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Outrageous Customer Service PowerPoint Presentation
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Outrageous Customer Service

Outrageous Customer Service

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Outrageous Customer Service

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  1. Outrageous Customer Service

  2. What Drives Outrageous Service Outrageous Service Service Behaviors Service Culture Service Principles

  3. Service Principles 1. Make Outrageous Customer Service your Vision

  4. The SWA Vision The vision of Southwest Airlines …is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. To Our Employees We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines.

  5. “CASH” Box A C S H

  6. The SWA Vision The vision of Southwest Airlines …is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. To Our Employees We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.

  7. Service Principles • 1. Make Outrageous Customer Service your Vision • 2. Hire and Train for Relational Competence

  8. Appreciating Differences (MBTI) “Gut” Intuition Analyze Data GATHER INFO “Whatever” Structure WORKSTYLE Think Feel MAKE DECISIONS Extrovert Introvert ENERGY

  9. Service Principles • 1. Make Outrageous Customer Service your Vision • 2. Hire and Train for Relational Competence • Find Out What Customers Really Want

  10. Customer Service Focus Southwest Airlines is a Customer Service company that happens to be in the transportation industry. The level of service you give externally will only be as good as the level you give internally.

  11. Service Principles • 1. Make Outrageous Customer Service your Vision • 2. Hire and Train for Relational Competence • Find out What Customers Really Want • Create Aa Customer Service Culture

  12. Components of a Service Culture Artifacts Visible Organizational Structures Values Strategies, Goals, Philosophies Perceptions Thoughts, Feelings and Beliefs

  13. How Do You Add Value? FIXED, ABSOLUTE, AND EASILY MEASURED If you were “King/Queen” for a day, what is the one thing that you would change? COST YOU VARIABLE, RELEVANT, & SUBJECTIVE DISTINCTION

  14. A Culture of Care CUSTOMER Supervisor CEO Manager Director VP EVP CEO

  15. The “RATER” System Personal Needs External Communication Word of Mouth Past Experience "RATER" The Customer’s Service Criteria Reliability Assurance Tangibles Empathy Responsive Perceived Service Quality Expected Service Perceived Service

  16. The “RATER” System • RELIABILITY - The ability to dependably and accurately provide what is promised. • ASSURANCE - The knowledge displayed to customers and the ability to convey trust, competence, and confidence. • TANGIBLES - The physical appearance of facilities, equipment, and staff. • EMPATHY - The degree of caring and individual attention shown to customers. The warm feeling customers get when doing business with the organization. • RESPONSIVE - The willingness to promptly help customers. The “turnaround” or response time.

  17. Influencing Behavior Beliefs Behaviors “values” Perceptions Perceptions Behaviors “values” Beliefs “Influence: the art of getting someone else to do something you want done because they want to do it.” --Dwight D. Eisenhower

  18. What People Notice • “The 4 Minute Sell” Research by Jane Elsa • Skin Color • Gender • Age • Appearance • Facial Expression • Eye Contact • Body Movement • Personal Space

  19. The Basics of Communication 55 Gestures ______% Tone ______% Words ______% 38 7

  20. The Relationship Trap Perception Behavior Intentions Values

  21. High Performance Leadership

  22. Leadership and Stress • STRESS DEFINED: • Webster: -- Constraining force or influence. • -- A physical, chemical, or emotional factor that causes bodily or mental tension and may be a factor in disease causation. • Selye: -- Wear and tear. • -- A nonspecific response of the body to any demand made upon it. • THE DEGREE OF STRESS: Eu-Stress Normal Stress Dis-Stress

  23. The Gallup Research • Provide clear expectations • Provide the right tools • Get people doing what they do best

  24. “Soar with your Strengths” By Don Clifton 300 wpm 90 wpm 6 week speed reading course 130 wpm 1500 wpm $$

  25. The Gallup Research • Provide clear work expectations • Provide the right tools • Get people doing what they do best • Give frequent recognition/praise

  26. The Gallup Research • Provide clear work expectations • Provide the right tools • Get people doing what they do best • Give frequent recognition/praise • Show care and concern for employees

  27. The Gallup Research • Provide clear work expectations • Provide the right tools • Get people doing what they do best • Give frequent recognition/praise • Show care and concern for employees • Encourage employee development

  28. Coach Listen Role Model Share Goals Challenge Listen Evaluate Share Goals Encourage Evaluate Motivate Coach Inspire Inspire Motivate Role Model Two Things Successful Leaders Do… TEACH LEARN

  29. The Learning Curve S U C C E S S TRIALS

  30. Gallup Research Continued • My opinions count • The mission and purpose of my company makes me feel my job is important

  31. Gallup Research Continued • My opinions count • The mission and purpose of my company makes me feel my job is important • There is a commitment to quality • I have close friends at work • My performance is evaluated often • I have opportunities to grow

  32. “TEAM” Model rust • T • E • A • M ( Rely on ) ( Skills & Abilities) xpertise ( Commitment ) lignment ( Accountability ) easurement

  33. Team Motivation Team Motivation Motivation Measurement Accountability Buy-in Alignment Commitment Relationship Expertise Trust Task People

  34. Team Accountability Responsibility 0% 100% Power/Influence 0% 100% Victim

  35. Victim Mentality at Work

  36. Team Accountability Responsibility 0% 100% Power/Influence 0% 100% Victim Owner Freedom/Success

  37. Team Alignment

  38. Thank You! Jason Young LeadSmart, Inc. 6757 Arapaho Road Suite 711-132 Dallas, Texas 75248 877-995-2273 toll free Email: jyoung@leadsmart.com