Assessment Cover Sheet

Transcription

Assessment Cover Sheet
Please fill out the necessary information, and sign and date where required
Training & Assessment Guide for Unit of Competency – BSBCUS403A Implement Customer Service Standards
Starting Date:
Finishing Date:
Student Name:
Due Date: it should take you a maximum of 4 weeks to
complete this booklet, after being issued with it
Date submitted:
I DECLARE THAT :

no part of this book (i.e. Answers to Questions, Documentation etc) has
been copied from another person’s work except where referenced
accordingly

no other person has written any part of this book/assessment, except
where such collaboration has been authorized by Queensland
Polytechnic

I hold a copy of the documentation within this book, which can be
produced should the original be lost or damaged, or is deemed
necessary

the signature is my own and/or the email that I have sent, which
includes this book, is my own personal email address

this book has not been submitted for any other study requirements
ADDITIONALLY:

I have completed a pre-training review and have contributed to
development of my training plan / qualification
I am aware that this assessment item/book can be adapted to meet my
individual needs if required

I am aware that I can apply for RPL or RCC based on my previous
experience of expertise

I am aware that this assessment approach is negotiable and by
undertaking this ‘book’, I have agreed upon this format

I am aware of my responsibilities with regards to assessment items
Page 1 of 88
Certificate IV in Business
Name & Signature of Student:
Or, if submitted electronically, the receipt of the email,
is sufficient for electronic submission.
Student Number (if known):
Student Contact Details: i.e. Phone or Email Address
Marking of Assessment:
Name & Signature of Assessor

Attempt 1 –  Successful  Unsuccessful
Karen Lamkin

Attempt 2 -  Successful  Unsuccessful
(Can be handwritten or electronic)
Was a Resubmisssion Granted?
 Yes  No Resubmission Date Due:
By signing the Assessment Cover Sheet, the student agrees that if a
resubmission is required, they will make the suggested improvements
Was an extension granted?
 Yes  No Extension Due Date:
Assessment Summary / Final Checklist
 Assessment 1, Oral/Written Questions
 Successful  Unsuccessful
 Assessment 2, Documentation (Customer Service Policy)
 Assessment 3, Documentation (Comment Card)
 Assessment 4, Practical Observation by Trainer and Third Party
Final Result -  Competent  Not Yet Competent
Name & Signature of Student:___________________________________________________________
Name & Signature of Assessor : _________________________________________________________
Feedback / Comments - Please note, all assessment items are kept by Queensland Polytechnic. Constructive Feedback will be provided by
either phone call / email. By signing the Assessment Cover Sheet, the student agrees that feedback will be provided in this manner.
This guide and all related learning resources contain material copied in reliance upon the Educational Copying Agreement between the Copyright
Agency Ltd and Queensland Polytechnic/ACIL Training under Part VB of the Copyright Act 1968. Distribution is limited to enrolled students of
Queensland Polytechnic/ACIL Training and their partners. This version was last revised on Monday, April 02, 2012.
Page 2 of 88
USING THIS BOOK
The Certificate IV in Business consists of 10 units of competency (subjects). This is broken down into a number of
booklets. You will be given one book at a time to complete. Within this book you will find all the materials you need
to undertake your study i.e. hand-written question and answers, supervisor and trainer third party observation forms,
readings, and documentation/evidence that you need to collect and/or further assessment instructions.
If you haven’t already got a load of documents/evidence, you have created throughout your career at Thrifty Car
Rentals, or at other positions/organizations, you may need to jump on a computer and word-process a document,
create a spreadsheet using Excel or a PowerPoint Presentation. When you do this, the document you create, will need
to be attached to your booklet in the appropriate place (ready for marking).
The books and the time it should take you to complete each one, varies considerably, depending on the requirement
of the unit, your skills levels and/or previous experience and qualifications.
WELCOME TO QUEENSLAND POLYTECHNIC
Queensland Polytechnic is committed to providing you with quality training and assessment and assisting you in
furthering your career and reaching your goals. Our trainers and assessors are highly qualified, have extensive
experience in their industry, and are here to support you in your training program.
The qualification you are enrolled in is made up of units of competency (units) – such as this one-- which have been
determined by the relevant industries and categorized into National Competency Standards for specific industries. The
standards provide a framework for training and assessment and specify what competencies an employee at a
particular level within a particular industry can be reasonably expected to achieve. A competency is a skill that you
have obtained or could obtain. A competency is made up of a number of elements – normally you demonstrate
competency in a skill by demonstrating competence in each element that makes up that skill. Competency-based
assessment involves collecting evidence and making judgements about whether competency has been achieved.
Outlined below, are a number of areas that are relevant to Competency Based Learning / Qualifications. You may have
already read about this in the Student Handbook, however, it is always good to re-revisit this information to ensure
you understand it, and its relevance to you, each time you undertake a Unit of Competency. If you have any questions,
concerns or issues with any of the information, please feel free to contact your Trainer / Assessor.
Recognized Prior Learning (RPL)
The purpose of Recognized Prior Learning (RPL) is to help Trainees / Students to claim credit towards national
competency standards that form part of the program they are undertaking. Queensland Polytechnic recognizes that
skills and knowledge are gained through work, educational, and life experience regardless of how, when or where it
was acquired, provided that the learning is relevant to the competency outcomes in a unit. Credit for these skills and
knowledge may be given by Queensland Polytechnic towards unit and/or programs it currently offers. Recognition will
be given to any applicant who has successfully completed units of competency which give equivalence into training
programs offered by Queensland Polytechnic, and/or which have been gained with another recognized training
organization, e.g. TAFE.
Queensland Polytechnic’s RPL Policy and practices are equitable and culturally inclusive. The Rules of Evidence
(Sufficiency, Validity, Authenticity and Currency) and the Principles of Assessment apply to RPL applications just as
they do to any other assessment. All RPL assessments are of the similar rigor when compared to other assessment
tools and processes. Queensland Polytechnic strives for fair, objective and transparent decisions in all aspects of its
operations. It will provide reassessment on appeal to any RPL applicant, if requested. If you believe, you have a case
for your previous experience to be recognized, please contact your Trainer / Assessor.
Page 3 of 88
Exemptions, National Recognition and Credit Transfer
If a student/trainee (you) has completed units from another course/program, and the content is very similar to what
has been studied, an application for an exemption in that unit can be achieved. An assessment of the equivalence to
the required learning outcomes, competency outcomes or standards in a qualification will be undertaken by a
qualified Trainer / Assessor before credit transfer can be obtained. An application can be made for any of the above
when the student believes that they have already attained the necessary skills and competencies. If you believe, you
have a case for your previous experience to be recognized, please contact your Trainer / Assessor.
Flexible Delivery
Flexible delivery means providing training when it best suits the participant and employer. Flexible delivery focuses on
learning rather than teaching and to provide the best possible learning experience for the student. This means that
the student (you) has greater control over what, when and how you learn.
Rules of Evidence
AQTF Standards state that assessment must be based on what is sometimes termed the 'rules of evidence' - validity,
reliability, fairness and flexibility. Refer to Table 2, below. This is also good teaching and assessment practice and
ensures the best learning outcomes for students.
Table 2, Rules of Evidence
Validity
This means that the
evidence relates to the
unit competency,
addresses essential skills
and knowledge,
dimensions of competency
and employability skills
A valid assessment
assesses what it claims to
assess
Evidence collected is
relevant to the activities
and demonstrates that the
performance criteria have
been met
Reliability
This means that the
assessment tool and
process will produce
consistent outcomes when
applied by a range of
assessors in a range of
contexts. Thus,
‘consistent’ outcomes are
achieved in assessment
regardless of who does the
assessment, when it is
conducted and in whatever
context it was conducted
Fairness
Flexibility
This means that the
assessment will not
disadvantage any person and
will take into account the
Assessment Tasks and the
Assessment Tools are
structured so that they do
not disadvantage
This means that the
assessment tool and
process allows for
assessment in a range of
assessment contexts
Assessment practices and
methods are equitable to all
learners and their
characteristics
Participants will be able to
have their previous
experience or expertise
recognized (RPL or RCC)
Assessment procedures and
the criteria for judging
performance are made clear
to all learners
The assessment approach
can be adapted to meet
the needs of all
participants and
workplaces
Opportunities will be
provided to allow
participants to challenge
assessments and have the
opportunity of reassessment
The assessment strategy
adequately covers both the
on and off-the-job
components of training
Where practical and
appropriate, assessment
will be negotiated and
agreed between the
assessor and the student
Page 4 of 88
Types of Evidence
Evidence is information upon which an Assessor makes a judgment of competency. Evidence you may be asked to may
include:
Direct
demonstration/observation
Indirect demonstration
Products
Workplace documents
Questions - written and
oral
Assignments
Third party reports
Self-assessment
Simulation
Portfolios
Performance of a task, or range of tasks, either in the workplace or in a
simulated work environment, witnessed directly by an Assessor
Use of photographs, videos, etc. showing performance of a task when the
Assessor cannot be present
Models, items, objects that have been made, fixed or repaired by the
student
Rosters, budgets, reports, standard operating procedures etc. developed
by the student
Asking the student about real or hypothetical situations to check
understanding, task management and contingency management skills.
May be short answer, discussion, multiple choice, etc.
Projects, reports, essays, etc, relevant to the learning, literacy and
numeracy (LLN) requirements of the unit of competency
Documented and verified reports from supervisor, colleague, subject
expert, Trainer or others
A student’s personal statement on their performance (not generally
sufficient in isolation)
Simulated activity to accommodate difficult to demonstrate criteria e.g.
emergencies, contingencies, difficult behaviors etc.
Collections of evidence compiled by the student
Equity Groups and Reasonable Adjustment
'Reasonable adjustment, sometimes called reasonable accommodation or allowable adjustment is designed to ensure
that all students are treated equally in the assessment process – this means that, wherever possible, "reasonable",
adjustments are made to the assessment process to meet the individual needs of students.'
Equity groups may include, but are not limited to:





Students with English as a second language
Students with literacy or numeracy difficulties
Indigenous students and/or students in remote locations
Women in non-traditional industries
Students with sensory impairment and/or students with physical or intellectual disabilities
Reasonable adjustment may mean:




Making learning materials and methods accessible
Adapting the physical environment and equipment
Making adjustments to the procedures for conducting assessment
Making adjustments to the evidence gathering techniques
In the event that you have difficulties understanding the requirements for the assessment outlined in this unit, due to
language or any of the other difficulties, Queensland Polytechnic will attempt to make reasonable adjustments to the
assessment in order to afford you every opportunity to achieve competency. This may include oral questioning or
Page 5 of 88
demonstration of skills and knowledge in another format. If you believe, you have a case for your needs to be
adapted, please contact your Trainer / Assessor.
Withdrawal from a Unit of Competency / Qualification
If you wish to withdraw from a unit of competency / qualification / traineeship this may be negotiated between the
student, employer and Queensland Polytechnic at any time.
Quality Improvements
Queensland Polytechnic is constantly looking for ways to improve its training and assessment services, its materials
and its processes. From time to time materials may change due to improvement.
Learner Surveys / Questionnaires
Queensland Polytechnic requires all course participants to complete an AQTF Learner survey, once a
year. The survey takes approximately 5 minutes to complete, and will be distributed at the end of each
year, or at the end of your studies. The survey focuses on whether you have engaged in activities that are likely to
promote high-quality skill outcomes and includes your perceptions of the quality of your competency development
and of the support that you have received during your training.
Data collected from the surveys, will help support continuous improvement processes ensuring that:
 Queensland Polytechnic continue to provide quality training and assessment across all our operations
 Queensland Polytechnic adhere to principles of access and equity and continue to maximize outcomes
for our clients
 Queensland Polytechnic’s Management systems continue to be responsive to the needs of our clients
(you), staff and stakeholders
UNIT DESCRIPTION
There’s a lot more to customer service than simply having a sign on your wall that says: ‘The customer is always right’.
For any business to be truly customer-focused, everyone from front-line staff to the chief executive should strive to
meet and exceed service standards. Evidence shows that a bad customer service experience is often shared with
around 10 other people who are likely to tell another 10, thus creating a negative multiplier effect. Word-of-mouth
referral is therefore, one of the most effective forms of promotion. It costs nothing and carries a lot of credibility as it
is based on a customer's personal experience.
BSBCUS403A Implement customer service standards: This unit describes the performance outcomes, skills and
knowledge required to contribute to quality customer service standards, and to support personnel to implement
customer service standards and systems within the organization. Details of the competencies of these units can be
accessed at:
http://www.ntis.gov.au/Default.aspx?/trainingpackage/BSB07/unit/BSBCUS403A
Page 6 of 88
Employability Skills are defined as "skills required not only to gain employment, but also
to progress within an enterprise so as to achieve one's potential and contribute
successfully to enterprise strategic directions". Hence, skills that applies across a variety of
jobs and life contexts. These are also sometimes referred to as generic skills, capabilities,
enabling skills, key competencies, key skills, core skills, life skills, essential skills, necessary
skills, and transferable skills. Industry's preferred term is Employability Skills.
An Employability Skills Framework was developed in 2002 by the Business Council of
Australia and the Australian Chamber of Commerce and Industry, in consultation with
other peak employer bodies. This framework, includes eight (8) ‘skill grouping’
Employability Skills, which are outlined in Table 1, below.
Table 1, Employability Skills
Communication
Teamwork
Problem Solving
Initiative &
Enterprise
Planning &
Organising
Self Management
Learning
Technology
that contribute to productive and harmonious relations between
employees and customers
that contribute to productive working relationships and outcomes
that contribute to productive outcomes
that contribute to innovative outcomes
That contribute to long term and short term strategic planning
that contribute to employee satisfaction and growth
that contribute to ongoing improvement and expansion in employee
and company operations and outcomes;
that contribute to effective execution of tasks
More information about employability skills for these units can be accessed at:
http://employabilityskills.training.com.au/.
TRAINER / ASSESSOR
Trainer / Assessor: Karen Lamkin, [email protected]
Mobile: +61 439 817 361
MATERIALS & RESOURCES REQUIRED

All readings, samples, information contained within this Training & Assessment Guide and the “Introduction to
Thrifty Training Manual” available on the intranet

All students are advised of the need for regular access to the internet, intranet and CarsPlus, and a reliable
calculator, printer and computer/laptop with Microsoft Word, Excel, PowerPoint, Outlook and Internet Explorer
(or similar) software applications, for completion of the Diploma of Management
Page 7 of 88

Access to Thrifty’s policies / procedures and customer service standards, as well as relevant legislation is also
required. If you have problems accessing this, please contact your Trainer or immediate supervisor, ASAP

During the Assessment Process, if sample documentation is required, and it is either not provided in this book or
you cannot locate it in the workplace, please contact your immediate supervisor and/or Trainer/Assessor, so that
this can be provided to you

Regular access to your Trainer/Assessor and supervisors at Thrifty Car Rentals
ASSESSMENT REQUIREMENTS





Assessments must be handed in on time. Please note, Progression Reports will be provided to your supervisor on
a three (3) monthly basis.
Signed assessment cover sheets (the front page of this book), must accompany each assessment/book.
Students must complete all assessment activities for this unit/book to a satisfactory level in order to be deemed
competent in the unit.
Students will be allowed one resubmission of each assessment providing they have made a reasonable attempt
on the first submission.
Queensland Polytechnic strives for fair, objective and transparent decisions in all aspects of its operations. It will
provide reassessment on appeal to any applicant, if requested.
ASSESSMENT DETAILS & INSTRUCTIONS
Part of your assessment for this unit is that you demonstrate you can meet designated timelines. This means
submitting work within the timeline indicated in your study schedule, outlined below. You will also have the chance to
develop and practice employability skills such as communication, teamwork, problem solving, initiative and
enterprise, planning and organizing, self-management, learning, and technology.
In order to achieve Competency for this unit, this book, and all of its all assessment tasks must be completed to a
satisfactory level. An acceptable or satisfactory performance level for assessments will be based on what would be
expected of a person completing a similar task in the workplace. You may request feedback and advice from your
Trainer/Assessor at any time prior to submitting the completed book.
The assessment tasks for this unit will require you to complete the following:
Page 8 of 88
1.
Assessment 1, Oral/Written Questions: answer a number of questions
/ scenario case studies and provide examples, comments or
explanations to particular incidents/activities that occur within Thrifty
Car Rentals. Provide as much detail as you can since the more
knowledge you show, the less time it will take you to be deemed
competent in the unit.
2.
Assessment 2, Project/Documentation Evidence: Customer Service
Policy (Model) - you will also be required to develop a customer service
policy for a particular area within Thrifty. You can do this Task individually or as a group.
3.
Assessment 3, Project/Documentation Evidence: Comment Card - you will also be required to develop a
customer comment card for a particular area within Thrifty. You can do this Task individually or as a group.
Examples of documentations (i.e. policies/models) are available to all students on the Thrifty intranet, or by
asking your Trainer to supply these to you via email.
4.
Assessment 4, Practical Observation by Trainer & Third Party: have your immediate supervisor and Trainer;
sign off on your competence in the relevant areas, after observing you in a workplace situation. Emphasis will
be on customer service standards within your work area.
ASSESSMENT MARKING
It is acceptable for different students to undertake the same Assessment Task in different ways and to format their
finished work differently. Answers to questions throughout this book, may be completed in a variety of ways,
appropriate to the specific question, including:
•
•
•
•
•
writing continuous paragraphs of text
using headings and sub-headings to organize text
using bullet points rather than, (or as well as, continuous text
providing examples and illustrations from experience – particularly relevant work experience
submitting workplace documents that are examples of work completed in the workplace
Your Trainer / Assessor will make a decision about whether an Assessment Task has been satisfactorily completed
based on the following considerations:

all parts of the Assessment Task outlined in book, have been completed to a standard that satisfactorily meets the
competency requirements set out for the unit, on the NTIS website i.e. all Elements of the Performance Criteria,
Required Skills, Required Knowledge, Critical Aspects have been meet

your work is of a standard to be acceptable in the workplace, as deemed by your immediate supervisor

your work is has acceptable formatting, expression, language, spelling and grammar

the Assessment Task is your own work, except where appropriately acknowledged by the use of referencing.
Please note, while it is not essential for VET students to include the ideas and work of others in assessment tasks
– particularly practical tasks - it is good practice to do so when appropriate to the task. It is highly likely to be
necessary to refer to texts and learning materials when answering questions which focus on knowledge and how
to apply it to specific situations. Learning to reference appropriately also helps student develop skills that will be
essential should they decide to go on to higher education/university, later.
If you are deemed ‘not yet competent’ for an assessment item, a sample/indicative answer will be shown to you, to
help you determine competency in the assessment item.
Page 9 of 88
STUDY / WORK SCHEDULE & RESOURCE LIST
You will participate in a face-to-face introductory workshop and/or online conversation in
Week 1 to guide you in your study. At this time, your Trainer/Assessor will go through this
book and the Assessment requirements/tasks. Should you not fully understand a question
and/or assessment, please ask for assistance.
The remaining weeks, you will complete your study by working through the activities within this booklet and attaching
the required evidence, as instructed. NOTE: There is no need to word process your answers to the Questions within
this book. However, your Customer Service Policy and Comment Card must be word processed.
In the last week of your program, you will need to submit this booklet to your Trainer, in hard copy format. Make sure
that all the evidence/documentation is attached to the booklet where required/indicated.
The following schedule will tell you what you need to complete each week and what resources you need to review. If
you follow this schedule to complete and hand in your work you will have no trouble being ready for the final
submission of this booklet. It should only take you 4 week (30 hours) to complete this process. Please note however,
the time you will need to spend on your learning for this unit will also vary depending on your reading skills, computer
skills, modem speed and writing skills.
Please don’t hesitate to contact your Trainer / Assessor immediately if you have any difficulties.
Problems have a way of growing bigger over time – so your Trainer who is assessing your work would
much rather hear from you early so any issues can be solved and you can move ahead with your
learning. Your Trainer / Assessor will reply within one day.
Page 10 of 88
RECOMMENDED STUDY AND READING SCHEDULE
Week
Topic
Covered
Learning Resources and Assessments
Week
Introduction to
customer
service
Customer service is the provision of service to customers before, during and
after a purchase. Customer service, like a brand, is what the customer perceives
and remembers of the service they received.
1
Several published studies reveal that the mood of the customer has a significant
impact on the perception of the service received. For example, if a customer has
been waiting for a long time in a check-in queue, the perception of the
friendliness of the person at the check-in desk deteriorates. Conversely, studies
have shown that people waiting a long time for elevators due to the slow speed
of the elevator have a better perception of the experience of waiting if there is
some distraction such as a mirror in the elevator lobby. Golfers who have had a
bad day on the course are likely to have a worse perception of the service at the
clubhouse than those who have had a good day.
What a customer remembers about a service is not just dependent on the usual
suspects of first and last impressions. For an organization in the service industry,
there may be twenty or thirty ‘moments of truth’ in its provision of service. A
‘moment of truth’ is when an interaction occurs between a customer and the
service provider that can leave a lasting positive or negative impression on a
customer.
‘Moments of truth’ in the hospitality industry, for example, will undoubtedly
include, but not be limited to, booking the room, check-in, check-out, dinner
reservations, dinner ordering, dinner presentation, eating (quality and quantity
of food) and laundry receipt. Understanding the ‘moments of truth’ that are
important to an organization’s customers by segment is the key to understanding
what is good customer service.
Overall, good customer service is all about bringing customers back. And about
sending them away happy – happy enough to pass positive feedback about your
business along to others, who may then try the product or service you offer for
themselves and in their turn become repeat customers.
If you’re a good salesperson, you can sell anything to anyone once. But it will be
your approach to customer service that determines whether or not you’ll ever be
able to sell that person anything else. The essence of good customer service is
forming a relationship with customers – a relationship that that individual
customer feels that he would like to pursue.
How do you go about forming such a relationship? By remembering the one true
secret of good customer service and acting accordingly; “You will be judged by
what you do, not what you say.”
Page 11 of 88
Providing good customer service IS a simple thing. If you truly want to have good
customer service, all you have to do is ensure that your business consistently
does these things:
1) Answer your phone - make sure that someone is picking up the phone when
someone calls your business. (Notice I say “someone”. People who call want to
talk to a live person, not a “fake recorded robot”.)
2) Don’t make promises unless you WILL keep them - Reliability is one of the
keys to any good relationship, and good customer service is no exception. If you
say, “Your new bedroom furniture will be delivered on Tuesday”, make sure it is
delivered on Tuesday. Otherwise, don’t say it. The same rule applies to client
appointments, deadlines, etc.. Think before you give any promise – because
nothing annoys customers more than a broken one.
3) Listen to your customers - Is there anything more exasperating than telling
someone what you want or what your problem is and then discovering that that
person hasn’t been paying attention and needs to have it explained again? Let
your customer talk and show him that you are listening by making the
appropriate responses, such as suggesting how to solve the problem.
4) Deal with complaints - no one likes hearing complaints, and many of us have
developed a reflex shrug, saying, “You can’t please all the people all the time”.
Maybe not, but if you give the complaint your attention, you may be able to
please this one person this one time - and position your business to reap the
benefits of good customer service.
5) Be helpful - even if there’s no immediate profit in it - The other day I popped
into a local watch shop because I had lost the small piece that clips the pieces of
my watch band together. When I explained the problem, the proprietor said that
he thought he might have one lying around. He found it, attached it to my watch
band – and charged me nothing! Where do you think I’ll go when I need a new
watch band or even a new watch? And how many people do you think I’ve told
this story to?
6) Train your staff to be ALWAYS helpful, courteous, and knowledgeable - talk
to them about good customer service and what it is (and isn’t) regularly. Most
importantly, give every member of your staff enough information and power to
make those small customer-pleasing decisions, so he never has to say, “I don’t
know, but so-and-so will be back at...”
7) Take the extra step - for instance, if someone walks into your store and asks
you to help them find something, doesn’t just say, “It’s in Aisle 3.” Lead the
customer to the item. Better yet, wait and see if he has questions about it, or
further needs. Whatever the extra step may be, if you want to provide good
customer service, take it. They may not say so to you, but people notice when
people make an extra effort and will tell other people.
Page 12 of 88
8) Throw in something extra - whether it’s a coupon for a future discount,
additional information on how to use the product, or a genuine smile, people
love to get more than they thought they were getting. And don’t think that a
gesture has to be large to be effective.
If you apply these eight simple rules consistently, your business will become
known for its good customer service. And the best part? The irony of good
customer service is that over time it will bring in more new customers than
promotions and price slashing ever did!
Recommended Readings for Week 1-4.
These readings are relevant to all Assessment Tasks for this unit














Reading 1: Examples of Customer Service Standards
Reading 2: Policy & Procedure Example (for Portfolio Activity 2)
Reading 3: Are you hearing your customers?
Reading 4: What is a customer worth?
Reading 5: Three Steps To Implementing Customer Service Excellence
Reading 6: What every customer wants
Reading 7: The 10 commandments of great customer service
Reading 8: Customer complaints and types of customers
Reading 9: Handling customer complaints
Reading 10: Traits you cannot teach in customer service
Reading 11: Is the customer always right?
Reading 12: Implement customer service standards
Reading 13: Customer feedback
Reading 14: Customer Service Models
Assessment 1: Questions and Answers
Make a list of Thrifty’s customers? Give examples
HINT: think about:






the internal and external customers
Tourist customers
Commercial (business) customers
Corporate customers
Leisure (local) customers
Weekend customers (i.e. weekend movers)
You may like to re-visit the unit ‘BSBRES401A Analyze & Present Research Information’ as you may
have researched this as part of your assessment items, depending on what VERSION of the unit you
completed. Alternatively, re-visit, the Readings in the unit, ‘BSBCUS402A Address Customer Needs’
Page 13 of 88
Page 14 of 88
What are these customer’s needs? I.e. what does the tourist customer
want? What does the commercial customer want? Etc…..
Page 15 of 88
Make a list of your department’s customer’s service standards. These
may be FORMALLY written down in a Customer Service Policy document
or INFORMALLY discussed and expected throughout the organization.
You can work in a group if you like.
HINT: think of areas such as:

taking customer orders over the phone or face to face

follow up documentation / contracts etc

billing – payments, invoices, refunds etc

visiting the customer at their house, hotel etc

making repairs on vehicles

handling customer complaints
CA1 (partial), RK1 (partial), RK3
You may wish to re-look at the standards of operations, for some
departments within Thrifty, to recall the requirements. See Reading 1.
Page 16 of 88
Page 17 of 88
How are these standards monitored? How do you make sure you are
consistently achieving these standards?
PC1.1 (partial)
Identify
customer
service
problem areas
Page 18 of 88
Looking at this list of customer service standards, what do you think
Thrifty as a whole, and/or your department, do well at? What do they do
poorly in?
PC1.1 (partial), PC1.2, RS3
Page 19 of 88
Monitoring
Customer
Service
How do you (or your department, or the organization as a whole) monitor
customer service? Could you do this better – explain and/or give
examples.
CA1 (partial), PC1.1 (partial)
Page 20 of 88
Talk to the Customer Service Manager at Thrifty – what are the most
common areas of complaints (problem areas) from Thrifty customers?
List these. Are they the same areas you thought?
PC2.3 (partial), PC2.2 (partial)
Page 21 of 88
How to
improve
Customer
Service
Page 22 of 88
Looking at the most common areas of complaints (problem areas) at
Thrifty, how can you adjust and/or improve work practices to avoid
these? What would your suggestions be?
PC 2.3 (partial), CA2, RS3
Obtaining
support from
the team
How can you make sure that the entire organization is aware of these
problem areas and how they can be improved upon? I.e. what could you
do today to make sure everyone at Thrifty gets the message that
customer service needs to be improved in these problem areas, and that
it is everyone’s reasonability to ensure standards are consistently high in
these areas?
PC 2.4 (partial)
Page 23 of 88
What could the Managing Director / other departments within Thrifty /
your department / individuals do, to make sure customer service
standards are consistently being achieved?
What can be done to encourage this?
PC2.1
Page 24 of 88
Providing
resources for
Customer
Service
What resources could they provide to ensure customer service standards
are being met? Give examples. Explain.
HINT: financial resources towards training, more HRM related resources
(i.e. staff) need to be supplied to be able to answer phones
PC3.2
Page 25 of 88
Developing
Customer
Service
Standards
Assessment 2: Development of a Customer Service Policy &
Procedures
PC 2.5, PC3.1, RS1, RS2, RK1, RK2, RK3,CA3
(a customer
service model)
In a group or individually, develop a customer service policy for an area
within Thrifty.
You need to document what the expectations/standards are in terms of
service levels within this area. Levels could range from basic, expected,
desired or sensational customer service).
Your policy could focus on such areas as:













Uniforms & nametags
Appropriate greetings/introductions and exit comments for your
department
Acknowledging the customer/client in a set period of time
Appropriate signage at Thrifty
Queuing arrangements
Telephone service areas
Taking customer orders and delivery of services, promptly and
correctly
Billing and/or taking payments for services/products
Providing receipts / copies of contracts
Visiting the customers in hotels or business premises
Making/arranging vehicle repairs and/or office equipment repairs
Managing customer complaints
Reporting and recording complaints
Reading 2: Example of Policy & Procedure Document
Look at other policies within Thrifty, if you don’t know the format
requirements.
When you are finished, please attach your completed, word-processed,
Customer Service Policy to this booklet where indicated (at the back of
this booklet).
Page 26 of 88
Week
2-3
Obtaining
Feedback from
Customers
Assessment 3: In a group, or individually, design a comment card
(feedback form) for your department
PC 2.5, PC3.1, RS1, RS2, RK1, RK2, RK3,CA3
Design a comment card for your department that focuses on customer
satisfaction. This comment card will ensure the delivery of services and
products at Thrifty are meeting your team’s customer service standards,
and that you can make adjustments to areas in the future, if required.
You might wish to look on the Thrifty vehicles, to see current comment
cards being used, regarding the presentation of Thrifty’s vehicles.
When completed, please attach your completed, word-processed,
comment card to this booklet where indicated (at the back of this
booklet).
Week
4
Obtaining
Feedback from
co-workers
Obtain feedback about your comment card from co-workers & modify if
need be.
PC2.2
Summary of Feedback:
Page 27 of 88
Attach your completed Customer Service
Policy (Assessment 2) here.
Page 28 of 88
Attach your completed Comment Card
(Assessment 3) here.
Page 29 of 88
Trainer/Assessor & Third Party Workplace Observation / Discussion Form
Information for Thrifty Car Rental Staff Member: Workplace Observations are a critical part of each student/trainee’ training. They provide evidence that
verifies competency within the workplace. As the trainee’s immediate supervisor, you can contribute in a meaningful manner to the training process through
the accurate and timely recording of observations. It is important that evidence gathering through observation takes places over a number of shifts, and
under a range of circumstances and at various times. Observation may be undertaken in either a formal or informal setting. A ‘formal’ setting occurs when
you and student/trainee arrange a fixed time when observation will take place. ‘Informal’ settings provide opportunities for you to observe the
student/trainee under a variety of conditions ranging from the ‘normal day’ to situations of ‘stresses. It is the student/trainees’ right to be provided with timely
feedback on performance. Based on the observation, you may ask the student/trainee additional questions or prompt them for clarification if they are close
to the correct response, and you believe they have the knowledge/skills to show competency in the unit. The trainee should be given every reasonable
chance to show you they have the skills and knowledge through their responses.
Student/Trainee’s Name:
Student/Trainees Job Position:
Dates/Shifts/Times:
Observer (i.e. Supervisor or Senior Co-worker):
Assessor (i.e. QP’s marker):
Evidence Required
Contribute to quality
customer service
standards at Thrifty
Car Rentals
Performance Criteria
Can the Trainee access, interpret, apply and monitor customer
service standards, in accordance with the Thrifty Car Rentals
Operations manual and/or Kingmills’ (parent company),
required polices and processes?
The Trainee should be to access, interpret, apply & monitor
standards in terms of: location compliance, staff presentation,
S or US
S or US
Comments
vehicle presentation, yard presentation, front desk appearance
Refer to Reading 1 for more detailed examples of these areas
Can the Trainee make suggestions / recommendations to
improve the standards, policies/ procedures within Thrifty?
S or US
The Trainee should be able to make contributions/improvement
to areas such as:












billing / taking invoices or payments
reporting or recording complaints
vehicle contract management
telephone reservations
vehicle delivery
maintenance issues
corporate clients
metroplex delivery issues
refunds enquiries
de-fleeting issues
ferry driver issues
rostering issues / staffing issues
Also a critical aspect.
Implement customer
service systems at
Thrifty Car Rentals
Can the Trainee encourage staff to implement customer service
systems/standards, on a regular basis?
Trainee could encourage staff via:



Page 31 of 88
BSB40207 Certificate IV in Business
Positive emails
Team meetings
Department bonuses on reduced number of customer
complaints
S or US





Rewarding staff for excellent client feedback
Informal discussions with staff on a day to day basis
Formal discussions with staff
Emphasising importance of using the customer service
database
Emphasising the role the customer satisfaction manager
plays at Thrifty
Can the Trainee review customer feedback in consultation with staff
and analyse this feedback, to ensure improvements are made?
S or US
Trainee could review - emails / correspondence / phone calls to
Thrifty Head office or Kingmill (parent company) and/or phone calls to
individual clients
Trainee could analyse work practices by interviewing clients / staff or
having survey forms filled out / comment cards filled out. Departments
could conduct overview of problem areas and brainstorming how to
fix
Can the Trainee identify customer service problems and make
adjustments to ensure continued service quality?
S or US
Trainee could identify problem areas such as damaged vehicles,
delays in vehicle deliveries, missing parts of a vehicle, poor service,
poor advice given to a location, slow turnaround time for invoicing,
not answering phone calls within 3 calls, poor uniform presentation,
poor location compliance
Adjustments could be any activity that would rectify the problems
identified
Can the Trainee communicate adjustments in service delivery to
all those involved, within appropriate timeframes?
E.g. A vehicle is no longer going to be available to a customer
at a certain time because of XYZ reason, and a branch within
Page 32 of 88
S or US
the metroplex needs to be told this so alternative arrangements
can be made within a reasonable time frame
E.g. Emails or phone calls are made to staff involved to ensure
all area aware of issues and adjustments that need to be made.
Email evidence could be shown.
Timeframes could vary from a 10 min to 24-48hrs
Can the Trainee coordinate and manage delivery of services
and products to ensure they effectively and efficiently meet
quality standards
S or US
E.g. 1: Does trainee manage the delivery of clean, well
maintained vehicles to the customer at each location, within
the metroplex they are responsible for?
E.g. 2: Does the trainee from Accounts Dept, ensure that wages
/ Accounts Payable are paid on time each fortnight?
Implement customer
service standards as
a team, at Thrifty Car
Rentals
Can the Trainee plan and implement team activities to meet
customer needs and expectations, and to minimise
inconvenience?
E.g. Trainee could roster more staff on weekends/ morning to
ensure that customers are served promptly
E.g. Trainee could direct staff to reservations dept, rather than
front counter, when phones are busy
E.g. Trainee could direct staff to go and deliver vehicles, if more
‘drivers’ are needed, than front counter staff
E.g. Trainee could direct staff to fill metroplex areas, where
Shortfalls occurring
Page 33 of 88
S or US
Can the Trainee identify resources required to undertake team tasks
while meeting required customer service levels
S or US
Resources could include: staff, vehicles, GPS, baby seats, Street
Directories, mine-spec beacons
Team task could include: relocating vehicles to different metroplexes,
Arranging pick up or delivery of vehicles to commercial clients (mine
Spec vehicles)
Can the Trainee explain the system and standards to their immediate
work team?
S or US
Required Skills
E.g. Can the trainee write an email / answer a phone call regarding a
compliant and then pass this information on to the team, in terms of
what the issues/problems were and how it will be resolved
E.g. Can the trainee tell you about the uniform standards at Thrifty or
the vehicle presentation standards?
Can the Trainee understand and interpret customer service standards
to others, and to modify these standards as required?
E.g. Can the trainee look at Cars Plus and tell you the amt & type of
vehicle needed for 9am on Monday morning?
Can he/she tell you what optional extras are needed for the vehicle
bookings on Monday (i.e. Baby seats)
Can the trainee look at the vehicle contract and tell you how much is
owing on the hire, as per a given day & time?
Page 34 of 88
S or US
Does the Trainee have problem-solving skills and lateral thinking skills?
S or US
E.g. If the trainee has 6 bookings at 8am for 4WDs, can they find these
vehicles in CarsPlus, and arrange with drivers to bring them to the
relevant metroplex?
E.g. If the trainee has an account that is not a nil balance, where
would he/she look to rectify the issue?
E.g. if salaries have not gone in to accounts, due to Banking Error,
what procedures are followed to reduce staff anxiety?
Does the Trainee have detailed product and service knowledge?
Required Knowledge
S or US
E.g. All vehicle classes and port codes are known
E.g. All hotels and apartments are known
E.g. All commercial clients and their vehicle requirements are known
or if not known, he/she knows how to obtain this information
E.g. All staff and their extensions/emails are known, to be able to
contact them if there are issues/problems with salary / rosters
Does the Trainee understand models of customer service E.g.
Policies/procedures in regards to customer service, comment cards,
hotel delivery, fuel management
Does the Trainee have knowledge of relevant procedures and
standards in regards to customer service /customer satisfaction /
customer service relationships (ALSO A CRITICAL ASPECT)
E.g. Are they aware of the customer complaint database and the
steps involved in entering or accessing information from this
database?
Page 35 of 88
S or US
S or US
Critical Aspects
(Evidence Required)
Does the Trainee:

identify customer service systems and standards

provide information about monitoring and support required,
to ensure compliance with customer service standards
S or US
Can the trainee tell you the standards for vehicle cleanliness, personal
appearance/uniform requirements, taking customer orders over the
phone or face to face?
Can the trainee tell you the standards in terms of billing – invoices,
refunds, payments?
Can the trainee tell you about the customer service database – where
it is, and why & how it is used?
Can the trainee tell you how customer complaints are handled at
Jonday vs Kingmill?
Can the trainee tell you who the customer satisfaction manager is at
Thrifty?
Does the Trainee recommend how customer service standards can be
improved to better meet the needs of Thrifty and its customers
S or US
Recommendations can range from any areas within their department,
such as vehicle presentation, uniforms, office/location compliance,
phone calls, insurance sales, invoicing, refunds, maintenance issues,
corporate client issues (e.g. BCC)
THRIFTY CAR RENTAL’s SENIOR STAFF MEMBER TO FILL OUT
QUEENSLAND POLYTECHNIC’S STAFF MEMBER TO FILL OUT
The trainee is competent in this unit.
The trainee is competent in the unit:
Satisfactory
Satisfactory
 Unsatisfactory
Page 36 of 88

 Unsatisfactory

Assessor: KAREN LAMKIN
Thrifty Staff Member:
Signature: .........................................................................................Date: ..............................
Signature: .........................................................................................Date: ..............................
Assessment Method
Y/N
Performance Criteria /
Elements
Underpinning
Skills (RS)
Underpinning
Knowledge (RK)
Critical Aspects
(CA)
Dimensions of Competency
CA1, 2
√
√
√
√
√
√
√
√
CA3
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
2.1, 2,2, 2.3, 2.4
3.2
Y
PC2.5, 3.1
RS1, RS2
RK1,2,3
Assessment 3, Oral/Written
Questions + Documentation
Evidence (Comment Card)
Y
PC 2.5, PC3.1
RS1, RS2
RK1, RK2, RK3
Assessment 4, Practical Observation
by Trainer & Third Party
Y
ALL
ALL
ALL
Assessment 2, Oral/Written
Questions + Documentation
Evidence (Customer
CA3
Page 37 of 88
ALL
Job Role Environment
Skills
RK1
Contingency Planning
Skills
RS1,3
Task Management
Skills (Variables)
Task Skills
Technology
Learning
Self Management
Planning & Organizing
Initiative & Enterprise
1.1, 1.2
Problem Solving
Y
Teamwork
Assessment 1 Oral/Written
Questions
Communication
Mapping Matrix for BSBCUS403A Implement Customer Service Standards
Employability Skills
READING 1 – EXAMPLE OF CUSTOMER SERVICE
STANDARDS AT THRIFTY CAR RENTALS
LOCATION COMPLIANCE & AUDITS
Since its inception in 1958, Thrifty Car Rental has undergone an amazing transformation. From a
single location renting Volkswagen Beetles in Tulsa, Oklahoma, our system has grown into an
international network of Franchisees offering a variety of services under the Thrifty name. As our
system has grown, consumer recognition of the Thrifty brand has increased dramatically. This is due
in great part to the consistent use of the Thrifty standards on a world-wide basis. Our brand and our
brand identity reinforce Thrifty’s position as the value leader in the car rental industry. Thrifty’s
image standards have been carefully designed to give Thrifty a consistent look and feel no matter
which branch you may step into anywhere in the world. The Thrifty standards extend to the
presentation of all vehicles and staff.
Like the design and fit-out of our buildings and branches, it is essential that every staff member who
has contact with the public displays the Thrifty image; uniform, name badge and a high level of
personal grooming.
During your employment at Thrifty, you will be asked to conduct regular audits on the Location
and/or yourself to ensure Thrify’s standards are being adhered to by every team member. Refer to
the Thrifty Identification Standards Manual which provided detailed information/specifications in
relations to:






Graphic styles
Exterior and interior signage
Paint work
Office fit out
Opening of new locations
Refurbishing of existing locations
This includes such items as:
Exterior Appearance
All locations are to be painted in the standard Thrifty color scheme, incorporating the Thrifty blue fascia band and Thrifty logo
Provision should be made for the installation of an after hours key drop facility, appropriately marked
On the door or near the entrance, a sign detailing:
1. the name of the operator of the location should be displayed.
E.g. Jonday Holdings Pty Ltd
ABN: 48 011 049 531
ACN: 011 049 531
“An independent Franchisee of Kingmill Pty Ltd trading as Thrifty Car Rentals”
2. the address
3. opening hours (including Sat, Sun & Public Holidays)
This sign needs to be at least 3cm high. Should be white OR Thrifty blue in colour. Standard Bold type using Thrifty future or arial
font
Interior Appearance
Routine maintenance & cleaning should be carried out to ensure facilities are presented to the public in a first class condition
Smoke free environment
Customer Reception area should be:

tiled using Thrifty approved colours

painted in Thrifty grey

incorporate a Thrifty designed counter built to specifications

have a Thrifty back wall sign which is designed in accordance with specifications
Customer Counters must prominently display CURRENT Thrifty point of sale material
Area around Thrifty back wall sign needs to be uncluttered
Administration area of the office should be separated/partitioned from customer service area
Page 39 of 88
Vehicles
All vehicles should have a port code sticker affixed to the bottom left hand side corner of the windscreen
Thrifty Blue Trucks (blue painted bodies) must be painted white, when ‘recycling’ occurs
Uniform & Personal Presentation
All staff must be attired in the official Thrifty Uniform
1. All uniform garments must be clean and pressed at all times
2. Shoes – Detailers






Steel capped boots is the only acceptable footwear
Navy or black socks are to be worn
The uniform pant must be worn on the outside of boots.
The shoe must have a flat sole or the heel may not exceed ½ inch in height when measured from inside the shoe heel
Shoe soles and heels including rubber and crepe, must be as dark as the shoe
Shoes must be clean, polished and maintained in good repair at all times
Shoes – All other staff (Women & Men)






All shoes must be solid black or navy.
Shoes must be conservative and uncluttered; for women, they must represent a court shoe, and for men, a conservative dress-type shoe.
Shoes must be a closed heel and toe.
The shoes must have a flat sole and the heel must be of an acceptable height.
Shoes must be clean, polished and maintained in good repair at all times.
Laces if applicable must be black or navy.
3. Accessories








Jewellery should be conservative, modest and professional
Watches should be simple and conservative in design with a face to complement the band
Visible body piercing is not acceptable
One earring stud is allowed
Visible tattooing is not acceptable
A belt must be worn with any uniform pants that have belt loops. A Thrifty belt must be worn
The Thrifty name badge must be worn at all times on the left side of the garment above the Thrifty logo.
Sunglasses and eyeglasses may be worn as necessary. Colour and design should be conservative and professional in appearance.
4. Proper Uniform Fitting & Undergarments




Garments should be altered, if necessary, to fit properly. Avoid a fit that is too snug or too loose.
Pant hems should be no longer than floor length and no shorter than one inch (1”) from the floor at the heel.
Skirt length should be mid-knee or slightly below.
T-shirts or undershirts worn under uniform shirts must be white or natural without pictures or printing
5. Hosiery (Women)





Navy/black or natural sheer hosiery is to be worn with skirts.
For women, hosiery may be worn with uniform pants.
Woollen/thick tights are unacceptable to be worn as hosiery. When wearing black shoes black hosiery is to be worn.
When wearing navy shoes navy hosiery is to be worn. Natural hosiery can be worn with black or navy shoes.
Hosiery must be seamless without pattern or texture
Hosiery (Men)


Socks must always be worn while in uniform.
Plain black socks should be worn with black shoes and plain navy socks should be worn with navy shoes.
Page 40 of 88
6.Hair Styles





Hair should be clean, neatly styled and appropriate for business wear
Hair should be a professional colour, no inappropriate colouring
Long hair should be kept out of eyes
For men, moustaches and beards, if worn, must be kept neatly trimmed. The face and neck area should be kept clean-shaven
With the exception of neatly trimmed moustaches and beards, employees must be clean-shaven at all times
7.Hand and Nail Care


Fingernails must be kept clean and trimmed
Fingernail colour, if worn, should be clear, natural or tasteful colour. Only one nail colour may be worn at a time
8.Makeup

Make up should be tasteful and natural to complement skin tone and facial features.

Lipstick (if worn) should be a clear, bright or natural colour that complements the uniform.
9.Maternity Wear

Maternity wear should be similar in colours, fabric and design as the rest of the uniform programme.
10.Neckwear






Only regulation neckwear is approved for use with the uniform.
For women, an approved Thrifty scarf must always be worn with the Thrifty shirt. The scarf is to be worn under the shirt wrapped around
the neck as per the visual guideline.
For men, an approved Thrifty tie must always be worn with the compliant shirt.
When wearing a tie the top button of the shirt must always be buttoned.
The tie must be tied in a four-in-hand knot or Windsor knot and the knot must be worn all the way to the top collar.
The bottom tip of the tie should fall no longer than the bottom of the belt buckle and no shorter than the top of the slack waistband.
All staff must have name badge
Opening a New Location or Modifying Old Location
Must obtain approval from National Franchise Manager before any construction, modification or implementation of current or
new facilities at least 30 days prior to commencement
Once approved, Franchisee must provide photos of the site (internal & external, & surrounding parameters) to Franchise Dept for
approval
Contact local council to advice intention to run a car rental business and address issues:

Water

Trade Waste

Hazardous substances (ie. fuel)
Required Facilities
Ample parking for vehicles and employees
Page 41 of 88
An area for washing & servicing of vehicles
An area for ‘ready’ vehicles to be displayed to customers
Fuel storage tanks & pumps (optional)
Security fencing & lighting
Storage room
Private office/s
Room for large rental counter & customer area
Restrooms
Airport locations work within provisions & requirements of airport
Print Materials
All print documents comply with Thrifty Creative Artwork Guidelines
Letterheads & Faxes complies with Thrifty formats
Business Cards complies with Thrifty format
Page 42 of 88
QUIZ TIME
It is now time to see how much you have learnt / retained!
LOCATION COMPLIANCE QUESTIONNAIRE
Image standards of the Thrifty brand have been carefully designed to ensure each Franchisee is
consistent looking. Strict compliance and enforcement of the published standards is mandatory for
all locations. Failure to comply with the specifications can jeopardise the licence to use the Thrifty
name. List 4 items that all staff must be aware of in regards to Location Compliance.
Page 43 of 88
VEHICLE PRESENTATION & SAFETY STANDARDS CHECKLIST
All vehicles are to be spotlessly cleaned inside and out, and given a mechanical check. Listed below are the items
that should be checked BEFORE each rental.
Exterior of Vehicle
(Includes Safety Issues)
Tyre Pressure

Roadworthy

Inflation
levels
correct
(see
manufacturers
inflation
plaque
affixed to the vehicle)?
Tyre Condition (treads)

At least 4/10 cm across full tread
width
Tyre Pressure & Condition
(in Boot )
Apply Tyre rejuvenator
Wheel Trims
Wheel Arches & Mud flaps
Windscreen – clean, cracks
Windscreen Wipers

Operable

Not streaking?
Damage
Cross check existing BODY DAMAGE
against boot report. Report new damages.
Any damage that renders the vehicle
unroadworthy or affects safe operations is
not allowed.
Damage which affects appearance of
vehicle is referred to Branch Manager
and/or Washbay Supervisor.
Page 44 of 88
Yes/No
Comments
Vehicle Maintenance/Service
Requirements
If need a service/maintenance advise
Branch Manager and/or Washbay
Supervisor OR log onto the Service Log,
thru intranet and advise details
Fluids






Oil
Battery
Radiator
Water
Brake fluid
Transmission fluid

Windscreen washer bottle (front &
rear)
Aerial
Mirrors
Clean Appearance on exterior

Boot

Door edges
Thrifty Key Tags & Keys

Legible

Fully completed i.e. rego number,
vehicle description, colour, phone
number
Park Vehicle


Manual vehicles in neutral
Automatic vehicles in park

As per Yard Plan outlined by
Managing Director/Operations
Manager
Check:



Triangles
Hammers @ 3
Hydraulic Lift
Interior (Includes Safety Issues)
Windows
Mirrors
Page 45 of 88
Yes/No
Comments
Carpet/Seats upholstery





Check under the seat as well
Customer items get tagged with date
& rego number and give to Branch
Manager, to go to Lost Property
Front passenger & Driver seat go to
furtherest most setting
Check Seat Pockets
Head rests are in position
Ashtrays & Cigarette Lighter


Ash
Odour


Present?
Working?
Dashboard & Glove Box
Console

Cleaned?

Hand brake in order?
Door Trims
Door Jams
Trip Meter – reset to ‘0’
Air conditioner/heater

Working?

Set to off
CD/Radio

Local FM/AM stations

Working?
Clock

Local time

Working?
Seat Belts


Serviceable/operable
Accessible

Neatly rolled up
Boot


Clean?
Parcel shelf clean & working?
Page 46 of 88



Spare tyre checked
Tools?
Jack secured?

Wheel Brace secured?
Registration Sticker



Present?
Current?
Expired?
If expired, remove the sticker and either
replace with the renewal sticker if
available, or have a copy of the registration
certificate faxed to your location from
head office, and place this in the glove
compartment.
Service Sticker

Up to date

Present?
Litter bag
Window Hanger
Spray Air Freshener
Fuel

Full?

If not, record details & arrange for
customer to be charged
Trucks

overhead clearance stickers must be
placed on top of windscreen
Kilometer range



non commercial vehicles should not
be older than 18 months
other vehicles should be regularly
checked against APPROVED FLEET
GUIDE
Vehicles exceeding the kilometers are
to be grounded immediately and
recycled
Lights




Interior lights working
High beam
Indicators
Hazard lights

Break lights
Page 47 of 88
Horn

Working?
The Detail and Conditions Report

accurate, signed and dated by the
staff member who is detailing the
vehicle

placed in the boot/glove box of the
vehicle
Date:
Detailer:
Vehicle
Registration:
Other Comments
(if applicable):
Vehicle SPOT
CHECKED by:
Page 48 of 88
Telephone Benchmarks
GREETING
Telephone Answered within 3 rings
A genuine display of enthusiasm is delivered
Uses the Thrifty Greeting:
“Thankyou for calling Thrifty, you are speaking with…………………………………………..
How can we help you today?”
RESPONSE
Shows individual commitment when listening to and identifying customer’s initial inquiry
PERSONALISATION
If provided with, use the customer’s name where possible
Displays a positive and approachable attitude to delivering exemplary individual attention
QUESTIONING
Uses open and honest communication when identifying precise customer requests
Uses the 5 key opening questions;
When and where do you require the vehicle?
How long do you require the vehicle for and where will you return it?
How many people are you traveling with/What size vehicle do you require?
Where will you be traveling with the vehicle?
Are you a member of NRMA or any Australian Motoring clubs?
Displays a commitment to build customer rapport by understanding customer
requests
INFORMATION
Delivers accurate, professional information
Communicates rate, taxes, fuel, and additional options/charges clearly
No misleading information is given
Has an individual eagerness to promote our product, people and service
Eg. Offer a Courtesy pick up, refers to holiday discount voucher booklet
Page 49 of 88
Acts on every opportunity to communicate the importance of their customer to
Thrifty with energy, confidence and intelligence
Has a genuine commitment to insure customer is comfortable and understands all
rental contract charges, liabilities and processes
SELLING
Has a will to win attitude to obtain a commitment from the customer
Positively strives for a quotation, if unsuccessful in making a reservation
Goes the extra mile with a can-do attitude to sell the benefits of choosing to rent
with Thrifty
Has a strong awareness of competitors
CONCLUSION
Confirms and reviews rental request with customer
Attempts to gain customer’s trust by giving them their name for any further bookings
or amendments
Gives a genuine ‘thankyou’ to the customer for choosing Thrifty
PERSONAL ATTRIBUTES
Speaks clearly, without jargon and at an appropriate speed
Displays willingness to do whatever it takes to exceed the customer’s expectations
Clearly believes in delivering the Thrifty service.
Eg. Was passion evident?
OVERALL RATING
Was passionate, individual, exemplary service delivered?
Page 50 of 88
Customer Return Benchmarks / Standards
GREETING
Exceptional
Good
Average
Below
Average
Poor
Exceptional
Good
Average
Below
Average
Poor
Exceptional
Good
Average
Below
Average
Poor
Exceptional
Good
Average
Below
Average
Poor
Appear alert and ready to assist the customer
Thrifty image is well presented
Employee Appearance-neatly well groomed in full
Thrifty uniform & presenting a professional business
like image: name badge visible
Thrifty Counter-maintain a tidy work station with
paperwork, current promotional material visible and in
pristine condition, brochures on counter in order & restocked, signs current and manager on duty
Visually and verbally acknowledges the customer
(even if they are unable to immediately attend to
them)
Smiles whilst greeting the customer
Customer is greeted sincerely in relation to the
volume of activity at the counter
“Good Morning Sir/Madam. My name is.........how can
I help you today?”
“Thankyou for waiting, my name is.......... how can I
help you?”
RESPONSE
Shows individual commitment when listening to and
identifying customer’s initial inquiry
PERSONALISATION
Asks for & uses the customers name where possible
Displays a positive & approachable attitude to
delivering exemplary individual attention
QUESTIONING
Page 51 of 88
Uses open and honest communication when
identifying precise customer requests
Uses these opening questions:
How was your Thrifty experience?
How was the performance of your vehicle?
When did you refuel the vehicle?
Has a flexible approach to overcome any customer
objections with positive proactive responses
Shows a commitment to build customer rapport by
understanding customer requests
INFORMATION
Exceptional
Good
Average
Below
Average
Poor
Exceptional
Good
Average
Below
Average
Poor
Communicates rate, taxes, fuel and additional
options/charges clearly
No misleading information is given
Has an individual eagerness to promote our product,
people and service
Eg. Offers a blue Chip application
Acts on every opportunity to communicate the
importance of their customer to Thrifty with energy,
confidence and intelligence
Checked in vehicle whilst customer present. Fully
checked over vehicle and compared it to the Damage
report attached to the original contract or boot report
if original is not available. ( Boot check completed to
ensure spare tyre and jack are present, exterior and
interior of vehicle inspected. Lifter chords present in
trucks and all optional extras have been returned eg.
gps, babyseats and boosters)
Has a genuine commitment to insure customer is
comfortable and understands all rental contract
charges, liabilities and processes
CONCLUSION
Page 52 of 88
Accurately carries out procedures and policies on
paperwork
Asks the customer if they can make any future
bookings for them
Gives a genuine ‘Thank you’ to the customer for
choosing Thrifty
PERSONAL ATTRIBUTES
Exceptional
Good
Average
Below
Average
Poor
Exceptional
Good
Average
Below
Average
Poor
Speaks clearly, without jargon and at an appropriate
speed
Feels empowered to accept and take responsibility for
one’s actions
Clearly believes in delivering the Thrifty service
-Was passion evident?
OVERALL RATING
Was passionate, individual, exemplary service
delivered?
Page 53 of 88
Counter Initiation Benchmarks/Standards
GREETING
Exceptional
Good
Average
Below
Average
Poor
Exceptional
Good
Average
Below
Average
Poor
Appears alert & ready to assist the customer
Thrifty image is well presented
Employee Appearance-neatly well groomed in full Thrifty
uniform & presenting a professional business like image:
name badge visible
Thrifty Counter-maintain a tidy work station with
paperwork, current promotional material visible and in
pristine condition, brochures on counter in order & restocked, signs current and manager on duty
Visually and verbally acknowledges the customer (even if
they are unable to immediately attend to them)
Smiles whilst greeting the customer
Customer is greeted sincerely in relation to the volume
of activity at the counter
“Good Morning Sir/Madam. My name is.........how can I
help you today?”
“Thankyou for waiting, my name is.......... how can I help
you?”
RESPONSE
Shows individual commitment when listening to and
identifying customer’s initial inquiry
Page 54 of 88
PERSONALISATION
Exceptional
Good
Average
Below
Average
Poor
Exceptional
Good
Average
Below
Average
Poor
Exceptional
Good
Average
Below
Average
Poor
Asks for & uses the customers name where possible
Displays a positive & approachable attitude to delivering
exemplary individual attention
QUESTIONING
Uses open & honest communication when identifying
precise customer requests
Uses opening questions such as the following when
performing a walkup:
Have you rented with Thrifty before?
Are you a member of NRMA or any Australian Motoring
Clubs?
How long will you require the vehicle for?
What type of vehicle would you prefer to drive?
Has a flexible approach to overcome any customer
objections with positive proactive responses
Shows a commitment to build customer rapport by
understanding customer requests
INFORMATION
-Communicates rate, taxes, fuel & additional
options/charges clearly
-No misleading information is given
Has an individual eagerness to promote our product,
Page 55 of 88
people & service
-Eg. Offers a Blue Chip application, Thrifty discount
voucher booklet
Acts on every opportunity to communicate the
importance of their customer to Thrifty with energy,
confidence & intelligence
Has a genuine commitment to insure customer is
comfortable and understands all rental contract charges,
liabilities & processes (Contract is circled in correct
areas and is properly explained to the customer)
SELLING
Exceptional
Good
Average
Below
Average
Poor
Exceptional
Good
Average
Below
Average
Poor
Has a will to win attitude to obtain a commitment from
the customer
Approaches positively to strive for meeting the
customers need when selling product and incrementals
Eg. UP and PP
Goes the extra mile with a can-do attitude to sell the
benefits of choosing to rent with Thrifty
Has a strong awareness of competitors
CONCLUSION
Accurately carries out procedures and policies on
paperwork
Informs customer of contact numbers for reference if
required-Client card given
Provides toll payment information
Offers maps and directions (including to location of
vehicle)
Page 56 of 88
Gives a genuine “Thankyou” to the customer for
choosing Thrifty
PERSONAL ATTRIBUTES
Exceptional
Good
Average
Below
Average
Poor
Exceptional
Good
Average
Below
Average
Poor
Speaks clearly, without jargon and at an appropriate
speed
Feels empowered to accept and take responsibility for
one’s actions
Clearly believes in delivering the Thrifty service
-Was passion evident?
OVERALL RATING
Was passionate, individual, exemplary service delivered?
Page 57 of 88
READING 2 – EXAMPLE OF POLICY & PROCEDURES
DOCUMENT
SPILL RESPONSE POLICY & PROCEDURES
1. Introduction
Jonday Holdings Pty Ltd (hereby known as ‘the employer’) recognizes it has a legal obligation to protect the
safety of persons, and prevent harm to property and the environment from hazardous spills. It is therefore the
aim of this company to implement an effective Spill Response Procedure that ensures compliance with
relevant acts, codes, regulations and standards.
2. Purpose & Scope
The purpose of the Spill Response Procedures is to identify practical responses to all spills occurring on the
employer’s premises, with particular emphasis on fuel spills.
The accidental release of fuel during handling or dispensing may adversely affect the environment. The
following procedures are intended to prevent a loss or escape of product and, in the event of a spill, to
minimize the impact of the spill on the environment.
3. Responsibility
Each Branch Manager is responsible for ensuring that all relevant staff are trained on this procedure. All
records of employee training must be kept. This procedure must be readily accessible to all persons at each
location.
4. General Response Steps

Determine the material involved.

Seek assistance.

If there is danger to individuals, or you are unsure, evacuate the area and contact emergency services
by dialling 000.

If there is no immediate danger, and the material is still leaking or spilling, take appropriate action to
stop (close valve, plug leak etc). Wear PPE.

Contain the spill using appropriate absorbing materials. If unsure refer to the MSDS.

To prevent the spill entering a storm drain or sewer it may be necessary to either cover or bund the
relevant access point before containing the spill.

If some material has entered the storm drain, the sewer system or a watercourse, contact the
Environmental Protection Agency (EPA), Water Pollution Hotline.

Absorb and collect the resultant material with reference to the relevant MSDS.
Page 58 of 88

Dispose of all cleanup materials as hazardous/special waste.

Report the incident to Branch Manager and Managing Director (See Appendix 1). Details of records to
be prepared and kept for 2 years must include:
 Date
 Time
 Location
 The type & quantity of materials spilled
 The source (or circumstances) of the spill
 Whether the spill has reached the environment e.g. Drains, waterways
 The duration of the release
 Containment and clean-up methods used
 Disposal and re-use method used
 Any adverse effect observed

The Branch Manager will carry out a thorough review of the incident identifying any weaknesses and
suggesting improvements, either in preventing similar spills occurring or in the response.

This procedure should be reviewed annually and the each Branch Manager is responsible for
simulating a desk-top or real life situation, to ensure the procedures effectiveness.

In summary:
 Close off the source of the spill.
 Contain the spill.
 Collect the spilled material using appropriate absorbent material. Communicate with
internal and external staff as appropriate and clear the spill away with reference to the
relevant MSDS.
5. Fuel Spills
The Branch Manager will ensure the following actions are taken when fuel spills occur:
5.1 Class I Fuel Spills at Pumps


The spill of this type usually involves an area less than two feet in any plane dimension.
Normally these spills only require monitoring until, either (a) the equipment that is leaking is moved,
(b) material to soak up the spill, or the fuel dissipates.
5.11 Process







Determine cause of spill
Eliminate cause of spill (turn off pump if necessary)
All vehicles in close proximity shall be shut off and remain off until situation is corrected.
Contact Fire Department (000)
Clean area of spill immediately with as much absorbent as needed
Contact Environmental Protection Agency (EPA) or Fire Department, Gold Coast for proper
disposal of absorbent material. Also, refer to DGSM Information Paper (see SHFCL Policy’s
Appendix 2).
Maintain a safe distance before using mobile phone.
5.2 Class II & III Fuel Spills at Pumps



The spill of this type involves an area not over 10 feet in any plane dimension or not over 50 square
feet in the area, and not of a continuing nature (Class II).
The spill of this type involves an area over 10 feet in any plane dimension or over 50 square feet in the
area, and of a continuing nature (Class III).
Upon notification of this spill (phoning 000), one fire truck should be sent and a containment field
around the spill should be built.
Page 59 of 88


At this time, the proper authorities should be notified to be dispatched to the spill scene to take the
appropriate action to clean up the spill as need be and to help assist if called upon.
A spill of this size has the potential to impact sensitive environments such as storm water or sewer
system, paved road surface, private property.
5.21 Process








Shut off pumps using ‘Emergency Shut Off’ which is located on each location’s evacuation
plans
Contact EPA or Fire Department (000), and seek advice for clean up measures
All vehicles in close proximity shall be shut off and remain off until situation is corrected.
Attempt to contain spill area to prevent spill from reaching storm drainage system, if
conditions allow containment. i.e. Block of any drains or access to drainage if its safe
Contact additional staff to assist with containment.
Maintain safe distance and monitor area to prevent individuals other than Emergency
Personal, from entering spill area.
Disposal of any contaminated material or recovered fuel, should be handled by Fire
Department to ensure that it is done adequately.
Maintain a safe distance before using mobile phone.
6. Spill Response Equipment to be Available on Site
For sites where fuel is stored and dispensed, the following supplies should be kept available to respond to, and
contain, a fuel spill.
A commercially available kit recommended for a 200 litre spills typically contains:








10 @ 3" dia. x 48" oil socks
3 @ 3" dia. x 10' oil socks
40 @ 17" x 19" oil pads
8 @ 18" x 18" x 2" pillows
10mm @ disposable material containment bags
2 pairs of latex gloves
16 litres of granular absorbent
Polyethylene salvage drum container with 200 litre capacity
7. Preventive Measures for Fuel Spills
7.1 Delivering fuel to the site


Delivery of fuel to the site will be by approved highway tanks or mobile refuelling tanks and
should be operated by a competent person.
Delivery goes directly into the equipment.
7.2 Dispensing fuel



All dispensing or transferring of fuel will be attended for the duration of the operation. The staff
member (or attendant) must be aware of proper fuel handling procedures to minimize the risk of
a spill and shall continuously scan the area adjacent to the fuelling operation for possible leaks or
spills.
The transferring and dispensing of fuel will be done with pumping equipment, an approved hose,
and top-fill nozzle.
Ensure that a site-appropriate spill containment kit is readily available.
Page 60 of 88







When unreeling the fuel transfer hose and nozzle, the nozzle must be in the upright position. The
nozzle shall be kept clear of the ground when returned to the reel or storage position.
Verify that there is a proper connection between the fuel fill hose and the fill pipe of the highway
tank or the equipment being filled. Verify that the fill valve is open.
The transfer of fuel must be stopped prior to overflowing, leaving room for expansion.
The operation of moving equipment in the immediate area of a fuelling operation shall be
suspended.
Welding and/or burning operations within 3 metres must be stopped while fuelling is in progress.
Maintain regular inspections of fuel systems and their components. Check for leakage,
deterioration, or damage.
Smoking is not permitted in the area and "No Smoking" signs should be posted. Smoking is not to
be permitted during any fuelling operation. "No Smoking" signs are to be maintained in good
condition.
7.3 Storing Fuel on Construction Sites









Where the circumstances require, fuel may be stored in an approved mobile refuelling tank.
Mobile fuelling tanks must be stored in an area where it cannot be hit by vehicles or other equipment.
The fuel storage area also must be located away from drainage channels.
All highway tanks and mobile refuelling tanks are to be properly labelled in accordance with the
Transportation of Dangerous Goods Regulation.
Fire extinguishers shall be located near the fuel storage areas and be of a suitable type and size to
permit the evacuation of workers during a fire
Any worker who may be required to use a fire extinguisher shall be trained in its use.
Smoking will not be permitted in the area of the fuel storage facility and "No Smoking" signs should
be posted. Smoking is not to be permitted during any fuelling operation.
Waste oils, lubricants, greasy and oily rags, or other materials subject to spontaneous combustion
should be retained in a labelled container used for that purpose exclusively and should be properly
disposed of at frequent intervals.
Appropriate emergency spill equipment will be available in the fuel storage area.
No "hot work" shall take place within 3 metres of a storage zone.
8. Communication
In the event of a spill, the following are to be contacted as necessary:
External Contact
EPA’s 24 hour Water pollution hotline
Fire Department or Police
Electricity Supplier
Contact Details
1300 130 372
000
Origin 13 24 61
Prompt Electrical 1300 303576
Waste Management Contractor
Specialist Clean Up Contractor
Page 61 of 88
Wanless 13 92 78
Internal Contact
Contact Details
Managing Director
Keith Alexander, 0409 366 044
Operations Manager
Darla Lien (Brisbane) 0407 386513
Branch Manager, Surfers Paradise
Deanna Reynolds
Branch Manager, Coolangatta
Laurelle Morris
Branch Manager, Cooparoo
Felicity Taylor
Branch Manager, Logan
Darla Lien 0407 386513
Page 62 of 88
READING 3 – ARE YOU HEARING YOUR CUSTOMERS?
Communication is a remarkable occurrence. Could any business survive without it? As owners or
representatives of an enterprise, we spend countless hours, funds and energy to be heard, to craft our
messages, policies and behavior in a way that will truly express our intent.
Many will tell you communication is a 2-way street: you say your piece and then they say theirs. I think there’s
a crucial 3rd step.
1 - You craft a message and distribute it through appropriate venues – sales people, advertising media, website,
sponsored events, service statements & policies. (This is expression)
2 – Your message is received – or maybe ‘a’ message is received; could be it’s not the message you were
delivering. (This is comprehension – or not; who knows?)
3 – Your customers and prospects respond to what they believe they heard (not necessarily what you intended)
which might be no response at all. And this is where they show if they ‘get’ you, if you truly communicated.
With these 3 steps in mind, this is how I see communication working: Expression + Comprehension =
Communication. Without keeping track of that middle step –what they actually received and comprehended you may never understand what happened to step 1 and what prompted step 3.
How can you ensure your 'tracking service' is on? Keep communication open to always hear your customers.
Don’t just send messages; encourage theirs, as well. Their feedback and comments have a fundamental impact
on how we run our business, develop policies or create product. These messages, when heard, provide the
tweaking process that allows us to always respond to changes in our marketplace.
If yours is the kind of business that has easy access to clientele – a retail establishment, a service or medical
professional, an enterprise with sales people, or an organization with frequent membership meetings – first-hand
exposure to your customers is built into the way you do business. In this situation, not only can you converse,
one-on-one, but you can literally ‘see’ how they perceive you through the body language they exhibit when in
your company. When speaking with customers, look and listen; they may be communicating through some
classic body language:
• They touch you on the arm: think this is endearing or familiar? I think it’s insecurity - you’re just not paying
attention.
• Hands on hips: they’re patronizing you or feeling judgmental; wow – you must have committed some offense!
• Arms crossed: they’re closed off, not interested in hearing you; clearly you’ve lost them.
• Arched eyebrows: A surprised or confused look; certainly not confident and in control.
• Pointing a finger: Well that’s pretty clear! That’s an accusatory gesture, even if there’s a smile on their face.
None of these are positive messages and clearly, they call for some corrective action. Just how that can be done
is a subject for another article. But, as they say: ‘knowledge is power’. Hearing your customers in this way,
knowing how they’re responding, is a tremendous tool as you refine your product, promotions and policies.
Page 63 of 88
If you don’t have the opportunity to meet with your clientele, there are other tools you can employ to ensure the
lines are always open. Many have used questionnaires and surveys to find out, as did former N.Y.C. Mayor
Koch: ‘How am I doing?’ was a common question from him. If you use newsletters, birthday greetings, rewards
programs or e-mailed messages, you’ve got the beginnings of a terrific 3-way street for both contact and clarity.
Remember the 3-way street is: Expression + Comprehension = Communication.
You might use these same devices – newsletter, greetings, emailed messages, bill stuffers and such - to invite
your customers to become a member of your R&D Team. You may already use an internal R&D team to
develop product ideas. How about incorporating the same concept among customers? It can be accomplished
easily via email or a devoted page on your website. Consider these benefits:
1. An R&D team made up of your customers allows you to test your plans for product, promotion, policies,
pricing outside the hot-house environment of planned research.
2. An R&D team provides you with new ideas for any of the above. Who knows where the next great one is
coming from?
3. If your R&D team knows you rely on their feedback you’re likely to get far more candid replies than through
an impersonal survey.
4. If you incorporate or reward customers’ ideas, you’ll provide them the opportunity to express themselves,
something we all long to do.
5. This creates a powerful form of loyalty, the result of which may be their desire to promote your business; they
become your de facto sales team or even evangelists.
Summary
When you involve customers in the health of your business and they believe you value their opinions, they take
a more active interest to ensure your success, because it represents theirs, as well. This kind of relationship is far
more powerful than the purely financial one of their cash in exchange for your goods. The desire to contribute,
to make a difference, is a powerful motivator. Allowing this to occur for your customers, simply as a result of
hearing them, will give you access to one of your strongest and must underused assets –knowing what your
customers think.
About the Author
Andrea Feinberg, M.B.A., G.C.U., is president of Coaching Insight and uses business coaching techniques to
enable clients to maximize the many underused assets in their businesses for marketing success, visionary
leadership, effective goal setting, productive time management and enhanced employee performance. She can
be reached at 631.642.7434 or [email protected] or visit CoachingInsight.com
Page 64 of 88
READING 4 – WHAT IS A CUSTOMER WORTH?
One of the most serious and costly mistakes companies make is failing to recognize the difference between
the value of a customer today and the long-term value of that customer.

Many organizations, when faced with a difficult customer situation may succumb to the tendency to "just
let this one go," allowing the customer to leave rather than make an exception to a rigid policy to
accommodate the particular situation.
But this kind of short-sighted approach can have long-term implications on the sustainable viability of the
company. For example, a single bad experience with an airline, compounded by their unwillingness to
correct the situation, could very easily convince me to avoid travelling with that airline in the future.
Of course, this would be a bad move on the airline's part, since I am a frequent flyer. A very frequent flyer.
At the time of this writing, I am about 15,000 miles shy of two million total miles in the American Airlines'
Advantage program.
Do the math with me based on the following very conservative assumptions:
My average ticket costs $500
I fly twice a month
I work ten months out of the year
I will travel at this level for 20 years
This makes my lifetime value to an airline $500 x 2 x 10 x 20, or $200,000! And, as I said, this is a very
conservative estimate. Over a twenty-year period, I'll almost certainly spend at least twice that amount, and
probably more.
The point is that when you are determining the value of the customer - whether in a difficult situation or
simply for planning purposes - you must look not only at the value of the current transaction, but also at the
long-term cumulative value of that relationship.
Keep this in mind as you look at your customer service policies, or in the future you might find your
business grounded!
About the Author
Copyright Ron Kaufman. Visit: www.RonKaufman.com for more information.
Page 65 of 88
READING 5 – THREE STEPS TO IMPLEMENTING
CUSTOMER SERVICE EXCELLENCE
Many companies claim to have excellent customer service. But in reality there are only a
few great customer service providers in today’s society. Long gone are the days of the
“service station” and the corner drug stores.
It is good customer service that will bring customers back, even more than the product. We
all can give examples of service providers or retailers with whom we will not do business
because we were not treated to the level of service we expected. The service provider or
retailer did not meet our needs or expectations.
I recently watched a commercial for an establishment that was claiming their difference was
that “old fashion style” customer service. Was this a nice slick publicity and marketing piece
or had the company actually developed and trained their staff in customer service?
TEACH PRODUCT & SERVICE BENEFITS
Good customer service is much more than just hiring smiling, friendly faces. Hiring positive
upbeat people is a helpful tool but those people cannot maintain that demeanor if they are
not given the proper support and motivation. A company must first train their employees
about the products and services they provide. The training must be more than “this is
product XYZ and it sells for this much.” The training should include what the product or
service can or cannot do for the customer. The training should also include a comparison
with your competitor’s products or services.
LEARN THE CUSTOMER
In addition to product or service knowledge, the company must find what the customer’s
true interest, needs, and expectations are. Until a company has this information, they
cannot truly market their product or service and compete against similar products or
services. This knowledge then should be provided to employees. The more they know about
the customers and their needs, the better they can develop skills to provide them with a
level of service people desire.
In addition to product and customer knowledge, training must be given as to the proper
ways to handle “all types” of customer issues. There are many books, articles and trainers
Page 66 of 88
who have developed excellent tips on handling all forms of customer service. It is important
to keep these ideas active in the minds of all employees.
OPENLY EMBRACE SERVICE EXCELLENCE
Last but not least, the company must truly believe in customer service. They must have
policies and procedures in place that allow the employees to provide the service that the
customers express they want and expect. This has to be supported by actions more than just
words. Recognition of employees who provide excellent service is one way of showing all
employees that you value their service to your company. You will find that whatever the
boss focuses upon, will eventually become the employee’s focus as well.
Training should be considered as key assets and tool for every organization and business.
Don’t take your customer service standards and training lightly.
Source: http://www.insiderreports.com/storypage.asp?storyID=20003302&ChanID=MN
Page 67 of 88
READING 6 – WHAT EVERY CUSTOMER TRULY WANTS
AND HOW YOU CAN PROVIDE IT
Source: http://www.customerservicemanager.com/what-every-customer-truely-wants-and-how-you-can-provide-it.htm
It finally hit me this week what every single client, customer, person and patron truly wants -- and it's not
what we're giving them..
What we're giving people is details, lots of details. They come in the form of product specifications, a list of
attributes, qualities, claims, guarantees, and service promises. These are all great but they don't scratch the itch...
they don't satisfy the real craving that each person longs for in their day to day experience. That constant craving
is for meaning.
Think about it. When we are born, we are all basically blank slates -- empty notebooks upon which nothing yet
is written. As we go through life we sense this blankness and we look to fill it in, write on it, doodle, draw, and
color all over the pages. In doing so our little book of life begins to take on the thing we want most... meaning.
How does this affect your company, products and branding? This insight provides an opportunity to connect
with your customer on a much deeper level -- an emotional one. If understood, you can help them tell their
story, strengthen their identity and add purpose to their existence. Take coffee for example. Busy commuters
don't drink the stuff at Starbucks because it's convenient or cheap. They do so because of the affiliation it brings
them, the sense of belonging, ritual, purpose, community, etc. In short it provides texture and meaning to what
would otherwise be a boring routine... driving to work.
So if that's the case, why do we so often describe and position our products and services in terms of their
capabilities, functions and features? Does anyone really want to buy a 6,000 pound piece of metal with wheels?
Or do they want the feeling of freedom that a road hugging convertible delivers? The strongest connection you
can make with your customer is not the tangibles you sell, but the intangibles you instil. Build on that and you
will build a loyal and profitable following.
I shared in another article how Rolex was not really in the watch business, but in the prestige business. A quality
watch demands a fair price, but the value of prestige is much higher. If a company owns the prestige position,
customers will often proudly state how much they paid, not how much they saved. Why? Because the product
added a sense of meaning. If you're continually being price shopped, that's an indication you haven't connected
with your customer on an emotional level, and you've been reduced to a commodity.
In thinking about your company's products and services, what purpose, what sense of meaning do you deliver
that you are not currently communicating with your customers? Is there someway in which you enrich their
lives, improve their experience, give them a greater sense of who they are? If you can connect to these
emotional anchors, you will be building on bedrock. Your brand won't be subject to the constant cost
comparisons that so often plague companies that fail to resonate on an emotional, meaningful level.
As owner of a branding firm, I believe in enlightened marketing. I share these insights because I believe that
each of us has an innate capacity for brilliance. And when I say "you are brilliant," it resonates within you
because it's a truth, one that is stronger than any adjective-filled copy. And the message is powerful precisely
because it's meaningful.
Page 68 of 88
READING 7 – THE 10 COMMANDMENTS OF GREAT
CUSTOMER SERVICE
Customer service is an integral part of our job and should not be seen as an extension of it. A
company’s most vital asset is its customers. Without them, we would not and could not exist in
business. When you satisfy our customers, they not only help us grow by continuing to do
business with you, but recommend you to friends and associates.
The practice of customer service should be as present on the show floor as it is in any other
sales environment.
The Ten Commandments of Customer Service
1. Know who is boss. You are in business to service customer needs, and you can only
do that if you know what it is your customers want. When you truly listen to your
customers, they let you know what they want and how you can provide good service.
Never forget that the customer pays our salary and makes your job possible.
2. Be a good listener. Take the time to identify customer needs by asking questions and
concentrating on what the customer is really saying. Listen to their words, tone of voice,
body language, and most importantly, how they feel. Beware of making assumptions thinking you intuitively know what the customer wants. Do you know what three things
are most important to your customer?
Effective listening and undivided attention are particularly important on the show floor
where there is a great danger of preoccupation - looking around to see to whom else we
could be selling to.
3. Identify and anticipate needs. Customers don't buy products or services. They buy
good feelings and solutions to problems. Most customer needs are emotional rather than
logical. The more you know your customers, the better you become at anticipating their
needs. Communicate regularly so that you are aware of problems or upcoming needs.
4. Make customers feel important and appreciated. Treat them as individuals. Always
use their name and find ways to compliment them, but be sincere. People value
sincerity. It creates good feeling and trust. Think about ways to generate good feelings
about doing business with you. Customers are very sensitive and know whether or not
you really care about them. Thank them every time you get a chance.
Page 69 of 88
On the show floor be sure that your body language conveys sincerity. Your words and
actions should be congruent.
5. Help customers understand your systems. Your organization may have the world's
best systems for getting things done, but if customers don't understand them, they can
get confused, impatient and angry. Take time to explain how your systems work and
how they simplify transactions. Be careful that your systems don't reduce the human
element of your organization.
6. Appreciate the power of "Yes". Always look for ways to help your customers. When
they have a request (as long as it is reasonable) tell them that you can do it. Figure out
how afterwards. Look for ways to make doing business with you easy. Always do what
you say you are going to do.
7. Know how to apologize. When something goes wrong, apologize. It's easy and
customers like it. The customer may not always be right, but the customer must always
win. Deal with problems immediately and let customers know what you have done.
Make it simple for customers to complain. Value their complaints. As much as we dislike
it, it gives us an opportunity to improve. Even if customers are having a bad day, go out
of your way to make them feel comfortable.
8. Give more than expected. Since the future of all companies lies in keeping customers
happy, think of ways to elevate yourself above the competition. Consider the following:
o What can you give customers that they cannot get elsewhere?
o What can you do to follow-up and thank people even when they don't buy?
o What can you give customers that is totally unexpected?
9. Get regular feedback. Encourage and welcome suggestions about how you could
improve. There are several ways in which you can find out what customers think and
feel about your services.
o Listen carefully to what they say.
o Check back regularly to see how things are going.
o Provide a method that invites constructive criticism, comments and suggestions.
10. Treat employees well. Employees are your internal customers and need a regular
dose of appreciation. Thank them and find ways to let them know how important they
are. Treat your employees with respect and chances are they will have a higher regard
for customers. Appreciation stems from the top. Treating customers and employees well
is equally important.
Source: http://marketing.about.com/od/relationshipmarketing/a/crmtopten.htm
Page 70 of 88
READING 8 – CUSTOMER COMPLAINTS AND TYPES OF
CUSTOMERS
Allen F. Wysocki, Karl W. Kepner, and Michelle W. Glasser 2
Introduction
In this article we will discuss customer complaints and types of customers. Recent articles by these authors
discussed Superior Customer Performance. The handling of customer complaints is an important component of
providing Superior Customer Performance. Three important aspects of the complaint process are actively
seeking customer complaints, recognizing the type of customer that is complaining, and responding
appropriately based on the type of complainer.
Actively Seeking Customer Complaints
It is important to realize that organizations that are totally customer-focused do not just respond effectively to
customer complaints; they actively seek them out. What specific activities does your organization utilize to
provide customers with easy opportunities to register their dissatisfaction? Are these activities sufficient?
Remember, research indicates that for every complaint expressed there are over 25 unregistered complaints.
Many dissatisfied customers just quietly take their business elsewhere. Therefore, organizations that are truly
committed to delivering Superior Customer Performance work hard at providing their customers opportunities
to complain. What opportunities exist for your organization to more aggressively invite and receive customer
complaints? No organization is so perfect in the delivery of Superior Customer Performance that significant
levels of dissatisfaction (the source of complaints) do not exist. No news from customers regarding your
performance is not necessarily good news.
Types of Complainers and How to Respond Effectively
At least five types of complainers can be identified. Each type is motivated by different beliefs, attitudes, and
needs. Consider the following definitions of the types of complainers, how one might respond to them, and the
danger of not handling complaints effectively. The Meek Customer. Generally, will not complain. Response:
Must work hard at soliciting comments and complaints and act appropriately to resolve complaints. The
Aggressive Customer. Opposite of the Meek Customer. Readily complains, often loudly and at length.
Response: Listen completely, ask: "what else?," agree that a problem exists, and indicate what will be done to
resolve it and when. Danger: Being aggressive in return. The Aggressive Customer does not respond well to
excuses or reasons why the product or service was unsatisfactory. The High-Roller Customer. Expects the
absolute best and is willing to pay for it. Likely to complain in a reasonable manner, unless a hybrid of the
Aggressive Customer. Response: Is interested in results and what you are going to do to recover from the
customer service breakdown. Always listen respectfully and actively and question carefully to fully determine
cause. Ask: "what else?" and correct the situation. Like the Aggressive Customer, the High-Roller Customer is
not interested in excuses. The Rip-Off Customer. The goal is not to get the complaint satisfied but rather to
win by getting something the customer is not entitled to receive. A constant and repetitive "not good enough"
response to efforts to satisfy this customer is a sure indicator of a rip-off artist. Response: Remain unfailingly
objective. Use accurate quantified data to backup your response. Be sure the adjustment is in keeping with what
the organization would normally do under the circumstances. Consider asking "What can I do to make things
right?" after the first "not good enough. "The Chronic Complainer Customer. Is never satisfied; there is
always something wrong. This customer's mission is to whine. Yet, he is your customer, and as frustrating as
this customer can be, he cannot be dismissed. Response: Extraordinary patience is required. One must listen
Page 71 of 88
carefully and completely and never let one's anger get aroused. A sympathetic ear, a sincere apology, and an
honest effort to correct the situation are likely to be the most productive. Unlike the Rip-Off Customer, most
Chronic Complainer Customers will accept and appreciate your efforts to make things right. This customer
wants an apology and appreciates it when you listen. Tends to be a good customer (in spite of his constant
complaining) and will tell others about your positive response to his complaints.
Handling Customer Complaints
All good managers want to hear about every complaint their customers have. Only when a complaint has been
expressed can the appropriate corrective action be taken. Without customer complaints management often
assumes that everything is okay. It is estimated that for every customer complaint received, there are at least 26
complaints that are never expressed. What are the implications of this statistic? Furthermore, a customer with a
complaint is likely to tell 20-25 other customers and potential customers about his complaint. Therefore, every
organization needs a procedure for resolving customer complaints.
A Suggested Customer Complaint Procedure
Consider the following eight-step customer complaint procedure for handling customer complaints in your
organization:
1.
2.
3.
4.
5.
6.
7.
8.
Provide customers with the opportunity to complain.
Give customers your full and undivided attention.
Listen completely.
Ask the key question: “what else?”
Agree that a problem exists; never disagree or argue.
Apologize.
Resolve the complaint. (Ask again: "what else?")
Thank the customer for bringing the complaint to your attention.
As you examine these eight steps, determine which ones your organization does most and least effectively. Use
your answers to determine where you need to improve your customer complaint procedure.
Conclusion
All customer service personnel need to be trained in handling customer complaints effectively and being
empowered to respond in a positive manner. Upcoming articles will address this issue in detail.We hope you
found this article useful and invite readers to provide feedback (via email) on how your organization handles
customer complaints and which practices are most prevalent in your organization. Drs. Wysocki and Kepner are
happy to lead a workshop on complaints and types of customers.Your comments and suggestions are always
welcome and you may email us directly at [email protected] or respond via extension web page
http://webct.nerdc.ufl.edu:8910/public/WysockiExtension/index.html.
References
Albrecht, Karl. At America's Service: How Your Company Can Join the Customer Service Revolution. Warner
Books. May 1995.Kepner, Karl. FRE class discussions for AEB 4424 (Human Resource Management in
Agribusiness).
Footnotes
1. This is EDIS document HR 005, a publication of the Department of Food and Resource Economics, Florida Cooperative Extension Service, Institute of Food and Agricultural Sciences, University of Florida, Gainesville, FL
32611. Published May 2001. Reviewed: September 2008. Please visit the EDIS website at http://edis.ifas.ufl.edu.
2. Allen F. Wysocki, assistant professor; Karl W. Kepner, distinguished professor; and Michelle W. Glasser, graduate research assistant; Department of Food and Resource Economics, Florida Cooperative Extension Service,
Institute of Food and Agricultural Sciences, University of Florida, Gainesville, FL.
Page 72 of 88
READING 9 – HANDLING CUSTOMER COMPLAINTS
1. Complaints: A Critical Form of Communication
Complaints are a goldmine of information - Complaints offer businesses an opportunity to correct immediate
problems. In addition, they frequently provide constructive ideas for improving products, adapting marketing practices,
upgrading services, or modifying promotional material and product information.
While occasional problems with service of merchandise are, to some extent, inevitable, dissatisfied customers are not.
Companies can learn to recover from mistakes. A good recovery can turn angry, frustrated customers into loyal ones.
Recognizing the importance of responding fairly and efficiently to buyer disappointment in the marketplace, many
businesses have established effective and innovative systems for resolving consumer complaints. Within any industry,
those companies with a positive philosophy and a reputation for fair complaint-management have a competitive edge.
A management philosophy that embraces customer satisfaction as a primary goal of business, instead of defending the
company in the face of complaints, can change the rules of the game for companies. It shifts the emphasis from the cost
of pleasing a customer to the value of doing so, and trusts front-line employees to use their judgment.
British Airways' customer-relations department can claim to be a true champion of the customer. The retention rate
among those who complain to customer relations has more than doubled, while its return on investment (the value of
business saved plus increased loyalty and new business from referrals relative to the department's total costs) has risen
200%. British Airways employees are never happy to have service failures but are eager to hear about them when they
occur because they know that ignorance is anything but bliss.
2. Why is Complaints Handling Important?
Generate Loyalty, Goodwill and Word-of-Mouth - By talking back when they believe they have not received their
money's worth, consumers give businesses an opportunity to correct the immediate problem and restore goodwill.
Experience shows that consumers who complain about products and services continue to frequent the businesses and buy
the products they complain about if they believe the complaint was resolved fairly.
Research into complaint behaviour reveals that only a fraction of dissatisfied consumers complains to business and,
thereby, gives the company an opportunity to correct the problem. There is evidence that some consumers do not
complain because they are sceptical about business's willingness or ability to resolve disputes fairly. Consumers simply
withdraw their patronage and criticize the company or the product to others.
Such findings underscore the importance to business of a complaint management system that is well-publicized and
easily accessible. An unregistered complaint may do as much harm as one that is mismanaged or not resolved.
Careful complaint management can save business unwanted costs. For example, negative word-of-mouth publicity from
dissatisfied consumers means lost revenue and necessitates additional investment in advertising to attract replacement
customers.
Complaints and complaint trends tell business how to do its job better by alerting management to problems that need
prompt attention and correction. Furthermore, they indicate long-range opportunities for product innovation and problem
Page 73 of 88
prevention. A well-planned system for screening and recording complaint data can provide business owners and
managers answers to such important questions as the following:






Are products "oversold" or "over advertised?"
Is advertising clearly understood?
Are salespeople overzealous?
Do product disclosures (such as labelling, warranty information and service agreements) need to be improved?
Are user's manuals clear, complete and easy-to-read?
Would changing warranty coverage reduce complaints?
Complaints also provide information about product quality:


Are there opportunities for product improvements or better quality control?
Are there indications of safety defects that should be reported and corrected, or that justify a recall?
To get this valuable feedback, complaint-reporting must generate information swiftly and systematically to the
appropriate managers or departments. Initial screening should trigger immediate action, when necessary, and statistical
summaries should identify trends and long-range courses of action.
3. Complaints Management System: Management's Role
Demonstrate a committment to complaints management - Management attitudes are reflected in the conduct of
employees and the performance of the company. Top-level commitment to effective complaint management establishes
the motive and incentives for all personnel to strive for consumer satisfaction.
Management's responsibility begins with the preparation of written policies and procedures for speedy and fair complaint
resolution. These policies and procedures should be put in writing and communicated to all appropriate departments,
emphasizing the accountability of individual employees to resolve complaints courteously and fairly. Employees whose
primary responsibility is sales or service, for example, may have difficulty resolving complaints objectively if they feel
their performance rating could be adversely affected. If management establishes clear lines of authority, consumer
problems should be solved quickly and effectively.
Management should regularly review and, when necessary, find ways to improve complaint-management procedures,
paying particular attention to refining communication and coordination between the complaint-management and
operating departments. Periodic surveys of consumers will reveal whether they feel they have been well served by the
complaint-processing procedures, and whether they find the company's policies on refunds, repairs, exchanges and other
forms of redress to be fair.
4. Customer Retention Strategy: Costs and Savings
Complaint Management Return on Investment - Even though a good customer retention strategy incurs cost, so does
a badly performed service. No business can afford to lose customers, if only because it costs much more to replace a
customer than it does to retain one -- five times more, most industry experts agree. A customer recovery service allows a
business to shift its cost from constantly courting new customers to cutting customer defection.
Also keep in mind that dissatisfied customers almost always get stuck with certain costs: the money they spend for phone
calls, the time they spend making their cases, and the aggravation they must endure throughout. The customer left
stranded on the highway because her car was not repaired properly might miss an important meeting, have to pay for a
tow truck, and spend time waiting for the repair to be made. Many service companies conveniently overlook these
hidden costs, but the customer surely will not. Companies known for excellent service will go the extra mile to cover all
the costs a failure incurs or, if the inconvenience is so great that the company cannot completely compensate the
Page 74 of 88
customer, respond in a tone that signals the company's regret.
5. Complaint Handling Staff
What Makes a Great Complaint Manager? Complaint managers need to be patient, articulate, and able to balance
fairly the interests of the company with those of the consumer. They also should be able to communicate legitimate
consumer complaints to management to help determine whether there is a need for changes in company policies or
procedures.
All members of a complaint-management department should be familiar with the operations of the company and with its
products and services. Prior experience in other departments may be an asset. Training can strengthen interviewing and
communications skills and heighten the staff's awareness of the special needs of consumers from different cultural,
economic or educational backgrounds. Also, complaint-management staff should be familiar with consumer protection
laws and with the operations of third-party dispute-resolution mechanisms to which particularly difficult complaints may
need to be referred.
Finally, customer-relations personnel should have professional status, adequate salaries and opportunities for
advancement consistent with the importance management assigns to the function.
6. Publicizing the Customer Complaint Management System
Visible and Accessible Complaint Management System - A complaint management system must be visible and
accessible in order to serve consumers and accomplish company goals. Management, sales, service and public relations
personnel should all cooperate to make the complaint system accessible to consumers.
How to publicize the complaint management system:






on posters and signs in the sales and service area
on contract forms and sales slips
in charge account mailings
in the use and care manual
in advertising -- your company's complaint system could be the theme of an advertising campaign
on product packaging and labelling
Instructing consumers of their responsibilities can help avoid misunderstandings and unnecessary complaints. Include
advice in the material that advertises your complaint system and have sales and service personnel encourage consumers
to do the following:



Carefully read promotional material and product literature before buying.
Follow instructions in the use and care manual.
Understand the terms of sale (warranties and guarantees, contracts, credit terms, refund policies, and so on).
7. Customer Complaint Resolution at the First Point of Contact
Empower Front Line Staff, Distributors, and Sales People - Consumers are likely to turn first to the place of their
purchase -- retail store, service establishment, contractor, and so on -- to complain. Resolving complaints at this level
avoids unnecessary consumer frustration and preserves the direct buyer/seller relationship. Moreover, it is likely to be
relatively easy, quick and economical.
It is important that companies coordinate complaint management with others in their distribution network. Retailers,
Page 75 of 88
manufacturers and service outlets mutually benefit from keeping one another informed of complaints and complaint
trends and cooperating when necessary to see that complaints are fully and satisfactorily resolved.
Manufacturers should encourage consumers and retailers to contact them when a dispute cannot be resolved at the place
of purchase. Complaint systems at the retail level should be structured to isolate those matters that need the immediate
attention of manufacturers. These include complaints that suggest possible design or production defects that affect
product safety and performance. Also, complaints forwarded from the retail level can help manufacturers evaluate their
own policies toward warranty coverage, for example, or identify advertising or labelling that needs to be clarified, or
learn things about product performance or marketing that are revealed only after wide distribution.
8. Third-party Dispute Resolution - Conciliation, Mediation and Arbitration
If complaints cannot be resolved directly between the consumer and retailer or manufacturer, they should be referred to
third-party dispute resolution. Third-party mechanisms use the services of unbiased individuals or panels to resolve
disputes through conciliation, mediation and arbitration.
Conciliation:
A neutral conciliator brings the parties together and encourages them to find a mutually acceptable resolution to
the dispute.
Mediation:
A neutral mediator becomes actively involved in negotiations between the parties. The mediator can propose a
resolution, but cannot dictate a settlement of the dispute.
Arbitration:
An independent individual or panel hears the facts on both sides of a dispute and reaches a decision. Usually
both parties have previously agreed to abide by the decision, but in some systems, only the business agrees in
advance to abide by the outcome of the arbitration.
Third-party dispute resolution is advantageous to business because it enables expeditious, economical and fair complaint
resolution without government regulation or legal action. In fact, government agencies encourage the use of third-party
mechanisms when complaints cannot be resolved directly between buyer and seller. Proponents of third-party systems
point out that their use can help make manufacturers and retailers more responsive to consumer problems. By submitting
disputes to a neutral decision-maker, a business can demonstrate goodwill through its willingness to seek unbiased
solutions to consumer complaints.
A small percentage of consumers and businesses seek more formal third-party complaint resolution in small claims
courts. Use of the courts can be cumbersome and costly for both sides and can usually be avoided if a good faith effort is
made to resolve disputes at the company level or through informal dispute resolution.
9. Basic Steps for Effective Complaint Management
1 - Designate a Location to Receive Complaints
Consumers need to know where and how to file complaints or make inquiries.


Select a place to receive complaints that is visible and accessible to consumers.
Publicize the complaint system to encourage consumers to voice their dissatisfaction and to make the
good intentions of the company apparent.
Page 76 of 88
2 - Develop a System for Record-keeping
Prepare forms for recording, categorizing and filing complaint records.
Design the system to perform functions such as the following:




communicating complaint data to top management;
permitting swift identification and response when complaints need to be reported to other departments
or companies in the distribution network, or to law enforcement or regulatory agencies;
providing market research through complaint trends; and
enabling management to monitor the efficiency and effectiveness of the complaint- management
system.
3 - Process and Record Complaints




Log in the complaint and any relevant data.
Categorize it for resolution and record-keeping. Categories must be clearly defined and exclusive of
one another.
Assign the complaint to one person for handling.
Forward the complaint to another level of authority, if appropriate.
4 - Acknowledge Complaint
Consumers do not register complaints with only a casual interest in their disposition. Complaining involves
some inconvenience and, possibly, expense. Loyal customers with strong feelings are often involved.




Personalize the response.
Talk to the customer, if possible, by phone or in person.
Use letters when necessary, but avoid impersonal form letters.
Take extra time, if needed, to help consumers with special needs, such as language barriers.
5 - Investigate and Analyze the Complaint



Be fair.
Get both sides of the story.
Keep records in the complaint file of all meetings, conversations or findings.
6 - Resolve the Problem in a Manner Consistent with Company Policy



Forward the complaint to the appropriate level of authority for resolution.
Keep the consumer informed through progress reports.
Notify the consumer promptly of a proposed settlement.
7 - Follow-Up

Find out if the consumer is satisfied with the resolution. Was it carried out?
Page 77 of 88


Refer the complaint to a third-party dispute-resolution mechanism, if necessary.
Cooperate with the third-party.
8 - Prepare and File a Report on the Disposition of the Complaint, and Periodically Analyze and Summarize Complaints



Circulate complaint statistics and action proposals to appropriate departments.
Develop an action plan for complaint prevention.
Make sure the consumer viewpoint is given appropriate consideration in company decision making.
10. Complaint Management System Conclusions
Complaint management systems and company policies on refunds, exchanges and product service vary widely
depending on the nature of the product or service, the terms of purchase, consumer use patterns, and so on. There is no
single formula that will provide universal relief for dissatisfied consumers.
The commitment and continuing involvement of company management is critical to successful complaint resolution and
to the optimum use of complaints as a management tool. Managers will help discover new ways to improve both the
complaint-management system and the fairness of remedies offered to consumers.
11. Complaint Management System Checklist
Evaluate your complaint management system - In planning a system for complaint management or evaluating the one
you have in place, consider the following questions:

















Does your company depend on repeat customers?
Do you have written procedures for your complaint-management system?
Are staff throughout the company well aware of the procedures and the importance of your complaintmanagement system?
Does top management directly oversee your complaint-handling procedures?
Do incentives exist to reinforce staff commitment to consumer satisfaction?
Is your complaint system easily accessible to consumers?
Do you publicize your complaint system to consumers? If yes, how? Printed media (posters, advertising,
monthly statements)? Communications by sales personnel?
Is your complaint system organized so that:
1. front-line employees have clear responsibilities for resolving complaints in one department or
location?
2. larger or more serious complaints are referred to designated senior managers?
Are you providing adequate training for your complaint-management staff?
Does the customer-relations staff feel they have equal stature with other professionals in the company?
Do you periodically survey your customers to see if they are satisfied with your complaint-management
system? Do you encourage feedback?
Do you regularly review your complaint-management system and make necessary improvements?
Do you utilize your system of complaint management for more than settling individual complaints? For
example, do you use it for quality control and problem prevention?
Does your complaint system swiftly generate systematic information about causes of complaints and complaint
trends?
Does this data meet your management needs?
Do you circulate to top management periodic reports of data from complaint records with suggestions for action
to prevent recurring problems?
Can you identify areas in the company in which your complaint-management system is having an effect? Has it
Page 78 of 88




been positive or negative?
Do you coordinate your complaint-management system with others in the distribution chain for your products
or services? Do you have a direct line of communication with them?
Do you have an adequate understanding of how these external organizations are affecting your relationship with
consumers?
Do you work cooperatively with local and governmental consumer agencies?
Do you use third-party dispute-resolution mechanisms for those problems not resolved in-house (i.e. mediation
or arbitration)?
Adapted from:

http://highered.mcgraw-hill.com/sites/dl/free/0072938056/147626/lucas_chap007.pdf
http://www.amazon.com/Customer-Service-Concepts-Success-Student/dp/0078226333
Page 79 of 88
READING 10 – TRAITS YOU CANNOT TEACH IN
CUSTOMER SERVICE
by Leonard Buchholz
Source: http://www.mbaassociation.org/Business-Development/5-Traits-You-Cannot-Teach-In-Customer-Service.html
There are some character traits that cannot be taught in Customer Service..
If we could, we would because it would make the whole world a better place, not just Customer Service. We
can't, therefore we work with people whom we believe to most exemplify these traits. Here are 5 you cannot
teach.
1. Enthusiasm. We see it, we feel it and boy, do we wish everyone had it.
Many people don't though. It is often reflected in their faces when a request is made and reinforced with a sullen
"just a moment" that does nothing to help us believe that we are about to receive a Service which we so
desperately hope is better than what Mr. or Ms. Sullen face has just prefaced us with.
Enthusiasm is infectious, contagious and outright fun. It seems the Enthusiast is everywhere, ready and willing
to do whatever it takes to make sure that we have a fantastic Customer Service experience. It is reflected by the
pride they take in doing the job right, the care they take making sure everything is just so and the delivery of "Is
there anything else I can do for you Mr. or Ms. Customer?"
The Enthusiast is nearly extinct these days. The victim of "Faster, More, Cheaper" Customer Service.
Are you exemplifying "Faster, More, Cheaper" or are you trying to grow Customer Service Enthusiasts?
2. Happiness. A feeling of pleasure. I have come to believe that Happiness is sometimes misused for the word
Enlightened.
I know, now you think I am really off my meds. Let me ask you something. Have you ever met a person who
was Happy? I mean really, really Happy? Really, when? Where do you think "Happy Hour" comes from? My
point is that when people feel Happy, it leads to the ending of Happiness, or a state of Unhappiness. In other
words, there is a limit.
I don't think there can be a limit to Enlightenment. Either way you think about it, it is not something you can
teach. You can feel it. You can see it when another person really has it. You just can't teach someone to be
Happy or Enlightened. They have to find it themselves.
3. Commitment. The feeling one has when one decides to do something no matter the cost or the journey. The
ability to see it to the end. People who have commitment are not easily swayed. They keep putting one foot in
front of the other, keeping their eye on the prize, the goal, the end.
Oh, they have trials and tribulations, and when you ask them about it, they shrug and say things like "That's the
way we do it" or "It needed to be done." They have little concern or care for the thoughts of others who can't see
the world through their eyes. They shrug and say "It's got to get done, and I'm the person to do it." You can't
teach that.
4. Belief. The thought that someone feels completely, through and through that resonates deep inside them and
Page 80 of 88
tells them that they are on the right path. They don't need your beliefs, and are quite content to let you have
yours.
Once it is felt between a group of people, it sings to everyone's heart in that group. A drumbeat that is felt by
and played by all. It brings a natural power to a person that is unquenchable and unwavering. When all else is in
doubt it is Belief that carries a person through.
I have experienced total Belief and a loss of Belief and I can tell you that when there is a loss of Belief, it
literally can crush a soul. It's at these times that a person has to find that small spark, that ignites and starts the
fire anew. You can't teach that.
5. Attitude. Among all, I really want to have the ability to teach Attitude. You could point out to someone what
Attitude looks like and say things like "He/She has a great Attitude, you would do well to be like this" and the
person would say "Oh, I see. No problem. Attitude is adjusted to maximum. Thanks." And it would be.
Or say something like "Study this book, read chapters 3 and 4, answer the questions at the end of the chapters
and you will have the Attitude you need to make it through life." Right. The world would be a much more
interesting place if all of our Attitudes where in sync and working towards a common goal.
" Imagine," as someone once said. You can't teach Attitude in Customer Service.
If you are trying to teach one of these to your personnel in the hope that they will morph in Customer Service
Professionals, forget it. You have a better chance of seeing Santa Claus, The Tooth Fairy and The Easter Bunny
playing ball on your front lawn one morning.
Concentrate on finding those people who best demonstrate these traits.
Help them grow their own Enthusiasm, Happiness, Commitment, Belief and Attitude. You will be much happier
with the results. (Or Enlightened).
This article is written with the hope that you do something with the thoughts and ideas presented here. Take
action and make a difference.
About the Author
Leonard Buchholz is a Certified Trainer, Speaker and Author. Seminars include subjects like Customer Service,
Management and Communications. Known for "High Touch" seminars, participants have takeaways that
include 3 immediate goals and long term learning. Leonard is also a dynamic Keynote speaker that can launch
your event with enthusiasm and charisma.
Page 81 of 88
READING 11 – IS THE CUSTOMER ALWAYS RIGHT?
by Mike Myatt
Is the customer always right? How far should a company go to satisfy their clientele or customer base..
Is there a point when satisfying the customer is actually harmful to the enterprise or as the saying goes, is the
customer always right? In this article I’ll share my opinion as to the validity of this statement and where to draw
the line.
So, who originally coined the phrase “The customer is always right”? There is a century old dispute about who
should actually get the credit. The American’s believe it is Marshall Field of Marshall Field’s department stores
and the British believe the phrase was coined by Harry Gordon Selfridge the founder of London’s Selfridges
store. The dispute centers around the fact that Selfridge was actually born in Wisconsin and worked for Field for
nearly 11 years prior to opening his store in London. Regardless of which man coined the phrase many have
adopted its use over the years as the premise for their philosophy on customer service and satisfaction.
I believe that all businesses should use great care and concern when determining how their customers are
treated. The time, energy and cost associated with acquiring a customer are substantial and likewise the benefits
of retaining customers are considerable. That being said, I also believe there is a point where customers can
begin to abuse the good will of the merchants and service providers who work hard to earn their business. The
good news is that most customers are well worth the time and effort expended to retain their business over the
long haul.
So, when does a customer cross over to the dark side and become your worst nightmare? Regrettably,
experience has shown me that a small percentage of customers/clients live to wield their perceived power over
their merchants, vendors, suppliers and professional service providers. These customers are the proverbial
“squeaky wheels” that demand to be greased. These are the verbally abusive customers who expect special
consideration and whose demands far exceed the boundaries of reason. There is in fact a point where “bad
customers” can erode margins, negatively affect morale or even tarnish a brand. These customers not only are
not right, they deserved to be fired…
The following tips will help you minimize the amount of bad customers served by your enterprise and will show
you what to do once a customer crosses over to the dark side:
1. Align Expectations: Where possible, and especially if your business has the luxury of choosing your
customers make sure that mutual expectations are both defined and aligned at the outset of the relationship.
Insure that your client understands what types of customer behaviors will be accepted and what types of
behavior will not be tolerated.
2. Develop Customer Scorecards: You should actually profile your clientele such that you understand the
difference between good accounts and bad accounts. Much like you have performance reviews for your
employees you should conduct an analysis of how your customers are performing. Not all accounts are accretive
and more accounts than you think may in fact be dilutive.
3. Turnover Bad Accounts: When a client is identified as being a bad account either not capable of being
saved nor worthy of salvaging you should fire the client. I am constantly looking to upgrade the bottom 10% of
my client base either by improving account performance or by firing the client and replacing that business with
a better quality account.
I feel privileged to serve my clients and am thankful for the opportunity to earn their business, but I also believe
that the relationships should be reciprocal in nature and that they should respect the caliber of advice and quality
Page 82 of 88
of representation they receive.
About the Author
Mike Myatt is the Chief Strategy Officer at N2growth. N2growth is a leading venture growth consultancy
providing a unique array of professional services to high growth companies on a venture based business model.
The rare combination of branding and corporate identity services, capital formation assistance, market research
and business intelligence, sales and product engineering, leadership development and talent management, as
well as marketing, advertising and public relations services make N2growth the industry leader in strategic
growth
Page 83 of 88
READING 12 – IMPLEMENT YOUR CUSTOMER SERVICE
STANDARDS
Now that you have a customer service policy for your department, you’re ready to implement your
customer service standards. The most important resource for this project is YOU and YOUR TEAM – and the
rest of the employees at Thrifty Car Rentals, who are responsible for making this happen.
Consider the following to ensure a successful implementation of standards:
1. Quality communication to the project team.
2. Team commitment.
3. Team “buy in” to the customer service standards.
4. Team empowerment.
1. Quality Communication
Communication must be honest, open, and inclusive throughout Thrifty. For employees to commit to
the standards, they need to know the organization’s goals and understand how they are going to be
achieved. Employees need to know what the expected outcomes will be. Employees also need
constant feedback. Lack of information can be interpreted as disinterest. If they sense you are not
interested in delivering good customer service, they won’t be either.
2. Team Commitment
To feel that they are contributing to the success of the customer service standards, employees need
to be able to give regular input. They need to feel that they are contributing to the success of the
customer service standards.
3. Team Buy-in
To ensure that the Thrifty employees respond positively to the new customer service standards, the
way you present your expectations must also be positive. A negative approach will guarantee
resistance and rejection from the employees. People don’t feel valued if you tell them what to do
without the opportunity to contribute their own ideas. Create positive involvement by:
� Involve employees in the implementation of the standards
Page 84 of 88
� Seek their views and opinions
� Listen to their ideas
� Implement their suggestions
� Make them feel valued.
4. Team Empowerment.
Support Thrifty’s employees so they can be successful. Empowering is creating conditions that foster
and release creativity, talent, ability, and potential. Empowering:
� Increases employee and customer confidence
� Promotes buy-in of the standards
� Encourages ownership of the standards
� Helps deliver what the customer wants
� Help reduce costs.
Page 85 of 88
READING 13 –CUSTOMER FEEDBACK
Customer feedback is vital to making a business work. Your customers are the heart of your operation; without
them, it would be impossible to have any of the success that you do. Customer feedback can be an excellent
way to keep your business going in a positive direction.
GET HONEST OPINIONS
Customer feedback is a vital way to get honest opinions on your services or products from people who are
familiar with them. These opinions can make it easier to get into the minds of the most important critics.
IMPROVE RELATIONS
When customers feel that a business truly cares about them and what they think, they may be more likely to be
loyal customers. When a business makes changes according to feedback, it shows that they truly listen and
respect those opinions.
INEXPENSIVE BUSINESS ADVICE
Some businesses pay thousands of dollars for someone to come in and tell them what improvements need to
be made to the business to get more customers. Customer feedback is essentially inexpensive business advice
directly from the source.
MORE CUSTOMERS
When a business is willing to receive feedback and listen to it, word spreads and more customers may be willing
to give you a shot based on your commitment to excellent customer service.
POSITIVE CHANGES
A business does not like to brag about the negative aspects of their operation; they want to have mostly
positive things to say. Customer feedback can mean positive changes according to their comments, which could
mean a better reputation and more money for the business
Read more: Importance of Customer Feedback | eHow.com http://www.ehow.com/facts_5479870_importance-customerfeedback.html#ixzz14BFqrPDA
Page 86 of 88
READING 14 – HOW TO DEVELOP A CUSTOMER SERVICE MODELS
A good customer service model focuses on increasing satisfaction while decreasing or minimizing customer
conflict. Implementing a business model that focuses on an atmosphere of service is essential to the majority of
businesses worldwide. Customer service models should include strategies for getting customer feedback,
retaining angry or unsatisfied customers and continually updating policies and services to meet customers'
needs.
INSTRUCTIONS
1.
2.
3.
4.
5.
6.
7.
Define what you and/or your company means by "customer service." Write down all aspects of the
customer experience that you feel is important to work on and develop. Review your company goals
and missions to determine if there are any customer service models already written into your
policies. Include everything from welcoming the customer and assisting him with products/services
all the way to providing for a complaint resolution service when issues arise.
Develop a strategy for welcoming the customer to your business. This means having a friendly and
light atmosphere if you have a traditional brick-and-mortar store; an example is chain department
stores such as WalMart that use greeters. Welcoming the customer also means placing
products/services in easy-to-find locations.
Institute employee training programs that focus on improving and creating a customer service
atmosphere. Each employee should have a distinct role, but customer service should be a part of all
positions. Employees should be trained in welcoming customers, assisting and conversing with
customers as needed. A company's reputation and brand image partially rely on a customer service
focus, which is why employee training programs should be used.
Create plans to include customer service after a purchase has been made. Low-cost or free
installation services should be considered if you're selling high-priced items such as appliances or
electronics. Technical support services and service warranties are also possibilities that enhance a
company's customer service image.
Make company management personnel available for any customer issues or concerns that need to
be taken care of immediately. Names and phone numbers of company management should be easily
accessible to low-level employees if management is not available.
Consider using multiple channels to communicate with your customers. Provide a toll-free or local
phone number so that customers can call and get in touch with a customer service representative to
talk about issues and complaints. Include other communication channels such as live website
support and social media methods like Twitter and Facebook. When customers need to get in touch
with a company representative it should be fairly easy to do so.
Develop a clear method to resolve customer complaints. Decide how and with whom complaints will
be handled and resolved. Consider using customer relationship management (CRM) software such
as that offered by Oracle to help. Institute complaint resolution policies such as giving account
credits, free coupons and products, or refunds. A good customer service model should be flexible
and resolve each complaint on a case-by-case basis.
Source: http://www.ehow.com/how_5856047_develop-customer-service-model.html
Page 87 of 88
Page 88 of 88

Assessment Cover Sheet

Transcription

Similar documents

thrifty-foods-printa.. - Printable Job Application Forms

Certificate of Registration Evans Chemetics LP

Calbag Portland

ISO 9001

Certificate of Registration Lintech International LLC

Certificate of Registration - Best Global Source

Certificate of Registration Glasseal Products Inc.

ISO 14001 - Renosol Corporation

Certificate of Registration ADCO Circuits, Inc.

Certificate of Registration Cosmotronic Inc.