Copyright 2007 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 19 Customer Service 19-2
Managing the Store Store Management Customer Service Layout, Design and Visual Merchandising 19-3
Services Offered by Retailers 19-4
Customer Service Strategies Customized - Greater benefits to customers - Greater inconsistency - Higher cost
Standardized - Lower cost - High consistency - Meets but does not exceed expectations Royalty-Free/CORBIS
19-5
Customization Customization Approach encourages service provider to tailor the service to meet each customers personal needs.
Store sales associates offer individual customer service Electronic Channel instant messaging
Drawback: Service might be inconsistent Customized service is costly
19-6
Standardization Standardization Approach is based on establishing a set of rules and procedures and being sure that they are implemented consistently. Retailers that use this approach: McDonalds Wal-Mart IKEA Dollar General Save-A-Lot The McGraw-Hill Companies, Inc./John Flournoy, photographer
19-7
Cost of Customer Service High levels of customer service can be costly, but good customer service is worth an investment
PROFITS
COSTS It costs more to acquire customers than to generate repeat business 19-8
Customers Evaluate Service Quality Role of Expectations: based on knowledge and experience: --Varies with types of retailers discount vs. department store
Perceived Services evaluations are based on perception
Due to its intangibility, services are hard to evaluate accurately Stockbyte/Punchstock Images
19-9
Assessing Service Characteristics Reliability: accuracy of billing, meeting promised delivery dates Assurance (trust): guarantees and warranties, return policies Tangibility: appearance of store and salespeople Empathy: personalized service, receipts of notes and emails, recognition by name Responsiveness: returning calls and emails, giving prompt service 19-10
Perceived Service Cues used to assess service Reliability Assurance Tangibility Empathy Responsiveness 19-11
Gaps Model for Improving Service Quality 19-12
Gaps Model for Improving Retail Customer Service Knowledge Gap -- knowing what the customer wants Standards Gap -- setting service goals Delivery Gap -- meeting and exceeding service goals Communications Gap -- communicating the service promise 19-13
Closing the Knowledge GAP Customer research More interactions between managers and customers Better communications between managers and service providers 19-14
Market Research The service gap is reduced ONLY when retailers use this information to improve service. Comprehensive Studies Gauging Satisfaction with Individual Transactions Customer Panels and Interviews Interacting with Customer Customer Complaints Feedback from Store Employees Steve Cole/Getty Images
19-15
Customer Complaints Complaints are a source of information for retailers
Information about merchandise and its quality Information about services
This feedback can be used for buyers, planners and customer service representatives. Retailers need to encourage complaints because most customers will not complain. R o y a l t y - F r e e / C O R B I S
19-16
Closing the Standards GAP Innovative solutions Set service goals High quality service commitment
Define the role of service providers
Measure service performance 19-17
What Does Good Customer Service Mean? Retailers need to provide clear definition of this to employees Description of service must be specific so expectations are clear Service goals should be measurable --customer surveys --mystery shoppers Royalty-Free/CORBIS
19-18
Closing the Delivery GAP Information and training Instrument and emotional support Internal communications Reduce conflicts Empower employees Providing incentives 19-19
Support for Service Providers Instrumental Support associates need to have the appropriate systems and the right equipment to deliver the services
Emotional Support associates need emotional support from their coworkers or a concern for the well-being of others 19-20
The Target of Empowerment: Excellent Customer Service Benefits to Employee: Stimulates initiative Promotes learning Teaches responsibility Managers Approach: Provide guidance to employees Train employees to the challenge Steve Cole/Getty Images
19-21
Empowerment is Not for Everyone Some employees will not take the responsibility It is expensive or some standardized retailers Empowerment idea is not embraced by all cultures 19-22
Using Technology Retailers are using technology to assist sales associates in providing customer service. Kiosks: -Kiosks can offer opportunity to order merchandise not in store -Kiosks can free employees to deal with other customer requests -Customers can use kiosk to learn more about merchandise -Kiosks can provide customer solutions (c) image100/PunchStock
19-23
More Technology Hand Held Scanners help to provide customer service by allowing customers to scan large merchandise instead of struggling with the product to checkout
Intelligent Shopping Assistants a device connected to a shopping cart with customer database to provide personalized information to shoppers N a n c y
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C o h e n / G e t t y
I m a g e s
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Closing the Communications GAP Realistic commitments Corporate ideas reality of store operations need to be communicated Managing customer expectations Provide explanation Describe how retailer is improving situation Provide accurate info at point of sale The difference between the service provided by the retailer and the service actually delivered 19-25
Service Recovery Listen to the customer Provide a fair solution - Distributive fairness - Procedural fairness Resolve problem quickly - Reduce number of contacts - Give clear instructions - Avoid jargon 19-26
Whats Fair? Distributive fairness customers want to get what they paid for
Procedural fairness perceived fairness of the process used to resolve complaints Did the employee collect information about the situation? Was this information used to resolve the complaint? Did the customer have some influence over the outcome?