Service Booster Activities

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1 Service Booster Activities These application activities are designed to help strengthen your interaction skills in customer service situations. You may complete any number of activities in any order on your own, with a partner, or in a group, unless otherwise specified. They may take as little as 10 minutes or as long as 60 minutes, or however long you would like to spend. Activity 1. Formulating Good Open-Ended Questions, page 2 2. Seek Instead of Tell, page 4 3. Your Customer s Perspective, page 6 4. How Do I Sound to You? page 8 5. It s All on Record! page Planning for Better Partnerships, page Keeping Others Informed, page Your Role in Suggestive Selling, page 22 Description This activity gives you an opportunity to practice formulating open-ended questions that help meet both the personal and practical needs of your customers. In this activity, you practice rephrasing statements as questions to avoid damaging customers esteem and to clarify their needs. Using a feedback form, you explore how and when to ask customers for feedback on your service skills. This activity helps you recognize the ways that feelings are expressed nonverbally by role-playing a customer service scenario with a partner. This enables you to see how you might adjust your nonverbal communication to increase your effectiveness in the workplace. You record your interactions with customers to help gain an awareness of any unknown nonverbal habits that you might want to change so that your nonverbal cues match your verbal messages. In this activity, you identify your internal partners and develop a clearer picture of how the efforts of many internal partners directly affect external customers. Then you specify actions to implement to strengthen your internal partnerships. You use a log to keep track of feedback from your customers and plan with whom to share this information to better serve customers. For this activity, you conduct interviews with your leader to gain a clear understanding of the role suggestive selling should play in your job. This also enables you to plan when and how you will suggest products or services to your customers. Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

2 Activity 1: Formulating Good Open-Ended Questions Without the use of good open-ended questions, we don t always get the information we need, or we waste the customer s and our time getting to the pertinent points. Either individually or in a group, read each less-than-effective question in the left column, and then think of a better way to phrase it as an open-ended question. Write the reworded question in the right column. Examples are provided. You might not ask these specific questions in your job, but the activity illustrates what makes questions more effective in general. Instead of asking: Will you be paying with your credit card? You do want Option A, don t you? Haven t you ever read your policy? Ask: What payment method would you like to use to pay for this item (your order) today? Which option package would you prefer: A, B, or C? May I walk you through the section of your policy that applies to this situation? I ll credit your account right away. No other problems, right? The parts will be shipped to you on Monday. You don t need them any earlier, do you? Did you mishandle the product in any way? Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

3 Instead of asking: Ask: Would you like a side dish with that? Didn t you read the manual on how to operate the machine? You don t want to buy this cheap model, do you? Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

4 Activity 2: Seek Instead of Tell Sometimes, you have advice or information that would be helpful for the customer to know, but sharing it might make the customer feel foolish or annoyed. One way to avoid damaging a customer s self-esteem is to share your information in the form of a question. Either individually or in a group, read each statement in the left column and think of a way to pose a question that would allow you to share the same information. The alternative question should maintain the customer s self-esteem and make the person feel valued. Write your questions in the right column. Examples are provided. You might not ask these specific questions in your job, but the activity illustrates the technique of asking questions instead of telling information. Instead of telling: I can t call you until after I work up the new figures. I can t help you if you can t be more specific about what you want. You should wait until tomorrow to buy this when it s on sale. Ask: Would it be OK to call you later today with the new figures? Could you be more specific as to what your requirements are? Did you know that this product is on sale tomorrow? Perhaps you would prefer to wait and buy it then. You ll have to call further in advance if you want to use your frequent traveler award. You have to be a member of the club if you want to use those services. Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

5 Instead of telling: Ask: You called the wrong number. You want the marketing department. You don t need to know that. You must make reservations at least six weeks in advance to ensure the specific dates you want. We are out of the special of the day. You might want to order the meal we re substituting. Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

6 Activity 3: Your Customer s Perspective Asking for and receiving feedback are two skills that are essential to learning. You usually exchange feedback with leaders, coworkers, and other internal partners, but don t forget to ask your customers for feedback. In this activity, you will explore how and when to ask customers for feedback on your service skills and fill out a form you can use with them. Use the form on the next page to: Identify the customers you d like to ask for feedback. Plan when and where to ask for that feedback. Remember, you can ask for feedback from internal and external customers. Be ready to explain why you re asking for feedback and get permission for a specific amount of time you ll need. Develop questions that you ll ask customers in gathering feedback. Following are some tips to consider when asking customers for feedback: Choose a customer with whom you ve had a recent interaction so the person can recall specific information. Consider asking: What did I do or say that was most helpful to you during this interaction? Why was it helpful? What did I do or say during this interaction that I could have done differently? Why would this alternative have been better? How would you rate the quality of my service? Use a 5-point scale, with 1 being poor and 5 being excellent. As a result of this interaction, do you feel you are an important, valued customer of our organization? What did I say or do to make you feel this way? Will you use our services again? Would you recommend our services to others? Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

7 Customer Feedback Form Customer When to Ask for Feedback What to Say Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

8 Activity 4: How Do I Sound to You? Recognizing the ways that feelings are expressed nonverbally enables you to see how you might adjust your nonverbal communication to be more effective in the workplace. In this activity, you and a partner will take on the roles of service provider and customer in several scenarios and look for nonverbal cues that can convey particular emotions and attitudes. Then you ll explore how you might adjust your nonverbal communication. To complete this activity, follow these steps: 1. With a partner, determine who will be the customer and who will be the service provider. 2. Together, choose one scenario from the following pages and read the background information. 3. The service provider: Chooses an attitude or emotion to display: bored or not interested eager and enthusiastic angry hurried annoyed with the customer pleased with the customer fearful nervous confident friendly and sincere Reads the script provided in a way that conveys the selected attitude or emotion. Remember to incorporate facial expressions, body position, voice tone, proximity, etc. Note: For scenarios that involve phone interactions, sit back-to-back or actually conduct the interactions over the phone. Doing so lends realism to the activity and gives you a better understanding of the impact of a person s tone. 4. The customer then answers Part 1 of the debrief questions on page 12. Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

9 5. Using the same scenario, the service provider should choose a different or opposite emotion and read the script again. 6. The customer again answers Part 1 of the debrief questions. 7. Switch roles and conduct a different scenario. (Follow steps 1 6 again.) You might switch roles and do more scripts if you have time. 8. Discuss and record your answers to Part 2 of the debrief questions on page 12. Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

10 Scenario #1 Background Lately, the volume of orders has increased significantly, and many errors have occurred. A customer ordered a DVD player that was two weeks late in arriving, and it wasn t the correct model. The customer is upset and feels entitled to keep the DVD player but only pay the price of the one that was ordered originally, which was 30 percent cheaper. Service Provider s Script I realize how frustrating it is not to receive your order on time, and have it be incorrect as well. I apologize for the inconvenience. I could either reorder the original DVD player and have it express shipped to your home free of charge, or I can take 30 percent off of this DVD player to compensate for the confusion. Which of those options would you prefer? Scenario #2 Background A customer is approaching your desk with a payment for this month s bill. You will accept the payment and record the information in your computer system, making the customer s account current. Service Provider s Script Thank you for consistently making your payments on time. I have verified today s payment on your account as well. Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

11 Scenario #3 Background You are on the phone with a customer who is loyal to your package delivery company. The customer is inquiring about the overnight delivery option, asking about the impact the holiday season might pose. Service Provider s Script We guarantee overnight delivery, or your money will be refunded. I can help you assemble and mail your package when you arrive. Perhaps I could answer any other questions you have at that time. Scenario #4 Background You own an auto shop and have just repaired some dents in a new vehicle. The paint color was hard to match, but you think it s perfect. The owner of the vehicle is very happy with the paint job and is delighted to learn that you are offering a free oil change. Service Provider s Script Here s the coupon for the wash and wax. Thanks for bringing your vehicle here. Have a nice day. Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

12 Debrief, Part 1 Customer Debrief Questions 1. What nonverbal cues gave clues to the service provider s attitude or emotions? 2. Describe the service provider s attitude and emotions. Debrief, Part 2 1. Discuss and note your insights about the impact of nonverbal communication on customer satisfaction. 2. How might you adjust your own nonverbal communication to be more effective in the workplace? Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

13 Activity 5: It s All on Record! As a service provider, you are constantly being watched and evaluated. What you do and say is a direct link to what the customer believes the organization thinks and feels. Therefore, it is important to make sure that what you say and do conveys a good image of the organization. Becoming aware of your unconscious actions, such as gestures and facial expressions, will help you to keep yourself in check. To complete this activity, follow these steps: 1. Get approval from a customer to record an interaction. 2. Record yourself interacting with the customer over the phone or in person. 3. Listen to the recording to hear what the customer heard as well as the person s reactions. 4. Answer the debrief questions on the next page. Consider these additional ideas: Share the recording and feedback with a group to gain further insight, reactions, and feedback. Place a mirror next to the phone to watch yourself when speaking with customers. It helps you remember to smile when you speak and reminds you that customers can hear a smile in your voice. To feel more at ease, record yourself during a skill practice before recording an actual customer interaction. Record yourself on video to see as well as hear yourself during a customer interaction. Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

14 Debrief Questions After listening to your recording of your interaction with a customer, answer these questions: 1. What did you learn about your nonverbal and verbal communication habits? 2. Which nonverbal and verbal communications matched? Which didn t match? 3. How did the customer react to your verbal and nonverbal communications? 4. What did you do best? 5. From what you ve learned, what changes or insights will you implement back in the workplace? Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

15 Activity 6: Planning for Better Partnerships You rely on your internal partners for job-related materials and information. These relationships affect your productivity and satisfaction and your customers satisfaction. In this activity, you will identify your internal partners and work on developing a clearer picture of how their efforts directly affect your external customers. Either individually or in a group: 1. Complete the flowchart on the next page, considering these questions: Who needs you in order to do their job? (Ask yourself, Who would scream the loudest if I stopped doing my job? ) Who do you need in order to do your job? 2. Select positive actions from the checklist on pages Choose only those that you can implement. 3. Complete the planner on page 19. Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

16 Internal Partner Flowchart Internal Suppliers Internal Customers Inputs Outputs Me or My Group Internal Suppliers + Internal Customers = Internal Partners Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

17 Building Internal Partnerships Checklist Consider what you and your group can do to build effective internal partnerships. Mark those actions on the checklist that you will commit to implementing. Invite key internal partners to update your group at regularly scheduled meetings. Arrange for one or more members of your group to spend time observing or job shadowing an internal partner. Have them tell the rest of the team what they ve learned. Implement a system in which each team member has a buddy in a partner group. Agree on what each pair should accomplish. For example, buddies might have lunch together once a month and update each other on changes, issues, lessons learned, ideas, etc. Starting a buddy system with new hires can be an important part of their orientation. New people might appreciate knowing that they always can call on someone outside the immediate group for information on other groups or departments and on the organization. Invite key internal partner groups to work with your team to establish ground rules for collaborating with one another. Examples of common ground rules include: Maintain or enhance other people s self-esteem. Listen carefully to what people say, and then respond with empathy. Ask for help and encourage involvement. Make suggestions on how discussions should proceed. Check to make sure everyone has the same understanding about what is being said. Offer and ask for information, ideas, and suggestions. Build on other people s ideas and suggestions. Promise only what can be delivered; deliver what s been promised. Share successes and recognition. Share with your team positive information about partner groups. Be careful not to criticize your partners or air problems without also making an effort to resolve them. Show that people generally try to do the right thing and that conflicts are normal but usually can be worked out. Discourage your team from considering themselves to be elite. Challenge stereotypical thinking. Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

18 Suggest that your performance plan include goals for building internal partnerships. Give positive feedback to coworkers when they are collaborative or when they take actions that build internal partners confidence and respect for your group. Set up periodic meetings with appropriate members from each partner group. Use these meetings to give and receive feedback, identify and address current and potential problems, look for ways to make cross-partner processes more customer focused, share what s going well, etc. Debrief recently completed projects or time periods and identify lessons learned. Find out what worked well and what needs to be improved to keep partnerships working smoothly. Obtain partner feedback informally, by asking: What should we stop doing? What should we start doing more of or differently? What s working well that we should continue doing? Work with internal partners to develop a roles and responsibilities chart. Responsibilities need to be flexible so they can be adjusted periodically to reflect the changing needs of customers and the organization. Gaining a common understanding of roles can help to ensure customer satisfaction, keep work from falling through the cracks, reduce redundancy, promote involvement, and avoid the hard feelings that can occur from misunderstandings caused by a lack of role clarity. Keeping the actions you ve identified in mind, complete the Building Partnerships Planner. Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

19 Development Dimensions International, Inc., MMX. Building Partnerships Planner Use this planner to implement the actions you ve identified to build effective internal partnerships. Outcome What is the desired result we want to achieve? Benefits What s in it for each partner? Barriers What roadblocks might we face, and how will we overcome them? Support What resources, money, cooperation do we need? Approach How will we work together? Who will do what by when? Measurement How will we know we re on track toward achieving the outcome? 19 COMMUNICATING WITH IMPACT Permission is granted to photocopy this page for internal use only.

20 Activity 7: Keeping Others Informed As a service provider, you hear firsthand what the customer thinks is working and what needs to be improved. The knowledge you collect should be shared with other people if it will help your organization serve customers better. The purpose of this activity is to provide a tool you can use to keep track of feedback from your customers. This tool also helps you plan how you can appropriately share customer feedback with internal partners. Use this form to keep a log of customer feedback and plan with whom and how you ll share information. Take care that you share customer feedback with people in the most positive and helpful way that you can. Sharing this information helps the team and the organization serve customers better. Following are some tips for sharing customer feedback: Pass on information in a timely manner. Pass the information to the appropriate people that is, those who are in a position to use it. Determine the most effective way to communicate (for example, team meetings, voice mail, , memos). If the information is complex and accuracy is important, use written communication, such as a memo or an to allow people to read and review at their own pace. If the information is sensitive, get advice from your leader on how to position the information to increase your internal partners receptiveness to the feedback. Make sure facts and figures are accurate. Send good news out to a wide audience. Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

21 Customer Feedback Log Compliments, complaints, or suggestions from external customers Who/Which department(s) needs to be informed? How and when? Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

22 Activity 8: Your Role in Suggestive Selling The purpose of this activity is to enable you to understand the role of suggestive selling in your job. It also will enable you to plan when and how you will suggest products and services to customers. Part 1 Interview your leader or your leader s manager to gain a clear understanding of the role that suggestive selling should play in your job. Take notes in the spaces provided. Then follow the instructions for Part 2 on the next page. 1. What specific sales goals (if any) does the organization expect teams or individuals to reach? 2. Does the organization take a proactive or reactive approach to suggestive selling? Why? Give an example. 3. What are the main additional products or services that I should suggest? What are the customer needs that will be met by these additional products or services? 4. What do I need to know about our products and services to be able to meet customer needs through a suggestive selling approach? Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

23 Part 2 Either alone or in a group, brainstorm products or services that your customers might not be aware of. Identify ways you can educate them about these products or services. Doing this will help you understand what information customers need as well as enhance your efficiency as a service provider. Use these questions for the brainstorming session. 1. Which products or services are customers not typically aware of that are important to meeting, or exceeding, their needs? 2. What opportunities do I have to mention or offer these products or services? 3. What can I say to make these products or services known? Development Dimensions International, Inc., Permission is granted to photocopy this page for internal use only.

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