The document discusses various aspects of understanding customer behavior and providing good customer service. It discusses how a customer's expectations can be met by providing a fair price, quality product, efficient service, appreciation, and respect. It emphasizes that the attitude of personnel is the most common reason customers switch to competitors. It stresses the importance of understanding customers' values, attitudes, personality, and learning behaviors in order to satisfy them. Treating customers like family members and putting oneself in their shoes is advised.

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Management & TrainingManagement & Training
ConsultantsConsultants
The One MinuteThe One Minute
CustomerCustomer
A quick service Customer PerspectiveA quick service Customer Perspective
Sean SnymanSean Snyman
SEAN SNYMAN

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TheThe
CustomerCustomer
is KING?is KING?
Know Your CustomerKnow Your Customer

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TheThe
customer iscustomer is
alwaysalways
right!right!
Know Your CustomerKnow Your Customer

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• A Customers expectationsA Customers expectations
when dealing with you can bewhen dealing with you can be
summed up in five categories:summed up in five categories:
• A fair Price.A fair Price.
• A quality product.A quality product.
• Efficient and courteousEfficient and courteous
service.service.
• Appreciation for his business.Appreciation for his business.
• Respect.Respect.
The Customer

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• Research shows us Customers do notResearch shows us Customers do not
return to businesses for the followingreturn to businesses for the following
reason:reason:
• 1% Die1% Die
• 3% Move away3% Move away
• 5% Make other contacts5% Make other contacts
• 9% Say prices are too high9% Say prices are too high
• 14% Say merchandise or service was14% Say merchandise or service was
inferiorinferior
• 68%68% Say they moved to anotherSay they moved to another
service provider due to the…service provider due to the…
attitude of the personnel!!attitude of the personnel!!
The Customer

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• A customer whoA customer who
experiences a problemexperiences a problem
with your service will,with your service will,
on average tellon average tell 99 oror 1010
people about it!people about it!
• 13% of people will13% of people will
relate the incident torelate the incident to
more thanmore than 2020 people!people!
The Customer

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• People who havePeople who have
their complaintstheir complaints
handled in ahandled in a
professional mannerprofessional manner
tell on averagetell on average 55
people about theirpeople about their
experience!experience!
The Customer

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• ONE ANSWER?ONE ANSWER?
• When dealing with aWhen dealing with a
customer we should try tocustomer we should try to
treat them like one of ourtreat them like one of our
close family members!close family members!
• Because that’s exactlyBecause that’s exactly
who they are.who they are.
The Customer

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• There is estimated to be overThere is estimated to be over 22
Million species of life on ourMillion species of life on our
planet of which we are only one.planet of which we are only one.
• We, Homo Sapiens have onlyWe, Homo Sapiens have only
existed on this planet for 100, 000existed on this planet for 100, 000
years.years.
• How far back do you thinkHow far back do you think
you would have to go to findyou would have to go to find
your customer on your familyyour customer on your family
tree!!tree!!
The Customer

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• When dealing with a familyWhen dealing with a family
member you rarely say thingsmember you rarely say things
like:like:
• We can’t do that!We can’t do that!
• It’s not our policy, sorry!!It’s not our policy, sorry!!
• I am not responsible for this situation.I am not responsible for this situation.
• There’s nothing I can do.There’s nothing I can do.
• Hold on, sorry but that’s not myHold on, sorry but that’s not my
department!!department!!
• What idiot told you that!What idiot told you that!
The Customer

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• Put yourself inPut yourself in
their shoes:their shoes:
wouldwould youyou likelike
to deal withto deal with
you?you?
The Customer

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The Customer
• Who is this person you areWho is this person you are
trying to deal with…trying to deal with…Do youDo you
know?know?
• How do they makeHow do they make
decisions?decisions?
• What doesWhat does ‘good service’‘good service’
mean to them?mean to them?
• Male, female, both orMale, female, both or
neither?neither?
• Facts or perceptions?Facts or perceptions?

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The Customer
• What are their values?What are their values?
• What are their attitudes?What are their attitudes?
• How will this effect yourHow will this effect your
ability to satisfy them?ability to satisfy them?
• Is it possible toIs it possible to recogniserecognise
their prime personality type?their prime personality type?
• What type of communicationWhat type of communication
approach will be successful ?approach will be successful ?

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Human Behavioural Theory
• VALUES
ATTITUDES
PERSONALITY
ABILITY
MOTIVATION
PERCEPTION
LEARNING
INDIVIDUAL
BEHAVIOUR
Key Variables Affecting Individual BehaviourKey Variables Affecting Individual Behaviour

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 ValuesValues represent basicrepresent basic
convictions that specificconvictions that specific
modes of conduct or endmodes of conduct or end
of state behaviours areof state behaviours are
preferable to others.preferable to others.
 They are based on moralThey are based on moral
foundations of what is rightfoundations of what is right
and wrong.and wrong.
The Customer

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 Importance of ValuesImportance of Values
 Values are Important as they layValues are Important as they lay
the foundation for thethe foundation for the
understanding of:understanding of: attitudes,attitudes,
perceptions, personality andperceptions, personality and
motivation.motivation. People enter intoPeople enter into
situations with preconceivedsituations with preconceived
notions of what “ought” and whatnotions of what “ought” and what
“ought not” to be.“ought not” to be.
 Values cloud objectivity andValues cloud objectivity and
rationality.rationality.
The Customer

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 Characteristics of ValuesCharacteristics of Values
 A persons values are relatively stable andA persons values are relatively stable and
enduring. The values you hold today are likelyenduring. The values you hold today are likely
to be very similar to those you held last yearto be very similar to those you held last year
and those you will hold to in the future.and those you will hold to in the future.
 This has a great deal to do with the way inThis has a great deal to do with the way in
which we are originally schooled.which we are originally schooled.
 You cant be little bit honest or aYou cant be little bit honest or a
little bit responsible!....little bit responsible!....
Just like you cant be a littleJust like you cant be a little
bit pregnant!!bit pregnant!!
The Customer

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• The learning processThe learning process
ENVIRONMENT
CODING
MODIFICATION
BEHAVIOURCONSEQUENCES
The Customer

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• Consequences:Consequences: Favourable orFavourable or
unfavourableunfavourable
outcomesoutcomes..
• Modification:Modification: The changes in behaviourThe changes in behaviour
that safeguards against athat safeguards against a
similar experiencesimilar experience
recurring.recurring.
• Coding:Coding: The changes in behaviourThe changes in behaviour
to secure similarto secure similar
experienceexperience
• It’s up to you to manage theIt’s up to you to manage the
communication process & the learningcommunication process & the learning
outcomes!outcomes!
• So don’t ask the dumb question!!!So don’t ask the dumb question!!!
The Customer

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• Dominant values in today’s population
• 1940s-1950s 40 to 70 Hard work, conservative,
Protestant work ethic Loyalty to their Organisation &
family
LEVEL 2&4
• 1960s-1970s 30 to 40 Quality of life
Existentialism Nonconformist Seeks
autonomy, loyalty to self, family
LEVEL 6&7
• 1980s-1990s 20 to 30 Success, achievement,
Pragmatism ambition hard work,
Loyalty to friends, family &
career.
LEVEL 5
The Customer

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• 40 to 70 years old40 to 70 years old
• Level 2:Level 2: TribalisticTribalistic
These individuals are characterised byThese individuals are characterised by
high independence. They are stronglyhigh independence. They are strongly
influenced by tradition and the powerinfluenced by tradition and the power
exerted by authority figures.exerted by authority figures.
• Level 4:Level 4: ConformingConforming
These individuals have a low toleranceThese individuals have a low tolerance
for ambiguity, have difficulty infor ambiguity, have difficulty in
accepting values that differ from theiraccepting values that differ from their
own, and desire that others acceptown, and desire that others accept
their valuestheir values
ValuesValues

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• 30 to 40 years old30 to 40 years old
• Level 6:Level 6: SociocentricSociocentric
These individuals consider it moreThese individuals consider it more
important to be liked and get alongimportant to be liked and get along
with others than to get ahead. Theywith others than to get ahead. They
are repulsed by materialism,are repulsed by materialism,
manipulation, and conformity.manipulation, and conformity.
• Level 7:Level 7: Existential.Existential.
These individuals have a highThese individuals have a high
tolerance for ambiguity and peopletolerance for ambiguity and people
with different values. They arewith different values. They are
outspoken against inflexible systems,outspoken against inflexible systems,
restrictive policies, status symbols,restrictive policies, status symbols,
and arbitrary use of authority.and arbitrary use of authority.
ValuesValues

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• 20 to 30 years old20 to 30 years old
• Level 5:Level 5: MachiavellianMachiavellian
These individuals strive toThese individuals strive to
achieve their goals byachieve their goals by
manipulating things andmanipulating things and
people. They arepeople. They are
materialistic and activelymaterialistic and actively
seek higher status andseek higher status and
recognition.recognition.
ValuesValues

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• ONLY LET PEOPLEONLY LET PEOPLE
BETWEEN THEBETWEEN THE
AGES OFAGES OF 3030 TOTO 4040
IN YOUR SHOP!!IN YOUR SHOP!!
RecommendationsRecommendations

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• Attitude is a two way street!
• Favourable or unfavourable evaluation
statements regarding people, situations,
objects or events are all manifestations of
attitude.
• Managers should focused attention on
their staffs attitude in 3 important areas:
• job satisfaction
• job involvement
• Organisational commitment
The Service Provider

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 Job SatisfactionJob Satisfaction
 Refers to an individuals generalRefers to an individuals general
attitude towards their job. One ofattitude towards their job. One of
the relevant findings pertaining tothe relevant findings pertaining to
attitude is the fact that individualsattitude is the fact that individuals
seekseek consistency.consistency.
 This means there is a directThis means there is a direct
relationship between positiverelationship between positive
attitude andattitude and consistentconsistent
methodologies in the work place.methodologies in the work place.
The managers

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 Job InvolvementJob Involvement
 Are they Involved or just doing a job?Are they Involved or just doing a job?
The attitude towards job involvement isThe attitude towards job involvement is
related to the identification of therelated to the identification of the
organisational goals and objectives andorganisational goals and objectives and
the individuals role to achieve thesethe individuals role to achieve these
objectives.objectives.
 This entails a comprehensive inductionThis entails a comprehensive induction
programme and continuous one on oneprogramme and continuous one on one
communication with management…communication with management…
 TALK TO YOUR PEOPLE EVERY DAY!!!TALK TO YOUR PEOPLE EVERY DAY!!!
The managers

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 Organisational CommitmentOrganisational Commitment
 The attitude towards organisationalThe attitude towards organisational
commitment is determined bycommitment is determined by security,security,
tenure and a sense of belonging.tenure and a sense of belonging.
Deterministic involvement in futureDeterministic involvement in future
direction and career planning is essentialdirection and career planning is essential
to foster positive attitudes andto foster positive attitudes and
behaviours.behaviours.
 Quarterly Performance appraisalsQuarterly Performance appraisals
and Behavioural mentoring areand Behavioural mentoring are
essential in this regard.essential in this regard.
The Retailer

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 E=MCE=MC
EnthusiasmEnthusiasm ==
Clearly DefinedClearly Defined
MissionMission XX CashCash XX
CongratulationsCongratulations
The managers
2

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• VALUES
ATTITUDES
PERSONALITY
ABILITY
MOTIVATION
PERCEPTION
LEARNING
INDIVIDUAL
BEHAVIOUR
Key Variables Affecting Individual BehaviourKey Variables Affecting Individual Behaviour
Human Behavioural Theory

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 Sixteen Primary TraitsSixteen Primary Traits
 ReservedReserved OutgoingOutgoing
 Less IntelligentLess Intelligent More IntelligentMore Intelligent
 Affected by FeelingsAffected by Feelings Emotionally StableEmotionally Stable
 SubmissiveSubmissive DominantDominant
 SeriousSerious Happy go LuckyHappy go Lucky
 ExpedientExpedient ConscientiousConscientious
 TimidTimid VenturesomeVenturesome
 Tough MindedTough Minded SensitiveSensitive
 TrustingTrusting SuspiciousSuspicious
 PracticalPractical ImaginativeImaginative
 ForthrightForthright ShrewdShrewd
 Self-assuredSelf-assured ApprehensiveApprehensive
 ConservativeConservative ExperimentalExperimental
 Group-dependentGroup-dependent Self-sufficientSelf-sufficient
 UncontrolledUncontrolled ControlledControlled
 RelaxedRelaxed TenseTense
Personality

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Sixteen Primary TraitsSixteen Primary Traits
ReservedReserved OutgoingOutgoing
Less IntelligentLess Intelligent More IntelligentMore Intelligent
Affected by FeelingsAffected by Feelings Emotionally StableEmotionally Stable
SubmissiveSubmissive DominantDominant
SeriousSerious Happy go LuckyHappy go Lucky
ExpedientExpedient ConscientiousConscientious
TimidTimid VenturesomeVenturesome
Tough MindedTough Minded SensitiveSensitive
TrustingTrusting SuspiciousSuspicious
PracticalPractical ImaginativeImaginative
ForthrightForthright ShrewdShrewd
Self-assuredSelf-assured ApprehensiveApprehensive
ConservativeConservative ExperimentalExperimental
Group-dependentGroup-dependent Self-sufficientSelf-sufficient
UncontrolledUncontrolled ControlledControlled
RelaxedRelaxed TenseTense
Personality

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• Personality
• There are four personality
traits recognised as having a
direct relevance to predictive
behaviour.
• Locus of control
• Authoritarianism
• Machiavellianism
• Risk propensity
The Customer

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• Locus of control:
• Internal Locus of Control
• This personality trait believes they
control their own destiny. They they
are RESPONSIBLE for their actions
and are ACCOUNTABLE for the
resultant outcomes. They think they
know what they want!!
• They think they’re leaders!!
The Customer

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• Locus of control:
• Internal Locus of Control
• Generally not too friendly, confident and
very business like. Time is money!!
• They always appear to be in a rush!
• They buy the same thing every time!
• If you recommend something new they
will bite your head off!!
• They leave you feeling a little inadequate
and……
• Oh! Excuse me!, Sorry for living!!!
The Customer

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• External Locus of control:.
• External personalities are less
satisfied with everything due to
the fact that its not their fault!
• They believe the responsibility for
everything rests with others!
• They see their lives as being
controlled by outsiders. They are
not in control of their own destiny.
The Customer

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• External Locus of control:.
• Faffers, indecisive,
• HYPOCHONDRIACTS.
• They get lost a lot! & they are either
early, late or never.
• They are chatty but quick to moan!!
• They always have a THEY in
their life!!!
The Customer

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•Authoritarianism:
• The people that exhibit this
personality trait are generally
very judgmental of others,
believe in rigid management
and power status and can be
seen as exploitative of
others. They like telling
others what to do!!
The Customer

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• Authoritarianism:
• They are simply far more intelligent than you!!
• These are the people with a smell
under their nose!
• They think you need their expert advise on how
to make your Pizzas and clean your floors!
• They generally treat you as if you have just
crawled out of a hole in the ground!!
• Ask them lots of questions!!!
• Give them lots of options!!!
• They like to be treated differently!!
The Customer

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• Machiavellianism:
• (Mach). The great manipulator.
Pragmatic, unemotional and
ruthless in their approach to gaining
power and wealth. They will use any
tactic that gets results.
• Very good negotiators, sales
people and brokers………
The Customer

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• Machiavellianism:
• These are the guy’s who insist on
negotiating the price of a Coke &
want extra toppings for free !
• They also ask you how much the
franchise cost and do you want
to sell it!
• Trendy, lots of BLING and
loud……….. very loud!!!
The Customer

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• Risk propensity:
The willingness to take risks.
• High risk: They make rapid
decisions and need less
information to do it. They rely on
gut feel and experience to judge
the outcome of any situation.
The Customer

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• High risk:
• These are the people who buy something different every
time you serve them!.......... WHATS NEW!!
• They will come into the restaurant to buy a Pizza and
leave having bought YOUR CAR!
• They are the compulsive buyers and have no idea what
they want, they always ask you for what you don’t
have!
• Tell them they are the 1st
person in the
country to try your new Pizza
• They’ll buy it every time!!!
The Customer

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• Low risk:
They don’t make rapid
decisions, in fact they will try
their hardest not to make
decisions.
• They will enlist your opinion on
the various merits of single or
double dish pizza.
The Customer

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• Low risk:
• BEWARE!!! You just may become their
personal food consultant on just
about everything they buy from your
shop!
• When they buy something you recommend that
they don’t like they will complain like hell and
feel very hurt and disappointed in you!!
• HOW COULD YOU DO THAT TO THEM, THEY
TRUSTED YOU TO KNOW WHAT THEY
WANTED!!!
The Customer

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 Shaping or Modelling?Shaping or Modelling?
 The key to the learning processThe key to the learning process
is based on two theories.is based on two theories.
 One isOne is ShapingShaping the other isthe other is
modellingmodelling. When learning takes. When learning takes
place in gradual steps it isplace in gradual steps it is
ShapedShaped..
 However much of what we learnHowever much of what we learn
in life is derived from observingin life is derived from observing
others andothers and modellingmodelling ourour
behaviour after them!behaviour after them!
The Customer

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 Shortcuts to judging othersShortcuts to judging others
 Individuals cannot assimilate all theyIndividuals cannot assimilate all they
observe, so they engage inobserve, so they engage in selectivity.selectivity.
They take in bits and pieces.They take in bits and pieces.
 These ‘Bits & Pieces’ are not chosenThese ‘Bits & Pieces’ are not chosen
randomly; rather, they are selectivelyrandomly; rather, they are selectively
chosen depending on the interests,chosen depending on the interests,
background, experience and attitudes ofbackground, experience and attitudes of
the customer.the customer.
 This can lead to an inaccurateThis can lead to an inaccurate
conclusions. So you mustconclusions. So you must
check!!check!!
The Customer

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 Assumed SimilarityAssumed Similarity
 It is easy to judge others if weIt is easy to judge others if we
assume they are similar to us.assume they are similar to us.
TheThe “like me”“like me” effect, results ineffect, results in
an individual’s perception ofan individual’s perception of
others being influenced more byothers being influenced more by
what the observer is like than bywhat the observer is like than by
what the person being observedwhat the person being observed
is likeis like
 You can be wrong 50% of theYou can be wrong 50% of the
time.time. So you must check!!!So you must check!!!
The Customer

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 StereotypingStereotyping
 If we measure individuals byIf we measure individuals by
our perceptions of the groupour perceptions of the group
they belong to we are using athey belong to we are using a
shortcut calledshortcut called Stereotyping.Stereotyping.
This helps in makingThis helps in making
judgements but manyjudgements but many
stereotypes have nostereotypes have no
foundationfoundation StereotypingStereotyping
distorts judgement.distorts judgement. SoSo
you must check!!!you must check!!!
The Customer

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 Implications for ManagersImplications for Managers
 Values:Values:
Why should a manager seek to know anWhy should a manager seek to know an
individuals values?individuals values?
 Because an individuals values will giveBecause an individuals values will give
clear insights into theirclear insights into their attitudes.attitudes.
 One model we have just reviewed predictsOne model we have just reviewed predicts
the relationship between age and attitude.the relationship between age and attitude.
 A Customers satisfaction is likely to beA Customers satisfaction is likely to be
higher if their values are catered for in anyhigher if their values are catered for in any
dealings with you or your staff!dealings with you or your staff!
 If they feel they belong theyIf they feel they belong they
will feel COMFORTABLE!!will feel COMFORTABLE!!
The Customer

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 Implications for ManagersImplications for Managers
 AttitudeAttitude ::
Managers should be interested in theirManagers should be interested in their
employees attitudes becauseemployees attitudes because attitudesattitudes
influences their behaviour and thisinfluences their behaviour and this
has a direct effect on customerhas a direct effect on customer
satisfaction.satisfaction. Research proves satisfiedResearch proves satisfied
employees’ for instance, are liked byemployees’ for instance, are liked by
more customers, have lower rates ofmore customers, have lower rates of
turnover and absenteeism.turnover and absenteeism.
 Managers must strive to generateManagers must strive to generate
positive job attitudes in their staff ifpositive job attitudes in their staff if
they want satisfied customers!!they want satisfied customers!!
The Customer

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 Implications for managersImplications for managers
 Personality:Personality:
The major value in recognising customerThe major value in recognising customer
personality differences probably lies inpersonality differences probably lies in
interaction! You are more likely to have higher-interaction! You are more likely to have higher-
satisfied customers if your staff modify theirsatisfied customers if your staff modify their
behaviour to suit the customers style.behaviour to suit the customers style. matchingmatching
personality types with communicationpersonality types with communication
styles!!styles!!
 In addition you are likely to find those customersIn addition you are likely to find those customers
withwith external locusexternal locus of control less satisfied withof control less satisfied with
your service delivery due to their need foryour service delivery due to their need for
attention and recognition.attention and recognition. GO FIGURE!GO FIGURE!
The Customer

53. 53
 Implications for managersImplications for managers
 Learning:Learning: Are you going to activelyAre you going to actively
manage learning or not! If you wantmanage learning or not! If you want
behaviourbehaviour AA and reward for behaviourand reward for behaviour BB
don’t be surprised if employees engagedon’t be surprised if employees engage
in learning behaviourin learning behaviour B!!!B!!!
 Employees will look toEmployees will look to
you as a model…. beyou as a model…. be
one! They will modelone! They will model
themselves on you!themselves on you!
The Customer

54. 54
 Implications for managersImplications for managers
 Customer satisfaction startsCustomer satisfaction starts
with you!!with you!!
Customers are difficultCustomers are difficult
but ask them thebut ask them the
questions and they willquestions and they will
generally give you thegenerally give you the
answers!!!answers!!!
The Customer

55. 55
Sean Snyman
Advanced Workshops in:Advanced Workshops in:
• Effective Management SkillsEffective Management Skills
• Change ManagementChange Management
• Advanced Selling SkillsAdvanced Selling Skills
• Negotiation SkillsNegotiation Skills
• Team Building – Psychometric and AdventureTeam Building – Psychometric and Adventure
basedbased
• Sales and Account Management (CRM)Sales and Account Management (CRM)
• Presentation SkillsPresentation Skills
• Telesales, Telephone and Call Center SkillsTelesales, Telephone and Call Center Skills
• Customer CareCustomer Care
• CallCall 07119228110711922811. E-mail. E-mail sean@seansnyman.co.zasean@seansnyman.co.za
• www.seansnyman.co.zawww.seansnyman.co.za