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Websites. Providing areas on your website where customers can answer their own questions
or seek answers from others.
E-mail. Using e-mail as a way to improve customer service and more quickly respond to
certain needs or help requests.
Communications. Unifying communications so that you know that the customer who left a
voice mail also sent an e-mail with the same request a few days ago.
Data management and analytics. Using data collected from customer to analyse
their preferences.
Insight-driven marketing. Gaining insights into your business from customer data so
you can more effectively target marketing.
Marketing automation. Streamlining and automating business processes to improve
efficiency and keep costs low.
Self-service optimization. Finding ways for customers to interact with your business
when they want.
Workforce effectiveness. Encouraging your staff to embrace new ways improving
customer treatment by providing tools and training to deliver better service
HANDLE COMPLAINTS/CONFLICT SITUATIONS, EVALUATION
AND RECOMMENDATIONS
Why are expectations sometimes greater than reality? Because of the subjective or
unrealistic promises made in advertising material. Because the price is high compared to
similar properties. Because the price does not match the level of quality of the product.
Because while expectations are realistic, the product is poorly presented. Because the guest
develops preconceived high expectations that are formed from other sources of
information. For example, the product was 'talked up' by other users.
Step One. When a customer first makes a complaint, take a step back It can be
difficult to remain impassive in the face of criticism, but an emotional response will
only serve to irritate the customer further.
Step Two. Give the customer your full attention and listen to the whole problem
before responding. Put yourself in their shoes - if you had a problem, you would want
someone to listen to you. Appearing disinterested, or attempting to argue back, will
only exacerbate the situation.
Step Three. Don't jump the gun. You might deal with complaints on a regular basis,
and may well have handled a similar situation before. However, for the customer,
their complaint is unique to them. Treat them as an important individual by listening
to their problem in full.
Step Four. Try to understand. In the face of a complaint, it's easy to be defensive -
particularly if you don't believe you're at fault. However, you have to put yourself in
the customer's shoes. If you were on the receiving end of their experience, would
you personally be satisfied?
Step Five. Always use your initiative when dealing with complaints. If the blame lies
with one particular member of staff, it is often best to remove the customer from
their presence. This can defuse tension and emotion, and help the customer to re-
evaluate their anger.
Step Six. Never pass the customer around from person to person. Each complaint
should ideally be handled by one staff member. Therefore, you should always ensure
that the person assigned to the case has the authority to deal with the solution.
Finding a Solution
1. Once the customer has aired their grievance, you should immediately give a sincere
apology. Any number of factors could have contributed to the issue, and you might not be at
fault. However, you need to take responsibility for the problem. Sometimes, an apology is all
it takes to place an angry customer.
2. Customers never want to hear excuses. However, you are fully entitled to briefly explain
why they didn't receive the standard of service they expected. This should take place after
you've listened to their complaint and made an apology.
2. Complaints should always be resolved as quickly as possible. The aim is to make the
customer feel as though their problem is being treated as a priority, without being rushed.
3. Keep comprehensive records of all customer complaints, from the initial problem to the
eventual solution. You can then periodically assess these records, identifying any common
complaints and taking steps to improve company processes.