Customer Care

Customers dont
care how much you
know, until they
know how much
you care.

The Facts
6 times cheaper to retain a customer than it is to
acquire a new one
Customers will tell 8 people about a good
experience and 14 people about a bad one
20% of your customer base will account for 80% of
revenue
It costs less to get a second sale than you had to
pay for the first one
Customer loyalty leads to profit

Customers. Where do
they go?
1%

3%

5%
9%

14%

68%

Die

Move away

Friends

Influenced

1%

3%

Product Quality

Poor Service

5%
9%

14%

68%

Di e

Mo ve

away

Fri ends

Influenced

Product Quali ty

P oor

S ervi ce

Building the relationship Dont count the people you reach, reach the
people who count
Fish where the big fish are, put your efforts
into proven techniques that work
Recognise previous customers
Turn every contact into an opportunity
Reward your best customers

The Customer Value

The Pareto Principle
Customer
Value
Top
Customers
High Potential

Mainstream
Customers

Low Value Customers

80% of customers generate 20% of

your revenue

Creating a customer centered

culture - The 5 Cs
1. Communications - listening, feedback,
asking,dealing with problems
2. Consistency - be consistent as possible
3. Courtesy- eye contact, returning phone
calls, pleasant manner, respect for
privacy

Creating a customer centered

culture - The 5 Cs
4. Change - asking for feedback
or receiving it and doing
something
5. Care - showing that you care
and value the relationship

Complaints should be seen as an

opportunity

Complaint Myths

If customers dont complain we are performing

satisfactorily

96% of people do not complain directly to companies

but they do complain to others and 9 out of 10 of

these customers will never come back.

If a company deals with the complaint they will still

not come back

Normally, a satisfactory resolution to a problem

generates loyalty. If you can resolve a complaint
on the spot 95% of customers remain loyal.

People enjoy complaining

This is untrue. It is costly and inconvenient.

How to Handle
Complaints

Never ruin an apology with an excuse

Being customer centered is

important to the future success of
any size of organisation by
creating profitability, generating
goodwill and being flexible to
change.

The customer is King, keep them

coming back.." -- Fergal Quinn
Superquinn.

Care more than othersthink wise.

Risk more than others
think safe.
Dream more than others
think practical.
Expect more than others
think possible.
Howard Shultz, CEO Starbucks Coffee

The reasons for losing

customers and clients
are
70% EQ-related,
e.g., didnt like
companys customer
service
(Forum Corporation on Manufacturing and Service

50% of time
wasted in business
is due to lack of
trust
(John O. Whitney, Director, Deming Center for Quality
Management).

A Simple Definition of EQ

Knowing how you

and others feel and
what to do about it.

ARE YOU
EMOTIONALLY
INTELLIGENT?
OR
YOU STILL THINK (not feel) THAT
IQ MATTERS MORE THAN EQ

What is YOUR Emotional

Intelligence?
http://ei.haygroup.com

You are on an airplane that

suddenly hits extremely
bad turbulence and begins
rocking from side to side.
What do you do?

You are in a meeting when

a colleague takes credit for
work that you have done.
What do you do?

You are a customer service

representative and have
just gotten an extremely
angry client on the phone.
What do you do?

A discussion between you

and your partner has
escalated into a shouting
match. You are both upset
and in the heat of the
argument, start making
personal attacks which
neither of you really mean.
What is the best thing to do?

You have recently been

assigned a young manager
in your team, and have
noticed that he appears to
be unable to make the
simplest of decisions without
seeking advice from you.
What do you do?

Marking your Answers

The turbulent airplane:
[A] Continue to read your book or magazine, or
watch the movie, trying to pay little attention to
the turbulence.
[B] Become vigilant for an emergency, carefully
monitoring the stewardesses and reading the
emergency instructions card.
[C] A little of both A and B.
[D] Not sure - never noticed.

The credit stealing

colleague:
[A] Immediately and publicly
confront the colleague over the
ownership of your work.
[B] After the meeting, take the
colleague aside and tell her that you
would appreciate in the future that she
credits you when speaking about your
work.
[C] Nothing, it's not a good idea to
embarrass colleagues in public.
[D] After the colleague speaks,
publicly thank her for referencing your

The angry client:

[A] Hang-up. It doesn't pay to take abuse from
anyone.
[B] Listen to the client and rephrase what you
gather he is feeling.
[C] Explain to the client that he is being unfair,
that you are only trying to do your job, and you
would appreciate it if he wouldn't get in the way of
this.
[D] Tell the client you understand how frustrating
this must be for him, and offer a specific thing you
can do to help him get his problem resolved.

The shouting match:

[A] Agree to take a 20-minute break
before continuing the discussion.
[B] Go silent, regardless of what your
partner says.
[C] Say you are sorry, and ask your
partner to apologize too.
[D] Stop for a moment, collect your
thoughts, then restate your side of the
case as precisely as possible.

The indecisive young

manager:
[A] Accept that he 'does not have what it
take to succeed around here' and find
others in your team to take on his tasks.
[B] Get an HR manager to talk to him
about where he sees his future in the
organization.
[C] Purposely give him lots of complex
decisions to make so that he will become
more confident in the role.
[D] Engineer an ongoing series of

Scoring your Answers

Write down the number of points you get for the answer you
wrote down, then add them all up.
The turbulent airplane:
Anything but D - that answer reflects a lack of awareness of your
habitual responses under stress. Actively acknowledging your stress
and finding ways to calm yourself (i.e. engage in a book or read the
emergency card) are healthier responses.
[A] 10 Points - Continue to read your book or magazine, or watch
the movie, trying to pay little attention to the turbulence.
[B] 10 Points - Become vigilant for an emergency, carefully
monitoring the stewardesses and reading the emergency
instructions card.
[C] 10 Points - A little of both A and B.
[D] 0 Points - Not sure - never noticed.

The credit stealing colleague:

The most emotionally intelligent answer is D. By
demonstrating an awareness of work-place dynamics, and an
ability to control your emotional responses, publicly
recognizing your own accomplishments in a non-threatening
manner will disarm your colleague as well as puts you in a
better light with your manager and peers. Public
confrontations can be ineffective, are likely to cause your
colleague to become defensive, and may look like poor
sportsmanship on your part. Although less threatening,
private confrontations are also less effective in that they will
not help your personal reputation.
[A] 0 Points - Immediately and publicly confront the
colleague over the ownership
of your work.
[B] 5 Points - After the meeting, take the colleague aside
and tell her that you would appreciate in the future that she
credits you when speaking about your work.
[C] 0 Points - Nothing, it's not a good idea to embarrass
colleagues in public.
[D] 10 Points - After the colleague speaks, publicly thank
her for referencing your work and give the group more
specific detail about what you were trying to accomplish.

The angry client:

The most emotionally intelligent answer is D. Empathizing
with the customer will help calm him down and focusing
back on a solution will ultimately help the customer attain
his needs. Confronting a customer or becoming defensive
tends to anger the customer even more.
[A] 0 Points - Hang-up. It doesn't pay to take abuse
from anyone.
[B] 5 Points - Listen to the client and rephrase what
you gather he is feeling.
[C] 0 Points - Explain to the client that he is being
unfair, that you are only trying to do your job, and you
would appreciate it if he wouldn't get in the way of this.
[D] 10 Points - Tell the client you understand how
frustrating this must be for him, and offer a specific thing
you can do to help him get his problem resolved.

The shouting match:

The most emotionally intelligent answer is A. In these
circumstances, the most appropriate behavior is to take a
20-minute break. As the argument has intensified, so have
the physiological responses in your nervous system, to the
point at which it will take at least 20 minutes to clear your
body of these emotions of anger and arousal. Any other
course of action is likely merely to aggravate an already
tense and uncontrolled situation.
[A] 10 Points - Agree to take a 20-minute break before
continuing the discussion.
[B] 0 Points - Go silent, regardless of what your partner says.
[C] 0 Points - Say you are sorry, and ask your partner to
apologize too.
[D] 0 Points - Stop for a moment, collect your thoughts, then
restate your side of the case as precisely as possible.

The indecisive young manager:

The most emotionally intelligent answer is D. Managing others
requires high levels of emotional intelligence, particularly if you
are going to be successful in maximizing the performance of
your team. Often, this means that you need to tailor your
approach to meets the specific needs of the individual, and
provide them with support and feedback to help them grow in
confidence and capability.
[A] 0 Points - Accept that he 'does not have what it take to
succeed around here' and find others in your team to take on
his tasks.
[B] 5 Points - Get an HR manager to talk to him about where
he sees his
future in the organization.
[C] 0 Points - Purposely give him lots of complex decisions
to make so that he will become more confident in the role.
[D] 10 Points - Engineer an ongoing series of challenging
but manageable experiences for him, and make yourself
available to act as his mentor.

Four Clusters of Emotional Intelligence

1.

Self-Awareness

2.

Self-Management

3.

Social Awareness

4.

Social Skills

Self-Awareness
Self-Awareness is the ability to accurately sense and
identify personal feelings, along with the ability to
understand and evaluate them. To be fully aware of your
feelings you must first identify them, and then you must
acknowledge and accept them.
Self-awareness is very important to achieving success at
work. Not being in touch with your own feelings in sufficient
degree can handicap your overall effectiveness.
Individuals who have high self-awareness are able to
conduct accurate self-appraisals, are self-confident, are
authentic, welcome feedback, perceive situations
accurately, and are willing to take risks for what they
believe to be right.

Three Competencies within SelfAwareness

The Self-Awareness cluster contains
three basic competencies or
subcategories:
Emotional self-awareness
Accurate self-assessment
Self-confidence

Self-Management
Self-Management is the ability to
understand your emotions and then
use that understanding to turn
situations to your benefit.
Self-management is also the ability
to use your feelings to reason well
and act intentionally.

Six Competencies within SelfManagement

The Self-Management cluster contains six
basic competencies or subcategories:
Emotional self-control
Trustworthiness
Consciousness
Adaptability
Optimism
Initiative

Social Awareness
Social awareness refers to how
people handle relationships and
awareness of others feelings, needs,
and concerns.
It is the ability to recognize and
appropriately respond to the
emotions and feelings of others.

Three Competencies within Social Awareness

The Social Awareness cluster contains

three basic competencies or
subcategories:
Empathy
Organizational awareness
Service orientation

Social Skills
Social Skills refers to a proficiency at suggesting desirable
responses in others.
People with good social skills are good business leaders,
leaders in society, and effective parents who understand
that personal success and group or family success are
inseparable.
They lead by example, encouraging others in positive
ways, validating them and creating trust within them.

Eight Competencies within

Social Skills
The Social Skills cluster contains eight basic
competencies or subcategories:

Developing others

Inspirational leadership

Influence

Communication

Change catalyst

Conflict management

Building bonds

Teamwork and collaboration

Why is it Important to Develop My Own

Emotional Intelligence?
The higher your emotional intelligence, the more likely
you are to succeed in personal and professional
relationships.
There is a strong correlation between well-developed
emotional intelligence and personal self-satisfaction and
overall self-confidence.
Having a good understanding of yourself, your strengths,
and your weaknesses is essential to superior
performance when on the job.
When your emotional intelligence is fully developed, it is
easier to work well under constantly changing
circumstances and to act on your ideas in ways that
benefit the organization.

SOME MYTHS/FACTS ABOUT

EQ
Being EI does not mean a weak, submissive or
defensive personality.
Being highly EI does not not mean being extra
nice, polite or sugar coating your language
The females are NOT superior to males in
expressing/experiences emotions as most of us
tend to believe incorrectly. In fact, the research
shows that males are equally emotional when
compared to females.
There is no direct evidence to prove that EQ is
dependent upon heredity.
However, the environment does seem to
influence the EQ.

Myths..
Advocating EQ does not mean that we are
promoting low scorers or average IQ
people.
Having average EQ is not bad or
undesirable
Having high EQ is always welcome.
We are not negating the IQ. In fact a
combination of high EQ and high IQ would
be a most ideal personality. It would be a
win win situation.

CAN EQ BE DEVELOPED?
YES. You can develop your EQ by
upgrading your emotional skills. The
popular thinking that EQ is entirely
inherited is incorrect. Emotional
Intelligence is not fixed at birth.
There is no emotional intelligence
genes as such that we know of today.
It is something one has learned.

Contd..
Can EQ be developed at any stage/age
of personal or professional life. The
answer is YES. You can upgrade your
emotional skills at any stage of your
life. In fact, age and maturity are
positively correlated with the EQ.
Same is not true about IQ which is
more or less static.

Can EQ Be Measured?
YES. Though some critics may
argue that emotional traits
can not be measured
accurately the psychologists
have shown that EI can be
measured by using
standardized scientific tools.