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Customer Service Part Time

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The following is Part 2 of the interview:



MagicBecky Messmer: May I take it from an on-line perspective?

Mooie Infinity: Yes indeed.

MagicBecky Messmer: I talk about this in my book, "Secrets of the Second Fortune." When you begin the process of creating your on-line business you look for a problem to solve right?

Mooie Infinity: Right.

MagicBecky Messmer: So you start researching and getting into your prospects head, thinking how they think, figuring out how they feel. Your next step is to create your product and start communicating with them.

So you expend all this energy and time making a connection with them. Are you not at this point working on *serving* your customers needs?

Mooie Infinity: Yes.

MagicBecky Messmer: At this point you are doing customer service. That's the very interesting distinction that people don't seem to get.

Mooie Infinity: Customer Service is a genuine attention to the needs of the customer.

Mooie Infinity: Customer Service is a genuine attention to the needs of the customer.

MagicBecky Messmer: Problem resolution on the other hand- is solving (or resolving) a very specific problem they are having.

MagicBecky Messmer: Yes, Mooie! I love that statement, Genuine attention to the needs of your customer.

Mooie Infinity: Yes you can use that somehow--it has a certain ring to it.

MagicBecky Messmer: Sounds like the title to an article.

Mooie Infinity: I want to address the lack of communication skills.

MagicBecky Messmer: So, back to what I was saying.

Mooie Infinity: People need to altruistically learn how to communicate.

MagicBecky Messmer: After someone plunks down there money, most people on-line want to automate the rest of it. So they are basically automating their customers right out of their business which does one thing. It alienates the customer which ruins all the time and energy the business owner has spent in connecting with them in the first place.

Mooie Infinity: Yes.

MagicBecky Messmer: I agree about the communication.

Mooie Infinity: Communication is key, and largely overlooked.

MagicBecky Messmer: Yes it is but then that goes back to the whole taking responsibility issue.

Have you listened to how we as adults communicate with each other and our children?

Mooie Infinity: Yes, we all can fall prey to negative communication.

Also--people tend to allow their emotional hot buttons to be pushed as opposed to learning the art of detachment in talking to others.

MagicBecky Messmer: Glad you brought that up Mooie. This is one of my favorite parts of service.

Mooie Infinity: As I said in Ho'oponopono and Stellar CS (a bonus to your forthcoming electronic book). Love is all you need.

MagicBecky Messmer: We are emotional creatures. We have 2 sides of our brain, the emotional side and the thinking side.

Mooie Infinity: Yes--creative and rational, spiritual and practical.

MagicBecky Messmer: When you are upset, the emotional side takes over. That is why its so important for someone doing problem resolution (or CS) to learn how to let a customer rant while supporting them in their right to be upset.

Once they get done ranting their brain equalizes itself out and they can then *hear* what I or any CS person has to say.

When a customer is really angry, you could say, I am going to give you a million dollars and they wouldn't hear you.

Mooie Infinity: Are CS people trained in communication?

MagicBecky Messmer: Whether they are trained in communication, depends on the company.

Where I worked we took CS classes all the time- including one called Communication 101.

Mooie Infinity: You could write an ebook about that very problem: Lack of communication skills and the solution for CS workers.

MagicBecky Messmer: I did want to speak on one more issue if that's ok.

Mooie Infinity: oh please, do.

MagicBecky Messmer: The idea that customer service is not a revenue producing activity.

Mooie Infinity: Ah, yes.

MagicBecky Messmer: Many believe that because it doesn't immediately put a check in your bank account that it doesn't make you money and therefore not such an important part of business.

Mooie Infinity: How wrong "they" are.

Everyone in an organization needs to be CS minded

MagicBecky Messmer: My thoughts on the matter are if you don't take care of your customer they won't stick around.

Mooie Infinity: Every one must be a CS person in any organization.

MagicBecky Messmer: Everyone in an organization should be treated like a customer, whether they are internal customer or an external customer.

Mooie Infinity: Now there's a good point! As an employee, I recently wrote to the Vice President of my hospital about a very serious problem--and got absolutely no response.

A few weeks later I sent the letter back, saying I expected the nursing staff to be empowered and not blown off.

MagicBecky Messmer: Are you not HIS customer?

Mooie Infinity: I am. And that's why I sent it back, and got an answer then.

MagicBecky Messmer: But see that's another reason why CS is not done correctly in many cases. Everything trickles down from the top. If the people at the top don't value service, then who is teaching the employees?

Mooie Infinity: Good point.

MagicBecky Messmer: It all works together. If a marketer on-line doesn't think customer service is important, how well do you think his or her staff is going to take care of the customer?

Mooie Infinity: I believe whole organizations could learn from this, from several hundred or more to the lone marketer, like us.

MagicBecky Messmer: I agree, because it is such an integral part of business.

Mooie Infinity: Respect, cooperation, compassion, kindness, humanity.

MagicBecky Messmer: Whether it be a huge corporation or a small online business, the one thing everyone seems to forget is the reason we are *in* business is for the customer. Is that not who we create products and services for?

Mooie Infinity: Yes.

MagicBecky Messmer: So let's not forget them in the equation.

Mooie Infinity: Building relationships and trust, loyalty-- Fans!!!

MagicBecky Messmer: Trust me they will remember it and thank you for it by spending with you again and again. As I like to say, A customer will never remember what you do for them but They will ALWAYS remember how you made them feel.

Mooie Infinity: True. That's what I always remember, as a customer.

MagicBecky Messmer: Me too!

Mooie Infinity: Thank you Becky! This has been enlightening.

MagicBecky Messmer: And of course that goes right back to your idea about love your customers.

Mooie Infinity: Love is all you need. MagicBecky Messmer: My pleasure Mooie. You got me to talk a lot.

Shhh-- It's a secret.

It's the Secret of the Second Fortune!

Mooie Infinity: Yes it is.

MagicBecky Messmer: Definitely. How to tap into your customer's heart.

Mooie Infinity: Our conversation today will help people see the mportance of nurturing Customer Service in their businesses.

Thank you for coming!!
Customer Service Part Time
While howls of protest over poor customer service continue to fill the air, there remain some businesses that manage to consistently deliver superior customer service year in and year out. These are the places where turbo-charged employees pursue customer delight with a passion, places that ignite a flashpoint of contagious enthusiasm in employees and customers alike. Foremost among the lessons to be learned from such flashpoint businesses are the blunders to avoid—those fatal mistakes that trip up just about everybody else.

First Blunder: making customer service a training issue.

Businesses of all kinds invest huge amounts in training programs that do not—and simply cannot—work. The function of such training is to identify the behaviors workers are supposed to engage in, and then coax, bully, or legislate these behaviors into the workplace. At best, this is almost always a recipe for conduct that feels mechanized and insincere; at worst, it intensifies worker resentment and cynicism.

Instead of dictating what workers should be doing to delight customers, the better approach is to give workers opportunities to brainstorm their own ideas for delivering delight. Management's role then becomes to help employees implement these ideas, and to allow workers to savor the motivational effect of the positive feedback that ensues from delighted customers. This level of employee ownership and involvement is a key cultural characteristic of virtually all flashpoint businesses.

Second Blunder: blaming poor service on employee demotivation.

Businesses looking for ways to motivate their workers are almost always looking in the wrong places. Employee cynicism is the direct product of an organization's visible preoccupation with self-interest above all else—a purely internal focus. The focus in flashpoint businesses is directed outward, toward the interests of customers and the community at large. This shift in cultural focus changes the way the business operates at all levels.

The reality in most business settings is that employees are demotivated because they can't deliver delight. The existing policies and procedures make it impossible. Instead of “fixing” their employees, flashpoint business set out to build a culture that unblocks them. Workers are encouraged to identify operational obstacles to customer delight, and participate in finding ways around them.

Third Blunder: using customer feedback to uncover what's wrong.

Businesses often use surveys and other feedback mechanisms to get to the causes of customer problems and complaints. Employees come to dread these measurement and data-gathering efforts, since they so often lead to what feels like witch-hunts for employee scapegoats, formal exercises in finger-pointing and the assigning of blame. Flashpoint businesses use customer feedback very differently. In these organizations the object is to uncover everything that's going right. Managers are forever on the lookout for "hero stories" - examples of employees going the extra mile to deliver delight. Such feedback becomes the basis for ongoing recognition and celebration. Employees see themselves as winners on a winning team, because in their workplace there's always some new "win" being celebrated.

Fourth Blunder: reserving top recognition for splashy recoveries.

It happens all the time: something goes terribly wrong in a customer order or transaction, and a dedicated employee goes to tremendous lengths to make things right. The delighted customer brings this employee's wonderful recovery to management's attention, and the employee receives special recognition for his or her efforts. This is a blunder?

It is when such recoveries are the primary—if not the only—catalysts for employee recognition. In such a culture, foul-ups become almost a good thing from the workers' point of view. By creating opportunities for splashy recoveries, foul-ups represent the only chance employees have to feel appreciated on the job. Attempts to correct operational problems won't win much support if employees see these problems as their only opportunity to shine.

Flashpoint businesses celebrate splashy recoveries, of course—but they're also careful to uncover and celebrate employee efforts to delight customers where no mistakes or problems were involved. This makes it easier to get workers participating in efforts to permanently eliminate the sources of problems at the systems level.

Fifth Blunder: competing on price.

It's one of the most common (and most costly) mistakes in business. Price becomes the deciding factor in purchasing decisions only when everything else is equal—and everything else is almost never equal. Businesses compete on the perception of value, and this includes more than price. It's shaped by the total customer experience—and aspects such as “helpfulness,” “friendliness,” and “the personal touch” often give the competitive advantage to businesses that actually charge slightly more for their basic goods and services.

Those businesses that deliver a superior total experience from the inside out (that is, as a product of a strongly customer-focused culture) are typically those that enjoy a long-term competitive advantage—along with virtual immunity from the kinds of headaches that plague everybody else.

Customer-focus consultant Paul Levesque's latest book is Customer Service From The Inside Out Made Easy (Entrepreneur Press, 2006).

Copyright Paul Levesque
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About Author
Both Kate Loving Shenk & Paul Levesque are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.

Kate Loving Shenk has sinced written about articles on various topics from Fitness, self improvement and motivation and Pixel Advertising. -=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=--=-=-=-=-=-=-=-=-=-Kate Loving Shenk is a writer, healer, musician and the creator of the e-book called "Transform Your Nursing Career and Discover Your Calling and Destiny." Click here to find out how to ord. Kate Loving Shenk's top article generates over 90500 views. to your Favourites.

Paul Levesque has sinced written about articles on various topics from Customer Service. Paul Levesque studies businesses where motivated workers drive up customer satisfaction & positive feedback from customers drives up motivation.
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