CUSTOMER SERVICE

Agnes L. Castillo
 What is customer service?
• is the act of taking care of the customer's needs by
providing and delivering professional, helpful, high
quality service and assistance before, during, and
after the customer's requirements are met
• no one universal definition of “good” or “bad”
customer service
• The agent’s efforts greatly surpassed your
expectations which left a positive impression of
that company

Nelson T. Tubon, PhD.

 What is a good CS?
• The key to good customer service is
building good relationships with your customers.
• Thanking the customer and promoting a positive, helpful
and friendly environment will ensure they leave with
a great impression.
• A happy customer will return often and is likely to spend
more.
• providing good customer service is intricately tied to
patient care and gives an organization or business a
competitive advantage.

Nelson T. Tubon, PhD.

Agnes L. Castillo, PhD
 • Provide customers your complete attention
• use eye contact and avoid other activities
• sincerely apologize to a patient or customer if a
mistake was made by you or the pharmacy
• convey interest and concern when speaking over
phone

(Leland & Bailey, 2006)

Nelson T. Tubon, PhD.

Agnes L. Castillo, PhD
 Why is customer service important?

o good external customer relations are likely to mean

regular repeat orders.
o increased customer loyalty results in bigger turnover
and increased market shares.
o good publicity enhances the organization’s reputation.
o all organization can benefit from good publicity.
Treating your customers as you would
want to be treated (Obarski, 2010).
Nelson T. Tubon, PhD.
Agnes L. Castillo, PhD
 most important person in the company.
the customer isn’t dependent on us, we are dependent on him.
is the purpose of our work.
he is doing us favor by giving us the opportunity to serve him.
is not someone to argue with.
is someone who brings us his wants, and it is our job to handle
them profitably.
is part of our business.
a human being with emotions and feelings
is the lifeblood of every business.

Nelson T. Tubon, PhD.

most appropriate term
• “patient,” “client,” “consumer,” or “customer”???
• patient as being more reliant on a pharmacist and
more desiring of a personal relationship with a
pharmacist than a customer
• Cutomer who tends to be more autonomous,
information driven, and self-confident.
• Both patients and customers are entitled to high-
quality service in a pharmacy.

Austin et al., 2006).

PRINCIPLES FOR ENSURING GOOD CUSTOMER
SERVICE
• golden rule of customer service
• Anticipate patients’ and customers’ needs and
wants
• Solve patient and customer problems without
hassle
• Solve patient and customer problems promptly
• Treat patients and customers with dignity, empathy,
and respect

Friedman (2010); Tipton (2009); Umiker (1998).

PRINCIPLES FOR ENSURING GOOD CUSTOMER
SERVICE
• Correct mistakes when they are made
• Apologize for mistakes when they are made
• Underpromise and overdeliver
• Do work right the first time
• Actively listen to patients and customers
• Make patients and customers feel important and
appreciated
• Help patients and customers understand how your
pharmacy works
• Always look for ways to help patients and customers
Friedman (2010); Tipton (2009); Umiker (1998).
 Types of Customers/Patients:
• Impulsive and friendly type
• Deliberate type
• Confident and decided acting customers
a. Decided (pre-sold) customer
b. Confident customer with a concerted (know-it-all) type.
Undecided and uncertain customers
a. Conformist type
b. Shopping type
c. “casual lookers” or typical window shoppers.

Nelson T. Tubon, PhD.

 Types of Customers/Patients:
Friendly and talkative customers
Silent or talent customers
Impatient, nervous or irritable customer
Suspicious customer
High-roller customer
Transactional customer
Relationship customer
Information customer
Partnership customer
Nelson T. Tubon, PhD.
 Company sales comes from two groups :
o New customer
o Repeat customer

Aim of the business:

to create customer

Nelson T. Tubon, PhD.

 Effective Customer Relations –
“Business is People”
Customer Care Strategy:
- Ensures that the customer gets:
What they want
The product to the standard and specification that
they want.
With predictable quality or reliability
At a price which suits their needs.
Nelson T. Tubon, PhD.
In judging how well a product or service meets their
needs, customers/patients considers factors like:
STANDARD DESCRIPTION HOW STANDARD CAN BE MET
RELIABILITY Receiving the promised Accurate prescription filling
service dependently and and patient counseling
accurately
RESPONSIVENESS Receiving help and promote Staff who are eager to help
service patients and customer any
way they can
ASSURANCE Knowledgeable and Staff who are
courteous employees who knowledgeable about the
convey trust and confidence location of products in the
store and help customers
find products
Leland & Bailey, 2006; Parasuraman et al., 1988).
In judging how well a product or service meets their
needs, customers/patients considers factors like:
STANDARD DESCRIPTION HOW STANDARD CAN BE MET
EMPATHY Caring, individualized Acknowledging that patients
attention; appreciating a may be sick, scared,
patient’s or customer’s confused, worried, and
circumstances and feeling responding to their feeling
without criticism or judgement
TANGIBLES The appearance of physical Using spare minutes in the
facilities, equipment, day to wipe shelves or
personnel, and communication counters; providing
materials medication information that
is easy to understand and
read
Leland & Bailey, 2006; Parasuraman et al., 1988).
In judging how well a product or service meets their
needs, customers/patients considers factors like:
STANDARD DESCRIPTION HOW STANDARD CAN BE MET
FRIENDLINESS Polite and courteous Friendly and upbeat staff;
treatment calling patients by their name;
having packages ready as
patients and customers walk to
the counter
FAIRNESS Fair treatment from service Helping patients and customers
providers in order of their arrival at the
pharmacy
CONTROL The patient’s or customer’s Letting patients know that the
need to have an impact on remainder of a partial fill will
the way things turn out not be available for two days
Leland & Bailey, 2006; Parasuraman et al., 1988).
In judging how well a product or service meets their
needs, customers/patients considers factors like:

STANDARD DESCRIPTION HOW STANDARD CAN BE MET

OPTIONS The patients or customer’s Ordering products for
need to feel that other patients and customers
options are available when necessary.
INFORMATION The patient’s or customer’s Patient counseling and patient
need to be educated and information to take home
informed about products,
policies, procedures

Leland & Bailey, 2006; Parasuraman et al., 1988).

 PHARMACY ISSUES THAT ARE IMPORTANT TO
PATIENTS
• filling prescriptions accurately and efficiently,
• overall convenience
• pharmacy staff were most important to patients
• prescription pricing
• printed health information
• additional medical services

(Boehringer Ingelheim, 2015)

• This requires pharmacies and their staff to achieve a
balance between ensuring customer satisfaction by being
accurate, efficient, and convenient, and also focusing on
patient care andexpanding services to improve health
outcomes.
 • Treat them courteously
• Ethical treatment
• Listening to complains

Nelson T. Tubon, PhD.

Added customer services are:
 free parking with adequate security
 extension of credit
 free delivery service
 order filled up through phone
 gift wrapping service
 return and exchange privilege
 play area for kids
 warranty
• growing list of services such as medication therapy
management (MTM), medication adherence programs,
and disease state management initiatives (Simone,
2014).
WHEN CUSTOMER SERVICE GOES WRONG
• Failing to meet the expectations of a patient or
customer is called service failure
• Ex:
• patients and customers not getting what they expected
or were promised;
• having to wait longer than they expected or were
promised;
• rude, patronizing, or indifferent treatment from a
pharmacy staff member
• a “can’t do” attitude
• a “sorry, it’s our policy” response (Umiker, 1998)
Service criticality
• the magnitude of the consequences of a potential
service failure to the patient or customer (Webster &
Sundaram, 1998).
• service failures in the pharmacy can range from the
inconvenient (a long wait for a prescription, or a partial
fill due to limited stock) to the very serious (giving a
patient the wrong drug or wrong dose).
• increasing service failure criticality, decrease in
satisfaction and commitment to the business by the
customer is more likely to decrease, and negative word
of mouth can become that much more problematic
(Weun et al., 2004
RIGHTING THE WRONG
• the way in which a service provider responds to a
failure is critical
• Service recovery is the attempt to correct the service
failure and make things right for the patient or
customer (Tipton, 2000).
• Service recovery as an effort to “alter the negative
perceptions of dissatisfied customers and to ultimately
maintain a business relationship with these customers”
(Schweikhart et al., 1993, p. 3).
• requires more than correcting the error and making
things right, but requires going above and beyond to
satisfy the patient or customer (Bell & Zemke, 1987).
 Suggested recovery efforts for
these types of failures
• Apology Bell and Zemke(1987)
• Urgent reinstatement
• Empathy
• Symbolic atonement
• Follow-up
• Provide information about the problem (Johnston,1995)
• Provide information about what is being done
• Action in response to customer (but preferably without being
asked)
• Staff appearing to go out of their way to help
• Involving the customer in decision making
• Discount ( Kelley et al.1993)
• Correction
• Replacement
• Compensation for substantial financial losses
• Assurance system is either not defective and this was a
unique situation, of that system is defective and will be
corrected
• Explanation of how the mistake was made
Tipton (2000)
• The good news is that effective recovery from a service
failure can potentially result in a more satisfied patient
than if no service failure ever happened (for low to mid
critical service failure)
• This phenomenon is known as the service recovery paradox
(Smith & Bolton, 1998).
• High-criticality service failures (also known as
catastrophic prescription errors) in the pharmacy
include those causing severe harm that is
irreversible (Tipton et al.,2003).
• are emotionally disturbing in addition to being
potentially or actually life-threatening
• Implications can include loss of trust in the
pharmacist and/or pharmacy, injured public image,
spread of negative word-of-mouth, legal action,
board of pharmacy action, as well as loss of
customers and profit.
• Tipton (2009) outlines recommendations for
response to a victim after a catastrophic event
• Tell the truth about what happened.
• Attempt to compensate for emotional costs with an
apology.
• Attempt to compensate for psychological costs with
assurances the system will be fixed.
• Attempt to compensate for costs related to time, money,
and inconvenience through financial settlements
situation
• Having picked up your prescription, you do not
notice that it is incorrect and take the medication
for several days. This results in headaches and
several days missed at work. You fully recover, and
there are no permanent damages.
• You return to the pharmacy to discuss this situation
with the pharmacist
• Empowering employees to do whatever it takes to
make patients and customers happy with minimal
oversight from managers and “red tape” requires
training of employees, but can pay big dividends for
customer service (Gonell, 2014).
Consumer Rights
1. The name and strength of any medication they take.
2. The purpose of the medication.
3. When and how the medication should be taken.
4. How long the medication should be taken.
5. What side effects may occur and how they should be
handled if they do occur.
6. What side effects should be reported to the physician.
7. What food, alcohol prescribed and non prescribed drugs
should be avoided.
8. How the medication should be stored.
Nelson T. Tubon, PhD.
Satisfaction
• the extent to which patients’ and customers’ needs
and wants are met (Chui,2012)
• as meeting the expectations of the patient’s or
consumer’s anticipation of how a service
encountershould occur (Bunniran, 2010).
• a strong recovery can have a positive influence on
satisfaction.
• However, satisfaction still remains negative after
recovery if a more severe service failure occurs
(Weun et al., 2004).
 FOUR PERSPECTIVES OF CUSTOMER SERVICE

• Performance evaluation
• determining satisfaction with characteristics of a particular
service such as the physical environment of the pharmacy
(e.g., convenient location, availability of parking, safety,
cleanliness).
• Affect-based assessment
• refers to emotional reaction that a patient or customer
experiences as a result of the service (e.g., “I am delighted
with this service”)
• Equity-based assessment
• refers to a patient’s or perceptions of fairness in the
provision of service based on inputs and outputs and
other individuals’ service experiences (Schommer et al.,
2002; von Waldner and Abel, 2011).
• Disconfirmation of expectations
• patients and customers evaluate the gap between their
expectations and perceptions of a service.
• If a patient or customer perceives that a service
outperforms their expectations, they will be satisfied (or
delighted, if their expectations are significantly
outperformed) with the service.
• perceptions–expectations gap conceptualization,
suggests that patients and customers also evaluate the
gap between their expectations and perceptions of
service quality (Parasuraman et al., 1985).
• An extension of this theory is the zone of tolerance
(Zeithaml et al., 1993).
• The zone of tolerance includes any level of service
between desired and adequate
• level of service that is desired
• at the airport, a desired level of service would include on-
time arrivals and departures, graciously helpful staff, and
luggage that is never damaged or lost
• level of service that is adequate
• 15-minute delays, staff that helps when asked
Word-of-mouth
• occurs when patients and customers provide each
other with information about products or services in a
noncommercial way (Arndt, 1967).
• can be positive or negative
• web-based social networking through media such as
Facebook and Twitter can result in an exponential
dissemination of word-of- mouth
• mobile applications or “apps” specializing in providing
consumer reviews and ratings of products and services
• In cases of a severe service failure, even strong
recovery efforts might not be enough to stop negative
word-of-mouth (Weun et al., 2004).
Trust in the organization
• In the pharmacy setting, it appears that trust in the
pharmacy and pharmacist remains relatively high,
regardless of how severe a patient condition is
(symptomatic cough or severe infection) or how
serious the service failure is (partial fill or
medication error); even before the service recovery
is initiated (Bunniran, 2010)
Customer retention
• A single service failure is one of the primary
reasons customers switch service providers
• service recovery efforts can be effective in retaining
75% of customers who experience service failures
(Hoffman et al., 1995
 1.Greet customers
2.Value customers
3.Ask how to help customers
4.Listen to customers
5.Help customers
6.Invite customers
Nelson T. Tubon, PhD.
 “Put, me at ease and make me feel comfortable”
How to get good at greeting people
1. Get eye contact.
2. Thank them for coming in, contacting you or
seeing you.
3. Tune the world out and them in.
Something to Think About
People average making eleven decisions about
you in the first seven seconds of contact!
Nelson T. Tubon, PhD.
 “Let me Know that you Think I’m important!”
How to Get Good At Valuing People
1. Think, “ You’re the Customer – You Pay My Salary!”
2. Think, “There’s Something About You I Like!”
3. Think, “You Make My Job Possible!”
Something to Think About
When you value people your sincerity causes them to
feel good about you and trust you.
Nelson T. Tubon, PhD.
 “ Find Out What I Want!”
How to Get Good at Asking How to Help People
1. Ask, “How may I help you?”
2. Find out why they came in or contacted you.
3. Ask open-ended questions to further understand
their needs.
Something to Think About
A genuine desire to understand people’s needs or
wants impacts customers and places you ahead of
most other people in your field.
 “Please Listen to me and Understand me!”
How to get good at Listening to Customers
1. Listen to people’s words.
2. Listen to their tone of voice.
3. Listen to their body language.
Something to Think About
According to Dr. Albert Mahrabian, a UCLA
professor, communication effectiveness consists
of: 1. 7% verbal 2. 38% tone of voice
3. 55% nonverbal-body language
 “Help me get what I want”
How to Get Good at Helping Customers
1. Satisfy their wants or needs.
2. Solve their problems.
3. Give them extra value.
Something to Think About
To remain competitive today, businesses and
professions must change from a product or
service focus to a customer-needs focus.
 “Let me know that I’m welcome back
anytime”
How to get Good at inviting customers back
1. Thank them for coming in or contacting you.
2. Ask them to return soon.
3. Leave them waiting to return.
Something to Think About
The last impression people have of you will stay
with them until you have a chance to change
it-if you even have another chance!
Customer complaints
• are a natural part of the service industry no matter
how hard managers and employees try to ensure
good customer service.
• complaints should not be perceived negatively but
rather as a way to improve the service the
pharmacy provides (Leland & Bailey, 2006
• complaints can “prove to be a great source of
information, innovation, and inspiration.
eight principles for constructively dealing with
customer complaints
• Leland and Bailey (2006)
• View complaints as gifts.
• Make it easy for customers to complain.
• Identify the elements of the complaint.
• Thank customers for complaining.
• Sincerely apologize.
• Fix the problem.
• Practice prevention.
• Follow-up.
1. Understand the problem
2. Identify the cause
3. Discuss possible solutions
4. Solve the problem
“Try to understand my Problem from my Viewpoint!”
How to Get Good at Understanding Problems
1. Get all the facts.
2. Listen non defensively.
3. Repeat back the problem as understood.
Something to Think About
“Taking ownership” or responsibility for problems,
when done with a sincere desire to understand
them and solve them, can turn negative customer
attitudes into positive ones.
 “Take enough time to understood what caused my
problem”
How to Get Good at Identifying the Causes of
Problems
1. Find out what has happened.
2. Find out what should have happened.
3. Find out what went wrong.
Something to Think About
A problem whose cause is understood is half solved!
 “Explore possible solutions with me”
How to Get Good at Discussing Possible Solutions
1. Suggest options.
2. Ask for customers’ ideas.
3. Agree on best course of action.
Something to Think About
Not only will you enhance problem resolution, but
valuing customers’ ideas and listening intently to
them will help fill emotional and ego needs they
have.
 “Solve my problems and you’ll enjoy my loyalty
forever!”
How to Get Good at Solving Problems
1. Remove the cause, or
2. Take corrective action.
3. Ask if the customer is satisfied with the resolution.
Something to think About
Solve few or small problems and you’ll receive small
pay. Solve bigger problems and you’ll earn bigger
pesos. You’ll usually be paid consistent with your
willingness and ability to solve problems.
ASK YOURSELF: (as patient)
• How well did they greet me and make me feel
comfortable?
• How important did they make me feel?
• How effectively did they find out my wants or needs?
• How well did they listen to what I told them?
• How well did they help fill my wants or needs?

• How much did they cause me to want to come back?

 TAKE A MOMENT
Take a few minutes to reflect on past and
present customer interactions. How do you
define your responsibility as pharmacist to
your customers/patients?

I am responsible for providing my customers with

In doing so, I will

It’s up to the customer to

Nelson T. Tubon, PhD.

 YOUR CUSTOMER SURVEY

1. Describe the customers you see or hear form most often.

2. What do they want from you or your business/drugstore?

3. What can you offer them?

4. How can you add value to your customers’ experiences?

Nelson T. Tubon, PhD.

 What causes your customers to be unhappy,
disappointed, or dissatisfied? List ten
complaints you hear most often.
Top Ten Customer Complaints
1. __________________ 6. __________________
2. __________________ 7. __________________
3. __________________ 8. __________________
4. __________________ 9. __________________
5. __________________ 10. _________________

Nelson T. Tubon, PhD.

 SELF-ASSESMENT
Providing excellent customer services is both Almost Sometimes Almost
challenging and rewarding. Use this self-assessment to assess
the way you presently handle you customers. Always Never
1. I don’t let my personal feelings get in the way of
serving my customers.
2. I follow up with customers who have encountered
problems with products or services.
3. I thank my customers for their business.
4. I make an effort to build partnerships with the people
who work with me.
5. I listen when customers complain.
6. I explain product and service features using words
that my customers understand.
7. I am firm but gentle when saying “no” to a customer.
8. I take the time to review my interactions with
customers and learn from my mistakes.
9. I look for solutions to problems with my customers.
10. I communicate effectively over the telephone.

Nelson T. Tubon, PhD.

 What is your Responsibility?
Basically, You are responsible for providing
customers with
•A pleasant, friendly greeting
•A positive and helpful attitude
•A professional and accurate business transaction
•A apology for any delay
•A quick resolution to problems
•A sincere thank you for their business
Nelson T. Tubon, PhD.
 What do your customers expect?
Your customers want to be listened to, to be
understood, cared for, and treated fairly,
intelligently, and individually
Reliability
Credible
Appeal
Responsiveness
Concern
Nelson T. Tubon, PhD.
 Communication – A Key to Excellent
Customer Service
1.Understand verbal and non verbal messages
2.Use positive body language and voice tone
3.Use language that your customer will
understand
4.Actively listen to your customers
5.Communicate effectively over the telephone

Nelson T. Tubon, PhD.

 CUSTOMER SATISFACTION AND FEEDBACK
SEEKING CUSTOMERS COMPLAINT

1.Suggestion boxes
2.Feedback form
3.Providing a customer service hotline
4.Personal interaction
5.Announcing names of supervisors who
are available
• It helps identify any gaps or deficits in service provision.
• pharmacy manager can implement strategies to improve
customer service
ENSURINGEMPLOYEES’ QUALITY OF WORK LIFE
AND JOB SATISFACTION

• employee satisfaction and customer satisfaction

are positively correlated
• The stressful environments of pharmacies have
been found to be related to decreased job
satisfaction in pharmacy technicians
Developing staff that will provide good
customer service
• Hire employees with a caring attitude
• Reinforce customer service in employee training and
orientation
• Monitor employees’ customer service and coach
deficiencies
• Monitor employees’ customer service and coach
deficiencies
• Empower employees to solve patient and customer
problems
• Reward employees who make special e"orts to please
patients customers
Developing staff that will provide good
customer service
• Get feedback from employees
• Make customer satisfaction a condition of
satisfactory employee performance
• Model good customer service as a manager
• Ensure employees’ quality of work life and job
satisfaction
• Treat employees fairly
Bowen et al. (1999); Umiker (1998);
Wangenheim et al. (2007).
Emotional labor
• describes the process of modifying the emotions you
feel or the emotions you express to meet the goals of
your organization (Grandey, 2000).
• pharmacists and pharmacy technicians’ perception that
they have role overload (feeling that there is too much
needed to accomplish at work), appears positively
related to emotional labor (particularly, surface acting)
• surface acting appears to be related to negative
outcomes in pharmacists, such as reduced job
satisfaction, intentions to leave their pharmacy, and
emotional exhaustion
• coworker social support (Abraham, 1998)
• organizational support
• mitigate the negative effect of emotional labor on
job satisfaction
• “employees are first, and customers are second”
• Nordstrom one rule for employees is to “use your
good judgment in all situations.” There are no
other rules for employees
How to deal with “difficult” patients and
customers?
• why patients and customers may be unhappy?
• patients likely view their medications as “negative
goods” (Kolassa, 1997),
• patients may already come in with negative
perceptions of the price of medicines, their other
health care professionals
• patients may be symptomatic and not feeling well
• If a patient’s or customer’s behavior appears to be
escalating out of control, staff in your pharmacy
should be trained to call security
six-step process
• Let customer vent - let the patient or customer
express his or her feelings without interruption
• Avoid getting trap in “negative filter” instead
replace it with a “service filter.”
• Pharmacy employees should ask themselves,
“What does this customer need, and how can I
provide it?” This will change an employee’s focus
from anger and frustration (and a possible
argument) to that of problem solving.
• Expressing empathy allows employees to recognize
and appreciate a patient’s or customer’s feelings.
• begin active problem solving by gathering
additional information
• employees should work with the customer to come
up with an acceptable solution to the problem
• Following up to make sure that the solution worked
Preventing patient complaints
• Avoid using phrases and language that make
patient or customer feel like an adversary or that
express disinterest on your part.
• For example, phrases such as “I don’t know,” “no,”
“that’s not my job,” “you’re right; this stinks,”
“that’s not my fault,” “you need to talk to my
manager,” “you want it by when?,” “calm down,”
“I’m busy right now,” and “call me back,”
• can demonstrate to patient and customers that you
are not willing to help, and can sometimes be a
catalyst to conflict (Leland & Bailey, 2006).
• “I’ll find out,” “what I can do is…,” “this is who can
help you,” “I understand your frustration,” “let’s see
what we can do about this,” “I can help you,” “I’ll
try my best,” “I’m sorry,” “I’ll be with you in just a
moment,” and “I will call you back,”
• can demonstrate to the patient or customer that
you are willing to go the extra mile, and create a
positive image in the mind of the patient or
customer (Leland & Bailey, 2006).
• Avoiding body language, tone of voice, and other
nonverbal behaviors that can express similar negativity.
• 55% of what is learned from others comes from body
language, 33% comes from tone of voice, and 7%
comes from actual spoken words (Leland & Bailey,
2006)
• Ways in which eye contact, facial expressions,
nodding, hand gestures, and personal space are used
can drastically affect the patient or customer encounter
and communicate to them whether an employee is
engaged in helping him or her, is uninterested in
helping or sees them as an adversary
 Tone of voice
• flat, monotone voice
• suggests boredom or disinterest in the patient or customer
• slow speed and low pitch
• wants to be left alone high-pitched emphatic voice -
suggests enthusiasm
• an abrupt speed and loud tone
• suggests an employee is too busy for the patient or customer
• high pitch and drawn out speed expresses disbelief in what the
customer is saying.
• inflection (wave-like movement of highs and lows in the pitch
of your voice), stress on words, breathing, volume, and pacing can influence
communication to the patient or customer (Leland & Bailey, 2006).
 Using The CLEAR Technique
C – calm your emotion
L – listen actively to the customers
E – emphatize with the customers
A – apologize/Acknowledge
R - resolution
Why Companies Losing Customers?
1% - customers dies
3% - customers moves away
5% - customers influenced by friends
9% - customers lured away by competitors
14% - customers dissatisfied with product
68% - customers turned away by an
attitude of personnel
BUILDING a Foundation for
Excellent Customer Service
1.Define your responsibility to your
customers
2.Define what customers expect from you
3.Examine the factors that lead to customers
dissatisfaction
4.Explore the consequences of handling
challenging customers
Customer DISSATISFACTION Stems
From:
1.Promises not delivered
2.Service that was rude and inefficient
3.Conflicting message from employees
4.Feelings of being victimized by the
business operation
Sins of Service
 Apathy
 Brush-off
 Coldness
 Condescension
 Robotism
 Rule book obsession
 Runaround
 Lack of knowledge and training
“VITAMINS” needed for Success in
any business
E = energy and enthusiasm
A = amicable
G = goals
L = love
E = excellence (dedication)
S = super service
PLUS “VITAMIN” B – Belief

AND “VITAMIN” C – Commitment

ALSO “VITAMIN” D – Determination