1. Deligh'ng Your Internal
Customers
Prof. Rene T. Domingo
Asian Ins3tute of Management
rtd@aim.edu
www.rtdonline.com

5. “GOING THE EXTRA MILE”

6. 7 Deadly Sins of Internal Customer Service
1. no internal customer culture
2. failure to empower
3. blaming culture
4. overworking, understaffing
5. no direct access to management
6. only hard benefits
7. failure to sa'sfy the spirit

7. 7 Deadly Sins of Internal Customer Service
1. no internal customer culture
2. failure to empower
3. blaming culture
4. overworking, understaffing
5. no direct access to management
6. only hard benefits
7. failure to sa'sfy the spirit

9. EXTERNAL CUSTOMERS voc
1
INTERNAL CUSTOMER
2
INTERNAL CUSTOMER
3
INTERNAL CUSTOMER
SUPPLIERS

10. + =
+
backoffice frontline customer

13. “The lowest bidder wins.”
Prof. Rene T. Domingo
www.rtdonline.com

14. 7 Deadly Sins of Internal Customer Service
1. no internal customer culture
2. failure to empower
3. blaming culture
4. overworking, understaffing
5. no direct access to management
6. only hard benefits
7. failure to sa'sfy the spirit

17. THREE CARPENTERS
BORED CARPENTER
"I'm hammering a nail."
INDIFFERENT CARPENTER
"I'm making a door."
HAPPY CARPENTER
"I'm building a church."

18. BORED NURSE
"I'm following the doctor’s orders."
INDIFFERENT NURSE
"I'm treating a patient in room 453."
HAPPY NURSE
"I'm saving a precious life."

19. THREE SEMICON ASSEMBLERS
BORED WORKER
"I'm soldering."
INDIFFERENT WORKER
"I'm making a chip."
HAPPY WORKER
"I make planes fly safely."

21. The Ritz‐Carlton Twenty Basics
1. The Credo is the principle belief of our Company. It must be known, owned and energized by all.
2. Our MoMo is 'We are ladies and gentlemen serving ladies and gentlemen. As service professionals, we treat our guests and each other with respect and dignity.
3. The Three Steps of Service are the founda'on of Ritz Carlton hospitality. These steps must be used in every interac'on to ensure sa'sfac'on, reten'on and loyalty.
4. The Employee Promise is the basis for our Ritz‐Carlton work environment. It will be honored by all employees.
5. All employees will successfully complete annual Training Cer'fica'on for the posi'on.
6. Company objec'ves are communicated to all employees. It is everyone's responsibility to support them.
7. To create pride and joy in the workplace, all employees have the right to be involved in the planning of the work that affects them.
8. Each employee will con'nuously iden'fy defects (M.R. B.I.V.) throughout the hotel.
9. It is the responsibility of each employee to create a work environment of teamwork and lateral service so that the needs of our guests and each other are met.
10. Each employee is empowered. For example, when a guest has a problem or
needs something special you should break away from your regular du'es, address
and resolve the issue.
11. Uncompromising levels of cleanliness are the responsibility of every employee.
12. To provide the finest personal service for our guests, each employee is responsible for iden'fying and recording individual guest preferences.
13. Never lose a guest. Instant guest pacifica'on is the responsibility of each
employee. Whoever receives a complaint will own it, resolve it to the guest's
sa'sfac'on and record it.
14. "Smile ‐ We Are On Stage" Always maintain posi've eye contact. Use the proper vocabulary with our guests and each other. (Use words like 'Good Morning', 'Certainly', "I'll be happy to"
and 'My Pleasure'.)
15. Be an ambassador of your Hotel in and outside of the workplace. Always speak posi'vely. Communicate any concerns to the appropriate person.
16. Escort guests rather than poin'ng out direc'ons to another area of the Hotel.
17. Use Ritz‐Carlton telephone eequeMe. Answer within three rings and with a "smile". Use the guest's name when possible. When necessary, ask the caller, "May I place you on hold?" Do
not screen calls. Eliminate call tranfers whenever possible. Adhere to voice mail standards.
18. Take pride in and care of your personal appearance. Everyone is responsible to convey a professional image by adhereing to Ritz‐Carlton clothing and grooming standards.
19. Think safety first. Each employee is responsible for crea'ng a safe, secure and accident free environment for all guests and each other. Be aware of all fire and safety emergency
procedures and report any security risks immediately.
20. Protec'ng the assets fo a Ritz‐Carlton hotel is the responsibility of every employee. Conserve energy, properly maintain our hotels and protect the environment.

22. JIDOKA – “Smart Automa'on”
line stop with
“andon cord”

23. 7 Deadly Sins of Internal Customer Service
1. no internal customer culture
2. failure to empower
3. blaming culture
4. overworking, understaffing
5. no direct access to management
6. only hard benefits
7. failure to sa'sfy the spirit

24. “80% of quality problems are caused by
management, and 20% by workers. ”
W. Edwards Deming
1900‐1993

25. 7 Deadly Sins of Internal Customer Service
1. no internal customer culture
2. failure to empower
3. blaming culture
4. overworking, understaffing
5. no direct access to management
6. only hard benefits
7. failure to sa'sfy the spirit

28. UNDERSTAFFED WEEKENDS
“Pa'ents with some serious medical condi'ons are more likely to die in the
hospital if they are admiMed on a weekend than if they are admiMed on a
weekday.”
“Mortality among Pa'ents AdmiMed to Hospitals on Weekends as
Compared with Weekdays”, Bell et all, NEJM Aug. 30, 2001

29. In all sectors of pa'ent care delivery, nurses complain about the amount and complexity
of paperwork that has resulted from a mul'tude of ac'ons by regulatory bodies and the
reimbursement industry. Nurses find they are spending more 'me
with paper than with pa'ents. This dissa'sfies nurses who want to have
interac'on with pa'ents and families and may contribute to nurses leaving direct care
posi'ons, par'cularly in acute care seengs.
November 2006 Publica'on No. 25‐12505, Center for Health Sta's'cs, Health
Professions Resource Center, Texas Center for Nursing Workforce Studies,
Statewide Health Coordina'ng Council

30. 7 Deadly Sins of Internal Customer Service
1. no internal customer culture
2. failure to empower
3. blaming culture
4. overworking, understaffing
5. no direct access to management
6. only hard benefits
7. failure to sa'sfy the spirit

31. Ingram Micro has an 800 number for employees to
call the CEO directly (he’s the only one who will
answer).

32. 7 Deadly Sins of Internal Customer Service
1. no internal customer culture
2. failure to empower
3. blaming culture
4. overworking, understaffing
5. no direct access to management
6. only hard benefits
7. failure to sa'sfy the spirit

35. Breakthrough HR policies by Fortune’s 100 Best Companies to
Work for in America
give employees an average of 43 hours of training yearly
1. Southwest Airlines (#4) 80 hours/year
2. Deloitte and Touche (#8) 70 hours/year

36. Breakthrough HR policies by Fortune’s 100 Best Companies to
Work for in America
give generous “soft benefits”
1. Qualcomm (#47) - unlimited accumulation of unused
vacation leaves
2. 31% of 100 Best Companies have on-site child care
3. Vlassis (#37) - on-site hairstylist and manicurist
4. Finova (#12) - free massages at the office

37. 7 Deadly Sins of Internal Customer Service
1. no internal customer culture
2. failure to empower
3. blaming culture
4. overworking, understaffing
5. no direct access to management
6. only hard benefits
7. failure to sa'sfy the spirit

39. a more “spiritual” company (Tom’s of Maine)
1. plants and fountains in office and factories
2. use of round tables in meetings
3. board meetings on the floor
4. outdoor meetings in nature parks
5. complimentary fruit baskets in manufacturing
plant
6. decorating with employee-made paintings and
other art work
7. non-business training – yoga and meditation

40. 7 Deadly Sins of Internal Customer Service
1. no internal customer culture
2. failure to empower
3. blaming culture
4. overworking, understaffing
5. no direct access to management
6. only hard benefits
7. failure to sa'sfy the spirit

42. Deligh'ng Your Internal
Customers
Prof. Rene T. Domingo
Asian Ins3tute of Management
rtd@aim.edu
www.rtdonline.com