MO 19 Delivering and Monitoring A Service To Customer 2 2

A.
A TVET AND TECHNOLOGY BUREAU
Account and Budget Support Level III

Based on August 2012, Version 2
Occupational Standards (OS) and
Curriculum
Unit of competencies: deliver and monitor services to customer

Module Title: delivering and monitoring services to customers
LG Code: EIS ACB3 M19 1121 LO (1-3)
TTLM Code: EIS ACB3 TTLM19 1121v1
December, 2021
Addis Ababa, Ethiopia
TVET Program Title- Account and budget Version -1

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Author/Copyright December, 2021
Module title – delivering and monitoring
services to customers
A.A TVET AND TECHNOLOGY BUREAU
TABLE OF CONTENTS PAGE
LG#19, LO1: Identify customer needs................................................................................................................. 4

Instruction sheet.................................................................................................................................4
information sheet 1.1: - use appropriate interpersonal skills to accurately identify and clarify
customer needs and expectations.......................................................................................................6
Self-check 1.1 written test...............................................................................................................12
Self-check 1.2 workout question.....................................................................................................12
Information sheet 1.2: - Assess customer needs for urgency to determine priorities for service
delivery in accordance with organizational requirements...............................................................13
Self - check 1.2 fill in the blank space.............................................................................................14
Information sheet 1.3: - Use effective communication to inform customers about available choices
for meeting their needs and assist in the selection of preferred options..........................................15
Self - check 1.3................................................................................................................................17
Information sheet 1.4: - Identify limitations in addressing customer needs and seek appropriate
assistance from designated individuals............................................................................................18
Self - check 1.4................................................................................................................................19
Self -check 1.4.2 demonstrate..........................................................................................................29
Operational-sheet 1: identify customer needs..................................................................................29
Lap test: - practical demonstration..................................................................................................29
LG#20, LO2 Deliver a service to customers...................................................................................30
Instruction sheet...............................................................................................................................30
information sheet 2.1: - provide prompt service to customers to meet identified needs in
accordance with organizational requirements..................................................................................31
Self – check 2.1.1 written test..........................................................................................................36
information sheet 2.2: - establish and maintain appropriate rapport with customers to ensure
completion of quality service delivery............................................................................................38
Self-Test 2.2.....................................................................................................................................40
information sheet 2.3: - sensitively and courteously handle customer complaints in accordance
with organizational requirements....................................................................................................41
Self-Test 2.3:....................................................................................................................................49
Information sheet 2.4: - provide assistance or respond to customers with specific needs according
to organizational requirements........................................................................................................50
Self-Test 2.4:....................................................................................................................................52
Operation sheet 1 forms to alter training or systems to improve customer service.........................53
Lap test: - practical demonstration..................................................................................................55

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Module title – delivering and monitor
LG#21, LO3: Monitor and report on service delivery

Instruction sheet
information sheet 3.1 regularly review customer satisfaction with service delivery using verifiable
evidence according to organizational requirements
Self-Test 3.1:
information sheet 3.2 identify opportunities to enhance the quality of service and products, and
pursue within organizational requirements
Self-Test 3.2:
information sheet 3.3: - monitor procedural aspects of service delivery for effectiveness and
suitability to customer requirements
Self-Test 3.3
information sheet 3.4 regularly seek customer feedback and use to improve the provision of
products and services
Self-Test 3.4
information sheet 3.5 ensure reports are clear, detailed and contain recommendations focused on
critical aspects of service delivery
Self-Test 3.5
Operation sheet: monitoring customer services
Lap test: research
LG#19, LO1: Identify customer needs

Instruction sheet
This learning guide is developed to provide you the necessary information regarding the following
content coverage and topics:
 accurately identifying and clarifying customer needs and expectations

 Assessing customer needs for urgency to determine priorities for service delivery in
accordance
 Use effective communication to inform customers about available choices for meeting
their needs and assist in the selection of preferred options
This guide will also assist you to attain the learning outcomes stated in the cover page. Specifically,
upon completion of this learning guide, you will be able to:
 Use appropriate interpersonal skills to accurately identify and clarify customer needs

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and expectations
 Assess customer needs for urgency to determine priorities for service delivery in
accordance with organizational requirements
 Use effective communication to inform customers about available choices for meeting
their needs and assist in the selection of preferred options
Learning Instructions:
Read the specific objectives of this Learning Guide.
Follow the instructions described below.
1. Read the information written in the “Information Sheets”. Try to understand what are
being discussed. Ask your trainer for assistance if you have hard time understanding them.
2. Accomplish the “Self-checks” which are placed following each information sheets.
3. Ask from your trainer the key to correction (key answers) or you can request your trainer
to correct your work. (You are to get the key answer only after you finished answering the
Self-checks).
4. If you earned a satisfactory evaluation proceed to “Operation sheets placed at the end of each LO
5. Perform “the Learning activity performance test” which is placed following “Operation sheets”
6. If you earned a satisfactory evaluation proceed to the next learning guide.
7. Reflect broad conceptual knowledge and adaptive vocational and generic skills
8. Reflect essential knowledge, skills or attitudes;
9. Focus on results of the learning experiences;
10. Reflect the desired end of the learning experience, not the means or the process;
11. Represent the minimum performances that must be achieved to successfully complete a
course or program;
12. Answer the question, "Why should a student take this course anyway

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Information sheet 1.1: Use appropriate interpersonal skill to accurate

identify and clarify customer needs and
expectation
Customer needs
What are customer needs?
A customer need is a motive that prompts a customer to buy a product or service. Ultimately, the
need is the driver of the customer's purchase decision. Companies often look at the customer need as
an opportunity to resolve or contribute surplus value back to the original motive.
Most Common Types of Customer Needs

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Product Needs
1. Functionality
Customers need your product or service to function the way they need in order to solve their problem
or desire.
2. Price
Customers have unique budgets with which they can purchase a product or service.
3. Convenience
Your product or service needs to be a convenient solution to the function your customers are trying to
meet.
4. Experience
The experience using your product or service needs to be easy -- or at least clear -- so as not to create
more work for your customers.
5. Design
Along the lines of experience, the product or service needs a slick design to make it relatively easy
and intuitive to use.
6. Reliability
The product or service needs to reliably function as advertised every time the customer wants to use
it.
7. Performance
The product or service needs to perform correctly so the customer can achieve their goals.
8. Efficiency
The product or service needs to be efficient for the customer by streamlining an otherwise time-
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consuming process.
9. Compatibility
The product or service needs to be compatible with other products your customer is already using
Service Needs
10. Empathy
When your customers get in touch with customer service, they want empathy and understanding from
the people assisting them.
11. Fairness
From pricing to terms of service to contract length, customers expect fairness from a company.
12. Transparency
Customers expect transparency from a company they're doing business with. Service outages, pricing
changes, and things breaking happen, and customers deserve openness from the businesses they give
money to.
13. Control
Customers need to feel like they're in control of the business interaction from start to finish and
beyond, and customer empowerment shouldn't end with the sale. Make it easy for them to return
products, change subscriptions, adjust terms, etc.
14. Options
Customers need options when they're getting ready to make a purchase from a company. Offer a
variety of product, subscription, and payment options to provide that freedom of choice.
15. Information
Customers need information, from the moment they start interacting with your brand to days and

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months after making a purchase. Business should invest in educational blog content, instructional
knowledge base content, and regular communication so customers have the information they need to
successfully use a product or service.
16. Accessibility
Customers need to be able to access your service and support teams. This means providing multiple
channels for customer service. We'll talk a little more about these options later.
 understanding customer needs is critical for innovation and go-to- market success
 Many organizations lack a consistent approach for finding and using needs
How to Identify Customer Needs
The first step to identifying customer needs is with a customer needs analysis that takes all of the
following into account: product-market fit, customer feedback, input from your service team, and any
customer service data you can gather. From there, you'll be able to identify customer needs as well as
any friction that exists in your process.
Interpersonal skills are the skills you need when you, as a person, communicate with another
person. Some people have a better understanding of the needs of others and know how to
please them because they have learnt to watch and listen rather than do all the talking. Other
people have such a warm and friendly manner that the people they meet immediately feel at
ease and comfortable with them.
Interpersonal skills can always be improved and refined so that you can achieve the best
possible communication with your clients. You can do this by practicing your existing skills or
by developing new skills.
Understanding your client ‘s needs and the type of cleaning they require will make it easier for
you to do your job efficiently and effectively. When you first meet a client it‘s important to try
and establish a relationship with them. You will initially need to remain the listener in the
conversation.
Take notes and try to avoid butting in as this will only annoy the client and you will become
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disadvantaged by not giving yourself enough time to listen and understand what the client
wants. In order to meet the client ‘s expectations you must first comprehend what the client ‘s
cleaning requirements are. Active listening, such as paraphrasing and asking ‗open ‘and
‗closed ‘questions will enable you to hear and clearly understand what your client wants and
expects from you.
Why listen? When you actively listen to your client you are:
 showing them that they are important and worthwhile
 interested in who they are
 developing trust and confidence
Paraphrasing is when you repeat back what you ‘ve heard to the sender but in your own words.
By doing this you are able to clarify your understanding of what ‘s been said.
Open questions are used to extract more information. They usually begin with how, what,
when, where or why. For example, ―How did you manage to get the stain out? ‖
Closed questions are generally used when you are after a factual and short response. For
example, ―Are you hungry? ‖ The answer will be ―Yes‖ or ―No‖. Think about the questions
before you ask them and consider the responses you are after. This will enable you to ask the
right questions.
When trying to ascertain what your client ‘s cleaning requirements might be, consider asking
the following questions:
 What are your expectations?
 What levels of service will satisfy you?
 What would you like cleaned?
 How would you like it cleaned?
 Do you have any special surfaces that need special products or attention?
 Do you have any specialized equipment?
 What is the best way to use that (product or equipment)?
It’s important that you never assume to know what the client wants. Most importantly don ‘t
assume that you automatically know more about cleaning than the client does because

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cleaning is your job. A client may have a delicate surface or require you to clean something
that you have never seen before. In these instances, it’s important to ask questions in order to
clearly understand the client ‘s requirements.
There is no doubt that a know-it-all attitude can seriously undermine the client/cleaner
relationship. Clients wanting a cleaner know that they are engaging an expert; you do not
have to prove it. A condescending tone of voice, a hint of boredom or the overuse of cleaning
jargon will alienate the client.
Your role as a professional cleaner requires you to remain courteous at all times.
Common courtesy means that:
Customer services on account

Business organizations sell their items or services on cash or on account. It is common for these
organizations to sell their items or services on account to increase sales volume. In this case
receivables are created. The term receivables include all money claims against people, organizations,
or other debtors. Receivables are required by a business enterprise in a various kind of transactions,
the most common being the sale of merchandise or services on a credit sale.
Classification of Receivables
Receivables can be classified broadly as trade receivables and other receivables.
Trade Receivables: are resulted from revenue producing activities such as sale of goods or services.
Under this classification examples included are accounts receivable & notes
receivable. A promissory note frequently referred to, as a notes receivable, is a
written promise to pay a sum of money on demand or at a definite time. Notes
are more secured than accounts receivables. It is also more liquid (easily
changed into cash) than accounts receivable.
Other receivables: are resulted from transactions not directly related to sales. Here included are
interest receivables, loans to employees or loans to companies.
Note: that all receivable that are to be collected within a year are presented in the current asset
section of the balance sheet. Others such as long-term loans are to be listed under investment
account below the current asset section of the balance sheet.

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Controls over Receivables

The control procedures over the receivables include two broad mechanisms:
a) Separation of the business operations adjustments, such as credit approval, credit
collection, credit handling of receivables etc. and the accounting for receivables such
as handling of the accounts receivable subsidiary ledger and general ledger; and
b) Separation of duties for related functions.
Notes Receivable. (A note)
Definition: A note is a written promise to pay a sum of money on demand or at a definite time.
Characteristics: a note has different characteristics that have accounting implications, which are
explained in the following ways:
Parties: In notes receivable there are two parties involved. The one to whose order the note is
payable (the holder or the receiver of the note) is called the payee (the seller); and the one
making the promise/ issuer of the note or the buyer is called the maker.
Due Date: is the date at which the note is retired or paid. It is also called the maturity date.
Issuance date: is the date at which the note is written or issued.
Maturity value: is the amount that is due at the maturity or due date.
Maturity value = Principal + interest
Types: There are two types of notes. Interest bearing (Interest = Principal * Rate of interest * Time)
the time period can be expressed in terms of days, months or weeks; and non-interest bearing which
has no interest on it but other indirect charges may be there.
To illustrate the above characteristics, consider the following examples:
a) Br.10,000, 10% interest, 120 days note dated March 16.
b) Br.12,000, 10% interest, 4 months note dated June 5.
Required: calculate the interest, the maturity value and determine the due date of each note.
Solution: a) Interest = Principal * Rate * Time
= Br.10,000 *10% * 120 days = Br.333.30
360 days
Maturity value = Principal + Interest
= Br.10,000 + 333.33 = Br.10,333.33
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Due date: Term of the note............................................... 120 days

Days in March ........................ 31
Less: Term date (issuance date) 16 15
105 days
Days in April.......................... 30
Days in May ........................... 31
Days in June ........................... 30
Total 91 days
The due date is July 14
b) I = P * R * T
= 12,000 * 12 * 4 months = Br. 480
100 12 months
Maturity value = P + I
= Br.12,000 + Br. 480 = Br.12,480
Due date: June6 – July5 = 1 month
July 6 – Augusts = 1 month
August 6 – September 5 = 1 month
September 6 – October 5 = 1 month
4 months
Therefore, the due date is October 5.
Self-check 1.1 written test
1. What are customer needs (5pts)?

2. How to Identify Customer Needs (5pts)?
3. list and demonstrate Most Common Types of Customer Needs (10pts)?
Self-check 1.2 workout question
To illustrate the above characteristics, consider the following examples:
A. a) Br.10,000, 10% interest, 120 days note dated March 16.

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B. b) Br.12,000, 10% interest, 4 months note dated June 5.

Required: calculate the interest, the maturity value and determine the due date of each note. (10pts)
Note: Satisfactory rating – above 15 and 16 points Unsatisfactory – below 15and 16 points
You can ask you teacher for the copy of the correct answers.
Answer sheet
Sore: - ______________
Rating: - _____________
Name: ________________________ Date: ______________
Information sheet Assess customer needs for urgency to determine priorities for service delivery
1.2 in accordance with organizational requirements
At Absolute Domestics we inform the client when they make their initial enquiry that the
cleaner works to their requirements. This is a large selling point for the company and it’s
something the Agency strives to achieve every day. It’s important that you as the cleaner also
strive to achieve this. By this we mean that you will:
 clean as the client requests you to clean
 do the cleaning tasks the client sets for you
 use the products and equipment selected by the clients
The only time this would differ would be if you were to identify that the products and
equipment selected by the client might damage or harm the surface in which you are to clean.
If that happens you would need to discuss options with the client and provide an alternative
solution for them.
Quite often you will arrive at a client ‘s home to discover a list of cleaning tasks that need to
be completed. Although we encourage the client to priorities this list for you, you will find
that on most occasions it will generally be up to you as the cleaner to use your initiative and
assess what needs to be done first. When prioritizing the tasks, you need to take into
consideration the amount of time the client has booked. Sometimes you may not have the
time to complete all of the tasks set and it’s times like these that you will have to re-evaluate
your workload and priorities the cleaning tasks according to urgency. Discussing this with
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the client will aid in achieving a positive result.

Most clients will want the bathrooms, toilets and floors done every week so it’s important
to ensure that these tasks are completed. On occasions the client ‘s priorities may change
due to a variety of reasons, such as:
 friends/family visiting - the client may request you clean some windows, dust
some skirting boards or clean the blinds
 carpets being cleaned - the client may require you to devote extra time and
attention to giving the carpets a thorough vacuum
 renovations being done - you may need to pay particular attention to a room in the
home for the entire clean
 a party – you may only need to clean bathrooms and the room the party will be in
These are the types of things you will need to consider when assessing your client ‘s needs
for urgency to help determine their priorities. If these requests were made on a normal
cleaning day, they may not necessarily be an urgent cleaning task and you might decide to
get to it if you have the time, but when the client has another agenda such as one of the
items mentioned above then the task will have an urgency to it, therefore making it a
priority.
It’s important to all parties concerned that Absolute Domestics and you as the cleaner
deliver on what we promise on every occasion. This is called ―Under promise and over
deliver‖. You will never have a dissatisfied client if this is your approach. Avoid giving an
unrealistic expectation as the Agency and the client will expect you to meet it. If you
promise to deliver something and fail to achieve it then this is called ―Over promise and
under deliver‖.
This outcome can be detrimental to you and Absolute Domestics as it could mean the loss
of not only one but several clients. Negative experiences are discussed more readily with
friends, colleagues and relatives, than positive. There is no point saying you can do
something when in fact you can ‘t, so be honest.
Self - check 1.2 fill in the blank space

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1. –––––––we inform the client when they make their initial enquiry that the cleaner works to
their requirements
2. –––––––the client may require you to devote extra time and attention to giving the
carpets a thorough vacuum
3. –––––––the client may request you clean some windows, dust some skirting boards or clean
the blinds
Note: Satisfactory rating – above 3 points Unsatisfactory – below 3 points

Answer sheet
Sore: - ______________
Rating: - _____________
Name: ________________________ Date: ______________
Information sheet 1.3 Use effective communication to inform customers about available choices
for meeting their needs and assist in the selection of preferred options
Effective Ways to Communicate with Customers
Modern means of business communications give you more ways to find and retain
customers.
Not so long ago, if you wanted to directly communicate with your customers, there were only three
ways to go about it: by phone, by mail, or face-to-face. But the explosion of new technologies has
dramatically expanded business communications. While some may seem basic, each serves an
important purpose in a company’s overall communication strategy. Here are eight of the most
effective ways to communicate with customers.
1. E-mail
These days, e-mail seems practically old-fashioned, but it remains one of the best ways to connect
with your customers because it’s convenient, cheap, and swift. If you have a new product or offer,
you can use e-mail to send out newsletters and/or personalized messages. In addition, your customers

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can use e-mail to get in touch with you about everything from complaints to new orders. It’s an
essential component of any business communications platform.
2. Website
A website is a business necessity. Customers rely on websites for information and, in many cases,
expect websites to allow them to order products and check on order delivery schedules. If you don’t
have a website, you are missing one of the key ways to communicate with customers.
3. Phone Technology
Modern phone technology allows you to use automated menus to provide answers to customer
questions and/or ensure customers reach the right person in your organization. While some customers
complain about such technology, it can help you connect with the most customers in the least amount
of time. New callback technology can even help you save your customers from sitting on hold.
Instead of making them listen to elevator music, you can call them back when a representative is free.
This helps eliminate hang-ups and improves your ability to speak to every customer who contacts
you.
4. Text Messaging
No matter the size of your business, text messaging can be a great way to connect with customers. If
you’re a smaller business, text messaging is a convenient way to quickly communicate with clients
about meetings, orders, delivery schedules, etc. If you’re a larger business, you can allow customers
to opt-in for text messaging about offers and deals. You can also have a dedicated texting support
number that allows customers to text, rather than call, with issues.
5. Web Chat
Not every customer wants to pick up the phone to ask a question. That’s why it can be effective to
include a chat option on your website. With web chat, all a customer has to do is type in a question to
start a conversation. Web chat applications can allow you to automate answers to common questions
and bring in a representative for more complex ones. It makes it easier for customers to reach you
and for you to help them.
6. Social Media
Social media has created a whole new way to interact with customers. On one level, you can use your
accounts to promote your products and brand. But you can also use your accounts to engage in one-
on-one communications. On Facebook, customers can interact directly with your representatives. On

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Twitter, you can use dedicated service hashtags so that customers can tweet their issue and you can
respond directly. If you want to take it further, you can also monitor every mention your business
receives, note the ones with complaints or questions, and then respond with an offer to help. Social
media allows you to be more responsive than ever before.
7. Video Messaging
Consider it the modern way to conduct a face-to-face meeting. Video messaging platforms such as
Skype allow you to connect with a customer via video, which can help you build relationships and
make certain transactions easier.
8. Handwritten Notes
Technology has changed our lives and business communications. But a personal touch can still go a
long way. One of the most effective ways to reach out to your customers personally is to occasionally
send a handwritten note in the mail. Even if it’s just a simple thank-you card, it can help you build
stronger business relationships.
To be effective in life, you have to communicate well. Being an effective communicator takes real
skill. The greater your awareness of how communication works, the more effective your
communication will be. Everyone communicates differently and sees the world differently. The
greatest skill you can have in order to instantly and significantly improve your communications skills
is to understand the other person's point view and how they see the world. Then you can adjust your
own communication to take that into account. Non-verbal communication, Remember, everything
communicates. If you aren't clear about what you mean and what your intention is, the other person
(or people) could easily misinterpret what you mean. What you do matters as much as what you say.
Your behavior will 'read' unconsciously to other people, it is therefore important to be aware of your
body language –your personal presentation, facial expressions and hand gestures.
Self - check 1.3

1. demonstrate and discuss most effective ways to communicate with customers(5pts)?
2. How Can You Learn More About Communications(10pts)?
Note: Satisfactory rating – above 8and 9 points Unsatisfactory – below 8and 9points
Answer sheet
Sore: - ______________
Rating: - _____________
Name: ________________________ Date: ______________

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Information sheet 1.4 Identify limitations in addressing customer needs and seek
appropriate assistance from designated individuals
There will be the odd occasion that you will not be able to provide the client with the
information or service they need. This could be due to many reasons. You may not
have the skill or expertise to complete what ‘s been requested or the Agency may not
provide the service. It’s important to be honest with the client and know your
limitations. The client would prefer you to seek advice than to attempt something and
damage their property.
Politely advise the client that you do not have the expertise to complete the task however
you will Endeavour to find out how to do it or alternatively contact the Agency for
assistance.
Remember your Team Manager is always there to help. They will either provide you with
a solution to the problem or do some research and get back to you as soon as possible.
In some instances, the Agency may need to provide another cleaner. This may be the case if
the client requires:
 their carpets cleaned
 a spring clean or move out clean
 an ironing service (as this may not be something you do)
On occasions you may have to get back to the client with the information they have requested from
you. Whatever action you take when responding to the client always ensure you keep the client
informed and up-to-date with your progress and let them know when to expect a response. Work
colleagues, the Internet and cleaning industry experts may also be able to assist with any specialized
cleaning related enquiries
.

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Self - check 1.4

1. how would to identify limitations of customer’s needs (10pts)?
Answer sheet
Sore: - ______________
Rating: - _____________
Name: ________________________ Date: ______________
What is customer?
Customer is
Delivering and Monitoring a Service to Customers

An individual or business that purchases the goods or services produced by a business, The
customer is the end goal of businesses, since it is the customer who pays for supply and
creates demand. Businesses will often compete through advertisements or sales in order to
attract a larger customer base.
1. General: A party that receives or consumes products (goods or services) and has the
ability to choose between different products and suppliers. See also buyer.
2. Quality control: Entity within a firm who establishes the requirement of a process
(accounting, for example) and receives the output of that process (a financial statement, for
example) from one or more internal or external suppliers.
A customer (sometimes known as a client, buyer, or purchaser) is the recipient of

a good, service, product, or idea, obtained from a seller, vendor, or supplier for a
monetary or other valuable consideration. Customers are generally categorized into two
types:

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 An intermediate customer or trade customer (more informally: "the trade") who is a dealer
that purchases goods for re-sale.
 An ultimate customer who does not in turn re-sell the things bought but either passes them to
the consumer or actually is the consumer.
A customer may or may not also be a consumer, but the two notions are distinct, even though
the terms are commonly confused. A customer purchases goods; a consumer uses them. An
ultimate customer may be a consumer as well, but just as equally may have purchased items
for someone else to consume. An intermediate customer is not a consumer at all. The
situation is somewhat complicated in that ultimate customers of so-called industrial goods
and services (who are entities such as government bodies, manufacturers, and educational
and medical institutions) either themselves use up the goods and services that they buy, or
incorporate them into other finished products, and so are technically consumers, too.
However, they are rarely called that, but are rather called industrial customers or business-to-
business customers. Similarly, customers who buy services rather than goods are rarely
called consumers.
Six Sigma doctrine places (active) customers in opposition to two other classes of people:
not- customers and non-customers. Whilst customers have actively dealt with a business
within a particular recent period that depends from the product sold, not-customers are
either past
customers who are no longer customers or potential customers who choose to do business
with the competition, and non-customers are people who are active in a different market
segment entirely. Geoff Tennant, a Six Sigma consultant from the United Kingdom, uses
the following analogy to explain the difference: A supermarket's customer is the person
buying milk at that supermarket; a not-customer is buying milk from a competing
supermarket, whereas a non- customer doesn't buy milk from supermarkets at all but rather
"has milk delivered to the door in the traditional British way".
Tennant also categorizes customers another way, that is employed out with the fields

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of marketing. Whilst the intermediate/ultimate categorization is used by marketers,

market regulation, and economists, in the world of customer service customers are
categorized more often into two classes:
 An external customer of an organization is a customer who is not directly connected to that

organization.
 An internal customer is a customer who is directly connected to an organization, and is
usually (but not necessarily) internal to the organization. Internal customers are
usually stakeholders, employees, or shareholders, but the definition
also encompasses creditors and external regulators.
However good your product or service is, the simple truth is that no-one will buy it if they
don't want it or believe they don't need it. And you won't persuade anyone that they want or
need to buy what you're offering unless you clearly understand what it is your customers
really want.
Knowing and understanding customer needs is at the center of every successful business,
whether it sells directly to individuals or other businesses. Once you have this knowledge,
you can use it to persuade potential and existing customers that buying from you is in their
best interests.
This guide tells you what you need to know about your customers, how to use this
information to sell to them more effectively, and how to win business from your
competitors.
 Why do your customers need you?

 What do you know about your customers?
 The customer's current supplier
 Ten things you need to know about your customers
Why do your customers need you?
Every business needs a reason for their customers to buy from them and not their
competitors. This is called a Unique Sales Proposition (USP). Your USP can be identified by

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completing the phrase "Customers will buy from me because my business is the only..."
Your USP can change as your business or your market changes, and you can have different
USPs for different types of customers.
All of these USPs can be effective because they are driven by what the customer looks for
when making a buying decision.
It's a good idea to review your USPs regularly. Can you tailor your products or services to
better match your customers' needs? Consider asking your customers why they buy from
you. This will tell you what they think your USP is - this may differ from what you think
your USP is. It's also useful to check constantly what your competition is doing. Remember -
if your competitors are doing the same, your USP isn't unique any more.
What do you know about your customers?
The more you know about your customers, the more effective your sales and marketing
efforts will be. It's well worth making the effort to find out:
 who they are?

 what they buy
 why they buy it
If you're selling to other businesses, you'll need to know which individuals are responsible
for the decision to buy your product or service. For information on targeting decision-
makers, see our guide on how to target the right people in an organization.
You can learn a great deal about your customers by talking to them. Asking them why
they're buying or not buying, what they may want to buy in the future and asking what other
needs they have can give a valuable picture of what's important to them.
Strong sales are driven by emphasizing the benefits that your product or service brings to

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your customers. If you know the challenges that face them, it's much easier to offer them
solutions.
It's also well worth keeping an eye on future developments in your customers' markets
and lives. Knowing the trends that are going to influence your customers helps you to
anticipate what they are going to need - and offer it to them as soon as they need it.
You can conduct your own market research and there are many existing reports that can help
you build a picture of where your customers' markets - and your business - may be going.
The customer's current supplier
Chances are your potential customer is already buying something similar to your
product or service from someone else. Before you can sell to a potential customer, you
need to know:
 who the customer's current supplier is

 if the customer is happy with their current supplier
 if buying from you would offer the customer any benefits - and, if so, what those
benefits would be
The easiest way to identify a potential customer's current supplier is often simply to ask
them. Generally, people are very happy to offer this information, as well as an indication
of whether they're happy with their present arrangements.
If you can find out what benefits they're looking for, you stand a better chance of being able
to sell to them. The benefits may be related to price or levels of service, for example. Are
there any benefits your business can offer that are better than those the potential customer
already receives? If there are, these should form the basis of any sales approach you make.
Ten things you need to know about your customers

1. Who they are?
if you sell directly to individuals, find out your customers' gender, age, marital status
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and occupation. If you sell to other businesses, find out what size and kind of
business they are. For example, are they a small private company or a big
multinational?
2. What they do
if you sell directly to individuals, it's worth knowing their occupations and
interests. If you sell to other businesses, it helps to have an understanding of what
their business is trying to achieve.
3. Why they buy
if you know why customers buy a product or service, it's easier to match their
needs to the benefits your business can offer.
4. When they buy
if you approach a customer just at the time they want to buy, you will massively
increase your chances of success.
5. How they buy
For example, some people prefer to buy from a website, while others prefer a face-to-
face meeting.
6. How much money they have?
you ‘ll be more successful if you can match what you're offering to what you know
your customer can afford.
7. What makes them feel good about buying
if you know what makes them tick, you can serve them in the way they prefer.
8. What they expect of you
For example, if your customers expect reliable delivery and you don't disappoint
them, you stand to gain repeat business. What they think about you
if your customers enjoy dealing with you, they're likely to buy more. And you can
only tackle problems that customers have if you know what they are.
9. What they think about your competitors
if you know how your customers view your competition, you stand a much better
chance of staying ahead of your rivals.

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Our information is provided free of charge and is intended to be helpful to a large range of
UK- based (gov.uk/business) and Québec-based (infoentrepreneurs.org) businesses.
Because of its general nature the information cannot be taken as comprehensive and should
never be used as a substitute for legal or professional advice. We cannot guarantee that the
information applies to the individual circumstances of your business. Despite our best
efforts it is possible that some information may be out of date.
As a result:
 The websites operators cannot take any responsibility for the consequences of
errors or omissions.
 You should always follow the links to more detailed information from the
relevant government department or agency.
 Any reliance you place on our information or linked to on other websites will be at
your own risk. You should consider seeking the advice of independent advisors, and
should
always check your decisions against your normal business methods and best
practice in your field of business.
 The websites operators, their agents and employees, are not liable for any losses or
damages arising from your use of our websites, other than in respect of death or
personal injury caused by their negligence or in respect of fraud.
Strategies for Identifying Customer Needs
Strategies for identifying customer needs are an integral element of a company’s
marketing program. Understanding customer needs helps refine product development
projects, marketing communication programs and distribution choices. Companies that
launch products without researching and taking account of customer needs run a high risk
of failure.
Research
Carrying out customer research as part of your marketing strategy provides a broad
view of customer needs. Review published market research on the sectors that you

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target to identify
trends or changes in purchasing patterns. Visit customers ‘websites to assess their product
and market strategies and identify opportunities to meet their current or future product
needs.
Customer Feedback
A strategy that encourages customer feedback will provide you with insight into customers
‘attitudes toward your products and services, helping you identify how well you are meeting
their needs. Set up a forum or poll on your website or on a social media site where customers
can post reviews or leave comments. Encourage customers to join a user group or other
community where they can share their experience in using your products and make
recommendations for changes or improvements. Acknowledge the feedback from customers
and respond to requests for improvements.
Social Media
Incorporating social media in your communications strategy enables you to track discussions
on your products and those of your competitors. Input from social media adds further insight
to complement the information you get from customer feedback. Monitor social media that
mention your company and respond to comments to engage customers and prospects in
dialog. Collaboration
Building collaboration with customers into your new product development strategy ensures
that products reflect customers ‘needs. Involve representatives of key customers in your
product development project team, asking them to provide input on product requirements or
feedback on product proposals. Set up a panel of customers to test or evaluate new product
prototypes. In the software industry, for example, publishers release beta versions to selected
customers for evaluation before finalizing products for general release.
Customer Relationship Management
A customer relationship management strategy enables you to develop insight into customer
needs from your own records. CRM systems collect data on all customer contacts and

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transactions, providing information on purchasing and service history, product inquiries,

complaints, communication channel preferences, and response to marketing campaigns. By
analyzing the data in a CRM system, you can build a picture of individual customer ‘s
needs and preferences.
Identifying Customer Needs
"You cannot manage a quality service organization unless you understand the nature of what
you are providing; fully realize what your customers want from you and how they perceive
you from the start." Once you have identified who your customers are, you need to assess
what they need from your product or service.
Most customer needs can be divided into four basic categories:
1. The need to be understood Customers need to feel that the message they are sending is
being correctly received and interpreted
2. The need to feel welcome Customers need to feel that you are happy to see them
3. The need to feel important Customers like to feel important and special
4. The need for comfort Customers’ needs physical and psychological comfort
5. Identifying Customer Needs: Not identifying customer needs correctly is just like
building a house on a weak foundation. Why would you knowingly do that? A
good builder will consult an expert that then conducts soil surveys and engages
contractors to properly set a solid foundation.
Your customers are looking for businesses that understand their requirements. They are
the experts on their problems and you need to ask about these, before you develop new
offerings.
Are you listening to your market?
The importance of market research cannot be underestimated. With so many new products
and services failing, we need to establish a solid foundation as early as possible. Of course,

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poor market acceptance can happen for many different reasons.
Just look at the product development and launch cycle and you ‘ll see that at any of these
points there are challenges: gaining customer insight, understanding the competitive
landscape, design and development your products or services, channel alignment, rollout
planning and execution, and promotion.
But you need to start with a sturdy foundation prior to concept development. Proper
customer data mining is the key.
Voice of the Customer

It's an obvious statement to say that market research is about listening to your customers.
When identifying customer needs it is very important to ask the right questions, listen, and
ask more questions based on the answers. Then absorb what you hear.
"I know that you believe you understand what you think I said, but I'm not sure you realize
that what you heard is not what I meant."
This quote is attributed to a U.S. State Department spokesman when answering a reporter ‘s
question at a press briefing. It nicely sums up the problem we have in getting to the root of
what customers want. Some of this is because we have biases and preconceived ideas on
what they need. Asking great questions and listening carefully helps to overcome this.
Identifying customer needs this way sounds simple doesn’t ‘t it? But is it?
Keys to Identifying Customer Needs
Here are the three keys to fully know your customers and set your foundation on solid footing:
1. How and why – this is the wants and needs analysis. It goes well beyond asking
what kind of features they ‘d like to see. You need to find out how they currently
operate and why. Also find out how they measure success and why they do it that
way. By the way, don ‘t confuse needs and wants – you may find out there is a
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need for your offering, but providing it is no guarantee you'll find demand;
2. Core Values – the next step in customer data mining is determining what would
make their life easier. The natural assumption here is that it is related to the product
you are proposing, but dig deeper. Find the emotional connections that will allow
you to see how your product can fit into their personal lifestyle and if selling to
businesses, life within their company. You may be surprised what you discover that
will help you improve your product and position it in the market;
3. Through Your Customers’ Eyes – certainly you ‘ve done a competitive analysis but
the best sources of information are your target customers. An understanding of the
competitive landscape from the expert, your potential customer and user, is a great
way to gather information on the competition. You ‘ll discover their strengths and
weaknesses and what customers would like to change.
The importance of market research in identifying customer needs before your go to

market is critical. Let your prospects and customers be your secret weapon.
Self -check 1.4.2 demonstrate

1. Explain and demonstrate strategies and needs of customers?
Answer sheet
Sore: - ______________
Rating: - _____________
Name: ________________________ Date: ______________
Operational-sheet 1: identify customer needs

 How to meet customer needs successfully
Here are four simple steps to follow in order to meet customer needs successfully

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1. Identify – Follow customer needs analysis via surveys, interviews, focus groups, or social
listening.
2. Distribute – Once identified the needs, you can distribute it across the right teams and
departments.
3. Create – Tailor product features, create detailed content that speaks about customer needs.
4. Collect – Obtain customer feedback regularly to learn how your efforts meet their
expectations.
Lap test: - practical demonstration

Name: _____________________________ Date: ________________
Time started: ________________________ Time finished: ________________

1. assume that the account of X-company that has a debit balance of Br.10,000 is past due. A 90
-day, 12% note for that amount dated october 31, 2012 is accepted in settlement of the
account. Assume the end of the year is octobeer 31, 2001. Assume a 360- days year.
Required: a) Determine the due date
b) Prepare journal entries to record
I) Receipt of the note
ii) Accrual of interest (adjusting entries) on December 31, 2001
iii) Reversing entry on January 1, 2001
iv) Collection of cash at maturit
LG#20, LO2 :- Deliver a service to customers

Instruction sheet
 This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics:
• Provide prompt service to customers to meet identified needs
• Establish and maintain appropriate rapport with customers to ensure completion of
quality service delivery
• Sensitively and courteously handle customer complaints
• Provide assistance or respond to customers with specific needs
• Identify and use available opportunities to promote and enhance services and

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products to customers
 This guide will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
• Provide prompt service to customers to meet identified needs in accordance with
organizational requirements
• Establish and maintain appropriate rapport with customers to ensure completion of
• Sensitively and courteously handle customer complaints in accordance with
• Provide assistance or respond to customers with specific needs in accordance with
• Identify and use available opportunities to promote and enhance services and
being discussed. Ask your trainer for assistance if you have hard time understanding
them.
3. Ask from your trainer the key to correction (key answers) or you can request your trainer
to correct your work. (You are to get the key answer only after you finished answering
the Self-checks).
4. If you earned a satisfactory evaluation proceed to “Operation sheets placed at the end of each LO
5. Perform “the Learning activity performance test” which is placed following “Operation sheets”
11. Represent the minimum performances that must be achieved to successfully complete a
course or program;
12. Answer the question, "Why should a student take this course anyway.

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Information sheet provide prompt service to customers to meet identified needs in

2.1 accordance with organizational requirements
Accounting for Receivables

In a business organization notes may be received or created when:
 Items/ services are sold on long-term credit, usually greater than 90-days.
 Cash is lent to an entity (individuals, business organizations etc.).
 The account of a customer becomes delinquent (a delinquent accounts receivable is an
account receivable which is not paid on its last payment date and changed to notes
receivable).
When a note is received from a customer to apply on account, the facts are recorded by debiting the
notes receivable account and crediting the accounts receivable controlling account (delinquent
account) and the account of the customer from whom the note is received.
Example: Assume that the account of Glenn Enterprise, which has a balance of Br.9,200, is past due
(delinquent). A 90 -day non-interest bearing note for that amount dated May 16,1990, is accepted in
settlement of the account. The notes receivable is recorded at its face value and the entry to record the
transaction is as follows.
May 16. Notes Receivable ................................ 9200

Accounts Receivable ....................... 9200
When the amount is collected on the due date (August 14)

Cash ........................................ 9200
Notes Receivable .............. 9200
Interest bearing note: If a note received from a customer on account is interest bearing, interest must
be recorded as appropriate.
Discounting Notes Receivable

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If the holder of the note is in need of more funds/ cash for current operation, it may be endorsed or
transferred to a bank or any financial agency. This process if called discounting notes receivable.
When a note is discounted at bank, the bank charges an interest on the maturity value of the note.
This interest is called discount and it is computed using the following formula.
Discount = Maturity value * Discounting rate * Discounting period/time
The amount of money paid to the endorser/ holder of the note who transfers it to the bank because of
high need of cash, is called proceeds/ balance. It is the excess of the maturity value over the discount,
i.e., Proceeds = Maturity value – Discount.
To illustrate a discounting notes receivable, assume that a 90-day, 12% notes receivable for Br.1800,
dated November 8, 2001, is discounted at the bank on December 31, 2001 at the discounting rate of
14%. Assume a 360-days year.
Required:
1) Determine the due date, discounting period, Interest, the discount, maturity value, and
proceeds.
2) Prepare entries to record discounting of the note.
Solution:
1) Interest = Principal * Rate * Time
= Br. 1800 * 12% * 90 days = Br. 54
360
Maturity value = Principal + interest
= Br.1800 + Br.54 = Br. 1854
Due date = Terms ........................................ 90 days
Days in November (30-8) 22
Days in December 31
Days in January 31 84
Due date is February 6
Discount period:
December (31-3) 28
January 31

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February 6
65 days
November 8 December 3 February 6

(Issuance date) (Discounting date) (Due date)
Discount = Maturity value * Discounting rate * Discounting period
= Br. 1854 * 14% * 65/360 = Br. 46.87 this is the amount to the bank as an
interest.
Proceeds = Maturity value – Discount
= Br. 1854 - Br. 46.87 = Br. 1807.13 this is the amount the holder of the note
will receive from the bank in exchange of the note.
2) Entries on December 3, when the note is endorsed to the bank is (to record the proceeds)
Cash ..................................... Br. 1807.13
Notes Receivable ............................. 1800
Interest income (Br.54 - Br. 46.87) ... 7.13
Note that if the proceeds are greater than the face value of the note, there will be an interest income to
the organization. Otherwise, there will be interest expense. Or if the interest is greater than the
discount the difference is interest income to the discounting notes but if the interest is less than the
discount the difference is charged to interest expense account to the organization, which discounts the
note at bank.
Dishonored notes
In business organizations, the maker of the note may fail to pay the debt on the due date. Here, in this
case, the note is said dishonored, which is no longer negotiable or transferable. For this reason, the
holder usually transfers the claim, including any interest due, to the accounts receivable.
TYPES OF CUSTOMERS
 Internal - work colleagues who may require your services in some way in order for
them to carry out their job. This may include someone in the same office or
department as you, or in another branch which could be in another state or even
country.
 External - people from outside the business, who are either making enquiries or
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purchasing goods or services. This may include members of the public or someone
from another organization.
ORGANISATIONAL REQUIREMENTS
Most organizations have a policy or code of practice, dealing with quality customer service; in
order to provide customers with prompt and efficient service for handling enquiries, making sales
and monitoring customer feedback. These would include an outline of expected standards of
service, including courtesy, discretion, confidentiality and follow-up procedures.
Customer service standards are often set in the organization’s vision and/or mission statement.
New employees often undergo an induction training course which may include information on:
 How to greet customers

 How to answer the telephone
 How to deal with difficult customers
 Where to get relevant information
 Who to seek assistance from?
 Personal presentation and dress standards
 Interpersonal skills
It is more expensive to find new customers than it is to retain existing customers. Excellent
customer service means that a business will stand out from its competitors; and satisfied customers
will promote the business by word of mouth, which is the most effective form of promotion.
CUSTOMER SERVICE
Important tips when dealing with customers/clients:
 First impressions are most important
 Business success depends on the quality of the service

 Ask questions to give the customer the opportunity to explain what they need; this
makes them feel that their needs are important and also encourages them to become a
repeat customer instead of a one-off customer
In a customer/client-focused organization, employees listen to the customers for their input and
feedback in order to ascertain what they consider is important about the products supplied or the
way service is delivered. Improvements can then be made resulting in the organization gaining a
competitive advantage over other firms as customers will be happy to become long-term clients.
UNDERSTANDING CLIENT NEEDS

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Active listening - Listening is an important skill in communicating with others, as you are able to
understand and interpret what the other person is saying. To fully understand the message being
conveyed, it is important that you ask questions to clarify the meaning. It is also important to
clarify that the other person understands your message. If the client has written or emailed the
business for information, it may be necessary to phone them to clarify their needs.
Non-verbal signs - Body and facial expressions are often used when communicating. It is
important that your body language is not conveying something different to what you are saying.
Making use of correct questioning techniques - Questioning is an important tool used to obtain
feedback and clarification of a message, to ensure that the receiver understands what the sender is
saying. There are three main questioning techniques.
 Open questions encourage the sharing of information and usually require longer
answers, e.g., for what purpose are you purchasing this product?
 Closed questions are usually asking for a yes or no answer, and do not encourage
any further discussion, e.g., Would you like to purchase this product?
 Reflective questions are structured so that the person answers in a particular way,
to make their needs clear, e.g. Why does this product interest you?
CHARACTERISTICS OF QUALITY SERVICE
A customer will become a repeat customer if they are satisfied with the quality of service they
receive. Quality service includes:
 Employees who are polite, attentive to customer's needs and are able to build
rapport
 Employees who have good knowledge of the organization’s products or know the
correct person to pass an enquiry on to; and actually, follow through with enquiries
 Having goods and services that are reliable and reasonably priced
 Having complaints dealt with promptly and with understanding
 Being treated with respect and without prejudice
BENEFITS OF GOOD CUSTOMER SERVICE
 Promoting goodwill - increasing the established reputation of the business and enhancing
its value
 Customer/client loyalty/repeat business - being able to win the customer's trust and build a
long-term relationship; one that will survive even in bad economic times
 New business - being able to differentiate from other businesses and be able to attract new
customers, often due to word-of-mouth promotion from satisfied customers
 Productivity - the capacity to increase production with little or no increase in costs,
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improving profitability
 Credibility - building a reputation of being an honest and trustworthy business
 Promoting workplace/organization service ethic - a set of honorable rules of conduct which
will improve the loyalty of employees and give the organization a competitive advantage
It is important to remember that business success will be dependent on the quality of the service
given by employees; satisfied customers will become repeat customers and will promote your
business to others, ensuring long-term growth and profitability.
Self – check 2.1.1 written test
1. Of the following benefits of good customer service, except?
A. Promoting goodwill
B. New business
C. Productivity
D. attentive to customer's needs
2. which one of the following characteristics of quality services?
A. Having goods and services that are reliable and reasonably priced
B. Having complaints dealt with promptly and with understanding
C. Being treated with respect and without prejudice
D. ALL of the above
E. None
3. ----------is an important skill in communicating with others, as you are able to understand and
interpret what the other person is saying
A. Listening
B. Body and facial expressions
C. Questioning
D. Speaking
4. A type of customers someone in the same office or department as you, or in another branch
which could be in another state or even country.
A. Internal
B. External
C. Both internal and external
5. All assume that the accountof X-company that has a debit balance of Br.6,000 is past due. A
30 -day, 12% note for that amount dated December 31, 2001 is accepted in settlement of the
account. Assume the end of the year is December 31, 2001. Assume a 360- days year.
Required: a) Determine the due date
b) Prepare journal entries to record
I) Receipt of the note
ii) Accrual of interest (adjusting entries) on December 31, 2001

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36
Version 8.18
ess
iii) Reversing entry on January 1, 2001

iv) Collection of cash at maturity.
Answer sheet
Sore: - ______________
Rating: - _____________
Name: ________________________ Date: ______________
Information sheet 2.2 establish and maintain appropriate rapport with customers to
ensure completion of quality service delivery
ESTABLISHING RAPPORT
When developing rapport, you are building a relationship. Personal attributes that will assist
employees to be responsive to customer needs include:
 Sincerity - to be genuine and honest

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 Confidence - being self-assured or confident in one's own ability

 Enthusiasm - to show interest, displaying good knowledge of the range of
products/services available
 Efficiency - capable of producing the required result with minimum waste or effort
 Empathy - identifying oneself mentally with the customer in order to fully comprehend
their needs
 Interest in other people - showing concern for their needs
Once you have developed a good rapport, it is important to build on this by continuing the
communication. A follow-up phone call after the sale will help to establish the customer as a long-
term client.
There are a number of basic rules that apply when you are establishing rapport or a relationship
with customers.
SHOW A GENUINE INTEREST IN THE CUSTOMER
Customers prefer to do business with people they like. You can gain this approval by establishing
rapport, or a positive connection, with a customer.
Rapport can be established by:
 Asking questions
 Making eye contact
 Offering to help
 Recognizing mutual interests
 Simple gestures such as calling a customer by their name
You will usually find that the customer responds to this type of behavior by identifying you as
being keen to assist them to understand their needs and find a solution to their problem. The time
you take to establish a relationship with the customer will enhance their commitment and trust in
the organization.
Refer the customer to another appropriate organization if you are unable to help:
If you cannot help, or refer to another person in the business, honestly tell the customer. It would
be even better if you could spend a few minutes talking to them to gather more information and
then accurately refer them to the correct organization.
Provide translations or bilingual support to non-English speaking customers
Most businesses operating in a situation with non-English speaking clients will have set
procedures and systems to appropriately service these clients. It is important that you treat these
customers with the same respect and courtesy as every other client, even though they may have
difficulty communicating.
Present a positive, can do, will help, attitude at all times
A positive, “will help” attitude is important at all times but absolutely critical when the customer
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is giving you negative feedback or complaining about the service they have received.
Empathic phrases are a simple and easy way of conveying that you understand your customer’s
situation. You may try using the following phrases:
 I can see how difficult this must be for you

 I understand what you mean
 I understand how inconvenienced you must feel
 I am very sorry that this has happened to you
Use a genuinely warm and caring tone, to enhance the meaning and effectiveness of empathic
phrases.
Saying “I’m sorry” to a customer does not imply that you or your organization did anything
wrong; it simply conveys that you are genuinely sorry that the customer has had a bad experience.
Check with your workplace policies or procedures or your supervisor or team leader regarding
your organization’s preferred method of dealing with angry or dissatisfied customers.
When a customer is upset, they want to express their feelings, and they want their problem solved.
Be patient and allow time for the customer to express their feelings. The customer will be more
prepared to listen to you once they have ‘got their feelings off their chest’. You can then begin to
participate more actively in the process of solving their problem. Let
the customer know that you understand why they are upset and that you are ready to help
them.
TREAT CUSTOMERS SENSITIVELY AND COURTEOUSLY

Treating a customer courteously involves a lot of little things that demonstrate to customers that
we recognize and respect them as individuals and that we appreciate the contribution they make to
the success of the organization. This involves:
• Greeting the customer by name

• Smiling and maintaining eye contact
• Offering to assist them
• Asking permission before asking them questions
• Not interrupting them or speaking over them
• Being alert to any special needs that they may have
• Offering additional services where appropriate
• Thanking them for their custom
• Saying goodbye and encouraging them to return
All of the above points are about putting the customer first.
Maintaining success with your customers in the long term depends upon customers consistently
receiving real benefits from products and services as well as being treated as an important part of
the business. They must feel that you WANT their business and that you APPRECIATE their

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business. Providing an excellent customer relationship can only be achieved with the “personal
touch”.
Self-Test 2.2
1. How wouldn’t you establish a rapport with your customers?
A. Asking questions
B. Making eye contact
C. Offering to help
D. Encouraging the customer to make a quick decision
E. Recognizing mutual interests
F. Simple gestures such as calling a customer by their name
2. Customers prefer to do business with people they like. You can gain this approval by
establishing rapport, or a positive connection, with a customer. Is this statement:
a. True
b. False
Answer sheet
Sore: - ______________
Rating: - _____________
Name: ________________________ Date: ______________
Information sheet 2.3 sensitively and courteously handle customer complaints in accordance
with organizational requirements
Some 96% of customers who have problems don’t complain – they just don’t come back. Of
the 4% that do return, 95% of these will do business again with the store if the problem is
solved quickly; 54% to 70% will do business again if the problem is simply solved. This
highlights the importance of taking immediate action if a customer returns with a problem.
Put into perspective, if you have four complaints a year probably means that you have 96
other customers who have not come back.
This figure becomes more alarming when you consider that people who have had difficulties
with your business could relate the story to up to 20 other people. The main reason that
people don’t return is because they expect that nothing will be done, and they can do without
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the hassle of arguing and being treated poorly. One important factor to remember, regardless
of who or what has caused the problem, is that in almost all cases customers genuinely
believe they have a legitimate problem. Handling all customers with problems tactfully and
thoughtfully is critical to retaining them, regardless of the way they choose to let you know of
the problem.
WHY DO CUSTOMERS GET UPSET?
All customers are different, so it is normal to expect a difficult customer at some point of your
working day. This customer may be either an internal customer or an external customer. How you
deal with this situation is vitally important and turning an angry or difficult customer into a loyal
customer is a skill that you will be required to use many times in the retail environment.
There are many reasons why customers become difficult. These could include:
• Someone was rude to them, whether it was intentional or not

• No-one listened to the customer
• The customer’s needs were not met
• The customer may be intoxicated or affected by drugs
• The customer may be responding to peer pressure to cause a problem
REASONS FOR CUSTOMER COMPLAINTS

Most complaints fall into 4 groups.
Value for money - a customer’s perception of value is very important. Store presentation and
excellent customer service reinforce the customer’s perception of value.
Price overcharge - mistakes happen, so the way a mistake is dealt with and corrected will determine
customer satisfaction. Good customer service is essential.
Product - faults or complaints are not necessarily the fault of the retailer but the way the complaint is
handled determines the customer’s perception of the business.
Service - is the essence of good retailing. Rudeness and poor service discourage customers from
returning.
METHODS OF CUSTOMER COMPLAINTS LETTERS
Letters are a very common form of complaint; they are generally seen as the most official way of
complaining. This means that most customers will only use a letter of complaint where they feel
there is a serious dissatisfaction, and where the business has a separate address for complaints or
head office.
Letters have an advantage to your business, as they allow you time to look at a problem, solve it,
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and reply to the customer; hopefully ensuring they are satisfied enough to remain a customer.
SPOKEN WORD TO EMPLOYEES

The most common form of complaint, particularly in retail businesses; is face to face with an
employee (usually the front-line staff). This could take the form of a passing word or gesture, and
can be for small or large problems.
Typical comments include things such as: "This is not the first time…", "I can't believe that…" or
even a 'tut' noise in a sentence. They are generally informal complaints or comments, only
occasionally do they turn into full scale complaints.
Although there is no official complaint in most cases, spoken word comments can provide
information on the everyday problems that customers are experiencing, and provide an
opportunity for your employees to solve these problems, both for these customers, and for future
ones.
PHONE CALLS
These are another common form of complaint, generally used for informal minor
complaints, but can also be used by a highly dissatisfied customer who does not wish to
write. The frequency of phone complaints generally depends on how much your business
uses the phone; a call center will receive many more complaints than a basic office line.
Phone complaints allow you to look into a problem, but do not usually give you as much
time to solve it as a letter or email.
EMAIL
Emails are similar to letters; however, they tend to describe smaller problems that are
expected to be solved in a much quicker time. The number of email complaints you receive
will depend mostly on how widely you use email, and whether there is a specific enquiry or
complaints email address.
HANDLE COMPLAINTS SENSITIVELY, COURTEOUSLY AND WITH DISCRETION
Problems happen. It’s how you honestly acknowledge and handle them that counts with
people. Customers will remember you, and happily give you another chance to delight them
when you choose to correct problems with the very best you can offer, proving you value
them and their business.
COMMUNICATING WITH A COMPLAINING CUSTOMER
STEP ONE: LISTENING
 Listen to the complaint: Let the customer get it off his/her chest. Don’t interrupt. Make
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sure you hear the full story. Ask open questions to encourage the customer to tell you as
much as s/he wants to. Don’t argue and don’t explain
 Communicate warmth and understanding: Use body language which shows
understanding: don’t cross your arms, lean slightly towards the customer, nod, have a
pleasant but serious expression. It is not a laughing matter.
 Use the customer’s name
 Imagine what you would feel like in the same situation as you concentrate on listening to
what the customer is saying
 Don’t commit the company to any action. Don’t admit liability. Action is for a later
stage
 Don’t take it personally. The customer is not angry with you, but with the company and
the service or product
STEP TWO: CALM THE CUSTOMER

 Apologies and acknowledge the customer’s feelings e.g. “I am so sorry. You must
have been annoyed. I would have been.”
 Summaries the complaint in your own words to show the customer that you have
really listened and understood: “As I understand, this is what happened. Is that
right?”
STEP THREE: TAKE RESPONSIBILITY

 Check with your supervisor. Summaries the complaint to him/her. Do not have a dig at
the customer when you tell the supervisor the tale. If you are two-faced, you can be sure
it will come out in some way
 Communicate as soon as possible to the customer what the store proposes to do
 Explain (don’t excuse) what went wrong if you need to. By now the customer is relaxed
because you are going to rectify the problem and will listen and probably even
understand
 Check that the customer agrees with the course of action. If s/he does not, then ask the
customer what their expectations are. Relay this to whoever it is that makes decisions.
At this stage if the customer is still unhappy, it is probably best for a senior to take over
STEP FOUR: FOLLOW UP

 Check that what you promised actually happens, and that it happens by the time
you said it would. You should keep a diary note
 Ring the customer up after the complaint has been rectified and make sure s/he is happy
(or check at the end of the conversation)
Employees receiving customer complaints should always be friendly, polite, and helpful; and try
their best to resolve the problem if they can. Even if a problem cannot be totally solved, the fact

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that your business did everything you could to help will make the customer feel much less
negative about your business, hopefully enough to keep them with you (so you can ensure they are
fully satisfied next time around!)
Sometimes it can be difficult for an employee to feel like helping an angry customer, particularly
if the problem is not their fault; however, it is crucial that they remain polite and helpful at all
times.
Remember that body language is a large part of communication, so listening while

looking away will just make the customer think you are ignoring them.
USE ACTIVE LISTENING AND QUESTIONING TO ESTABLISH NATURE OF

COMPLAINT
A critical aspect of resolving the complaint is to identify the complaint. ln most cases, the
customer will tell you what the problem is, but their version is certain to leave out relevant
information. This information may be information which lessens their case, or which puts a
different slant on things.
LISTEN TO YOUR CUSTOMER
One of the best ways to help make unhappy customers feel better about your business is to listen.
This shows that you care about your customers, and are looking out for them.
Active listening is a structured form of listening and responding that focuses the attention on the
speaker. The listener must take care to attend to the speaker fully, and then repeats, in the listeners
own words, what he or she thinks the speaker has said. The listener does not have to agree with the
speaker--he or she must simply state what they think the speaker said. This enables the speaker to
find out whether the listener really understood. If the listener did not, the speaker can explain
some more. Active listening has several benefits:
 First, it forces people to listen attentively to others

 Second, it avoids misunderstandings, as people have to confirm that they do really
understand what another person has said
 Third, it tends to open people up, to get them to say more
ESTABLISH NATURE OF COMPLAINT
You must talk to the customer to work out whether the issue is beyond your authority to fix,
indicating that a manager needs to become involved.
Attempt to find out:

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• Names of those involved

• Promises that the store/staff may have made
• Service or products that failed to live up to promises or expectations, including
how
• They failed to deliver on quality or expectations
• Timelines relating to the complaint
• Costs, money or charges involved
• The factual details, as far as can be ascertained, as to what was said and by whom
• Actions, or inactions, taken (or not taken) by the staff
When you have uncovered all the details about the issue, repeat them back to the person and then
move on to seek agreement about what should be done.
Whatever is decided on must be explained in detail so there can be no doubt about what you are
going to do; when such agreement is takes place, your next step is to implement the agreed
solution.
TAKE ACTION TO RESOLVE COMPLAINT TO CUSTOMER’S SATISFACTION
ALWAYS OFFER A SOLUTION

When a customer complaint, you should always offer them a solution to the problem. If you
cannot directly fix the problem, offer them something else to try and keep them satisfied.
There are many different types of solution, but they could all turn a disappointed customer into a
happy one:
 Replacement - If you sell a product that has broken, offer a replacement. If an exact
replacement is not available (or not wanted) you can try replacing with a similar make
or model. A replacement solves any problem with the product, it may cost you the value
of a new product, but losing the customer will probably cost much more in the long run.
 Refund - If a customer is really unhappy with a product or service, they may want a
refund. This will mean a loss of the sale revenue, but providing a refund without hassle
will strongly improve the chances of the customer returning again. In some cases, a
partial refund may solve minor problems (E.g.: Slight scratches on a product, etc.…)
 Fixing - If there is a problem with a product, try fixing it! If a customer has a problem
with your service, try taking steps to solve the problem and prevent it happening again.
If the problem is an employee, speak with them, or if it continues, consider giving a
verbal warning. If there is a common employee problem, you may be able to help solve
it with training.
 Money off Next Purchase - For smaller problems, it may be satisfactory for you to offer
the customer money off of their next purchase with you. This helps to ensure that they
will return to you, whilst minimizing the cost of solving the problem.

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 Apologies - Sometimes one of the most effective forms of solution can be an apology,
informally for minor problems, or written for major problems. An apology should be
genuine, and may go alongside other forms of solution, particularly if the problem is
significant, or the customer is an important one. An apology shows that you care about
the customer, and that you are aiming to put right any problems they have encountered.
REFER UNRESOLVED COMPLAINTS TO SUPERVISOR

The importance of effective resolution of customer complaints impacts upon the customer service
performance of the organization and should be resolved in a manner which is professional and
compliant with your organization’s procedures.
You may not be able to resolve a complaint because:
• The customer is unprepared to negotiate what they see as being the only
acceptable resolution
• The customer is irate, aggressive, threatening or intimidating
• The solution is beyond your authority to act on
• There is a lack of understanding in relation to the complaint
• There is a language problem
Sometimes, the customer's issue needs to be dealt with by someone with a different authority
level. All these situations must be referred to the appropriate person as soon as possible to prove
their complaint is not being ignored.
The appropriate person may be:

• Supervisor/management
• A more senior staff member
• The owner
• Accounts Department
• Delivery staff
Here are some ideas you can apply to help reduce customer frustration:
 Do everything practical to ensure that the customer does not have to repeat his or
her story to the next person
 When transferring a phone call to another staff member, make every effort to "fill in"
that member about the particulars of the problem
 Keep in mind that hostile customers may be best calmed down by referring to a
supervisor. We know that people tend to behave less aggressively when they speak
to a supervisor, regardless of level in the organization
 Again, when referring to a supervisor, make sure the supervisor is aware of the
problem, and the emotional state of the customer (hostile, angry, threatening, etc)
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 Before referring, make sure you understand the customer's situation and what he or
she wants. A major error that employees make is to not listen well, or, not ask the
right questions, and assume that a referral is in order. Good listening skills are
important
 When referring, try to tell the person how long the wait will be, or what to expect
TAKE OPPORTUNITIES TO TURN AROUND CUSTOMER DISSATISFACTION

Use customer complaints to turn casual customers into loyal, long-term customers.
When you think about it, you usually don’t get much time when you serve happy customers - a
matter of minutes, if that.
If a customer comes to the store to complain, you are given a valuable opportunity: you have time
to get to know each other better.
You get to know:
 The customer’s name (and perhaps address and phone number)

 What the customer likes
 What the customer doesn’t like
 How you can encourage the customer to return
The customer gets to know:
 That you give excellent customer service

 That you guarantee your products and services
 That you care personally about him/her
Are these your innermost thoughts when you realize a customer is going to complain to you about
something? If your answer is “yes” you are not alone. Many people involved in customer service
make a mistake: they treat complaining customers and difficult customers the same way.
But the truth is that all of us can be complaining customers. It just means our expectations of a
product or service were not met and we let the store know.
It is very likely that you will be able to transform a complaining customer into a loyal, long-term
customer.
TURN COMPLAINTS INTO OPPORTUNITIES
When a complaint is made it provides us with an opportunity: to make a further sale, to "save" the
situation, to impress the customer with other aspects of our store, and to apologies.

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It is an opportunity to show a high level of customer service by:

 Showing concern for the individual and for the situation they find themselves in
 Acting promptly rather than dismissing the complaint
 Demonstrating genuine desire to find a quick and acceptable solution
 Reporting back to the customer on progress of the resolution
 Being understanding and apologetic
 Checking to ensure that what was agreed on has been done and all is now okay
CHECKLIST FOR HANDLING CUSTOMER COMPLAINTS

Use this checklist to help ensure that you are handling a customer complaint well:
• Demonstrate a positive, helpful attitude to the customer

• Demonstrate courtesy to the customer
• Demonstrate understanding of the customer’s feelings
• Listen to the customer
• Ask open-ended questions to get information from the customer
• Give feedback to the customer to show you understand their problem
• Take action to resolve the customer’s complaint
• Refer the customer’s complaint to your supervisor if necessary
• Turn a dissatisfied customer into a happy customer
• Complete any documentation that is necessary
• Take follow up action to ensure the customer is happy
ACCURATELY COMPLETE DOCUMENTS REGARDING CUSTOMER COMPLAINTS
BENEFITS OF RECORDING CUSTOMER COMPLAINTS
Having a record of complaints is useful for monitoring any patterns and finding areas of
improvement in the business. It is also handy as a record of dates if a customer returns to make
further complaints.
As part of the recording system, make sure there is a way to tell resolved complaints apart from
the unresolved ones. It could be as simple as moving a complaint form into another section of a
folder or putting a red line across a complaint once it has been resolved.
A regular check of the records will then show you which complaints still need to be resolved. This
way, no complaints will be left unresolved for very long and customers won’t be kept waiting.
Recording any follow up contact with customers is also useful for establishing an effective
complaints process.
DOCUMENTATION
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ss
A comprehensive complaints procedure will include a recording system for the complaints. This
could be a notebook where all complaints are written or a form for customers or staff to fill in and
the business to file.
Commonly the complaints forms will be at service counters, in the staff tea room and/or in the
manager's office.
Complaints must be recorded accurately and legibly and it is usual to complete these forms as
soon as possible while the details are still fresh in your mind.
TAKE FOLLOW UP ACTION TO ENSURE CUSTOMER SATISFACTION

Taking follow-up action in relation to complaints involves checking with the customer to
ensure they are happy, and taking internal action to prevent the problem happening again.
FOLLOWING UP CUSTOMER COMPLAINTS

After acting on a complaint, check with your customer if the resolution is to his satisfaction.
This is a very important part of dealing with a complaint. Follow up procedures demonstrate
to the customer that they are a valued part of your business.
Checking with customers offers us another opportunity to provide outstanding service, and
gives us another chance to "make things right". It also shows we have taken their complaint
seriously, and we value them as a customer. It can transform a situation where they were
annoyed into a Wow factor.
You might want to follow up a few weeks after, just to check on things. Your customer might be
able to give you a few insights on how to make your service better. Follow up may take the form
of formal documentation, as required by the policies and procedures of your employer, a letter of
apology, or a phone call to the customer to see if they are happy.
Self-Test 2.3:
1. Why should you be polite and courteous to customers? Choose the answer that is most correct.
A. So that customers won’t complain
B. Because you have to
C. Because the boss said so
D. Because they deserve
Fill the gaps with words from the list below:
Service, Value for money, Product, Price overcharge
1. _____________________ - a customer’s perception of value is very important. Store presentation and excellent
customer service reinforce the customer’s perception of value.
2. _____________________ - mistakes happen, so the way a mistake is dealt with and corrected will determine
customer satisfaction. Good customer service is essential.
3. _____________________ - faults or complaints are not necessarily the fault of the retailer but the way the complaint
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is handled determines the customer’s perception of the business.

4. _____________________ - is the essence of good retailing. Rudeness and poor service discourage customers from
returning.
Answer sheet
Sore: - ______________
Rating: - _____________
Name: ________________________ Date: ______________
Information sheet 2.4: provide assistance or respond to customers with specific needs according to
HOW DO YOU SERVE CUSTOMERS WITH SPECIAL NEEDS?

Essential elements are:
The ongoing need to be polite and courteous

•
The need to be warm, genuine and empathetic
•
Knowing when to back off and allow people to help themselves
•
Being yourself
•
Knowing your own personal limitations and realizing when to:
•
o Involve another staff member
o Obtain an interpreter
o Refer them to somewhere, or someone else
o Redirect them to another section, department or area within the store
• Consistency
Serving customers with special needs requires you to have a positive attitude, good
communication skills, patience and, often, a sense of human ours.
SERVING CUSTOMERS WITH INTELLECTUAL DISABILITIES

Some techniques of good service are:
 Understand that people with intellectual disabilities may or may not have physical
disabilities as well
 Serve them the same way you serve other customers: make them welcome, find out their
needs, meet their needs, and complete the sale and farewell them
 Always first try to communicate directly with the customer. If you cannot establish
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communication with the customer, communicate second hand through the companion
 Do not guess what the customer wants: clarify and confirm
 Do not guess what the customer is like as a person
 Do establish a warm, humorous relationship if both you and the customer genuinely
share the warmth and hum us
 Find out by asking if there is any special service you can provide. Make your own
suggestions too
 Don’t try too hard. It comes out as artificial. Being yourself is the best there is
 Treat the customer with the same respect you’d show any other customer
 Be patient if the customer needs time to communicate
 Give feedback to show you’ve understood
 Act naturally
Serving Customers who are Deaf or Hearing Impaired:

 Get the person’s attention before talking. A tap on the shoulder or a wave of the hand in
their field of vision are two acceptable ways of doing this
 Do not stand in front of a window or bright light. You are then easier to see
 Look at the person as you talk
 Speak naturally. Don’t exaggerate your lip movements or speak louder. These distort
your speech and make you harder to understand
 Don’t mumble, eat or smoke
 Use simple language and sentence structure. Don’t however, patronize. There is a
difference between keeping things simple and being patronizing
 Avoid background noise
 Use visual clues and gestures
 Write down what you want to say
 Be patient. Show tolerance and good humor
 Use a combination of speech and writing
SERVING CUSTOMERS WHO ARE BLIND OR VISION IMPAIRED

If you are serving customers who are blind or vision impaired, there are some simple
things you can do which make their shopping easier.
 For a start, walk up to a customer straight away. It is awful standing in a store

for a long time waiting for someone to notice you
 Say something simple like “Hi, would you like some help?”
 Then tell the customer you are a salesperson to show you are not
another customer
 Then ask the customer “What is your guiding technique?”
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 Don’t just grab the customer’s arm and start leading. The customer will tell
you the best way to guide
 Talk as you usually would. Don’t shout. They’re not deaf
 To provide good service, you have to listen to the customer very well
SERVING CUSTOMERS FROM NON-ENGLISH- SPEAKING BACKGROUNDS
 Greet the customer as usual. Most non-English speaking customers recognize some
basic words
 Use positive body language to assist your communication
 Speak slowly and in simple English
 Listen very carefully
 Give feedback to show you understand
 Use pictures and diagrams if necessary
 Show friendliness and tolerance
 Get feedback from the customer: “No”, “Yes”, “Bigger”, “Another one”, etc.
 Use the Translating and Interpreting Services if necessary. Phone 13 1450 from
anywhere in Australia, 24 hours a day
Self-Test 2.4:
1. List at least five techniques of good service to customers (5pts)
Answer sheet
Sore: - ______________
Rating: - _____________
Name: ________________________ Date: ______________

IDENTIFY AND USE AVAILABLE OPPORTUNITIES TO PROMOTE AND ENHANCE
SERVICES AND PRODUCTS TO CUSTOMERS
Once you have established the needs and expectations of your customers, you then need to
develop appropriate solutions using your products and services and offer them the best
possible option to meet or exceed their requirements. Although this process differs from
business to business.
The following are some simple guidelines:
 Assess and priorities customers’ requirements

 Identify all possible solutions that could meet customers’ needs and wants

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 Effectively communicate the available options to the customer and suggest choices that
match their requirements
 Assist customers in the selection of the best possible option
In addition to these you also need to:

 Provide prompt service to customers to meet identified needs in accordance with
business requirements
 Establish and maintain appropriate rapport with customers to ensure completion of
 Sensitively and courteously handle customer complaints and objections in
accordance with business requirements
 Provide assistance or respond to customers with specific needs in accordance with
business requirements
 Identify and use available opportunities to promote and enhance services and
Operation sheet 1 forms to alter training or systems to improve customer

service
1. Management may use these forms to alter training or systems to improve customer service,
so don’t feel they are there to allocate blame
SAMPLE CUSTOMER COMPLAINT FORM

Customer’s Name: ……………………………………..
Address: ………………………………………………………………
……………………………………………
Home Phone ……………………………………..
Number:
Work Phone ……………………………………..
Number
Customer ………………………………………………………………
Complaint: ………………………………………………………………
Please include a
clear
description
of all the
relevant
information.

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Sales Assistant ……………………………………..

Handling
Complaint:
Department: ……………………………………..
Date: ……………………………………..

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Lap test: - practical demonstration
Name: _____________________________ Date: ________________
Time started: ________________________ Time finished: ________________
1. To illustrate a discounting notes receivable, assume that a 90-day, 12% notes receivable for
Br.1800, dated November 8, 2001, is discounted at the bank on December 31, 2001 at the
discounting rate of 14%. Assume a 360-days year.
Required:
A. Determine the due date, discounting period, Interest, the discount, maturity value, and
proceeds.
B. Prepare entries to record discounting of the note.

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LG#21, LO3: Monitor and report on service delivery

Instruction sheet
This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics:
 Regularly review customer satisfaction with service delivery using verifiable evidence
 Identify opportunities to enhance the quality of service and products, and pursue
 Monitor procedural aspects of service delivery for effectiveness and suitability to
customer requirements
 Regularly seek customer feedback and use to improve the provision of products and
services
 Incorporate evidence of customer satisfaction in decisions to modify products or services,
ensuring they are within organisational requirements
 Focusing detailing reports are clear on critical aspects of service delivery
This guide will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
 Regularly review customer satisfaction with service delivery using verifiable
evidence in accordance with organisational requirements
 Identify opportunities to enhance the quality of service and products, and pursue
within organisational requirements
 Monitor procedural aspects of service delivery for effectiveness and suitability to
customer requirements
 Regularly seek customer feedback and use to improve the provision of products and
services
 Incorporate evidence of customer satisfaction in decisions to modify products or
services, ensuring they are within organisational requirements
 Ensure reports are clear, detailed and contain recommendations focused on critical
aspects of service delivery

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being discussed. Ask your trainer for assistance if you have hard time understanding
them.
3. Ask from your trainer the key to correction (key answers) or you can request your
trainer to correct your work. (You are to get the key answer only after you finished
answering the Self-checks).
4. If you earned a satisfactory evaluation proceed to “Operation sheets placed at the end of
each LO
5. Perform “the Learning activity performance test” which is placed following “Operation
sheets”
11. Represent the minimum performances that must be achieved to successfully
complete a course or program;
12. Answer the question, "Why should a student take this course anyway
Information sheet 3.1 regularly review customer satisfaction with service delivery using verifiable
evidence according to organizational requirements
Reviewing customer satisfaction begins with customer research. Most medium to large
organizations has specialized departments that plan and conduct customer research. We will have a
look at some of the techniques you may be required to understand in order to effectively research
(or review) customer satisfaction.
THE RESEARCH PROCESS
Like all research processes, customer service research has five broad phases. These are:
 Defining the problem and documenting the research objectives

 Developing the research plan for collecting information
 Implementing the research plan — collecting and analyzing the data
 Interpreting and reporting the findings
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 Post-implementation review
 Let’s look at each of these in more detail.
DEFINING THE PROBLEM AND RESEARCH OBJECTIVES

In this phase, you need to define and document the objectives of the research. This phase expresses
the outcome as a series of goals. Defining the problem is often the hardest part of the research
process, as a manager may know that a problem exists but be unsure how to put the problem in
‘research language’.
Defining a problem keeps us focused on our goal, and encourages us to start with the end result in
mind, instead of getting bogged down in details. This is the essence of strategic thinking and
planning. For example, a manager may suspect that an organization is losing customers as a result
of poor service. Before trying to implement
problem can be defined as a goal, or a series of goals, such as:
 Determine the causes of customer attrition by implementing weekly satisfaction surveys
Sometimes defining a customer service problem can be tricky and it can be a good idea to involve
an experienced market research specialist at this point in the process.
Once the problem has been defined, you need to identify the specific objectives of the research
process. There are three general types of research objectives for most research processes:
 Exploratory: These objectives relate to gathering information about a customer service-

related problem or impact of a new customer service. For example, a manufacturer may
wish to investigate whether the introduction of a 24-hour help-line would solve the majority
of consumer problems and therefore reduce the processing costs of returned goods
 Descriptive: Descriptive objectives relate to the customer research that will be used to
better describe customer service-related problems or situations. For example, you may wish
to investigate if a new customer service will appeal to the customers in your area
 Causal: The final category of objectives is causal objectives. These objectives investigate
customer service ‘effects’ e.g., aggressive behavior by customers when market researchers
call after 7pm. This type of investigation of the linking between observed factors is called
cause and effect relationship’ research
Finally, using these objectives, you need to decide who will use the information gathered and how
they will use it. Considering these objectives helps you to define what data or information needs to
be gathered, identify what questions need to be asked and determine what the customer service
research sample needs to be.
DEVELOPING THE RESEARCH PLAN
Once the objectives have been identified, the next phase is the development of the research plan.
The following planning steps are usually used in an organizational planning process:
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 The outcome is expressed as a series of goals (as described above). In customer service
research these goals must include determining the specific information needs of the
research. For example, must the final information outcome include demographic data,
lifestyle characteristics, and consumer attitudes to the packaging?
 A list of actions to achieve each goal is created
 A time line for each action is prepared
 Resource allocation occurs for each action
 Possible problems are identified and contingency plans are created
 A monitoring process is designed and implemented
 Final costs are estimated
 The plan is implemented
In customer service research, there are four additional areas that must be addressed during the
planning process. These involve the following:
 What ‘primary’ and ‘secondary’ data to gather (usually included as part of a list of actions
to be achieved for each goal). Primary data is data that is collected specifically for this
customer service research. Secondary data is information that already exists as it has been
collected for another purpose, such as demographic data or the organization’s Profit and
Loss Statement.
 The customer service research techniques that will be used. These include are interviews,
surveys, focus groups and case studies.
 Selecting the suitable sample of customers who will be used for the customer service
research. Choosing your sample is critical. To seek information from the wrong sample of
customers, or a very limited sample, could mean invalidating your customer service
research.
 Selecting an appropriate customer contact method. If the customer research requires
customer contact, then you must decide what customer contact methods will be used to
gather the data. Common forms of customer contact include mail, telephone, email or
personal interview. A summary of the strengths and weaknesses of these four contact
methods is provided below:
Strengths and weaknesses of customer contact methods
Personal
Mail Phone Email
Interview
Flexibility Poor Good Excellent Fair
Data quantity Collected
Good Fair Excellent Fair
Speed of
Poor Excellent Good Good
response
Response rate Poor Good Good Poor
Cost Good Fair Poor Excellent
IMPLEMENTING THE RESEARCH PLAN
In the next phase, the research plan is implemented and managed. Although the management of the
customer service research plan may be controlled by the organization, many organizations today
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elect to have the customer service-related data collected by a third party — this reduces costs and
ensures objectivity. ‘Mystery Shopper’ organizations provide this type of service.
INTERPRETING AND REPORTING ON THE FINDINGS
In this phase, you interpret the findings, draw conclusions from the data collected and
present the results to your team and the organization.
POST-IMPLEMENTATION REVIEW
As with all good plans, customer service research should conclude a post- implementation
review. In this phase you ask and answer the question, ‘What did we do well this time and
what could we do better next time?’
Your service research planning template could look like this:
Research objective(s): exploratory, descriptive, causal

Resources
Phase Actions By when By whom
required
Develop research plan (including
research techniques,
customer sample, contact method)
Implement research plan
Interpret and report research results
Post-implementation review
Is this statement:
 True
 False
Self-Test 3.1:
Fill the gaps with words from the list below:
Implementation, Reporting, Developing, Implementing, Defining, Interpreting
Customer service research has five broad phases:
 the problem and documenting the research objectives

 the research plan for collecting information
Version -1
 the research plan — TVET
collecting and analyzing
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 Post- Author/Copyright
review December, 2021
Answer sheet
Sore: - ______________
Rating: - _____________
Name: ________________________ Date: ______________
Information sheet 3.2 identify opportunities to enhance the quality of service and
products, and pursue within organizational requirements
Once you have completed your customer research you have quantifiable data, which can be used as
the basis for constructive suggestions that will lead to changes in service standards. You can also
provide advice on future directions of client service strategies.
The underlying purpose here is to improve service performance and to increase customer
satisfaction. It’s important to be systematic.
You need to be able to describe the performance gap and discuss it with your team. Often these
situations become difficult because people’s emotions and feelings of self- worth come into play.
One way to keep a positive focus is to think of this as a problem- solving activity.
Talking to team member

Problem-solving step Problem-solving skills about improving customer service
Describe the problem Describe the performance gap.

1. PROBLEM

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Identify the outcome you Explain exactly what standard of customer service
want is required.
Ask for help Explain why it’s important that the team
reaches the customer service standard.
Find out what’s preventing the team from

reaching the standard.
Ask for the team’s point of

view and listen without interrupting
Develop options for reaching the customer service

standard with the team.
Develop options
Discuss the merits of the various options and
Consider the consequences agree on a solution.
2. SOLUTION
Make the decision Develop a clear action plan
those states who does what, and by when.
Develop an action plan
Measure the performance.
Has the customer service performance gap

Ask yourself how it’s going and
increased or decreased?
3. REVIEW when it’s finished, how it went.
Is the team implementing the agreed solution?

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Self-Test 3.2:
What would you consider an opportune time to enhance the quality of your products and
services?
A. Whenever the customer is in the store

B. Never
C. I don’t know
D. Whenever a customer complains
E. After the customer leaves the store
Answer sheet
Sore: - ______________
Rating: - _____________
Name: ________________________ Date: ______________
Information sheet 3.3 monitor procedural aspects of service delivery for effectiveness
and suitability to customer requirements
When monitoring the procedural aspects of service delivery for effectiveness and suitability to meet
the customer requirements, there are four steps that will help you monitor this.
THE FOUR STEPS TO MONITORING
ESTABLISH WHERE MONITORING IS NEEDED

The key point for a manager in monitoring the implementation of service improvement plans is
identifying where monitoring is needed. In order to identify the areas that require monitoring, ask
yourself the following questions:
What are the most important areas in my service improvement plans? Are they:
team member service behaviors

o Improving product quality
o Increasing sales
o Improving service timeliness

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o Improving service flow

o Reducing customer complaints
o Other
 What would be the impact if the service improvement plan went wrong?
 How do these areas support the organization’s service strategy?
ESTABLISH THE MEASURES
Using the answers to the questions above, identify what should be monitored. Remember that
your measures should monitor the key areas that you have identified in the first step,
including those that support the organization’s service strategy. Measure the most important
things that will help you to meet your goals, and make sure the measures give you accurate
and timely information. One useful method of gathering data is to use both formal and
informal customer surveys. Informal surveys can be carried out by staff when they have
finalized a sale with the customer by asking questions. Formal surveys using a written form
or external group to do phone surveys and mystery shoppers are often best for developing a
complete picture.
COMPARE
Compare what should be happening with what is happening. Remember that in any plan some
variation to the planned outcome will occur. As a manager your role is to identify when this
variation is important.
TAKE ACTION
If a variation is identified it may become necessary for you to take corrective action. You may
need to:
 Give yourself some ‘breathing time’ to decide on the proper course of action
(interim action)
 Change some of the service standards so that they meet customer needs more
effectively (adaptive action)
 Remove negative influences that are affecting service performance, e.g., change a
service offering to better accommodate customer demands (corrective action)
 Remove the cause of a potential performance shortfall, e.g., implement performance
management procedures to address the non-performance of a team member
(preventative action)
 Act to reverse a negative trend in the plan that is revealed by monitoring and prevent
any future impact on customer satisfaction, e.g., implement a training plan to improve
the ability of staff to manage customer complaints (contingency action)
Self-Test 3.3
1. Monitoring service delivery is important So that you know whether colleagues/staff are providing
ongoing/stable level of service to customers.

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Is this statement:
A.
True
B.
False
2. The 4 steps to monitoring service delivery are:
A. Take action
B. Establish the measures
C. Assume
D. Establish where monitoring is needed
E. Compare
F. Observe
Answer sheet
Sore: - ______________
Rating: - _____________
Name: ________________________ Date: ______________
Information sheet 3.4 regularly seek customer feedback and use to improve the provision of
products and services
So far, we have looked at how important it is to find out what your customer thinks of your services
and products. Customer service improvement, however, is a continuous cycle. In other words,
when you receive feedback, you and your organization need to act on this feedback, and not just
file it away for later and do nothing with the feedback.
It is important that you regularly seek customer feedback on the service provided as well as your
product. It is hoped that when you get the feedback that your customers will say that your services
have improved. Having the feedback will help in your organization’s continuous improvement.
Continuous improvement can be defined as the improvement of the quality of aspects of service (or
the product). The improvement will not happen overnight—it’s step-by-step. Ideally, improvements
must be cost-efficient or cost neutral. Ideally too, it should not mean more work for staff but a
change in the ways things is done. Customer feedback is sought continuously.

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In other words, continuous improvement occurs when the quality management process is
continually reviewed and improved.
Obtaining feedback is not enough. You will need to identify those work processes that are not
working well—therefore resulting in the customer not getting satisfaction out of their
interactions with your unit or organization.
You would need to examine the following:
 Work processes may not adequately incorporate quality requirements
 The quality objectives may be incorrect or incomplete
 The established quality standards may be incorrect or incomplete
 The metrics used to measure quality may be incorrect or incomplete
 The quality assurance checklist may be inaccurate
 The quality process may be incorrect
Once you have identified where the quality management process can be improved,
report your findings to your manager. Remember, continuous improvement occurs when
the quality management process is continually reviewed and improved.
Any decision to modify a service or product needs to be based on evidence and this
means an analysis of customer feedback.
Self-Test 3.4
Why is feedback from customers important?
A. So you can monitor customer satisfaction

B. So you can avoid them if they come in the store
C. So you can make any changes required when required
D. So you know who the complainers are
Information sheet 3.5 ensure reports are clear, detailed and contain recommendations
focused on critical aspects of service delivery
In order for the customer feedback, you collect during research and monitoring activities to be
useful, it must be collated and stored to become data that can be analyzed and interpreted for the
purposes of planning. Record keeping and the development of databases form an important part of
this process. Electronic media has taken the storage and retrieval of information and data to new
heights and in today’s global economy it is essential that managers are able to fully utilize current
technology. Maintaining records and reports in an efficient and accessible way will help you to
support service strategies, examples of which are outlined below.
 Adjustments and changes can be continually made in order to meet current customer needs
and market circumstances. These changes must be reported to your staff. Then they know of
impending change and the reasons for it, thereby ensuring smooth application of new
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methods and procedures

 Keeping records of various service improvement initiatives means that you can also keep
track of what has been tried and compare the success of different initiatives. For instance,
you may have implemented a system to track the time to complete a service interaction.
Comparing service times before and after you have streamlined service processes will help
you to work out if the new processes are working
 You can determine what information you need and obtain and keep only that information
that is appropriate for reliable decision-making. Essential information provides up-to-date
information on customer buying habits and the level of stock required to ensure regular,
reliable service where and when the customer needs it. It also avoids the inconvenience and
embarrassment of being overstocked or out of stock
 Organizations usually work well where a common base of information is available. Sharing
information means that all employees understand the goals they are working towards and
what is required of them. This eliminates the risk of employees undertaking activities that
work against the achievement of service objectives simply because they misunderstand what
is expected of them. Where there is good coordination and clarity as to what needs to be
achieved, the result is that employees work together well in service teams
The report should include the following:
 The deficiencies or errors you have identified within the quality management process
 The causes of those errors or deficiencies
 Your recommendations for rectifying the problems for the future
Self-Test 3.5
1. What types of things wouldn’t you need to report in business?
A. Tea breaks
B. Complaints
2. List reports that include in critical aspects of service delivery(4pts)
Answer sheet
Sore: - ______________
Rating: - _____________
Name: ________________________ Date: ______________

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Operation sheet: monitoring customer services
Instruction: - how Monitoring Your Customer Service Practices?

 Steps for Monitoring Your Customer Service Practices
1. Analyze service interactions across all channels

2. Ask customers for their feedback
3. Consult with agents to improve practices
4. Offer regular employee training and mentoring
5. Provide regular channel maintenance
Lap test: research

Name: _____________________________ Date: ________________
Time started: ________________________ Time finished
1. Discuss general types of research objectives for most research processes

2. defining the problem and research objectives, briefly?

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A.

A TVET AND TECHNOLOGY BUREAU

Account and Budget Support Level III

Unit of competencies: deliver and monitor services to customer

TVET Program Title- Account and budget Version -1

TABLE OF CONTENTS PAGE

LG#19, LO1: Identify customer needs................................................................................................................. 4

TVET Program Title- Account and budget Version -1

LG#21, LO3: Monitor and report on service delivery

LG#19, LO1: Identify customer needs

 accurately identifying and clarifying customer needs and expectations

TVET Program Title- Account and budget Version -1

TVET Program Title- Account and budget Version -1

Information sheet 1.1: Use appropriate interpersonal skill to accurate

Most Common Types of Customer Needs

TVET Program Title- Account and budget Version -1

TVET Program Title- Account and budget Version -1

How to Identify Customer Needs

TVET Program Title- Account and budget Version -1

Customer services on account

TVET Program Title- Account and budget Version -1

Controls over Receivables

Due date: Term of the note............................................... 120 days

Self-check 1.1 written test

1. What are customer needs (5pts)?

TVET Program Title- Account and budget Version -1

B. b) Br.12,000, 10% interest, 4 months note dated June 5.

the client will aid in achieving a positive result.

Self - check 1.2 fill in the blank space

TVET Program Title- Account and budget Version -1

Note: Satisfactory rating – above 3 points Unsatisfactory – below 3 points

Name: ________________________ Date: ______________

Effective Ways to Communicate with Customers

TVET Program Title- Account and budget Version -1

TVET Program Title- Account and budget Version -1

Self - check 1.3

Name: ________________________ Date: ______________

TVET Program Title- Account and budget Version -1

TVET Program Title- Account and budget Version -1

Self - check 1.4

Name: ________________________ Date: ______________

Delivering and Monitoring a Service to Customers

A customer (sometimes known as a client, buyer, or purchaser) is the recipient of

TVET Program Title- Account and budget Version -1

TVET Program Title- Account and budget Version -1

of marketing. Whilst the intermediate/ultimate categorization is used by marketers,

 An external customer of an organization is a customer who is not directly connected to that

 Why do your customers need you?

TVET Program Title- Account and budget Version -1

What do you know about your customers?

 who they are?

TVET Program Title- Account and budget Version -1

 who the customer's current supplier is

Ten things you need to know about your customers

TVET Program Title- Account and budget Version -1

TVET Program Title- Account and budget Version -1

TVET Program Title- Account and budget Version -1

transactions, providing information on purchasing and service history, product inquiries,

Identifying Customer Needs

Name: __________ Date:

Name: __________ Date:

Name: __________ Date:

Name: __________ Date:

Time started: ________ Time finished:

Name: __________ Date:

Name: __________ Date: