inhibit my ability to serve the customer? If so, what recommendations about changing policies and procedures can I make? When was the last time I told my customers that I sincerely appreciated their business? In what areas of organizational, skills, product, and service knowledge do I need additional information? CUSTOMER-FRIENDLY SYSTEMS Instructor Note 2-15: Lead a discussion on poor policies and procedures. Elicit examples from students, flip chart their responses and develop a listing of possible solutions or improvements. ASK: Can you think of examples of poor policies and procedures that you have experienced as a customer or employee? How did they make you feel? Show PowerPoint 2-6 – Customer-Friendly Systems and discuss the elements of such a system. Service culture starts from the top down. Employees must also take initiative to solve problems and better serve the customer. Typical service components Discuss how the following say “we care” about customers: Advertising – Should message of competitive pricing, quality, and quantity. Complaint resolution – the manner in which complaints are handled signal concern for customer satisfaction. Service delivery systems Stress the need to effectively determine the best way to deliver quality products and services and provide follow-up. Service to the customer should be seamless. They should not have to be burdened with internal policies, procedures, practices, or politics. Customers expect value for their money and providers should give it to them. Two key factors involved in delivery are transportation modes (e.g. trucks, trains, airplanes, U.S. Mail, or technology) and location (e.g. centrally located and easily accessible by customers). Direct versus indirect systems Discuss the difference between “direct delivery” systems (e.g. customers come into direct contact with a service provider face-to-face or over a telephone) and “indirect delivery” systems (e.g. customers deal with providers indirectly through technology - email, Internet, correspondence, or fax). Refer students to Figure 2-6, Service Delivery Systems for examples. Instructor Note 2-16: Solicit other examples of direct and indirect delivery systems that students are aware of. Third party delivery Discuss outsourcing and how organizations us it to provide multiple benefits to the organization and ultimately the customer. If possible, you may want to bring in a couple local managers whose organizations outsource. Have them discuss the pros and cons. Some benefits of outsourcing are: - Eliminating large ongoing salaries. - Reducing health benefits, retirement and 401K payments. Negating the need to purchase and update computers and equipment and a myriad of other equipment. - Bring in new, fresh expertise and perspectives from outside the organization. Some negatives of outsourcing are: - Long-term employee expertise is lost. - Employee loyalty to the organization suffers. The morale of the “survivors”(those employees whose jobs were not eliminated often suffers out of fear that they will be next). - Managing takes on a broader complexity. Ultimately, customers now have to deal with “strangers,” with whom they cannot build a long-term relationship because their new provider may be gone the next time they call or stop by. Instructor Note 2-17: Lead a discussion on how organizations are changing the way they deliver service using third-party vendors. Address the pros and cons and solicit experiences from your students. ASK: Have you been in, or known someone who was in, an organization that decided to outsource various customer functions (e.g. computer software/hardware service support)? How was this handled? What was the impact on you or those you know? How was service to the customer ultimately affected? Instructor Note 2-18: Divide students into groups to discuss their answers on Worksheet 2-2 – Delivery Systems (http://www.mhhe.com/lucas05). After 10 minutes, regroup them and solicit their ideas. Instructor Note 2-19: Use PowerPoint 2-7 – Tools for Service Measurement (1) to discuss some of the tools available for effectively measuring service delivery. Tools for service measurement Determining how well service providers are doing in delivering service is important determining customer satisfaction. Once the information is gained from customers, it should be shared with employees. Should supervisors or team leaders not readily disclose such information, employees should ask about results in order to improve their own level of service. Some of the means for gathering service feedback include: Employee focus groups Used for collecting customer comments or developing ideas. Not all ideas are implemented. Customer focus groups Similar to employee focus groups. Customer from varying demographic and geographic areas selected to provide feedback by answering specific questions related to products and services. Mystery shoppers Internal employees or external consultants who pose as customers to test service and product quality/quantity. Customer satisfaction surveys Written or oral means of getting customer feedback. Used to gather immediate customer feedback following a service interaction. Instructor Note 2-20: Show PowerPoint 2-8 – Tools for Service Measurement (2) and continue discussion of Tools for Service Management Profit/Loss statements or management reports Help spot trends or dramatic changes in profits/losses. Employee exit interviews Typically, administered by HR or personnel staff. Gathers information from departing employees related to management, policies, practices, and procedures. Instructor Note 2-21: Elicit types of feedback tools used in organizations then lead a discussion of advantages and disadvantages of each. ASK: What types of tools have you seen used to gather customer feedback? TWELVE STRATEGIES FOR PROMOTING A POSITIVE CUSTOMER SERVICE CULTURE Instructor Note 2-22: Use PowerPoint 2-9 - Strategies for Promoting Positive Customer Service Culture(1) to discuss ways to effectively promote a positive service culture. To effectively perform as a customer service professional, you will need a plan. Here are twelve strategies for service success. Explore your organization’s vision Stress the Added Value And Results For Me concept in which the employee is given a reason for accomplishing established goals by being show what they get out of it personally. Help communicate the culture and vision to customers -- DAILY Customers have specific expectations. It does no good for the organization to have a vision if you do not help communicate and demonstrate it to the customer. Many companies place slogans and posters throughout the workplace or service area to communicate the vision. While these approaches reinforce the message, a more effective means is for you to deliver quality customer service regularly. Through your attitude, language, appearance, knowledge of products and services, body language and the way you communicate with your customers, they will feel your commitment to serve them. Demonstrate ethical behavior Ethical behavior is based on values. Successful demonstration of ethical behavior is often based on customer values. Values are often communicated through orientation, the employee manual, and mission/philosophy statements. The real test ins in the actions taken by employees in serving customers. The key to ongoing customer relations is trust. Instructor Note 2-23: Lead a discussion on the definition of ethical behavior, solicit student input on what they believe defines such behavior, and solicit any examples of positive and negative ethical behavior. ASK: In what ways have you seen organizations exhibit poor ethical behavior? Identify and improve your service skills Service providers should take inventory of strengths and areas for improvement, then strive to upgrade skills and knowledge. By continually upgrading knowledge and skills related to people, customer service, and products and services offered, service providers position themself as a resource to the customer and an asset to the organization. Become an expert on your organization Employees should have thorough understanding of their organization’s history, structure, policies and procedures, products and services. Demonstrate commitment Avoiding the use of “they” language, telling the customer what “can” be done for them, taking ownership and responsibility are ways of demonstrating commitment. Instructor Note 2-24: Use PowerPoint 2-10 -Strategies for Positive Customer Service Culture(2) to continue your discussion on strategies for enhancing the service culture. Partner with customers Stress the need to work with customers by doing the following: - Communicate openly and effectively - Smile --- project a positive image. - Listen intently, then respond appropriately. - Facilitate situations in which customer needs are met and you succeed in helping accomplish organizational goals (win-win situations) - Focus on developing an ongoing relationship with customers instead of taking a one-time service or sale opportunity approach. Work with your customer’s interest in mind Focus on the customer. Service providers should think to themself, "If I were my customer, what type of service would I expect?" Then, set out to provide it. Instructor Note 2-25: ASK: What are some expectations you might have from your organization or one that you would like to work for? Treat vendors and suppliers as customers Tap into vendor/supplier networks to expand the customer base. Some customer service employees view vendors and suppliers as salespeople whose only purpose is to serve them. In fact, each contact with vendor and supplier offers a golden opportunity to tap into a pre-established network and potentially expand your own customer service base while providing better service to existing customers. People remember how they are treated and often act in kind. For example, a vendor from XYZ company calls you and you fail to return their call because you feel that "they're only trying to sell me something that I don't need." The message likely received by the vendor is that you are unprofessional, arrogant, and don't consider them worth your time. Take this scenario one step further. Your boss asks you to find a source for a product or service which you know XYZ company provides at a competitive price. If you now call the vendor you previously ignored, you will likely get your needed product or service because he or she wants your business. But, will you get the best possible deal they can offer without extra effort on your part? And, will you receive additional information about another company that provides additional products and services you identified that you need? Also, what is the vendor likely to say about you and your organization when the topic comes up in professional circles? Take it one step further. Suppose you offer a product or service your vendor might need in the future. Do you think they will call when the time comes? (Here’s a hint: Even if your organization does not have a formal policy to address returning calls, business etiquette dictates that you return all calls and do so within 24 hours or by the next business day. Even better, do so by the close of business if possible Share resources Build strong interpersonal relationships with co-workers and peers throughout the industry. By building strong interpersonal relationships with co-workers and peers throughout the industry you can develop a support system of resources. In many instances customers will request information, products, or services that are not available through your organization. By being able to refer the customer, you have still provided a service and they are likely to remember that you helped them indirectly. Work with, not against, your customers Be proactive and creative in gaining and holding onto customers. Work with customers to better serve them. Customers are in the enviable position of being in control. At no time in recent history has the cliche' "it's a buyers market" been more true, and many consumers know it. To capitalize on the trend, many organizations became very creative and proactive in their efforts to grab and hold customers. One large Colorado-based national supermarket, Albertson's, developed a series of commercials touting, "Albertson's --- it's your store" and stressing that corporate efforts were focused on customer satisfaction. Your efforts should similarly reflect the perception that you are working with customers to better serve them. Provide service follow-up After a sale or service encounter ends, take the time to follow-up to ensure that the customer was satisfied. You can use a formal satisfaction survey or an informal process of sending out birthday/thank you cards, special sale mailings, ort similar materials. Instructor Note 2-26: Elicit examples of ways that service providers can follow-up in different types of organizations. ASK: What are some of the ways you have seen service providers deliver effective customer follow-up? SEPERATING AVERAGE COMPANIES FROM EXCELLENT COMPANIES Instructor Note 2-27: Use PowerPoint 2-11 –Separating Average from Excellent Companies (1) to discuss differences between average and excellent companies. Offer and ask for examples of companies that are known. You may want to gather specific information on a few companies from the Internet to bring to class for discussion. Various factors make organizations successful in serving customers. Some typical success factors include: Executives spend time with the customers. Executives spend time talking to frontline service providers. Customer feedback is regularly solicited and acted upon. Innovation and creativity are encouraged and rewarded. Benchmarking (identifying successful practices of others) is done with similar organizations. Technology is widespread, updated and used effectively. Instructor Note 2-28: Use PowerPoint 2-12 –Separating Average from Excellent Companies (2) to continue discussion on the differences between average and excellent companies. Training is provided to keep employees current of industry trends, organizational issues, skills and technology. - Open communication exists between frontline employees and all levels of management. - Employees are provided guidelines and empowered (in certain instances, authorized to act without management intervention) to do whatever is necessary to satisfy the customer. - Partnerships are common with customers and suppliers. - The “status quo” (existing condition[s]) is not acceptable. Instructor Note 2-29: Use PowerPoint 2-13 - What Customers Want to lead a discussion on what customers typically want and expect from service providers. WHAT CUSTOMERS WANT Customers want value for their money and effective, efficient service as well as several more intangible items. Some of the typical customer wants are: Personal recognition Some ways to show this include thank you cards/notes, birthday cards, returning calls in a timely manner, or taking time to look up information. Another simple way is to stop and recognize a customer when he or she enters. Courtesy Rude behavior is inexcusable. Customers must be respected. Simple things like “please” and “thank you” are important. Timely service Don’t keep customers waiting. Provide prompt, efficient service. Professionalism Customers expect knowledgeable service providers who take pride in their work. Enthusiastic service Smile, take the initiative to serve, offer additional services and information, when appropriate, and take the time to give a little extra effort while serving. Empathy Customers want to be understood. A service provider who puts himself or herself in the customers place can often better serve. When a customer complains or perceives that he or she has not been served well, an empathetic listener can be a great asset for an organization and to the customer. Patience Customers should not have to deal with a service providers frustrations or pressures. Service providers should not let their impatience over policies, procedures, management or whatever affect service to customers. Instructor Note 2-30: Spend a few minutes reviewing the key elements of the chapter. Use a question and answer format to see what students learned. CHAPTER Summary Instructor Note 2-31: Review key elements of the chapter. You may want to go back through the PowerPoint slides one more time and quickly make a few brief comments related to each item. SERVICE IN ACTION – Circuit City Stores, Inc Instructor Note 2-32: Lead a discussion on the way that many organizations use competitive strategies (e.g. pricing, high standards, and wide selection of quality products) to position themselves as industry leaders. Use some examples from the Circuit City synopsis to point out keys to success. KEY TERMS AND CONCEPTS Instructor Note 2-33: Use the key terms and concepts at the end of the chapter as a review vehicle, if desired. This might be in the form of a verbal quiz in which you ask students randomly to define the terms or describe the concepts. CHAPTER REVIEW QUESTIONS Instructor Note 2-34: Have students answer the Chapter Review questions, then review their answers as a group. Possible Answers to Chapter Review questions: 1. What are some of the key elements that make up a service culture? Service Philosophy/Mission Employee Roles and Expectations Policies and Procedures Products and Services Motivators and Rewards Management Support Delivery Systems Training 2. How does management’s service philosophy impact the culture of an organization? Service philosophy is driven from top management. The vision and tone set for the organization give direction and must be clearly planned and communicated to be effective. Leadership is crucial for success. Management needs to stay visible to front line employees and customers in order to demonstrate true support. 3. How does the RUMBA model help clearly define employee roles and expectations? Why is each component of the model important? RUMBA specifies succinctly what employees are expected to do, to what level and by what standards they will be measured. It is important that each of the characteristics of the model be addressed adequately when setting goals since they serve as guidelines for effectively establishing work criteria. Goals that are not realistic, attainable, clearly defined, and communicated are unlikely to be met. 4. How can policies and procedures impact the customer’s impression of customer service? Policies and procedures are guidelines and should not be treated as if they are etched in stone. They should be customer-friendly. When they are, customers are typically happy and view the organization favorably. A customer should not have to hear about, nor deal with barricades presented by organizational policy and procedure. When policies and procedures are used as walls for employees to hide behind rather than allowing them to make empowered decisions and handling problems, the policies are ineffective. They can also drive customers away. 5. As a service provider, what questions should you ask yourself about your role(s)? Who is my customer? What am I currently doing or what can I do to help achieve organizational excellence? Do I focus all my efforts on total customer satisfaction? Am I empowered to make the decisions necessary to serve my customer? If not, about what levels of authority do I need to speak with my supervisor? Are there policies and procedures that inhibit my ability to serve the customer? If so, what recommendations about changing policies and procedures can I make? When was the last time I told my customers that I sincerely appreciated their business? In what areas of organizational, skills, product, and service knowledge do I need additional information? 6. What are some indicators that a company has customer-friendly systems in place? In a customer-friendly environment, managers lead by example, employees are empowered to and actually solve customer problems. They also identify problems and make recommendations for improvements. Other indicators are that advertising is truthful and competitive practices occur. Complaint resolution also occurs efficiently. Additionally, service delivery systems are established that will best fit the needs of the customer while allowing options from which they can choose. 7. What are some of the tools used by organizations to measure their service culture? Employee focus groups Customer focus groups Mystery shoppers Customer satisfaction surveys Profit/loss or management reports Employee exit interviews On-site management visits 8. What are some strategies for helping promote a positive customer culture? Explore your company’s vision Help communicate the culture and vision to customers daily Demonstrate ethical behavior Identify and improve your service skills Become an expert on your organization Demonstrate commitment Partner with customers Work with customer interest in mind Treat vendors and suppliers as customers Share resources Work with customers Provide service follow-up 9. What separates average organizations from excellent ones? Executives spend time with the customers. Executives spend time talking to frontline service providers. Customer feedback is regularly solicited and acted upon. Innovation and creativity are encouraged and rewarded. Benchmarking (identifying successful practices of others) is done with similar organizations Technology is widespread, updated and used effectively. Training is provided to keep employees current of industry trends, organizational issues, skills and technology. Open communication exists between frontline employees and all levels of management. Employees are provided guidelines and empowered (in certain instances, authorized to act without management intervention) to do whatever is necessary to satisfy the customer. Partnerships are common with customers and suppliers. The “status quo” (existing condition[s]) is not acceptable. 10. What are some typical things that customers want? Personal recognition Courtesy Timely service Professionalism Enthusiastic service Empathy Patience SEARCH IT OUT Instructor Note 2-35: Have students complete the Search It Out activity as an out-of-class assignment and be ready to present their findings at the next scheduled class meeting. COLLABORATIVE LEARNING ACTIVITY Instructor Note 2-36: Divide students into teams and have them complete the Collaborative Learning Activity. Have them take notes as they debrief one another after each scenario. After approximately 40-60 minutes (depending on team size and number of students), bring the group together to discuss what they learned. FACE TO FACE Instructor Note 2-37: Have participants read the Face to Face case study, then individually answer the questions at the end. Once they have finished (approximately 10-15 minutes), form equal sized groups and have them discuss their answers. After 20 minutes, bring the class together and have them share their responses. Possible Answers to Face to Face 1. Are there indicators of United Bookseller's service culture in this case? If so, what are they? Yes. Extensive customer service training is provided prior to customer contact by employees, accolades from Booksellers Journal and Publishers Select magazines for quality service, friendly atmosphere, facility appearance, staff helpfulness selection of products and relaxed atmosphere 2. In what ways do you feel that you will be able to contribute to the organizational culture? Answers will vary by students 3. If you were a customer, what kind of service do you anticipate you might receive at United Booksellers? Why? Answers will vary by students PLANNING TO SERVE Instructor Note 2-38: Have students work individually or in groups to complete the Planning to Serve activity.