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A+ Customer Service E Ti Executive: Module 3: Trainee Handouts Module 3: Trainee Handouts

This document provides an overview of a training module on customer relationship management (CRM). The module will cover: 1. CRM concepts like understanding customer value and creating long-term customer relationships. 2. Developing a frontline perspective through face-to-face interactions and remembering customer preferences without technology. 3. The power and impact individual agents can have through adherence to staffing guidelines and being available to take customer calls.

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Fahim Uddin
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74 views11 pages

A+ Customer Service E Ti Executive: Module 3: Trainee Handouts Module 3: Trainee Handouts

This document provides an overview of a training module on customer relationship management (CRM). The module will cover: 1. CRM concepts like understanding customer value and creating long-term customer relationships. 2. Developing a frontline perspective through face-to-face interactions and remembering customer preferences without technology. 3. The power and impact individual agents can have through adherence to staffing guidelines and being available to take customer calls.

Uploaded by

Fahim Uddin
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Module 3 : Trainee Handouts

A+ Customer Service
E
Executive
ti

Total Duration: 20 Hours


We will Learn:

1. Customer Relationship Management(CRM)


2. Frontline Perspective
3. Understanding the Value of a Customer
4. Power of One – The difference one agent can make
5. Principles of CRM
Customer Relationship Management (CRM)
What is CRM?

“CRM is concerned with the creation,


development and enhancement of
individualised customer relationships with
carefully targeted customers and customer
groups resulting
l in maximizing their
h totall
customer life-time value.”
The Purpose of CRM
¾ The focus [of CRM] is on creating value for the customer
and the company over the longer term.

¾ When customers value the customer service that they


receive from suppliers, they are less likely to look to
alternative suppliers for their needs.

¾ CRM enables organisations to gain ‘competitive


competitive
advantage’ over competitors that supply similar products
or services.
Why is CRM important?

¾ Today’s businesses compete with multi-product offerings


created and delivered by networks, alliances and
partnerships of many kinds. Both retaining customers and
building relationships with other value-adding allies is
critical to corporate performance.

¾ The adoption of C.R.M. is being fuelled by a recognition that


long-term relationships with customers are one of the most
important assets of an organisation.
Frontline Perspective

Face-to-face CRM
¾ CRM can also be carried out in face-to-face
interactions without the use of technology.
¾ Staff members often remember the names and
favourite services/products of regular
customers and use this information to create a
personalised service for them.
¾ For example,
example in a hospital library you will
know the name of nurses that come in often
and probably remember the area that they
work in.
¾ However, face-to-face
f f CRM could ld prove less
l
useful when organisations have a large number
of customers as it would be more difficult to
remember details about each of them.
Understanding the Value of a Customer

VALUE
What is Customer Value?

Quality Price
Customer Value Defined
Power of One – The difference one agent can make
Every person in the center needs to understand
basic Power of One p principles.
p This is especially
p y
true for frontline staff whose decision about
whether to be on time or not directly impacts
the staffing levels and the resulting service,
occupancy,
p y and cost. Sometimes an emphasis
p on
adherence can seem like “Big Brother” from an
agent’s point of view. A new person unfamiliar
with staffing tradeoffs might think, “I’m just one
person. What difference can I p
p possiblyy make?”
It’s easy to think that, especially when there are
dozens of other people active on calls. Agents
should see examples with real numbers of what
happens
pp when one or two p people
p are in p place or
not. In this example with 400 calls per hour with
a 3-minute handle time (20 erlang workload),
the impact on service and occupancy is shown
with 21–26 staff.
Principles
p of CRM

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