| "Society is always taken by surprise at
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| | Such is the nature of credibility, and it
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| any new example of common sense."This
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| | brings customers back. A credible person
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| Ralph Waldo Emerson quote opens one of
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| | is worthy of confidence and a company
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| the most impressive works on customer
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| | that proves itself credible gains the
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| service: Michael LeBoeuf's book How To
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| | respect of their customers, and often of
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| Win Customers and Keep Them For Life. I
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| | their competitors. Teach people to be
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| am a fan of the book, and of the man, who
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| | credible and you are teaching them
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| has become a good friend and mentor. What
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| | respect.AttractivenessAnything the
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| makes such a difference in Michael's
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| | customer sees, feels, touches, hears, or
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| writing is that, while written over ten
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| | smells concerning your business is
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| years ago, it remains consistent and
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| | shaping their opinion of your service for
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| relevant to us today.Teaching customer
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| | better or worse. Appearances may be
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| service should be easy. After all, it is
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| | deceiving, but customers draw a lot of
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| common sense to treat customers as we
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| | conclusions about the service quality on
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| would want to be treated. Developing or
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| | the basis of what they see. Look at the
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| delivering a program that helps people
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| | business through your customer's eyes,
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| understand that proves more difficult.
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| | and make the effort to put forth a
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| That's because at the core of every
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| | first-class image. Being attractive means
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| customer service training initiative must
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| | to be pleasing to the eye as well as to
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| be a clear understanding of the motives
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| | the mind. It means having the power to
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| and purpose that drives us, accompanied
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| | attract. When you teach people to dress
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| by a clear strategy for delivering
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| | smart and maintain a pleasant work
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| exceptional service that not only wins
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| | environment and appearance you are
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| customers but also helps you keep them
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| | empowering them to provide great
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| for life. Many companies have customer
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| | service.ResponsivenessResponsiveness has
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| service program in place (or at least
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| | to do with more than the speed at which
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| address the need for one). But most focus
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| | you provide a service. Being responsive
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| on practices rather than the principles
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| | means being accessible, available, and
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| that make them successful. Customer
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| | willing to help customers whenever they
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| service training is often driven
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| | have a problem. A responsive individual
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| reactively by the need to solve immediate
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| | is ready to respond and react to
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| service problems. As a result, we fail to
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| | suggestions, influences, appeals, or
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| identify, promote, and train employees on
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| | efforts on behalf of the customer. Teach
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| the core components that drive service
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| | people to be responsive and you are
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| from the heart, not just the brain. No
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| | preparing them to be
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| customer service program is complete
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| | flexible.EmpathyCustomers should be
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| until it addresses the integration of the
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| | treated as unique individuals, with their
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| following
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| | unique personalities, wants, and reasons
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| components:ReliabilityConsistent
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| | to buy. If you treat them as such and
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| performance is what customers want most.
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| | solve their unique problems, they will
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| They want service they can depend on.
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| | continue to be your customer. Showing
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| More specifically this means that they
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| | empathy means putting yourself in the
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| want you to do what you say you are going
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| | customer's shoes. It means trying
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| to do... do it when you say you're going
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| | objectively to grasp their point of view,
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| to do it... and do it right the first
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| | and feeling what they feel. It means
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| time. If you can also get it done on
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| | listening intensely, asking the right
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| time, you are being reliable. A reliable
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| | questions, speaking their language, and
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| individual is worthy of reliance or
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| | tailoring your services to help them as
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| trust, and trust builds long-term
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| | best you can. When you show empathy you
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| relationships in personal and
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| | dig deeper into your own self and
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| professional life.In business, sports, or
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| | attribute part of you to your
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| in any field of endeavor, consistent,
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| | interactions with others. When you teach
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| high-level performance is the major
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| | people empathy you are helping them to
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| difference between the runners and the
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| | really care.When these elements are in
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| champions. Teach people to be reliable
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| | place you will see a change in the
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| and you are teaching them to be
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| | attitudes and behavior of your service
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| winners.CredibilityOne thing customers
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| | providers. Start with these principles as
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| will readily pay for is peace of mind. We
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| | a strong foundation for creating
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| want security, integrity, and the
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| | action-ready training programs and you
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| assurance that if there is a problem, it
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| | will see incredible returns on your
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| will be promptly handled at no extra
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| | training investment. You will also win
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| cost. If we buy products, we want them to
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| | and keep the customers who ultimately pay
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| be safe and guaranteed. If we buy
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| | the bill.Julio Quintana is a writer and
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| services, we want them to be free from
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| | speaker based in Weston, Florida. He is
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| danger, risk, or doubt and kept
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| | the author of the companion training
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| confidential. We don't want hidden
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| | guide to the powerhouse classic, How to
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| agendas, hard-sell techniques, extra
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| | Win Customers & Keep Them for Life by Dr.
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| charges, and contracts with "fine print".
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| | Michael LeBoeuf.
|
