Basic Customer Service

Skills (BCSS)
Training

Dr. Rosemarie Terez-Santos

Project Documentor
Asia Foundation (PSEEAP-
USAID-funded project
“Public service is a public trust. Public officers
and employees must at all times be
accountable to the people, serve them with
utmost responsibility, integrity, loyalty, and
efficiency . . . (Article XI, Section 1, 1987
Constitution of the Philippines)

“. . . The activities of civil servants and

public/private agencies must follow the will of
the people to whom they are ultimately
responsible. The publicness of their
employment and goals thus prescribes their
behavior and circumscribes their choices . . .”
(Carino, 1983)
■ Customer expectations are higher than ever before.

■ The service industry is growing.

■ Competition for resources keeps increasing.

■ Excellent service means repeat business.

■ Excellent service is profitable.

■ Change in management values.

■ During the last few years, the values of

people have changed.
𝗈 Organizational culture/climate problems

𝗈 Quality of work life problems

𝗈 Executive credibility problems

𝗈 Organizational arthritis

𝗈 Middle management inertia

 Invert the Pyramid
(to Improve Service)
TRADITIONAL
ORGANIZATIO Top
N Management
 The 5 P’s increase
toward the top of Executives
the organization.
Managers
 People work for
the level(s) above
them. Supervisors

 Excessive Frontline
attention to title Personnel
and rank but very
little attention to CUSTOMERS
customer
satisfaction.
CUSTOMERS

Frontline
Personnel
CUSTOMER-ORIENTED
ORGANIZATION
Supervisors

Managers • The customers are

considered the most
important to the success
Executives and survival of the
organization.

Top  The customer is the boss.

Management People in the
organization “work for”
the customers.
 The customers have the
highest status, importance,
and power.
 Who is the Customer?

• Anyone or external to the

internal
organization for whom your work,
products (results, outputs) or services
(expertise, knowledge) are produced or
intended.

• Anyone whose success or

satisfaction depends on your action.
 Types of Customers

DIRECT: individuals or organizations who

avail themselves of your products
or services for their personal or
organization’s use.

INDIRECT: individuals or organizations that

benefit from your products or
services another party or
through
from a direct customer.
INTERNAL: another person, your boss, a group
of peers, another division, or
another department within the
organization that depends on
products or services you provide.

EXTERNAL: an individual, a group of individuals,

or another organization outside your
organization that depends on
products or services you provide.
 Who are the Stakeholders?

 They are people or groups who have a

sincere
interest in your organization and in whether
it succeeds or fails. Stakeholders
and
includeexternal
internal customers as well as other
government agencies, the public,
and interest groups. special

 Stakeholders do not necessarily use the products

or receive the services provided by the department
or office concerned.
A B C

D E F

G H I
 CAREFREE
A PLAYFUL
CHEERFUL

You love a free and spontaneous life. And you strive to enjoy every
moment, in accordance with the motto: "You only live once." You are
very curious and open about everything new. You thrive on change.
Nothing is worse than when you feel tied down. You experience your
environment as being versatile and always good for a surprise.
 INDEPENDENT
B UNCONVENTIONAL

UNFETTERED

You demand a free and unattached life for yourself that allows
you to determine your own course. You have an artistic bent
in your work or leisure activities. Your urge for freedom
sometimes causes you to do exactly the opposite of what is
expected of you. Your lifestyle is highly individualistic. You
would never follow trends. On the contrary, you seek to live
according to your own ideas and convictions, even if this means
swimming against the tide.
 INTROSPECTIVE
C SENSITIVE
REFLECTIVE

You come to grips more frequently and thoroughly with yourself and
your environment than do most people. You detest superficiality.
You'd rather be alone than have to suffer through small talk. Your
relationships with your friends are very strong, which gives you the
inner tranquility and harmony that you require. You do not mind
being alone for extended periods of time. You are rarely bored.
 HARMONIOUS
D
BALANCED
DOWN TO EARTH

You value a natural style and love that which is uncomplicated. People
admire you because you have both feet planted firmly on the ground
and they can depend on you. You give those who are close to you
security and space. You are perceived as being warm and human.
You reject everything that is garish and trite. You tend to be skeptical
toward the whims of fashion trends. Your style is easy and elegant.
 PRAGMATIC
E CONFIDENT
PROFESSIONAL

You take charge of your life, and place less faith in luck and
more in your own deeds. You solve problems in a practical,
uncomplicated manner. You take a realistic view of the things in your
daily life and tackle them without wavering. You are given a great deal
of responsibility at work, because people know that you can be
depended upon. Your pronounced strength of will projects your self-
assurance to others. You are never fully satisfied until you have
accomplished your goals.
 PEACEFUL
F DISCREET
NON-
AGGRESSI
VE

You are easy-going and independent. You do not need to be the

center of attention, instead you graciously let others take center stage.
You have no set plans, rather you prefer to "go with the flow," relying
on your sharp instincts and intuition as situations present themselves
to you. You are very social and popular, yet you are perfectly happy
going off alone to pursue your interests. There is a quiet confidence
about you.
 ANALYTICAL
G TRUSTWORTHY
SELF-
ASSURED

You appreciate high quality and things that endure. Consequently,

you like to surround yourself with little "gems," which are often
overlooked by others. Culture and tradition are important to you.
You have found your own personal style, which is elegant and
exclusive, free from the whims of fashion. Your ideal, upon which
you base your life, is sophisticated pleasure.
 H ROMANTIC
DREAMY
EMOTIONAL

You are a very sensitive person. You refuse to view things only
from a sober, rational standpoint. You listen to your feelings. It
is important for you to have dreams in life. You reject people
who scorn romanticism and are guided only by rationality. You
refuse to let anything confine the rich variety of your moods
and emotions.
 DYNAMIC
I ACTIVE
EXTROVERTED

You are quite willing to accept certain risks and to make a strong
commitment in exchange for interesting and varied work. Routine,
in contrast, tends to have a paralyzing effect on you. What you
like most is to be able to play an active role in events. In doing so,
your initiative is highly pronounced.
 THE SERVICE TEMPERATURE
WORKSHOP # 2
WORRIES / COMPLAINTS HOPES & INFORMATION
EXCITEMENTS CONCERNS WISHES

Things I still
I get excited I worry I don’t/won’t My hopes/
need to know
if/when my when/ that like it if/when wishes for
about Basic
customers…. my customers… Basic
Customer
customers.. Customer
Service Skills
Service
Training…
Skills
Training
Workshop
SERVICE EXCELLENCE AND
ITS IMPORTANCE

Customer Service and Service Management

Characteristics of Excellent Service
Four Kinds of Service
Organizations
 Customer Service

… is the deliver y of a
product or ser vice in
a manner that is
satisfactor y to the
customer
 Service Management

… is the total organizational approach to service

excellence as perceived by the customers.
• It is customer-oriented; not inwardly focused
• It is customer-driven; not product
or technology-driven
• Service is integrated; not departmentalized
• Service is a responsibility; not an extra
 Service Management…
■ Service standards are not organizational tradition; not
unrealistic or non-existent
■ Service is a reality; not just lip service

■ Service programs are not only for frontline personnel;

they are also for managers
■ It adheres to the belief that in many instances,
dissatisfied customers do not complain, they just walk
away
 When you are the
customer, how can you
tell that the service
you get or receive is
excellent?
Characteristics of Excellent Service
WORKSHOP # 1

List AT LEAST 10 (ten) qualities you look

for when you expect good service.
How can you tell good service when you
are a customer?
✓

✓
 Four Kinds of Service Organizations

The Friendly Zoo Excellent Customer Service

High
High

Systems Systems
and and

Procedures Procedures
People
High
L L
ow ow
L
o L
w o
w

P
e
o
p
l
e

H
i
 DEVELOPING A CUSTOMER-
ORIENTED SERVICE CULTURE

The Customer is Always…

Memorable Customer Experiences
Analyzing Customer Characteristics
 Rational Objectives
(ROs)
At the end of the module,
the participants shall have
been able to:
Experiential Objectives
(EOs)
At the end of the module,
the participants shall have
been able to:

1. Understand the importance 1. Feel energized

of developing a customer- in discovering the
oriented service culture in difference between a
the organization; bureaucratic and a
2. Learn the difference customer-oriented service
between thebureaucratic organization;
and customer- 2. anticipating customer
Appreciate the value of
oriented service needs; and
organization; and 3. Feel in filling
3. Identify who their respective enthusiastic
up their customer map.
customers are.
 CUSTOMER EXPECTATIONS
• Fix the problem quickly.

•Know what the company does, its services

and products.

•Know the answer to their questions and that your

answers will make sense.

• Treat them with respect.

 WHAT IS YOUR ROLE?

Your role is to exceed customer

expectations. At a bare minimum
it is to satisfy expectations.
 WORKSHOP # 3
List down at least ten (10) perceptions
about the customers
✓
The Customer is always…

✓
Memorable Customer Experiences

When service providers are aware of

their customers’ real wants and
needs, and have the skills
ensuring good customer interactions,
for
customers often have “memorable
experiences”.
4 Kinds of Treatment

Friendly and Caring

Flexible

Problem Solving

Error Recovery
 Friendly and Caring

▪People want to feel that their needs are

important to you and your organization.
▪People want to be treated in a friendly
way.
▪This can be shown even in simple ways,
such as giving information or answering
questions.
 Flexible

▪People want you to be able to “go

around the system” if necessary.
▪People also want the system to
work for them when the present
situation does not totally meet their
needs.
 Problem Solving

▪When people have problems that need

some attention, they want to know that
you are able to figure out a solution.
▪People want to know that they will not
be transferred or shuffled around and
left feeling that they are responsible for
taking care of their problem.
 “Error” Recovery

▪When a mistake is made, people want

it to be taken cared of immediately,
and to their satisfaction.
▪Actually, many people are considerate
and recognize the potential of honest
mistakes.
▪What people want is a quick response
that recognizes that a mistake has
been made and every effort is being
done to correct it.
 WORKSHOP # 4
Recalling Memorable
Customer Experiences

Recall an occasion when you obser ved or

even went through a memorable customer
experience. Identify which of these
indicators were most vital to making that
experience memorable.

1.

2.
 WORKSHOP # 5
Analyzing Customer Characteristics
Image Signals Needs How to
Help
1. Customer with a hearing problem.
2. Young woman with a crying baby.
3. Person who is talking very loudly.
4. Does not speak English very well.
5. Been waiting in line a long time.
6. Someone friendly and talkative.
7. Person with poor eyesight.
8. A Very Important Person (VIP).
9. Someone anxious and confused.
10. A very demanding person.
11. Keeps looking at his watch.
12. Someone new in this place.
“You are a key player in your
company’s success. You are
worth millions! The better
your customer service skills,
the more your organization
prospers and the better
raises and job security”
UNDERSTANDING OURSELVES
AND OUR CUSTOMERS

What Drives Us Crazy?

Transactional Analysis in the Workplace
Pinpointing Interaction
Tips on Not “Hooking” Customers
Customer Perceptions
Attitude is Your Key to Success
Customer Style Snapshot
 WORKSHOP # 6
What customers say and do that drive
us (service providers) crazy
✓

✓
What we (service providers) say and
do that drive customers crazy

✓
 Transactional Analysis in the
Workplace
1. PARENT

a. Critical Parent b. Nurturing

- judgmental - protective
- condescending - I’ll take care of it
- I know best - let’s not argue
- always, should, never - arm around
- can’t please - “mom”/ “dad”
- feel like and “pointing finger”

2. ADULT 3. CHILD

- unemotional/factual - free expression

- what/who/when/how - spontaneous
- give and ask for ideas and opinions - gut level emotion
- problem-solving - manipulative
- self-absorbed
- know-it-all
 Types of Transactions
1. Parallel
A person sends a direct message to someone and the
sender gets an expected response. This can occur
between any two ego states. When the response is
expected, the transaction is complimentary and the lines of
communication remain open and uninterrupted.
Examples:
P P P P
A A A A
C C C
C
X: Let’s call in
X: Are you attending the sick tomorrow.
staff meeting this morning? Y: Great. It should
Y: Yes, I plan to attend. be a great day to
go off.
 Types of Transactions
2. Crossed
It occurs when the sender is met with an unexpected
response. When this takes place, the transaction may
become blocked and communication may be closed off or
diverted. In this state, people may become angry,
frustrated, confused or withdrawn.
Examples:
P P P P
A A A A

C C C C

X: Are you attending the X: Let’s call in sick

staff meeting this morning?
Y: Why are you always
checking on me?
tomorrow.
Y: You shouldn’t be
breaking the rules
by calling in sick
when you are not
sick.
 Types of Transactions
3. Ulterior
It occurs when a person appears to be sending one kind of message
but is actually sending another kind of message in disguise.
Sometimes the tone of voice or body language will convey the real
message. This sort of transaction is undesirable.
Examples:
P P P P

A A A A
X: Ms. Cortez, the policy of X: Mr. Olano, where are the
this office
C is to pay
C clerical data sheets
C fromCthe
staff P300.00 per day. Accounting Department?
(Ms. Cortez, this office is (Mr. Olano, why can’t
paying you P300.00 per day. you handle your work like
That’s a lot of money for you are supposed to?)
the kind of work you’ve
been turning out.)
Attitude is your Key to Success

Attitude is your mental position with

regard to facts or more simply, the
way
you view things.
 Attitude is your Key to Success

• Your attitude toward customers influences your

behavior. You cannot always camouflage how
you feel.
• Your attitude determines the level of your job
satisfaction.
• Your attitude affects everyone who comes in
contact with you, either in person or on the
telephone.
• Your attitude is not only reflected by your tone of
voice, but also by the way you stand or sit, your
facial expression and other non-verbal ways.
• Your attitude is not fixed. The attitude you
choose to display is up to you.
Customer Style Snapshot

“The more we know about

ourselves and each other,
the better chances we
have for mutually
productive interaction.”
 Customer Style
Snapshot
TRUE BLUE
You feel best about yourself
when you are --
You like it best when others
treat you as --
You feel the best people are
those who --
Sometimes you feel things can
be better if you could --
It makes you feel bad when
others treat you as --
It bothers you the most
when other people either --
Being helpful to others.
A warm and friendly person
who can be counted on to be
of help.
Look out for and take care of
other people.
Stand up for your self more and
not try so hard to please others.
A selfish person who doesn’t
care about how others feel.
Get angry with you or when they
give you the cold shoulder.
 RED HOT
You feel best about yourself
when you are --
You like it best when others
treat you as --
You feel the best people are
those who --
Sometimes you feel things can
be better if you could --
It makes you feel bad when
others treat you as --
It bothers you the most
when other people either --
Being the leader of others.
A strong and ambitious person who
can be counted on to be the leader
and tell people what to do.
Know how to be the boss and
get things done.
Let other people have their way more
often and not try to run things all the
time.
A wishy-washy person who doesn’t
know what he/she wants.
Betray their loyalty to you or
when they won’t listen to you.
 COOL GREEN
You feel best about yourself when
you are --
You like it best when others treat
you as --
You feel the best people are
those who --
Sometimes you feel things can
be better if you could --
It makes you feel bad when
others treat you as --
It bothers you the most
when other people either --
Being a person who counts on
himself/herself to get things done.
A careful person who could be
counted on to think things through.
Use their heads and are good at
keeping their cool.
Be friendlier toward others and not be so
suspicious of what they are trying to do.
A person who is too emotional and can’t
keep his/her cool.
Try to push help on you or when they
push you to do things their way.
 RAINBOW
You feel best about yourself
when you are --
You like it best when others
treat you as --
You feel the best people are
those who --
Sometimes you feel things can
be better if you could --
It makes you feel bad when
others treat you as --
It bothers you the most
when other people either --
Being with others and doing
things together.
A person who can be counted on to
act in whatever way is needed.
Can fit into any situation easily
and can stick together.
Be more consistent in how you
act and not be so wishy-washy.
A rigid person who just can’t fit
into the group.
Accuse you of always doing the
wrong thing or when they accuse
you of letting everyone down.
 SKILLS IN BUILDING
CUSTOMER SATISFACTION

Fundamental Skills in Customer Interaction

Dealing with Complaints
Saying “No” Without Antagonizing
Handling Difficult Customers
 Fundamental Skills in Customer
Interaction

✓
 SKILLS IN BUILDING
CUSTOMER SATISFACTION

Three Critical Types of

Customer Interaction

1. Dealing with

Complaints 1. Saying

“No” Without
Antagonizing

3. Handling Difficult
Customer
 Dealing with Complaints

Remember

ACKNOWLEDGE LISTEN
• Good eye contact • Paraphrasing
• Nodding • Ask questions for
• Non- verbal: body and clarifications
voice • Reflecting on
• Sub- verbal feelings
• Focused attention • Summarizing
 Techniques in
Dealing with Complaints

1. Allow the customer to vent, let off steam, if

appropriate or necessary.
2. Apologize in order to show your sincere
concern.
3. Educate the customer on how best to access
the service or use the system.
4. Ask open questions to determine the source of
the problem.
5. Openly explain what action you will take to
help resolve the problem.
 Techniques in
Dealing with Complaints

6. Thank the customer for bringing the issue to

your attention.

7. Under promise but sometimes over deliver.

8. Write complaints down.

9. “Escalate concern” to empathize.

 Dealing with Complaints Exercise
Typical complaints you hear from some of your customers: 1.

2.

3.

PRACTICE EXERCISE:
Take one of the typical complaints and write a simulated dialog on how you
deal with it. Be sure to use one or more of the skills listed on page 43
of the participants manual. Discuss your approach with others in your
table group.
Saying “No” without Antagonizing

Remember

ACKNOWLEDGE LISTEN
• Good eye contact • Paraphrasing
• Nodding • Ask questions for
• Non-verbals: body and voice clarifications
• Sub-verbals • Reflecting on
• Focused attention feelings
• Summarizing
 Techniques in
Saying “NO” Without
Antagonizing
1. Use a warm and cooperative voice to
reduce irritation and put them at ease.
2. Explain why, to reduce tension.
3. Eliminate the jargon and (government) double
talk to establish rapport.
4. Say “ NO” in a courteous way.
5. Restate policy or procedures in a friendly
tone.
6. Give the benefit to the customer first.
7. Suggest alternatives. Be a problem-
solver for the customer.
 Handling Difficult Customers

Remember

ACKNOWLEDGE LISTEN
• Good eye contact • Paraphrasing
• Nodding • Ask questions for
• Non-verbal: body and voice clarifications
• Sub-verbal • Reflecting on
• Focused attention feelings
• Summarizing
 Handling Difficult Customers

✓
The Dirty Dozen

SHERMAN TANKS
They are those who bully their way
around others to get what they
want, regardless of who gets hit or
trampled upon along the way. They
are the hardy and battle-scarred
bunch who are used to getting their
way by intimidating others.
The Dirty Dozen

SNIPERS
They pick on you or on others
behind your back. Snipers like to
complain but can’t seem to do it
up front from the person
concerned. They prefer to do
their complaining behind your
back through and to other
people.
The Dirty Dozen

EXPLODERS
They are short-tempered
characters who blow up at the
slightest provocation. Littl
inconveniences become e
problems eliciting the major
voice and an assortment loudest
of expletives.
The Dirty Dozen

COMPLAINERS
They always have something to
fret about and will be noisy to
anybody about it. Nothing and no
one will ever be good enough
because “the grass is always
greener on the other side.”
The Dirty Dozen
CLAMS
They are the quiet type who never
say anything up front. They keep
their problems, worries, and
complaints all to themselves. So
while every-thing will seem fine as no
complaints are heard, their irritation is
sometimes manifested in other non-
verbal ways. And this may even be
more disruptive than if they just say
what could have been said.
The Dirty Dozen

SUPER-AGREEABLES
They are a pack of
people who seem happy to
agree with you on alwaysjust about
anything. But they can’t seem
to make up their minds because
they will also agree
about with just anybody
conflictingeven
views abound.
if
The Dirty Dozen

NEGATIVISTS
They always see rain on
anybody’s parade. For them
things will always turn out for the
worse, never better. Instead of
looking at a glass half-filled with
liquid as a half-full glass, it will
always be a half-empty glass.
The Dirty Dozen

BULLDOZERS
They are like Sherman Tanks,
only they are more vociferous and
noisy. They will primarily get
their way by bullying people
through verbal assault.
The Dirty Dozen

BALLOONS
They are the airy type, high-flying,
but insubstantial. They often talk a lot
of things, but you will easily have to
swim into their ideas to get what they
are saying.
The Dirty Dozen

PROCRASTINATORS
They belong to the “there is
always tomorrow” club. They
never get things done on time
because they are always sure they
will always have time to do things
later in the day.
The Dirty Dozen

SELECTIVE LISTENERS
They always seem to listen intently to
what you are saying. But when they
open their mouth it will be revealed
that they only heard what they wanted
to hear. Or that they will only retain
what they want.
They are oftentimes subjective and
may sometimes take you out of
context.
The Dirty Dozen

TRIVIAL PURSUITERS
They are always one step
behind a magnifying lens
looking for the slightest mistake.
They are never at rest at
lookingfor something to
complain about. And they seem
to enjoy what they are doing.
The Dirty Dozens
THE CHALLENGE OF SERVICE

Cycle of
Service
Action
Planning
My Daily Prayer for Excellence
in Customer Service
Cycle of Service

How is a service different from a

product ?
Qualities of excellent service
Drawing up a cycle of service
 Rational Objectives (ROs)
At the end of the session,
participants shall have been
able to:
•Differentiate a service from a
product;
•Identify qualities of excellent
service;
•Learn how to draw up a cycle
of service;
•Analyze cycles of service and
key Moments of Truth in their
department/office; and
•List customer expectations in
each Moment of Truth.
Experiential Objectives (Eos)
At the end of the session,
participants shall have been
able to:
• Discover that service is
different from a
product;
•Appreciate the significance of
excellent service;
•Get excited in analyzing the
cycles of service and key
Moments of Truth of their
office/department; and
•Show eagerness in describing
customer expectations of their
office/department.
 How is a Service Different from a
Product?
■ Requires human contact – Service is more personal; there is
human interaction involved.
■ Expectations Shape Satisfaction – What one expects is the
basis of one’s level of satisfaction. If a person expects to be treated
warmly and nicely, then it is how she/he is treated that will satisfy
that person.
■ More staff = Less satisfaction – Service does not mean that if
there are more people or employees, then the customers are satisfied.
The opposite may even be true.
■ Customer Owns Nothing Tangible – The service that
customer experiences is behavioral and qualitative, unlike a
piece of paper produced in factory which can be seen and touched.
Perception = Reality – Service quality is largely determined by
■ customer perception. Perceptions are highly subjective. They may
not be logical, accurate or fair, but they’re real and they are
powerful (Discend, 1991).
Quality = Process + Staff Attitude – There is more to quality
■ service than just processes and procedures. Staff attitude also counts.
Drawing up a Cycle of Service

The cycle of service is a way of looking

at a customer’s total service experience,
step-by-step. The cycle begins at the
customer’s very first point of contact with
the organization. It ends when the
customer considers the service complete.
 Cycle of Service
(Eating in a Restaurant)

Look for Ask for

table Menu

Enter the
Place
Restaurant
Order

Get out of the

restaurant
Excellent service is profitable. If your Go to CR
customer is satisfied with the
service, he/she comes back for a
Leave table
repeat transaction; if he/she is not
Wait for
satisfied, he/she does not come food
back. The cycle is broken, you lose a
customer, and you lose business.
Wait for
Watch setting
of table
change

Pay bill Watch while

food is
serve
Ask for bill
Eat food
Action Planning
 Rational Objectives Experiential Objectives
(ROs) (EOs)
At the end of the module, the At the end of the module, the
participants shall have been able participants shall have been able
to: to:

1.Know the things they need to 1.Get excited in applying all the
watch out for in providing excellent things they have learned in the
service to customers; and training; and

2.Identify actions to be taken in 2.Commit themselves to the

facilitating the development of a development of a customer-
customer-oriented service culture oriented service culture.
in their respective
departments/offices.
 My Daily Prayer for Excellence
in Customer Service
Lord, help me make this day a good one by giving me the wisdom to treat
myself and others with care and respect;

Help me to understand our customers’ point of view, and allow me to work

with them so that I can help in solving their problems;

Remind me never to say “that’s not my job, I just work here” or any other
phrase that indicates lack of concern for our customers;

Allow me to remember to use my skills in diffusing anger and in managing

myself in a mature, professional way in the face of pressure and stress;

Help me to view our customers as “shareholders” who have invested their

tax pesos into my job so that I may provide them with a “return on
investment” by treating them with respect; and

Lord, give me the wisdom to protect myself against abusive behavior;

enlighten the mind of my boss, so that he will support me with praise,
coaching and recognition of my skills. Amen.