1 BSBCUS501 Learner Guide - Activities

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BSBCUS501 Manage quality customer service
Learner Guide
Table of Contents
Table of Contents ......................................................................................................................... 2
Unit of Competency ........................................................................................................................ 4
Performance Criteria....................................................................................................................... 5
Foundation Skills ............................................................................................................................. 6
Assessment Requirements .............................................................................................................. 7
Housekeeping Items ........................................................................................................................... 9
Objectives ........................................................................................................................................... 9
1. Plan to meet internal & external customer requirements ........................................................ 10
1.1 – Investigate, identify, assess, and include the needs of customers in planning processes....... 11
Who are your customers?............................................................................................................. 11
External customers ....................................................................................................................... 12
Customer’s requirements ............................................................................................................. 13
Bases for segmentation in consumer markets ............................................................................. 16
Types of Data Collection Methods ................................................................................................ 18
The stakeholders ........................................................................................................................... 19
Activity 1.1.1 – 1.1.5...................................................................................................................... 22
1.2 – Ensure plans achieve the quality, time and cost specifications agreed with customers ......... 23
Activity 1.2.1 and 1.2.2 ................................................................................................................. 28
2. Ensure delivery of quality products and/or services ................................................................ 29
2.1 – Deliver products and/or services to customer specifications within organisation's business
plan ................................................................................................................................................... 31
...................................................................................................................................................... 32
Activity 2.1.1 and 2.2.2 ................................................................................................................. 33
2.2 – Monitor team performance to consistently meet the organisation's quality and delivery
standards .......................................................................................................................................... 34
How can these be measured? ....................................................................................................... 36
Understanding the customer/business relationship .................................................................... 37
Value adding, relationships and innovation ................................................................................. 37
The loyal customer ........................................................................................................................ 39
Activity 2.2.1 – 2.2.5...................................................................................................................... 41
2.3 – Help colleagues overcome difficulties in meeting customer service standards ...................... 42
BSBCUS501 Manage quality customer service learner guide V1 2
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Activity 2.3.1 ................................................................................................................................. 45

3. Monitor, adjust and review customer service .......................................................................... 46
3.1 – Develop and use strategies to monitor progress in achieving product and/or service targets
and standards ................................................................................................................................... 48
Activity 3.1.1 – 3.1.3...................................................................................................................... 51
3.2 – Develop and use strategies to obtain customer feedback to improve the provision of
products and/or services .................................................................................................................. 52
What is quality measured against? ............................................................................................... 53
Informal collection methods ......................................................................................................... 53
Observation................................................................................................................................... 53
Formal collection methods ........................................................................................................... 54
Telephone interviews.................................................................................................................... 54
Other information that may be collected ..................................................................................... 54
Activity 3.2.1 ................................................................................................................................. 56
3.3 – Develop, procure and use resources effectively to provide quality products and/or services
to customers ..................................................................................................................................... 57
Financial Resources ....................................................................................................................... 60
Human Resources ......................................................................................................................... 60
Capital Resources .......................................................................................................................... 60
Activity 3.3.1 ................................................................................................................................. 63
3.4 – Make decisions to overcome problems and to adapt customer services, products and/or
service delivery in consultation with appropriate individuals and groups ....................................... 64
Flow chart ..................................................................................................................................... 68
Activity 3.4.1 ................................................................................................................................. 69
3.5 – Manage records, reports and recommendations within the organisation's systems and
processes........................................................................................................................................... 70
Develop Operating Procedures ..................................................................................................... 71
Activity 3.5.1 ................................................................................................................................. 73
Skills and Knowledge Activity ........................................................................................................ 74
Major Activity – An opportunity to revise the unit ........................................................................... 82
Congratulations! ........................................................................................................................... 85
References ........................................................................................................................................ 86

Unit of Competency
Application
This unit describes the skills and knowledge required to develop strategies to manage organisational
systems that ensure products and services are delivered and maintained to standards agreed by the
organisation.
It applies to individuals who supervise the provision of quality customer service within an
organisation’s procedures framework by others. At this level, individuals must exercise considerable
discretion and judgement, using a range of problem solving and decision making strategies.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Unit Sector
Stakeholder Relations – Customer Service

Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.
1. Plan to meet internal 1.1 Investigate, identify, assess, and include the needs of
and external customer customers in planning processes
requirements 1.2 Ensure plans achieve the quality, time and cost specifications
agreed with customers
2. Ensure delivery of 2.1 Deliver products and services to customer specifications

quality products and within organisation’s business plan
services 2.2 Monitor team performance to consistently meet the
organisation’s quality and delivery standards
2.3 Help colleagues overcome difficulties in meeting customer
service standards
3. Monitor, adjust and 3.1 Develop and use strategies to monitor progress in achieving
review customer product and/or service targets and standards
service 3.2 Develop and use strategies to obtain customer feedback to
improve the provision of products and services
3.3 Develop, procure and use resources effectively to provide
quality products and services to customers
3.4 Make decisions to overcome problems and to adapt
customer services, products and service delivery in consultation
with appropriate individuals and groups
3.5 Manage records, reports and recommendations within the
organisation’s systems and processes

Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.
Skill Performance Criteria Description
Reading 1.1, 1.2, 2.1, 3.1, 3.2,  Interprets and analyses textual information from a variety
3.3, 3.5 of sources and applies the knowledge that has been gained
to evaluate standards for organisation’s products and
services
Writing 1.2, 3.1, 3.2, 3.3, 3.5  Produces a range of text types to convey information,
requirements or recommendations matching style of
writing to purpose and audience
Oral 1.1, 1.2, 2.1, 2.3, 3.2  Clearly articulates systems and standards in a team
Communication environment using language suitable to diverse audiences
 Uses listening and questioning techniques to obtain
feedback and confirm understanding
Numeracy 1.2  Interprets and comprehends mathematical information in

organisation’s business and customer service plans
Navigate the 2.1, 2.2, 3.1, 3.5  Recognises and applies organisational protocols and meets
world of work expectations associated with own work
Interact with 1.1, 2.3, 3.4  Identifies and uses appropriate conventions and protocols
others when communicating with colleagues and customers
 Collaborates with others, taking into account their
strengths and experience, to achieve desired outcomes
 Provides support in field of expertise to team
Get the work 1.1, 1.2, 2.1, 2.2, 3.1-  Develops and implements plans using logical processes and
done 3.5 monitors and evaluates progress against stated goals
 Accepts responsibility for addressing complex or non-
routine difficulties, applying problem solving processes in
determining a solution.
 Uses digital technology to access, organise and present
information in a format that meets requirements

Assessment Requirements
Performance Evidence
Evidence of the ability to:
 Develop and manage organisational systems for quality customer service

 Develop and review plans, policies and procedures for delivering and monitoring quality
customer service
 Implement policies and procedures to ensure quality customer service
 Solve complex customer complaints and system problems that lead to poor customer service
 Monitor and assist teams to meet customer service requirements
 Develop, procure and use human and physical resources to support quality customer service
delivery.
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
 Outline the legislative and regulatory context of the organisation relevant to customer service
 Describe organisational policy and procedures for customer service including handling customer
complaints
 Identify service standards and best practice models
 Summarise public relations and product promotion
 Outline techniques for dealing with customers including customers with specific needs
 Explain techniques for solving complaints including the principles and techniques involved in the
management and organisation of:
o customer behaviour
o customer needs research
o customer relations
o ongoing product and/or service quality
o problem identification and resolution
o quality customer service delivery
o record keeping and management methods
o strategies for monitoring, managing and introducing ways to improve customer service
relationships
o strategies to obtain customer feedback.
Assessment Conditions
Gather evidence to demonstrate consistent performance in conditions that are safe and replicate
the workplace. Noise levels, production flow, interruptions and time variances must be typical of
those experienced in the customer service field of work and include access to:
 Legislation, regulations and codes of practice related to customer service

 Business technology
 Workplace documentation and resources
 Complex customer complaints
 Case studies and, where possible, real situations
 Interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.
Links
Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes

– http://www.ibsa.org.au/companion_volumes

Housekeeping Items
Your trainer will inform you of the following:
 Where the toilets and fire exits are located, what the emergency procedures are
and where the breakout and refreshment areas are.
 Any rules, for example asking that all mobile phones are set to silent and of any
security issues they need to be aware of.
 What times the breaks will be held and what the smoking policy is.
 That this is an interactive course and you should ask questions.
 That to get the most out of this workshop, we must all work together, listen to each
other, explore new ideas, and make mistakes. After all, that’s how we learn.
 Ground rules for participation:
o Smile
o Support and encourage other participants
o When someone is contributing everyone else is quiet
o Be patient with others who may not be grasping the ideas
o Be on time
o Focus discussion on the topic
o Speak to the trainer if you have any concerns
Objectives
 Discover how to plan to meet internal and external customer requirements
 Know how to ensure delivery of quality products and services
 Learn how to monitor, adjust and review customer service
 Gain skills and knowledge required for this unit

1. Plan to meet internal & external customer requirements

1.1 Investigate, identify, assess, and include the needs of customers in planning processes
1.2 Ensure plans achieve the quality, time and cost specifications agreed with customers

1.1 – Investigate, identify, assess, and include the needs of customers in

planning processes
One of the keys to success for marketers is to try to find ways in which to differentiate from their
competitors in a global market. Using value added initiatives to drive customer retention can mean
the difference between increasing or decreasing their share of the market.
Using customer driven organisations is one way in which to obtain

and retain your competitiveness. This means that the organisation
must develop its mission, vision and all of its goals to ensure that they
meet and exceed customer expectations.
Customer driven organisations are driven by customer service and the

measures of customer service that are projected in all organisational
policy and procedures including employee job descriptions, goals at
all levels (operational, tactical and strategic), and in both the
organisation’s mission and vision statements. It is also essential that
all of the organisation’s stakeholders are aware of what your
organisation’s intentions are.
It is essential that you not only identify what the customer needs to purchase now, but also what
the customer will need in the future. If service excellence is what your organisation is aspiring to or
has achieved then the excellence that the organisation strives for or has attained will only be derived
from your ability to research the organisations systems, services and products continuously so that
you can be proactive in meeting the ever changing needs of your customer.
A key factor in your research is your ability to identify the need for change and change before
demand changes, rather than being reactive and waiting for the change being forced on you. Your
responsiveness to the market will impact on your ability to obtain a larger share of the market. If you
change your systems, products and services before the customer is aware of them, then the chance
of them remembering you increases because you may have the product and/or service as they need
them.
Who are your customers?

Before you can research your customers, it is imperative that you know who your customer is. In
most cases, your customers are the stakeholders of the organisation. There are two main types of
customers. If you do not keep up to date with who the customer is, you will not be able to correctly
research the market and identify the changing needs of the customer so that you can change your
systems, products and/or services to meet the customer’s needs.
The two types of customer are:

Internal customers
An internal customer is the person who works for the organisation. They can be a part of your
department or work in a completely different section, in another country.
An internal customer “is anyone you count upon to complete a task or a function to provide you with
information so that you can get your job done…and anyone who counts on you to complete a task or
function or to provide them with information so that they can get their job done.” (Rosenberger,
1998)
Examples of internal customers may include:

 Co-workers, peers and fellow frontline managers
 Supervisors
 Board members
External customers
Anyone who does not work for the organisation is considered to be
an external customer.
Examples of external customers may include:

 Clients, purchasers of services
 Members of the general public who make contact with the organisation, such as
prospective purchasers of services
 Potential funding bodies
 Suppliers of goods and services and contractors providing goods and services
Internal and external customers should expect the same standards. Internal customers need to be
provided with a culture that supports their needs, providing them with clear policies and procedures
that align with a Customer Service Charter. To ensure that an open communication environment
towards customer service excellence is maintained throughout the whole organisation, weaken any
tendency for territorial walls by:
 Creating an environment to ensure that information is shared: Staff

newsletters, meetings and clear goals will assist staff from building walls to protect
themselves as all staff should be aiming and working together to meet the same
goal.
 Practicing pro-active information sharing: As an extension of information sharing

above, offer information to team members. Give them the information they require
to perform their jobs.

 Create, or contribute to, an environment in which information is shared freely

and walls are not built: Teach your staff to realise that the sharing of information
is to make their job easy. Reward employees who freely share information and do
not build walls. Rewards could include giving staff pats on the back, letters of
congratulation, lunches, and bonuses as acknowledgement for their open
information sharing behaviour.
Scott Miller
More Tips for Internal customer Service
Never lose sight of the customer. They should always come first. It is important to make sure that
you are aware of the customers’ different needs. In turn, you can ensure that your team has the
ability to develop their product knowledge and maintain the policies and procedures of the
organisation.
Customer’s requirements
Your customer’s requirements will vary so it is important to ensure that all of the information
that you provide them with is:
 Accurate: If you do not know the answer, do not lie, the customer will know. If you
have face to face interaction with the customer, ask another team member to assist
you. If you are responding to a telephone enquiry, ask the customer if you can ring
them back, if not ask another member of your team for assistance.
 Responsive: Customers will either make a complaint or even a suggestion. Do not

take it as a criticism. They have a right to an opinion. Consider their feedback and
see it as a way to improve. Customers will complain for many reasons. For example;
they may not be happy with a product that you have sold them.
 Specific and clear: When providing either advice or giving general information;
make sure that you answer the question. Be clear and concise. You may even obtain
special requests. Consult with members of
your team if you need to clarify
information.
Once you are clear on the needs of the customer, it is

important to also consider the type of customer that will be
purchasing products from you. Remember a customer
comes into your business because you can provide them
with a product or service that they require. By providing
them with quality service, you ensure that they remember
you. This will increase the chance that your organisation will
have a competitive advantage because of return business.

To maintain a competitive advantage, it is important to be proactive. As a manager, it is important to

practice what you preach. Do not say that you support a customer driven approach if you are not
going to follow it up with actions that demonstrate your support.
So what can you do?

You can make sure that;
 You overcome the stigma attached to change
 Change has always been associated with job terminations. Employees need to learn
that to remain competitive; your organisation has to change to the changing needs
of the customer.
 You ensure that your culture has processes, systems and policies and procedures
adequate to change
 Today’s globalised economy is forever changing. To remain competitive,

organisations cannot have a culture that is rigid. Your employees need to feel that
they have the support required to evolve. They need to know that you will listen to
them.
 Your employees are the front of your business. The professionalism, knowledge,
skills and actions should convey a positive image. You need to give them the
confidence to change to suit the needs of the customer within the procedures set
for them. If you can provide this support structure, then they should be more
willing to be innovative.
 Your employees are trained
 How can employees be responsive to the customer’s needs if they cannot identify
them? Train your staff on your products and services. They also need to know what
the customer expects of them and how they are supposed to supply it.
 You encourage communication
 Many organisations have failed because of a lack of communication. If your

organisation does not have clear procedures and focus then the organisation
cannot be customer driven. Each member of your team must be a part of the
communication process. This is about
sharing information so that the
organisations and the customer’s
needs are met.

Communication is integral to customer service. If your team cannot communicate, then there are no
customers, no organisation and thus no income to survive. To survive we must learn to satisfy their
needs and make sure that we are giving them what they want.
There are four basic needs that a customer has. These needs are the need:
 To be understood; Customers need to know that they are understood. Use clear
emotions and body language to ensure that you have a correct understanding of
what they need.
 To feel welcome: Customers want to feel welcome. Let them see that you are
happy to see them and that their business is important to you.
 To feel important: You should do anything you can to let the customer feel special.
If they feel special they will stay to hear what you have to say.
 For comfort: The customer needs to feel comfortable with their surroundings and
comfortable with the people around them.
The success of the business will depend on how well your

organisation and the team meet their needs. To find out the
needs of the customer, you need to use research.
Once you have identified the types of customers that you have,
you need to make sure that you know:
 The Market
 Your customer will determine the product, the service, the quality of the product
and the types of products they are prepared to purchase. If your organisation tries
to do this, you will lose customers as they will only buy according to their own
needs and not what your organisation thinks they need.
 Globalisation and the internet have led to an informed customer. This means the
customer knows what they want and what they need. As customers will only buy
what they want and need, if you cannot meet their expectations, you will then lose
your profit margin as the customer will go to your competitors.
 How to gather information
 As you know there are two types of customer, the internal customer and the
external customer. The problem with this is that you do not know what part of the
market your customer belongs to.
If you do not have a part of the market that is specifically your customer, then you sell to the mass
market. Mass marketing treats the market as a homogenous group and offering the same marketing
mix to all customers. The marketing mix; otherwise known as the 5 p’s because it includes the price
of the product, the place of your product, the product itself and its packaging and the promotion of
that product.
For example, there are soft drinks that are the same price, are promoted in a similar way (taking into
consideration the culture where it is being sold), with the same packaging and taste sold all over the
world. Conversely, there are products that are aimed at a specific section of the market.
This section, otherwise known as the segment of the market allows you to explore your customer
base to determine the best way in which to promote your products. Market segmentations “is the
identification of portions of the market that are different from one another. Segmentation allows
the firm to better satisfy the needs of its potential customer.”1
Unlike mass marketing, target marketing recognises that customers are not homogenous, but rather
diverse. The organisation should not try to please them all by offering the same product, but should
offer products according to the segment/s of the market that they sell to and the customers’ needs
within that segment of the market.
As part of identifying the segment or segments of the market the organisation has, you should
evaluate the requirements of the segments of the market according to the needs. These needs are
broken down into the following criteria:
 Accessible: Can your organisation reach the customer through communication and
using the channels of distribution
 Durable: To save on costs, try to ensure that your segments of the market are
stable
 Identifiable: What attributes do your customer’s buy that are measurable so that
they can be identified
 Substantial: Are the segments that the organisation sell to large enough to support
the resources required to target them?
 Unique needs: To justify the products that you sell, the segments must respond
differently to the different marketing mixes.
Good market segmentation will offer products and/or services as similar as possible within the
segments, and as different as possible between the segments.
Bases for segmentation in consumer markets

Consumers can be segmented by the following customer characteristics such as:
Behaviouristic Segmentation is based on the customer’s behaviour towards products such as:
1Net Business Center URL Address: http://www.netmba.com/marketing/market/segmentation/

Access Date: 17.01.2011
 What benefits do they seek in buying the product and/or service? e.g. Women buy
make up to look and feel good about themselves.
 Usage Rate e.g. If a customer is going to use a

product a lot, then they will probably be prepared
to pay more for a quality product that will last
longer.
 Brand Loyalty e.g. You may have grown up using

Colgate toothpaste. You would not buy another
brand.
 User status: potential, first-time, regular, etc.
 Readiness to buy e.g. some customers will purchase

a product straight away whereas other customers
may need to shop around and check out the market before buying a product.
 Occasions: holidays and other event such as holidays that stimulate purchasing.
Demographic Segmentation relates to the following variables:
 Age: Older customers have usually brought up and watched their children leave the
family nest. They will usually have more disposable income than a young couple
with new children.
 Gender: Female and male
 Family size: The amount of children that are in the family
 Family lifecycle: The lifecycle of the individual could be a bachelor, married with no
children, married with two to three young children, etc
 Generation: Baby boomer, Generation X, etc
 Income: How much do they earn? Can they

afford to buy the product?
 Occupation: White or blue collared worker

and the differences in their needs
 Education: Knowledge will impact on the

products that a customer purchases
 Ethnicity: Ethnic traits, background and affiliations
 Nationality: Where the customer was born, their political affiliations and their
traditions
 Religion: Beliefs will sometimes impact on what the customer purchases. For
example, Muslims under Islamic law can only eat certain foods killed and prepared
in a specific way (Halal). Any other food is called Haraam.
 Social class: What income does the customer have and what are their backgrounds?
Geographic Segmentation
 Climate: Weather patterns of the area
 Population density: Either urban, suburban or rural
 Region: By continent, state, country, or neighbourhood
 Size of the area: The size of the population in the area
Psychographic Segmentation relates to the lifestyle of the customer
 Activities: What activities does the customer enjoy? i.e. hobbies
 Interests: What are the interests of the client and do they need your product
and/or service?
 Opinions: How much are they prepared to spend on the product?
 Attitudes: What are the client’s likes or dislikes?
 Values: Ethical values, political and religious beliefs
Psychographic variables are primarily psychological in nature.
By knowing and researching the segment of the market that purchases from you, you will be able to
target your marketing to the segments of the market who will purchase your products and/services.
It will allow you to improve the quality of your service in that you will know what the customer
needs and how to give them greater satisfaction. This in turn provides a higher level of customer
loyalty, leading to a greater retention of customers.
To research the market, you need to understand how to

research this information. Data can be collected in two ways.
Types of Data Collection Methods

There are two types of data collection: They are:
Primary Data Collection: Information is collected specifically

for the investigation at hand. This form of data collection
occurs when information about the purpose of the study is
not readily available.

Secondary Data Collection: can be obtained through company records, archives, government
publications and industry analysis offered by the media.
The information gathered from these collection methods can then be transformed into qualitative
and quantitative data.
Qualitative data is descriptive and takes shape in the form of words, sounds, visual images, or
objects.
Quantitative data is information in the form of numbers.
The type of data collection method you use will be determined by the type of information your
business is trying to gather.
Information that may be relevant to keep you up to date includes:

 The products that the customer buys
 When the customer purchases the product
 The attitude of the customer in regards to your product range
 Whether the appropriate target market is purchasing the desired product
When you gather data, it is important that you analyse the data to identify:
 The changing needs of the customer
 The changes in what the customer determines is quality customer service
 Any new opportunities and markets
 The need for change
 Change in buying trends
Data is collected to provide you with the information that you need. Data keeps you in touch with
the market and the changing needs of the customer. The customer feedback process and their input
will assist you in planning, analysing and monitoring the market so that you can remain competitive.
Ensure that the information is correct and not an assumption
Always ask the customer. Do not assume that you know

their needs. Talk to the customer before making a final
decision on the product and/or service you are going to
either introduce or faze out. You need reliable information
that comes from the customer.
The stakeholders
Stakeholders in your business include:

 Shareholders – owners in the business
 Stakeholders – personnel who have an interest in the product and/or service

development and who has an interest in the business’s processes and systems
 Customers – who buy the product and/or service
Both the employees and shareholders are dependent on the success of the business for income or
profit. If the business is unable to offer quality products, services, pricing and is unable to reach the
target market, then profits will not be made and employees jobs may become at risk.
In turn, if staff are not satisfied with their work environment, then absenteeism will increase and
standards will fall due to the absenteeism. This means that turnover and risk of injury will increase
and workplace disruption will cause customers to go to other businesses that meet their needs and
expectations.
Remember: – Performance is reflected in the satisfaction that employees feel with their job. If
performance suffers so too does the level of customer service that the customer receives.
Make sure all interest groups are aware of your expectations that come from the customers’
expectations
This is a supply chain. If any communication is misinterpreted within the supply chain, or if there is
any problem with the supply chain, the customer will not receive what they want.
Each step in the supply chain is a step towards the needs of each party and thus everyone in the
supply chain process.
For example, your customer shows an interest in a new product that your main supplier supplies.
However, when you make an order, you find that the supplier has produced two different products.
Not wanting to appear unprofessional, you assume that the customer wanted one of the products.
When the product arrives, you contact the customer. When they come into the store, you find that
you have actually purchased the wrong product.
In this process, you:

 Made an incorrect assumption
 Gave the supplier incorrect information
 Did not meet the customer’s needs. In fact, they came in to the business to
purchase the product. How would you feel if you went to purchase something and
you found that they had ordered the wrong product – not very happy I bet?


Activity 1.1.1 – 1.1.5

Activity 1.1.1 - 1.1.5

Estimated Time 1 Hour
Objective To provide you with an opportunity to think about how to investigate,
identify, assess and include the needs of customers in the planning process.
Activity Individually or in pairs, discuss the following questions;
1.1.1 What is a customer driven organisation?
 Developing relationships with customers to determine their needs and

then fulfilling these needs as best you can.
 Understanding your customer’s position both with your company and

with their own customers
 Having reliable information that is effectively communicated to your

customer
1.1.2
 Having a source of personnel available to aid your customer as needed
in your quality process and their quality process
 Informing your customer as your skills change or your processes change

to make the most of your relationship
---------------------------------------------------------------------------------------------------------
You are a manager in a retail distribution company. Who are your customers?
Give examples of each:
Internal Customers and External Customers. Examples of Internal Customers Are

Co-workers, peers, supervisors and board members. Example of external
1.1.3
Customers Clients, members of the general public and funding bodies.
-----------------------------------------------------------------------------------------------------------
What are the four basic needs that a customer has? Explain each need briefly:
To be understand: Customer need to know that they are understood. Use clear
emotions and body language to ensure that you have a correct understanding of
what they need.
To feel welcome: Customers want to feel welcome. Let them see that you are
happy to see them and that their business is important to you.
To feel important: You should do anything you can o let the customer feel
special. If they feel special they will stay to hear what you have to say.
For comfort: The customer needs to feel comfortable with their surroundings
and comfortable with the people around them
1.1.4 ----------------------------------------------------------------------------------------------------------
How can you identify what segment of the market your customers belong to?
Briefly outline the attributes of the organisation you know. Provide an example
of its segmentation and how the segment is researched and determined.
1.1.4
Behaviouristic Segmentation, this is based on the customer’s behaviour towards
products such as Usage rate (customer is going to use a product a lot, then they
will probably be prepared to pay more for a quality product that will last
longer.), brand loyalty (You have grown up with the hotel. You would not buy
another brand.) and occasions (holidays).
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What is the importance of consulting with stakeholder before? Who are they
and why do you need to refer to them when making a planning decision?
1.1.5
Stakeholders are personnel who have an interest in the product and/or service
development and who has an interest in the business’s process and systems.
Stakeholders are dependent on the success of the business for income or profit.
If the business is unable to offer quality products, services, pricing and is unable
to reach the target market, then profits will not be made and employees jobs
may become at risk.
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Look at the supply chain in the Learner Guide. What is the importance in
making sure that all communication is communicated clearly?
If any communication is misinterpreted within the supply chain, or if there is any

problem with the supply chain, the customer will not receive what they want.
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1.2 – Ensure plans achieve the quality, time and cost specifications agreed
with customers
No matter, what type of business you operate, the customer is there for a reason. It may be because
they are happy with the quality of your service, the quality of your product, price, the product itself,
where the business is, what the business says about the customer and what the needs of the
customer is.
A good manager makes sure that staff can make a connection between their level of service and
customer retention. In turn, the level of service and return of customers will have an impact on the
organisation’s income. Managers need to assist their staff in making the link between their actions
and customer satisfaction.
When your team members understand these connections, staff will have more opportunity to
understand that the more that they strive to meet the customer’s needs and expectations, the more
product and/or service they will sell and the more chance of the customer returning.
The success of businesses relies in their ability to add value to the customer’s experience. Value
added selling is a series of creative improvements that will enhance the customer’s experience.
For example, a customer enters a beauty business for a facial. While waiting for a product to work
into the pores of the customer’s skin, the beautician gives the customer a partial arm massage. This
has added to the quality of the customer’s experience. Not only was the customer’s expectations
met, but they were exceeded by the beautician.
As demonstrated by this example, value added selling is derived from intangibles such as the quality
of the service. Care should be taken to make sure that in value added selling the customer does not
feel like they have been deceived. In this case, the customer will go somewhere else.
Using value adding is a key to saving in costs and time. If you seek to enhance the customer’s
experience, you can for example take actions such as responding and resolving complaints as soon
as possible. This will save time and will also save in costs whereby you are not spending extra time
resolving the complaint.
The key to a successful customer/sales relationship is the ability of a business to differentiate their
services from their competitors and to build on the emotional loyalty of thorough value.
For example, your car breaks down. Your car is towed and repaired by the
mechanic. The mechanic guarantees that he checked the car’s system when it
was repaired. Two days later the car breaks down again. Apparently a hose
cracked wide open from wear and tear. Based on the guarantee, you assumed
that the minor water leak had been repaired by the mechanic’s guarantee.
Manning and Reece in Selling Today: Creating Customer Value (p.366) write
that organisations that develop a reputation for servicing each sale is sought by

customers who want a long-term partner to help them with their buying needs.
Satisfied customers represent an “auxiliary” sales force – a group who recommend customer-driven
businesses to others. If your customer is happy with your level of service, then they will tell others.
Research shows that when a customer has a good customer service experience, they will tell at least
six people. However, if they have an outstanding experience, they will tell twice as many.
It is important for managers to provide support and foster customer relationships between the
customer and the staff. This relationship must be built within the policies and procedures of the
organisation. Managers must make sure that information flows freely through the organisation so
that a customer focused workplace culture can be developed and supported.

Activity 1.2.1 and 1.2.2

Activity 1.2.1 - 1.2.2

Estimated Time 30 Minutes
Objective To provide you with the chance to ensure that plans achieve the quality, time
and cost specifications agreed with customers.
Activity Individually or in pairs, discuss the following;
1.2.1 What must a good manager do? Why?
A good manager makes sure that staff can make a connection between their
level of service and customer retention. In turn, the level of service and return
of customers will have an impact on the organisation’s income. Managers need
to assist their staff in making the link between their actions and customer
satisfaction.
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What is value added selling?

1.2.2 Value added selling is a series of creative improvements that will enhance the
customer’s experience.
For example, a customer enters a beauty business for a facial. While waiting for
a product to work into the pores of the customer’s skin, the beautician gives the
customer a partial arm massage. This has added to the quality of the customer’s
experience. Not only was the customer’s expectations met, but they were
exceeded by the beautician.
-------------------------------------------------------------------- --------------------------------------
1.2.2 What is the key to the success of a customer/sales relationship?
The key to a successful customer/sales relationship is the ability of a business to

differentiate their services from their competitors and to build on the emotional
loyalty of thorough value.
For example, your car breaks down. Your car is towed and repaired by the
mechanic. The mechanic guarantees that he checked the car’s system when it
was repaired. Two days later the car breaks down again. Apparently a hose
cracked wide open from wear and tear. Based on the guarantee, you assumed
that the minor water leak had been repaired by the mechanic’s guarantee.
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2. Ensure delivery of quality products and/or services

2.1 Deliver products and/or services to customer specifications within organisation's business
plan
2.2 Monitor team performance to consistently meet the organisation's quality and delivery
standards
2.3 Assist colleagues to overcome difficulty in meeting customer service standards

2.1 – Deliver products and/or services to customer specifications within

organisation's business plan
Every customer has needs, wants and expectations. This means that the customer:
 Specifically requires what they need
 Wants what they would like; and
 Purchases what they perceive is a good price and meets their expectations.
Wants are higher than needs, while expectations are what they
believe they should be receiving. For example, you need to buy a
car. A car that will allow you to move from Point A to Point B will
satisfy you. You would like to buy a new car, but your cash flow is
low, you would not be able to afford the car that you would like.
Satisfaction is measured by the customer based on the level of

expectations that they have. This satisfaction is supported by the
information that you give the customer.
Customers like to make informed decisions about their choices and the products that you have.
Make sure that the customer is supplied with the information to make that decision. The closer they
come to their expectations, the greater their satisfaction will be. In turn, the satisfaction of the
customer will be reflected in their return to the organisation to purchase more products and/or
services.
Before continuing on the path of delivering a product/service to customer specifications according

to the business plan, let’s look at the business plan. What is it and what does it do?
A business plan is about results. The contents within the business plan must match your purpose. A
business plan aims at assisting the business in looking ahead, in allocating resources, focusing on key
points and preparing for problems and opportunities. For example, as a part of meeting the
organisation’s needs, you arrange for staff to be trained in the skills required to meet the changing
needs of the customer.
As the purpose for developing a business plan is to have a successful business, it is important that
you have a complete understanding of your organisation, the products and/or services offered, the
pricing and sales information, your strengths and weaknesses in comparison to your competitors,
where the organisation is now and where would they want to be in the future. Every aspect on the
business plan needs to reflect customer service information such as what are my organisations
strengths and weaknesses against our own?
Once you have analysed all of the information about the business plan, analysis will allow the
organisation to develop a vision, mission, goals and objective, processes, systems and policies and
procedures on driving customer service.
As such, your team should be in a position where they will know the main segments of the market
they mainly service so they can ensure that they at least can answer the following questions such as:
 Does the product have the ability to meet my needs?
 Am I happy with the product/service?
 Am I receiving the value for service I want?
Customer service activities should be aimed at staff and team members actively participating in the
sale or enhancement of the sale.
Service starts at the first contact and only ends when the customer stops coming to you. Service is
an essential part of meeting the customer’s needs. If the customer is treated with courtesy and
respect, they are more likely to return to you than if you treat them with disrespect and lie to them.

Activity 2.1.1 and 2.2.2

Activity 2.1.1 - 2.1.2

Estimated 20 minutes
Time
Objective To provide you with an opportunity to deliver products and/or services to
customer specification within organisation’s business plan.
Activity Individually or in pairs, research the following;
2.1.1 What is the difference between a customer’s needs, wants and requirements?
A need is a consumer 's desire for a product 's or service 's specific benefit, whether
that be functional or emotional. A want is the desire for products or services that are
not necessary, but which consumers wish for. Requirement is measured by the
satisfaction by the customer based on the level of expectations they have.
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What is a business plan about? So how can you use customer needs, wants and
requirements to deliver the organisation’s products within the business plan?
2.1.2 A business plan is a formal written document containing business goals, the methods
on how these goals can be attained, and the time frame within which these goals
need to be achieved. By knowing the customer’s needs, wants and requirements you
can formulate a business plan to maximize the potential business and align your
business for your customers for the best profit.
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2.2 – Monitor team performance to consistently meet the organisation's

quality and delivery standards
Successful business management lies in your ability to monitor the performance in order to generate
enough data by which to judge the success or otherwise of specific strategies. Three areas in which a
professional firm can have commercial and professional success and needs performance indicators
are:
 Measuring financial performance and business development
 The views of the customers in the delivery and provision of products and/or
services
 Personal views about all aspects of personnel in regards to their professional

relationship with the firm.
Since customer service ends when the customer stops coming to you, it is important to make sure
that your staff keep meeting and exceeding their expectations. To this point we have spoken about
meeting and exceeding their expectations. Now let’s reflect on the importance of making sure that
the customer is always presented with consistency.
The business plan shows the organisation the correct path they should take to differentiate their
quality and delivery standards. Policies and procedures present the quality and delivery standards
that your staff should maintain. In turn, it is imperative to monitor the consistency of the quality
delivery standards to ensure customer expectations are met and therefore retained. Monitoring will
assist you in identifying problems with the level of service and addressing the problems or
weaknesses identified.
There are a number of standards that you can monitor. For

example, the area’s in which team members will obtain
benefit from monitoring includes:
 Consistency of sales
 Consistency of returning customers
 Customer loyalty
These standards can be measured for consistency against sales, customer feedback and customer
retention.
Along with sales, it is essential that customer service is also monitored from the moment the
customer enters the business or contacts the business. Staff must be familiar with the organisations
procedures so that customer service is measured for consistency.
 Questions that you could ask are:

 What impression does the staff member portray?
 Does the staff member consistently use value adding, relationships and innovation
to improve service?
 Does the staff member demonstrate an understanding of the customer/customer

service relationship including the buying choices and behaviour of the customers?
How can these be measured?

Staff can be monitored to see if they demonstrate the skills that the
customer expects from them. The skills will vary from organisation
to organisation and can include demonstrating:
 Sound product knowledge: Does the staff member

answer the customer’s questions correctly and in a
professional manner?
 Sound listening skills: Does the staff member demonstrate the ability to listen to
what the customer requires? Do they use the correct questions to demonstrate that
they are listening? Do they paraphrase and summarise what the customer is saying
to demonstrate that they are listening to the customer’s requests correctly?
 The identification of the customer’s hidden needs: There are times in which a
customer has an idea of what specifications they want in a product. They may have
identified their initial needs but due to lack of product knowledge, they may not
know other needs that they have.
For example; Frank wanted to update his computer. He wanted a computer that was faster and
could meet his needs. Sam the customer service representative listened to Frank’s requirements and
started presenting the appropriate computer. During their discussion, Frank let Sam know that he
wanted to store and refine his personal photos.
One of the computers came with a copy of photo shop on it. Frank left the store with the computer
that met his needs. His expectations were exceeded as he was given the means to refine and place
his photos in electronic albums.
Each sale that you make turns into a financial measurement. Financial measurements are not
sufficient. It is important to understand why the variation arose. Your employees’ interaction with
the customer and the feedback from the customer can assist you in identifying changing demand.
Understanding value adding, relationships and innovation can assist you in identifying possible
innovation opportunities that will be not only innovative, but will also add to the loyalty of the
customer. In turn, this will assist you in measuring, analysing and improving performance.

Understanding the customer/business relationship

To understand customer and business relationships, it is important to understand how innovation
can impact on your organisation. We are now residing in the innovation age. Before that, there was
the industrial age. As knowledge and schools of thought were introduced to business, business
practices became less rigorous and more flexible with the changing demand of customers.
This figure gives you a snap shot of both ages.
Industrial Economy (1860 – 1960)

 Major advances occur in manufacturing and transportation
 Strategic resources are capital and natural resources
 Business is defined by its products and factories
 Sales success depends on meeting sales quotas
INCREASE RELATIONSHIP MARKETING AND SELLING
Information Economy (1960 – 2020)

 Major occurrences occur in information technology
 Strategic resource is information
 Business is defined by customer relationships
 Sales success depends on adding value
(Manning and Reece, 2007, p.6)
The information age has generated the more knowledgeable customer. The customer knows what
they want and will accept in most instances nothing less. Customers are taking more control of their
own destiny and as such require a more personal investment to ensure that they obtain their
requirements and needs.
Success in understanding the customer/business relationship is derived from value adding and
building cultures of quality service excellence.
Value adding, relationships and innovation

Innovation is the development on a new idea or a new innovation. Innovation is looking at different
ways to improve your job while retaining the same standards in the quality of your output.
Innovation plays a huge role in your workplace.
Innovative work practices can be put in place to increase your output by finding better and newer
ways of doing things at work. Some innovations come from the identification of a problem. Other
innovations are simply ideas that people have about how to increase productivity.

Selling relationships can be built on the value that the customer derives from the products and/or
services that you sell. Successful relationships and customer loyalty can be initiated through value
adding. To obtain a competitive edge, it is important to be creative and innovative.

Value adding and innovation can include:
 Adding more to the products and/or services that are sold by the business
 Products and/or services in this instance do not have to cost anything. It is the
thought that counts. Even if you provide them with a sample product or
introductory trial, the customer will remember the value offered by your business.
 Offering complementary importance items each time a purchase is made
 If you know that a customer is going to purchase a product, you may offer them the
product before they buy it. It gives the customer an opportunity to buy the product
and they will remember the offer you made. This saves them from shopping around
for the items.
 Send acknowledgements during the holiday period
 A Christmas or birthday card that is personalised with a discount voucher reinforces

the fact that the customer is important to you.
 Aim for free publicity
 Anything new is interesting. If you have any interesting information that you think a
magazine is interested in, then draft a press release and send it to them.
 Cross over’s with other companies
 This means that you can form agreements where each

organisation offers each other assistance in advertising
their businesses. For example, if a potential customer has
a meal at the local restaurant then they may be given a
voucher if they come to your store.
The aim is to find ways in which customers can be drawn to the business
or even drawn back to the business. The loyalty of your customers is a
hard thing to build. Innovative ideas will assist the customer in
remembering the business.
The loyal customer

Customers become committed to the seller when they obtain satisfaction from them. When your
business aims at obtaining loyal customers, they need to ensure that customer levels are
maintained. The customer needs to feel like they have a good relationship with the business. The
customer will usually form a committed relationship with the business based on the fact that the
customer is gaining some benefit from the business in terms of:
 High quality service; and

 Uniqueness.

Activity 2.2.1 – 2.2.5

Activity 2.2.1 - 2.2.5

Objective To provide you with an opportunity to monitor team performance to
consistently meet the organisations quality and delivery standards.
Activity Individually or in pairs, complete the following;
2.2.1 In what areas can a commercial or professional organisation have success?
 Measuring financial performance and business development.
 The views of the customers in the delivery and provision of products

and/or services.
 Personal views about all aspects of personnel in regards to their

professional relationship with the firm.
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2.2.2 What does monitoring do? What measures can you monitor to identify
problems with your service?
It measures the consistency of the quality delivery standards to ensure customer

expectations are met and therefore retained. Monitoring will assist you in
identifying problems with the level of service and addressing the problems or
weaknesses identified.
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What skills can you measure to determine that the staff member is meeting
staff needs?
2.2.3
 Product or Service knowledge.
 Communication Skills.
 Identification of customer needs
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How is success in understanding the customer/business relationship derived?
Success in understanding the customer/business relationship is derived from

value adding and building cultures of quality service excellence.
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2.2.4
Which is innovation? How can innovation be used to build relationships?
Innovation is the development on a new idea or a new innovation. Innovation is

looking at different ways to improve your job while retaining the same
standards in the quality of your output. Innovation plays a huge role in your
workplace.
Innovative work practices can be put in place to increase your output by finding
better and newer ways of doing things at work. Some innovations come from
the identification of a problem. Other innovations are simply ideas that people
2.2.4 have about how to increase productivity.
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How can you gain and retain customer loyalty?
By knowing and researching the segment of the market that purchases from
you, you will be able to target your marketing to the segments of the market
who will purchase your products and/services. It will allow you to improve the
quality of your service in that you will know what the customer needs and how
to give them greater satisfaction. This in turn provides a higher level of customer
2.2.5 loyalty, leading to a greater retention of customers.
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2.3 – Help colleagues overcome difficulties in meeting

customer service standards
Once you have identified difficulties that staff members may have in
the level of the service standards, it is important to overcome any
difficulties by providing training, such as coaching or mentoring. Both mentoring and coaching; aim
to enable staff to reach their full potential.
Coaching aims to provide a coach who will focus on an existing problem until an outcome is
achieved. Conversely, a mentor lets an individual learn from an older and more experienced
colleague who can pass on their knowledge; experience and help their colleague to identify new
opportunities.
The type of difficulty that the member of staff has will help determine whether they will have a
coach or mentor. For example, if the staff member has difficulty with the level of customer service
they offer then they will probably be assigned a coach until they overcome their problem. On the
other hand, a mentor may be chosen if the staff member fails to identify opportunities for
improvement.
In both cases, the problems with each member of staff could have been measured from customer
feedback. Even though the problems seem similar, they will need different approaches to ensure
that the desired future outcome is received.
For example, the mentor could provide the staff member with a basic understanding about changing
trends and the need to remain competitive to ensure that they have a job in the future. Staff
members need to know what is in it for them and that they will receive the support that they
require.
Lack of performance can be derived from many areas. Your staff member may know the skills that
they need, but they may not know how to implement them. On the other hand, they may just be
lazy and need that extra support and feedback to motivate them.
Notice that in both cases the member of staff needed to be motivated. The mentor needed to use
their experience to explain the importance of innovation to motivate the staff member, whereas the
feedback was needed to motivate the staff member under the coach.

Activity 2.3.1

Activity 2.3.1
Estimated Time 20 – 30 Minutes
Objective To provide you with an opportunity to help colleagues overcome difficulties in
meeting customer service standards.
Activity What methods can you use to help your colleagues in overcoming difficulties
in meeting customer service standards?
By providing training, such as coaching or mentoring
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If the assistance is required due to a performance problem? Which would you

choose? Why?
By providing training. Retraining the colleague would help him/her keep fresh
and well versed for job and understand the requirement and standards needed
for full functionality.
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If the problem is actually in not a performance issue, but a lack of

understanding about how to apply a skill, which would you choose? Why?
Lack of performance can be derived from many areas. Your staff member may
know the skills that they need, but they may not know how to implement them
therefore some coaching would suffice. On the other hand, they may just be lazy
and need that extra support and feedback to motivate them.
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3. Monitor, adjust and review customer service

3.1 Develop and use strategies to monitor progress in achieving product and/or service targets
and standards
3.2 Develop and use strategies to obtain customer feedback to improve the provision of
products and/or services
3.3 Develop, procure and use resources effectively to provide quality products and/or services
to customers
3.4 Make decisions to overcome problems and to adapt customer services, products and/or
service delivery in consultation with appropriate individuals and groups
3.5 Manage records, reports and recommendations within the organisation's systems and
processes

3.1 – Develop and use strategies to monitor progress in achieving product

and/or service targets and standards
Any innovation in a customer driven organisation needs to be geared in offering new products
and/or services that will meet the customers’ needs and expectation. It is important to monitor
changes in demand within your organisation. When you monitor customer service, you need to
know why customers return or leave your business. This, in turn means that you will be able to
measure whether the level of service offered to the customer is sufficient. In short, you need to
know why the customer does not return to the business and why another returns.
Monitoring is the process of identifying changes to customer behaviour and identifying why these
changes occurred. Customer behaviour can be either positive or negative. For example, if one of
your product lines is no longer in vogue, the customer will no longer buy it. Conversely, technological
innovation will decrease demand for a product. Trends change. To stay ahead of your competitors,
you need to have the ability to identify the need to change and change before your competitors.
Survival in a globalised economy stems from an organisation making a link between the
relationship between profits, customer satisfaction and employment. For example:
1. The customer is not satisfied with the service they were given
2. The customer does not return to the business
3. The customer does not return and there is a loss in revenue; and
4. No revenue, no employment.
The process of monitoring measures for the current situation and the future desired situation. For
example, the goal of the business is to increase sales. However, there has been a decrease in sales.
As a manager, your question will be: What is the cause of the decrease in sales?
The cause of the decrease can include many variables including:
 There has been a change in customer demand
 The needs and expectations of the customer have

changed
 The level of service from staff has fallen
 The quality of the product has changed so the customer

does not wish to buy it anymore
As a manager, your job is not to assume that you know the cause of the decrease. Your job is to
monitor and identify the actual cause of the decrease. In short, you cannot put a band aid on the
wound until you see how big it is.

When you gather information, you must know what you are measuring? In this example, the
question is what is the cause of the decrease? The strategies that you should consider include:
Databases and other controls to record and compare data over time
What records does your organisation keep? Historical records which are a record of the previous
year’s sales can assist you in identifying whether there has been a change in demand. If there is a
seasonal trend where the customer automatically buys less (i.e. suntan lotion in winter), then the
cause of the change may not be internal, but an automatic part of customer demand.
If you compare the historical data with this year, you may find that sales have actually increased.
Electronic feedback mechanisms using intranet, internet and email
Does your organisation have an electronic feedback process? Check it to see if you can identify the
cause of the change. Customers may for example identify that a change in a raw material may make
the product more prone to breaking. If this is the case, then you should talk to your supplier to see if
you can rectify the problem.
Feedback forms and other devices to enable communication from customers
Feedback can be either formal or informal. Do not rely wholly on formal feedback. The questions
that the forms ask may not help identify a problem. A casual observation from a customer may assist
you in getting to the crux of the problem. These methods will be discussed in more detail below.
Long-term or short-term plans for monitoring achievement and evaluating effectiveness
Review these plans. They may not be realistic. For example, if your organisation is in an industry
where your competitor has a major share of the market, it may be hard for you to increase sales in
the product. If you are up against customer loyalty, you may find that the customer will not even
enter your business.
Policies and procedures
What changes have occurred in policies and procedures? There are times when your organisation
will make a change in procedures and the change may not work. For example, the customer service
techniques used by one organisation meant to appeal to the younger generation did not work.
Instead, the product and the organisations customer service techniques appealed to the baby
boomers.
Questionnaires, survey and interviews
They provide formal feedback so that the concerns of the organisation can
be addressed.

Training and development activities
Monitoring training and development activities will assist you in

determining whether the training is working.
Another way in which you can monitor the organisation is through the
feedback process. By targeting and measuring your feedback you can
ensure that you obtain the feedback you need to be meeting your goals.

Activity 3.1.1 – 3.1.3

Activity 3.1.1 - 3.1.3

Objective To provide you with an opportunity to learn how to develop strategies to
monitor progress in achieving product and/or service targets and standards.
What is the missing link?
3.1.1 What is the link between the relationship between profits, customer
satisfaction, employment and the organisation?
1. The customer is not satisfied with the service they were given
2. The customer does not return to the business
3. The customer does not return and there is a loss in revenue; and
4. No revenue, no employment
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You have identified that there is a decrease in sales. What do you need to do?
3.1.2
Why?
As a manager, your job is not to assume that you know the cause of the
decrease. Your job is to monitor and identify the actual cause of the decrease. In
short, you cannot put a band aid on the wound until you see how big it is.
-----------------------------------------------------------------------------------------------------------
What strategies could you use to find out the cause for the decrease in sales?
3.1.3 Electronic feedback mechanisms using intranet, internet and email
Long-term or short-term plans for monitoring achievement and evaluating

effectiveness
Policies and procedures
Questionnaires, survey and interviews
Training and development activities
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3.2 – Develop and use strategies to obtain customer feedback to improve the
provision of products and/or services
What is quality measured against?

Quality can be measured in several ways. You may not need to necessarily contact the customer.
Quality can be measured against:

 Sales
 Customer feedback
 Suppliers
 Wholesalers
 Managers
 Workers
 Any other stakeholder
When a survey is being designed it is important to ensure that the questions that you ask relate to
information that the recipient will be able to answer. In an earlier chapter, we discussed how data
collection can be either primary or secondary. This data can then be broken down into formal and
informal collection methods.
Informal collection methods

Informal data collection is when data is collected casually. You may have a conversation with a
customer and they may highlight some areas in which they are not satisfied with service or how their
preferences are changing.
Informal collection methods include:
Observation
Observation is an excellent way in which to collect information based on the actions and reactions of
customers and staff in their natural settings. Customer’s body language can indicate when they are
not comfortable, for example. You may identify that staff
members are not comfortable with the way in which they are
working.

Observation can also reinforce your confidence in the team. For example, if the staff member is
competent they are comfortable forming relationships with customers and are proficient in
completing their tasks.
Formal collection methods

Formal collection methods are methods prepared with set questions. The aim of a formal collection
method is to obtain specific information. One form of collection method includes:
Telephone interviews
Telephone interviews are a source of primary data collection. The information you gather can be
used for quantitative or qualitative studies.
Telephone interviews are popular in Australia because over 95% of

the population can be reached by telephone. Neuman (2003, p.289)
estimates that a staff of interviewers “can interview 1,500 people
across a nation over a few days and with several call backs, response
rates can reach up to 90 per cent.”
Telephone interviews are flexible with the advantages of face-to-

face interviews for about half the cost. Interviewers control the
sequence of the questions and can use some probes.
There are however several disadvantages to telephone interviews, including costs and limited
interview lengths. Costs can be minimised by reduced long distance telephone rates. You may
telephone customers at inconvenient times.
Other information that may be collected

There are numerous methods in which to collect information. They include:
 Direct contact
 Benchmarking against competitors
 Focus groups
 Market research
Care should be taken when you complete research. Too many surveys may scare the customer away.
Information can become biased and the validity and reliability of the feedback may come under
question.
When you obtain feedback, you should also aim at trying to define the customer’s definition of
quality. Remember, do not assume that you know what the customer wants. Confirm what they
want with them. Quality is influenced by the perception of the customer, irrespective of whether
they are an internal or an external customer.
Problems with products/services need to be measured out of the responses obtained when you
collected data. When you collect data, it is important to ensure that the information is collated into
a collection format that the end user will be able to read and understand. This means that you may
need to use software programs to make the information user friendly. Hardware is also necessary to
print and scan information to suit the purpose of the audience.

Activity 3.2.1

Activity 3.2.1
Estimated Time 1 Hour
Objective To provide you with an opportunity to learn how to develop and use strategies
to obtain customer feedback to improve the provision of products and/or
services.
Case study Individually or in pairs, complete the following;
In recent months your customers have slowly been withdrawing from using
your products. The end of year month report identified that one of your
largest customers has been purchasing from your competitors and sales are
down. You receive raw material from a supplier, you use the raw material
from the supplier to make a part that you sell to the customer which is a part
of a product that they sell to another business.
You believe it is a quality issue but you are not sure.
In this instance how would you try to find out why sales are decreasing? Why?
Does your organisation have an electronic feedback process? Check it to see if

you can identify the cause of the change. Customers may for example identify
that a change in a raw material may make the product more prone to breaking.
If this is the case, then you should talk to your supplier to see if you can rectify
the problem.
Feedback can be either formal or informal. Do not rely wholly on formal

feedback. The questions that the forms ask may not help identify a problem. A
casual observation from a customer may assist you in getting to the crux of the
problem. These methods will be discussed in more detail below.
-----------------------------------------------------------------------------------------------------------
Develop a telephone questionnaire in the space provided below.

1.What distinguishes the community you live in from others in the nation or
state?
2.How would you define at-risk populations?
3.Who are the at-risk populations in the community?
4.What population trends are occurring in the community that might impact at-
risk population groups?

5.What is the primary language spoken in the community? What other

languages are prevalent?
6.What populations are served by your agency/organization?
7.Who are the leaders, spokespersons, trusted sources, and key informants for
at-risk populations in the community?
8.What are non-traditional information sources in the community that need to

be tapped to provide more insight into who is at-risk, has barriers to
communication, or is hard to reach?
9.Which populations are easiest to reach?
10.Which populations are the hardest to reach?
11.What is the biggest gap in communicating with at-risk populations?
12.In the event of a public health emergency, which populations would be most
at-risk of not receiving critical information?
13.What are the most common methods of sharing information with members
of the group (e.g., written materials, radio, in-person conversations)?
14.On average, what is the highest level of education achieved by most

members of the group?
Thank you for your time and answers. Goodbye.
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What strategy would you take if the following problems were identified?
Explain why you would take that strategy. Give an example.
 The level of customer has dropped
What records does your organisation keep? Historical records which are a
record of the previous year’s sales can assist you in identifying whether there
has been a change in demand. If there is a seasonal trend where the customer
automatically buys less (i.e. suntan lotion in winter), then the cause of the
change may not be internal, but an automatic part of customer demand.
-----------------------------------------------------------------------------------------------------------
 The customer claims that they are getting a lot of returns for broken
equipment that stems from the quality of the parts that they are

provided with.
Does your organisation have an electronic feedback process? Check it to see if

you can identify the cause of the change. Customers may for example identify
that a change in a raw material may make the product more prone to breaking.
If this is the case, then you should talk to your supplier to see if you can rectify
the problem.
-----------------------------------------------------------------------------------------------------------
As a part of an open system, there should be a sharing of knowledge between

the supplier, the customer and yourself. Is this happening?
What is wrong and how could you fix it?
Create, or contribute to, an environment in which information is shared freely
and walls are not built: Teach your staff to realise that the sharing of
information is to make their job easy. Reward employees who freely share
information and do not build walls. Rewards could include giving staff pats on
the back, letters of congratulation, lunches, and bonuses as acknowledgement
for their open information sharing behaviour
-----------------------------------------------------------------------------------------------------------
3.3 – Develop, procure and use resources effectively

to provide quality products and/or services to
customers
No matter how well laid out your business plans are, they will not
work if you do not have sufficient resources to see them into
fruition. There are three main types of resources found in business.
They are:
 Financial Resources
 Human Resources
 Capital Resources

Financial Resources
Financial resources are resources that are or will become available for spending. Finance can include
cash balances, bank overdrafts, shareholders, working capital, such as stocks and debtors which are
already invested in the business. It can also include creditors such as suppliers and the government.
For example; if the business wishes to open a new store, then the business will need to invest in new
staff, the site of the store, training and new products. Such a strategy would put a strain on the
organisation so the organisations finances will need to be managed carefully. Financial resources can
include:
Human Resources
Human Resources are your workers, the individuals who are part of your business. Human resources
seek to achieve positive outcomes. By aligning the skills and qualifications of potential staff against
the needs of the organisation, human resource professionals can assist the organisation in achieving
a maximum return on investment by meeting the organisations goals both now and in the future as
a way to ensure the long term survival of the organisation.
Human resources include:

 People are the skill base of the business. There need to be sufficient staff to ensure
that the organisation operates efficiently, they need to have the skills, knowledge
and experience required to ensure that the business keeps operating to meet its
goals and objective.
 Information is the asset that employees bring to the organisation. It can be the
knowledge and experience that employees bring to the business, learn during their
employment and outside of the business. This information will in turn assist in
determining the appropriate remuneration for staff members.
Capital Resources
Capital Resources is something that will aid in the storage of goods; they can include the assets that
are used in the process of producing goods and services as a part of an organisations operations.
There are different types of capital resources. However, for this unit we shall
look at capital resources generically. Capital Resources include:
 Buildings/facilities: This can include the building in which

you produce your stock or the location of the store. The
facilities include the kitchens and other amenities used to
provide service to their internal customer.

 Equipment: Equipment will vary according to the type of organisation you work for.
For example, if you work for a production company, you would have equipment,
maybe even robots that would assist you in building the organisations stock and
supplies. On the other hand, you work in an office and your equipment will
primarily be computers, printers, telephones and scanners.
 Power/energy: To keep your business operating and supply resources to keep the
business operating.
 Technology: Robots, computers, etc that are always being updated. To maintain a
competitive edge, it is important to keep your technology up to date.
 Time: Used to produce the organisations outcomes.
 Information: Information is used as an asset. There are times when an innovation is

made and the potential users have to pay a fee to access the copyright on the
equipment.
Every operation performed within an organisation uses resources. For example, research includes
the finances to pay the employee who completes the research and to pay for the power and energy
to operate the computer to write the report for you. Computers and printers are used to produce
the report and the employee needs to the have the skills and knowledge to research the quality of
the service offered in measureable terms.
When you assign a task to a member of staff, it is important that the staff member works within
budget that you have been assigned. If you have a tendency to work outside the budget, you can
have a negative impact on the organisations bottom line.
For example; you are on a very tight time frame. You ask Frank to complete the financial report for
the quarter for the next day. You take Frank away from his job to complete the report. Anita
replaces Frank and completes his work as no one else is available. In turn, someone takes over
Anita’s job. Anita does not have the experience to complete Frank’s job so she approaches you to
make sure that the job was completed correctly.
Anita has made a mess of the job and you have to now train her as Frank is still working on the
report and no one else is available to do the task for 2.00 pm.
You know that Frank has two hours to go before he completes the assigned task and that if you take
over the task, you will need to start from the start. So, instead of saving
time, you are losing it, not only for yourself but Anita. If you were to
calculate the hours used to complete all of the tasks, you would be
outside your budget.

What have you learnt from this example?

Assign tasks to staff that have the skill and experience to perform.
Ensure that you have a sufficient budget to cover the task.
Research is an excellent way in which to measure performance. However, that

measurement must be completed within the budget allocated.

Activity 3.3.1

Activity 3.3.1
Objective To provide you with an opportunity to learn how develop, procure and use
resources effectively to provide quality products and/or services to customers

What are the three types of resources? Give an example how you would
develop, procure and use each.
Financial Resources
For example; if the business wishes to open a new store, then the business will
need to invest in new staff, the site of the store, training and new products.
Such a strategy would put a strain on the organisation so the organisations
finances will need to be managed carefully. Financial resources can include
Human Resources
Human Resources are your workers, the individuals who are part of your
business. Human resources seek to achieve positive outcomes. By aligning the
skills and qualifications of potential staff against the needs of the organisation,
human resource professionals can assist the organisation in achieving a
maximum return on investment by meeting the organisations goals both now
and in the future as a way to ensure the long term survival of the organisation
Capital Resources
For example; you are on a very tight time frame. You ask Frank to complete the
financial report for the quarter for the next day. You take Frank away from his
job to complete the report. Anita replaces Frank and completes his work as no
one else is available. In turn, someone takes over Anita’s job. Anita does not
have the experience to complete Frank’s job so she approaches you to make
sure that the job was completed correctly.
Anita has made a mess of the job and you have to now train her as Frank is still
working on the report and no one else is available to do the task for 2.00 pm.
You know that Frank has two hours to go before he completes the assigned task
and that if you take over the task, you will need to start from the start. So,
instead of saving time, you are losing it, not only for yourself but Anita. If you
were to calculate the hours used to complete all of the tasks, you would be
outside your budget.
-----------------------------------------------------------------------------------------------------------


3.4 – Make decisions to overcome problems and to adapt customer services,

products and/or service delivery in consultation with appropriate individuals and
groups
Complaints are the way in which you can gather the best feedback. They can assist you in identifying
problems in the quality of the customer service offered and assist you in overcoming problems
within the organisations system, processes, policies and procedures.
Encourage your customer to make complaints/suggestions and thank them when they do.
Customers gain confidence when the business responds to their complaints. When you respond to
complaints, you are demonstrating your concern for their welfare and that you will alter your
processes to correct errors as soon as possible.
By responding to customer complaints in this way means:
 There will be an increase in customer loyalty
 More free advertising – by word of mouth
 More customers returning to the business
 There will a higher level of customers feeling

important and valued
 Improved services and products.
Customer complaints are one of the keys to success. Never take complaints personally. Customers
are more concerned with having their problem fixed, and they only become angry when they are
frustrated. An angry customer will become a happy customer when you correct their problem.
Customers only become unhappy after a sale if they have a problem with their purchase. In turn the
customer will not return if you do not resolve the problem quickly.
When a complaint is raised, use it as an opportunity to improve the customer/business

relationship by:
 Listening carefully when the customer is talking
 Not taking a complaint personally. Instead take it as a way to improve your skills
 Not blaming others – Remember you do not really have a problem. The customer
just believes that a problem exists.
 Resolve the problem.

Complaints give the business the chance to respond to customer concerns and allow them to see
that you are committed to their needs. This in turn will build customer loyalty, especially if you
respond to their complaint in a positive way.
Always contact the customer personally. Take care of the task yourself. If you make a mistake
apologise to them as soon as possible, they will appreciate the effort you have made. Customers
need to be treated the same way irrespective of who they are.
When your staff members respond to a customer complaint, they need to have access to a flow
chart. The flowchart is handy when the customer becomes upset and helps the staff remain in
control and handle the situation. An example of this is illustrated on the next page.

Flow chart
1. Listen to what the customer has to say
2. Show them you are listening by

validating them. .i.e. yes, I understand
3. Ask the customer what solution they

would prefer
4. If resolution is agreed upon, settle it as

soon as possible to ensure that the
customer is happy
5. If higher authority is needed, explain

the position to the customer and let them
know that you will get back to them
6. If the customer is happy, repeat 3 and 4
7. If the resolution is not approved, then

apologise to the customer and offer different
alternatives. If accepted, see steps 4 and 5. If
rejected, have a final back up offer. Second
offers need to be well thought out

Activity 3.4.1 -3.5.1

3.5 – Manage records, reports and recommendations within the

organisation's systems and processes
It is important to realise that you need to recognise that a customer service plan is needed to assist
your team in handling customer service issues. To do this, you should develop a customer service
plan. The aim of the customer service plan should be to ensure that all customers obtain the same
level of service, while protecting your employees from angry customers.
7. Hold regular 1. Determine

meetings with the service
updates level needed
6. Recognise 2.
This should be a
and reward Write goals
continuous process so
employees for the plan
you are updating your
system to meet the
changing needs of the
customer.
5. Adjust the 3. Measure

customer level and
plan as business to
needed business service
4.
Create
Benchmarks

Develop Operating Procedures

To ensure that all of your operating procedures are aimed in the correct way, you should develop a
vision statement. The vision statement provides you with a guide for the standard of customer
service that the business is aiming for. The vision will assist you in the decision making process.
Issue Standard
Approach the customer The customer should be acknowledged and

approached when they enter the business.
Issue Standard
Telephone Enquiries
Whenever a new complaint arises, a new operating procedure should be written to have a record of
what happened and how the issue was resolved. This should become the new standard until a better
way of resolving the issue is raised and agreed to. Then the operating procedures should be
updated.
When an issue is raised and/or updated, you should ensure that you communicate the change to the
business employees. If you find that an employee does not understand the procedure, you should
make arrangements to have another employee coach and mentor them until they have shown they
understand the standard and issue.

Reports, records and recommendations should be filed and processed as per organisational
procedures. If you are unsure about any part of the process consult with individuals and relevant
teams to ensure they complete your filing and maintain documents correctly.

Activity 3.4.1 - 3.5.1

Activity 3.4.1 - 3.5.1

Estimated Time 30-40 Minutes
Objective To provide you with an opportunity to make decisions to overcome problems
and adapt customer services, products and/or service delivery in consultation
with individuals and groups and keep records, reports and recommendations
within the systems and processes.
What happens when you respond to a complaint by thanking them for the
complaint?
Complaints give the business the chance to respond to customer concerns and
allow them to see that you are committed to their needs. This in turn will build
customer loyalty, especially if you respond to their complaint in a positive way.
Always contact the customer personally. Take care of the task yourself. If you
make a mistake apologise to them as soon as possible, they will appreciate the
effort you have made. Customers need to be treated the same way irrespective
of who they are.
-----------------------------------------------------------------------------------------------------------
In your own words, use the customer service flowchart in the Learner Guide, to
solve the following problem. Write down questions that you could use to
resolve the issue
You pick up the phone and an angry customer is ranting. All you can decipher is
that they purchased a mobile phone and it does not work correctly.
 Ask the customer what solution they would prefer
 If resolution is agreed upon, settle it as soon as possible to ensure that

the customer is happy
 If higher authority is needed, explain the position to the customer and let
them know that you will get back to them
 If the customer is happy, repeat 3 and 4
 If the resolution is not approved, then apologise to the customer and

offer different alternatives. If accepted, see steps 4 and 5. If rejected,
have a final back up offer. Second offers need to be well thought out
-----------------------------------------------------------------------------------------------------------

What is the importance of keeping records?

What records does your organisation keep? Historical records which are a record
of the previous year’s sales can assist you in identifying whether there has been a
change in demand. If there is a seasonal trend where the customer automatically
buys less (i.e. suntan lotion in winter), then the cause of the change may not be
internal, but an automatic part of customer demand.
If you compare the historical data with this year, you may find that sales have
actually increased.
------------------------------------------------------------------------------------------------------------
Write the standards for the following

Issue Standard
An accident happening in the If the incident is serious and causes (or
workplace has the potential to cause) serious injury
or death, report it to WorkSafe
immediately on 13 23 60.
You will also need to send a completed
incident notification form to WorkSafe
within 48 hours, and keep a copy of the
completed form in your records for five
years.
This applies to all incidents that take
place at your workplace even if the
injured person is not one of your workers.
Any injury or illness should be recorded in
your organisation’s register of injuries by
your injured worker, or a support person
on their behalf.
Issue Standard
Customer complained about level of Listen to the complaint. Thank the
service customer for bringing the matter to your

attention.
Record details of the complaint.

Get all the facts.

Discuss options for fixing the problem.
Act quickly.
Keep your promises.
Follow up.
Issue Standard
Return damaged goods Freight on returned goods will not be
credited back from Quality Printers &
Cartridges.
All consumables MUST have a print
sample along with a supply status page
(NO EXCEPTIONS) or credit will be denied.
Without this we are unable to process the
return to the vender of the product.
Once returned, defective items will be
inspected and assessed for credit. Some
items will need to be sent away to various
vendors for assessment and will only be
credited upon approval from the vendor.
Please see below for more information
Issue Standard
Receiving Stock Inspect Incoming Goods (Receiving Staff)
Identify and Tag All Received Inventory
(Receiving Staff)
Log in Received Items (Receiving Staff)
Issue Standard
New employee starts with the Manager advises colleagues in the
business work unit of the new staff member’s
commencement date.
It is a manager’s responsibility to
ensure that any new staff member is
inducted into their role, their work
area and to Top.
Manager undertakes local induction

meeting with the new staff member

Discuss the new staff member’s
position description, the staff
member’s work plan.
The manager needs to ensure the
new staff member understands any
other relevant policies and
procedures.
Manager to set meeting dates for
probation planning
Skills
and
Knowledge Activity


Objective To provide you with an opportunity to demonstrate your knowledge of the
foundation skills, knowledge evidence and performance evidence.
Activity 1) Complete the following individually and attach your completed work to your
workbook.
2) Answer each question in as much detail as possible, considering your
organisational requirements for each one.
3) The answers to the following will enable you to demonstrate your:
 Develop and manage organisational systems for quality customer service
 Develop and review plans, policies and procedures for delivering and
monitoring quality customer service
 Implement policies and procedures to ensure quality customer service
 Solve complex customer complaints and system problems that lead to
poor customer service
 Monitor and assist teams to meet customer service requirements
 Develop, procure and use human and physical resources to support
quality customer service delivery
 Reading skills
 Writing skills
 Oral communication skills
 Numeracy skills
 Navigate the world of work
 Interact with others
 Get the work done
 Outline the legislative and regulatory context of the organisation relevant
to customer service
 Describe organisational policy and procedures for customer service
including handling customer complaints
 Identify service standards and best practice models
 Summarise public relations and product promotion
 Outline techniques for dealing with customers including customers with
specific needs
 Explain techniques for solving complaints including the principles and
techniques involved in the management and organisation of:
o customer behaviour
o customer needs research
o customer relations
o ongoing product and/or service quality
o problem identification and resolution
o quality customer service delivery
o record keeping and management methods
o strategies for monitoring, managing and introducing ways to improve
customer service relationships
o strategies to obtain customer feedback.
4 Outline the ways in which you deal with complaints within your
organisation. Discuss the techniques that are used and the related
organisational policies.

Listen with concern and empathy.
Isolate the guest if possible, so that other guests won't overhear.
Stay calm. Don't argue with the guest.
Be aware of the guest's self-esteem. Show a personal interest in the problem, Try
to use the guest name frequently.
Give the guest your undivided attention. Concentrate on the problem, no on

placing blame. Do NOT Insult the guest.
Take notes. Writing down the key facts saves time if someone else must get
involved. Also, Guest tends to slow down when they see the front desk agent
trying to write down the issue.
Tell the guest what can be the best done. Offer choices. Don't promise the
impossible, and don't exceed your authority.
Set an approximate time for completion of corrective actions. Be specific, but do

not underestimate the amount of time it will take to resolve the problem.
Monitor the progress of the corrective action.
Follow up. Even if the complaint was resolved by someone else, Contact the guest
to ensure that the problem was resolved satisfactory.
5 How are teams monitored and assisted within your organisation in order
to meet customer service requirements?
Listen to the customers by monitoring interactions
Capture all of your customer feedback channels. Apply the same quality standard
that is used for calls to text-based interactions like email and chat.
Ask the customer what they think.
Use quality monitoring to help staff improve skills. Evaluate interactions to

identify skills gaps, and provide individual learning opportunities where there are
deficiencies.
Do not view staff development as a one-off activity. Provide continuous coaching

that will help improve agent performance and productivity. Coaching is key to
consistent customer service.
Measure your results and keep track of continuous feedback and evaluation to
monitor and measure progress.
6 What methods are used within your organisation to obtain customer

feedback?
At the Hotel Itself. The easiest and most effective method to get feedback from
your guests is while they are still at your property.
Social Media.
Feedback email/Mail.
Wrap up.
7 Think about your own organisation. Outline the ways in which customer
service could be improved.
Empathy, patience and consistency. Some customers will be irate.
Adaptability. Every customer is different, and some may even seem to change
week-to-week.
Clear communication. Ensure you convey to customers exactly what you mean.
Work ethic. Customers appreciate a rep who will see their problem through to its
resolution.
Knowledge. Ultimately your customers rely on you for their knowledge of your
product.
Thick skin. The customer’s always right.
8 What are the service standards of your organisation?
Reception open 24 hours.

Free unlimited Wi-Fi.
small safety box.
Fax.
Satellite television.
Laundry service.
Lift/Elevator.
Flat-screen TV
9 Research ‘best practice models’ and relate your findings to your own
organisation.
Focus on face time

Keep your staff happy
Know your customer
Create a X factor
Go above and beyond expections
Address guest input quickly
Keep the dialogue going
Learn from the best

10 Research ‘product promotion’. Outline how your organisation used

product promotion.
Value-added promotions are appreciated by sellers and clients alike. They provide
rewards to the customer for a basic night's stay and help make your property
easier for travel agents to sell. For example, if your competition is offering a
double room for $100 per night, and you are offering a comparable room with
free breakfast, airport transfers, and Internet access, your property just jumped
to the top of the list of options for many travellers. You probably already have
Internet service at the hotel, airport transfers will only apply to some guests, and
breakfast is inexpensive to put together. The cost is low but the potential for
return is high. Value-added items can be customized to fit the style and amenities
of the hotel, and can include such amenities as spa treatments, dinners,
champagne or free parking

Nearly there...
Major Activity – An opportunity to revise the unit

At the end of your Learner Workbook, you will find an activity titled ‘Major Activity’. This is an
opportunity to revise the entire unit and allows your trainer to check your knowledge and
understanding of what you have covered. It should take between and 1-2 hours to complete and
your trainer will let you know whether they wish for you to complete it in your own time or during
session. Once this is completed, you will have finished the training for this unit and be ready for
assessment
Major Activity
Estimated Time 60 – 120 Minutes
Objective To provide you with an opportunity to demonstrate your knowledge of the
entire unit.
Activity This is a major activity – your instructor will let you know whether you will
complete it during class or in your own time.
You must individually, answer the following questions in full to show your
competency of each element;
1. Plan to meet internal and external customer requirements
2. Ensure delivery of quality products and services
3. Monitor, adjust and review customer service
In relation to your own organisation, consider how quality customer service is

managed:
Listen to the customers by monitoring interactions
Capture all of your customer feedback channels. Apply the same quality
standard that is used for calls to text-based interactions like email and chat.
Ask the customer what they think.
Use quality monitoring to help staff improve skills. Evaluate interactions to

identify skills gaps, and provide individual learning opportunities where there
are deficiencies.
Do not view staff development as a one-off activity. Provide continuous

coaching that will help improve agent performance and productivity. Coaching is
key to consistent customer service.

Outline how you determine the requirements of your customers.
At the Hotel Itself. The easiest and most effective method to get feedback from
your guests is while they are still at your property.
Social Media.
Feedback email/Mail.
Wrap up.
Give a brief description of who your customers are?
Families
Seniors
Businessmen and Corporates
What is value added selling? Give examples of when it is used within your
organisation.
Value added selling is a series of creative improvements that will enhance the
customer’s experience.
For example, a customer enters a beauty business for a facial. While waiting for
a product to work into the pores of the customer’s skin, the beautician gives the
customer a partial arm massage. This has added to the quality of the customer’s
experience. Not only was the customer’s expectations met, but they were
exceeded by the beautician.
In what ways is team performance monitored?
Measuring financial performance and business development.
The views of the customers in the delivery and provision of products and/or
services.
Personal views about all aspects of personnel in regards to their professional

relationship with the firm.
In what ways can you assist your colleagues in overcoming difficulties in

customer service?
Adaptability. Every customer is different, and some may even seem to change
week-to-week.

Clear communication. Ensure you convey to customers exactly what you mean.
Work ethic. Customers appreciate a rep who will see their problem through to
its resolution.
Knowledge. Ultimately your customers rely on you for their knowledge of your
product.
Thick skin. The customer’s always right… right?
Outline ways in which you monitor, adjust and review customer service.
Listen to your customers by monitoring interactions.
Capture all of your customer feedback channels.
Ask your customer what they think. Instead of using your organisation’s internal
metrics to measure the quality of a call, ask the customer: “What did you think
of your experience and the agent you worked with?” or “Did your service
experience match the promise made in our advertising?”
Use quality monitoring to help agents improve skills. Evaluate interactions to

identify skills gaps, and provide individual learning opportunities where there
are deficiencies.
Do not view agent development as a one-off activity. Provide continuous

coaching that will help improve agent performance and productivity. Coaching is
key to consistent customer service.

Congratulations!
You have now finished the unit ‘Manage quality customer service’

References
Davidson, P., & Griffin, R.W. (2003) Management: An Australasian Perspective. John Wiley and Sons.
Australia.
Fitzsimmons, J.A. and Fitzsimmons, M.J. (2006). Service Management: Operations, Strategy,
Information Technology. Fifth Edition. McGraw- Hill International Edition. Singapore.
Scott Miller, More Tips for Internal Customer Service

URL Address: http://www.kirkmillerandassoc.com/brieftips.htm
Access Date: 18 Jan, 2011
Manning and Reece (2007) Selling Today: Creating Customer Value. Pearson International Edition


1 BSBCUS501 Learner Guide - Activities

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BRIGHTON INSTITUTE OF TECHNOLOGY

CRICOS Provider Code 02552G RTO No 21438

BSBCUS501 Manage quality customer service

Activity 2.3.1 ................................................................................................................................. 45

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Stakeholder Relations – Customer Service

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2. Ensure delivery of 2.1 Deliver products and services to customer specifications

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Numeracy 1.2  Interprets and comprehends mathematical information in

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Evidence of the ability to:

 Develop and manage organisational systems for quality customer service

 Legislation, regulations and codes of practice related to customer service

 Interaction with others.

Assessors must satisfy NVR/AQTF assessor requirements.

Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes

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 That this is an interactive course and you should ask questions.

 Ground rules for participation:

o Support and encourage other participants

o When someone is contributing everyone else is quiet

o Be patient with others who may not be grasping the ideas

o Focus discussion on the topic

o Speak to the trainer if you have any concerns

 Know how to ensure delivery of quality products and services

 Learn how to monitor, adjust and review customer service

 Gain skills and knowledge required for this unit

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1. Plan to meet internal & external customer requirements

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1.1 – Investigate, identify, assess, and include the needs of customers in

Using customer driven organisations is one way in which to obtain

Customer driven organisations are driven by customer service and the

Who are your customers?

The two types of customer are:

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Examples of internal customers may include:

Examples of external customers may include:

 Potential funding bodies

 Creating an environment to ensure that information is shared: Staff

 Practicing pro-active information sharing: As an extension of information sharing

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 Create, or contribute to, an environment in which information is shared freely

 Responsive: Customers will either make a complaint or even a suggestion. Do not

Once you are clear on the needs of the customer, it is

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To maintain a competitive advantage, it is important to be proactive. As a manager, it is important to

So what can you do?

 You overcome the stigma attached to change

 Today’s globalised economy is forever changing. To remain competitive,

 Your employees are trained

 You encourage communication

 Many organisations have failed because of a lack of communication. If your

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The success of the business will depend on how well your

 How to gather information

Bases for segmentation in consumer markets

1Net Business Center URL Address: http://www.netmba.com/marketing/market/segmentation/