Deliver outstanding customer service: gain and retain by Susan Antoinette Nash, Derek Nash

By Susan Antoinette Nash, Derek Nash

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Cleanworks is not even a real company yet – it is a concept that comes to fruition and becomes an organisation by the end of the book. The concept of Cleanworks arose from market research undertaken by a major soap manufacturer and distributor. With a stable market and shrinking margins, the company wished to diversify from its core business into new, possibly more lucrative service opportunities. It created a department whose charter was to identify potential new openings that would capitalise on the organisation’s strengths, yet would provide greater growth and long-term profit potential.

Overall rating: People 1. To what extent have you defined the job requirements for service providers? 2. To what extent do you train your people in personal service skills? 3. To what extent do you measure personal service standards? 4. To what extent do you reward exceptional personal service? Overall rating: Processes 1. To what extent have you defined your material service processes? 2. To what extent do you measure your current performance? 3. To what extent do you define internal service interactions?

Without clear management commitment, customer service will not improve CHAPTER 3 Customer Service Strategy s we discussed in the last chapter, changing or instituting a customer service culture requires not only senior management commitment, but also a clear and cohesive customer service strategy. In this chapter we will explain and discuss the important steps needed to create this cohesive customer service direction. These steps include creating a customer service vision and strategy, assessing the critical competencies and weaknesses in delivering exceptional service as they relate to the customer needs identified in Chapter 2 and by defining customer service values.

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