Empowering the Front Line Staffs to Effectively & Efficiently Manage Customers

1. WELCOME
HANDLING CUSTOMER FEEDBACK & COMPLAINTS

2. module 1
the importance customer complaints & feedbacks

3. customer feedback
• EVALUATED FOR IMPROVEMENT
• EXPRESSION OF OPINION
• COULD MOTIVATE EMPLOYEES

4. CUSTOMER COMPLAINTS
• EXPRESSION OF SOMETHING UNACCEPTABLE
• NEGATIVE IN NATURE / ELEMENT OF CRITICISM
• DEMOTIVATES EMPLOYEES

5. what are customer complaints &
feedbacks?
• AN EXPRESSION OF DISSATISFACTION OF PRODUCT
OR SERVICE
• ORALLY
• WRITING
• INTERNAL & EXTERNAL CUSTOMERS

6. what are customer complaints &
feedbacks?
• IT CAN BE DIVIDED INTO
• GENUINE COMPLAINT
• MISUNDERSTANDING
• UNREASONABLE EXPECTATION OF PRODUCT OR
SERVICE

7. why customer complaints &
feedbacks are important?
• TO DISCOVER CUSTOMER DISSATISFACTION
• TO IDENTIFY THE CUSTOMERS NEEDS
• TO COMPARE PERFORMANCE WITH COMPETITION
• TO DETERMINE OPPORTUNITIES FOR IMPROVEMENT

8. MODULE 2
CUTOMER SERVICE STATISTICS

9. DO YOU KNOW?
• FOR EVERY CUSTOMER WHO BOTHERS TO COMPLAINT,
26 OTHERS REMAIN SILENT

10. DO YOU KNOW?
• A TYPICAL BUSINESS HEARS FROM 4% OF ITS
DISSATISFIED CUSTOMERS, WITH 96% NOT VOICING
OUT THEIR COMPLAINTS & 91% NEVER COMING BACK

11. DO YOU KNOW?
• A DISSATISFIED CUSTOMER WILL TELL BETWEEN 9-15
PEOPLE ABOUT THEIR EXPERIENCE. ABOUT 13% WILL
TELL MORE THAN 20 PEOPLE

12. BUT
• 56-70% OF THE CUSTOMERS WHO COMPLAINT TO YOU
WILL DO BUSINESS WITH YOU AGAIN IF YOU RESOLVE
THEIR PROLEM

13. BUT
• IF THEY FEEL YOU ACTED QUICKLY AND TO THEIR
SATISFACTION, UP TO 96% WILL DO BUSINESS WITH
YOU AGAIN AND THEY WILL PROBABLY REFER OTHER
CUSTOMERS TO YOU

14. BUT
• HAPPY CUSTOMERS WHO HAVE THEIR PROBLEM
RESOLVED WILL TELL 4-6 PEOPLE ABOUT THEIR
POSITIVE EXPERIENCE

15. MODULE 3
RESPONDING TO DIFFERENT TYPES OF CUSTOMERS

16. THE MEEK CUSTOMER
TYPE RESPONSE
• GENERALLY WILL NOT COMPLAINT
• WORK HARD TO SOLICIT COMMENTS
• ACT APPROPRIATELY TO RESOLVE
COMPLAINTS

17. THE AGGRESSIVE CUSTOMER
TYPE RESPONSE
• READILY COMPLAINS
• OFTEN LOUDLY AT LENGTH
• LISTEN - ASK WHAT ELSE?
• AGREE THAT THE PROBLEM EXIST
• INDICATE WHAT YOU’D DO TO
RESOLVE IT AND WHEN

18. THE HIGH ROLLER CUSTOMER
TYPE RESPONSE
• EXPECTS THE ABSOLUTE BEST
• WILLING TO PAY FOR IT
• LIKELY TO COMPLAIN IN A
REASONABLE MANNER
• CUSTOMERS WANTS TO KNOW HOW
YOU’RE GOING TO RESOLVE THE
COMPLAINT
• LISTEN RESPECTFULLY AND
ACTIVELY
• QUESTION CAREFULLY TO FULLY
DETERMINE THE CAUSE

19. THE RIP OFF CUSTOMER
TYPE RESPONSE
• THE GOAL IS NOT TO GET THE
COMPLAINT SATISFIED
• TO WIN BY GETTING SOMETHING
THE CUSTOMER IS NOT ENTITLED
TO RECEIVE.
• REMAIN UNFAILINGLY OBJECTIVE
• USE ACCURATE DATE TO BACKUP
YOUR RESPONSE
• GIVE ONLY WHAT THE COMPANY
POLICY ALLOWS YOU TO

20. THE CHRONIC COMPLAINER
TYPE RESPONSE
• IS NEVER SATISFIED
• THERE IS ALWAYS SOMETHING
WRONG
• THE CUSTOMER’S MISSION IS TO
WHINE
• EXTRA ORDINARY PATIENCE IS
REQUIRED
• A SYMPATHETIC EAR
• A SINCERE APOLOGY
• A HONEST EFFORT TO CORRECT
THE SITUATION

21. MODULE 4
RESOLVING CUSTOMER COMPLAINTS AND FEEDBACKS

22. THE IMPORTANCE
• ESSENTIAL TO BUSINESS SUSTAINABILITY
• HELPS IN CUSTOMER RETENTION
• MARK OF A RESPONSIBLE ORGANIZATION

23. STEPS IN RESOLVING
• PROVIDE CUSTOMERS WITH THE OPPORTUNITY TO
COMPLAIN
• GIVE CUSTOMERS YOUR FULL AND UNDIVIDED
ATTENTION
• LISTEN CAREFULLY
• ASK KEY QUESTION TO FULLY UNDERSTAND THE
COMPLAINT

24. STEPS IN RESOLVING
• AGREE THAT THE PROBLEM EXISTS, NEVER ARGUE
• APOLOGISE FOR THE PROBLEM
• RESOLVE THE COMPLAINT
• THANK THE CUSTOMER FOR BRINGING UP THE
COMPLAINT TO YOUR ATTENTION

25. MODULE 5
SOURCES OF CUSTOMER COMPLAINTS & FEEDBACKS

26. PRODUCT RELATED
• DEFECT / NOT FUNCTIONING
• DID NOT MEET BASIC REQUIREMENTS
• CUSTOMER HAD HIGHER EXPECTATIONS
• FREQUENT BREAKDOWN
• DEFECTIVE PARTS

27. SERVICE RELATED
• SLOW RESPONSE TO PROBLEMS
• PROBLEM PERSISTS AFTER REPAIRS
• BEHAVIOUR OF STAFFS

28. COMMON FEEDBACK PLATFORMS
• IN PERSON
• TELEPHONE
• EMAIL
• SOCIAL MEDIA

29. EMPLOYEE FEEDBACK
• NORMALLY COMPANIES LISTEN MORE TO EXTERNAL
CUSTOMERS AND IGNORE EMPLOYEE FEEDBACKS
• RESPONDING TO INTERNAL FEEDBACKS INCREASES
STAFF PERFORMANCE & MORAL

30. module 6
defining service standards

31. the root cause
• THERE EXIST A GAP BETWEEN
• THE COMPANY STANDARD OPERATING
PROCEDURES
• THE CUSTOMERS PERSONAL EXPECTATION
• EFFECTIVE COMMUNICATION ELIMINATES THIS GAP

32. MEASURING SERVICE QUALITY
5 STEPS

33. STEP 1 - RELIABILITY
• DOING IT RIGHT THE FIRST TIME - EVERY TIME
• DELIVERY PROMISE
• DEPENDABLE SOLUTION PROVIDER

34. STEP 2 - RESPONSIVENESS
• WILLINGNESS AND READINESS TO PROVIDE SERVICE
• KEEPING CUSTOMERS UPDATED ON STATUS
• PROMPTNESS / PROACTIVE TO CUSTOMERS
CONCERNS

35. STEP 3 - ASSURANCE
• THE KNOWLEDGE / COMPETENCE / COURTESY OF
STAFFS
• ABILITY TO REGAIN CUSTOMERS CONFIDENCE & TRUST
• MAKING CUSTOMERS FEEL SAFE & ASSURED

36. STEP 4 - EMPATHY
• CARING AND PERSONALISED ATTENTION
• HAVING THE CUSTOMERS BEST INTEREST AT HEART
• CONVENIENT OPERATING HOURS

37. STEP 5 - TANGIBLES
• PHYSICAL EVIDENCE OF THE SERVICE
• PROFESSIONAL APPEARANCE OF STAFFS
• VISUALLY APPEALING FACILITIES

38. module 7
the business benefits from customers feedback and
complaints

39. the brand image
• SUCCESSFUL COMPLAINT RESOLUTION IMPROVES
BRAND IMAGE
• 87% OF CUSTOMERS CHOSE TO PREFER BUSINESSES
WITH A BETTER REPUTATION
• AN EDGE OVER THE COMPETITION

40. IMPROVES CUSTOMER
RETENTION
• SPENDS LESS TO ATTRACT NEW CUSTOMERS
• CHEAPER TO RETAIN EXISTING CUSTOMERS
• EXISTING CUSTOMER INTRODUCES NEW CUSTOMERS

41. ENHANCE CUSTOMER
SATISFACTION
• OPINIONS FROM CUSTOMER IMPROVES BUSINESS
• CUSTOMERS FEEL VALUED AND APPRECIATED
• FEEDBACK USEFUL FOR CONTINUOUS IMPROVEMENT

42. MODULE 8
FLOW CHART FOR EFFECTIVE HANDLING OF
CUSTOMERS FEEDBACK AND COMPLAINTS

43. FLOW CHART OVERVIEW
STEP 1 - RECEIVE AND CLASSIFY
STEP 2 - ACKNOWLEDGE
STEP 3 - INVESTIGATE
STEP 4 - RESOLVE AND CONFIRM
STEP 5 - RESPOND TO CUSTOMER
STEP 6 - FOLLOW UP
STEP 7 - CLOSE & IMPROVEMENT ACTIVITIES

44. STEP 1 - RECEIVE & CLASSIFY
Ensure that all potential issues are captured by the
organisation, and classified for escalation, review and action
as required.

45. STEP 1 - RECEIVE & CLASSIFY
• Any complaint, issue or negative customer interaction must
be logged and classified for action
• Urgent, potential high business impact. a response to the
customer within 3 working days.
• not-urgent, lower business impact.a response to the customer
within 2 working weeks.

46. step 2 - acknowledge
Ensure that every complaint receives a formal written
acknowledgement, containing an expectation of when they will
receive a response, and the person dealing with it

47. step 3 - investigate
Follow up all aspects of the complaint, both internal and
external, to ensure that the key facts are identified and
clarified

48. step 3 - investigate
• The priority of the complaint will drive the timescale for
completion (3 days for urgent or 2 weeks for non-urgent)
• All areas of interaction and communication should be
established (who, what, where, when, why etc) and
documented where possible

49. step 4 - resolve and confirm
Ensure that the final resolution is clear and fair. Also confirm
the proposed action and resolution with another senior person

50. step 4 - resolve and confirm
• Ensure that the proposed resolution meets corporate
guidelines and does not prejudice Company in any
unnecessary legal or financial manner
• Document the proposed action and discuss and agree with
Office and/or Operations Manager

51. step 5 - respond to customer
Provide the customer with the resolution within the timescales
promised

52. step 5 - respond to customer
• The details of the findings and proposed resolution should
be clearly explained (in written or verbal form as
appropriate) to the customer- within the agreed timescales
• If this cannot be done on time the customer should be
contacted by telephone to request further time

53. step 6 - follow up
Ensure that complaints are followed up to confirm that
customers are satisfied with the response given

54. step 6 - follow up
• The follow up should identify the following:-
• Is the customer satisfied with the response?
• Did they feel that their complaint was properly and fairly
handled?
• Any negative responses to these questions should be referred to
Operations Managers for action and direct follow up with
customers.

55. step 7 - close and improvement
activities
Ensure that the organisation as a whole is aware of complaints
and any underlying issues. Plan actions to remove these and
prevent future recurrence

56. step 7 - close and improvement
activities
• All complaints should be reviewed monthly as part review
meetings.
• Any complaints where action can be taken to avoid recurrent
must be acted upon and raised with the appropriate
managers/teams across the organisation

57. THANK YOU
APPLIED KNOWLEDGE IS POWER