ei and crm

8/16/2019 EI and CRM

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Customer Care

‘Customers don’t

care how much youknow, until theyknow how muchyou care.’



The Facts

• 6 times cheaper to retain a customer than it is toacquire a new one

• Customers will tell 8 people about a goodeperience and !" people about a bad one

• #$% o& your customer base will account &or 8$% o&re'enue

• (t costs less to get a second sale than you had topay &or the )rst one

• Customer loyalty leads to pro)t



Customers. Where do

they go?1% 3% 5%

9%

14%

68%

Die Move away Friends Influenced Product uality Poor !ervice

1% 3% 5%

9%

14%

68%

Die Move away Friends Influenced Product uality Poor !ervice



*uilding the relationship +

• on’t count the people you reach, reach thepeople who count

• Fish where the big )sh are, put your e-ortsinto pro'en techniques that work

• ecognise pre'ious customers• Turn e'ery contact into an opportunity• eward your best customers



The Customer /alue 0 The 1areto 1rinciple

"o#

$usto%ers

&i'( Potential

Mainstrea%

$usto%ers

)ow *alue $usto%ers

$usto%er*alue

80% of customers generate 20% of

your revenue



Creating a customer centered

culture + The 2 Cs!. Communications + listening, &eedback,

asking,dealing with problems

#. Consistency + be consistent as possible

3. Courtesy+ eye contact, returning phonecalls, pleasant manner, respect &orpri'acy



Creating a customer centered

culture + The 2 Cs

". Change + asking &or &eedbackor recei'ing it and doingsomething

2. Care + showing that you care

and 'alue the relationship



4Complaints should be seen as an

opportunity5



How to HandleComplaints

ever ruin an apology with an e!cuse



*eing customer centered isimportant to the &uture success o&

any si;e o& organisation bycreating pro)tability, generatinggoodwill and being <eible to

change.



“The customer is King, +ee# t(e%

co%in' ,ac+-." .. Fer'al uinn

!u#er/uinn-



4Care more than others+

think wise.isk more than others 0

think sa&e.

ream more than others 0

think practical.

=pect more than others 0think possible.5Howard Shultz, CEO Starbucks Cofee



e reasons or os ngcustomers and clients

are>$% =?+related,

e.g., didn’t likecompany’s customerser'ice @"orum Corporation on #anufacturing and $ervice

'



2$% o& time

wasted in business

is due to lack o&trust

@Aohn B. hitney, irector, eming Center &or ?uality:anagementD.



E imple e)nition o& =?

•Knowing how you

and others feel andwhat to do about it.



E= GBH=:BT(BEIIG

(T=II(J=TK

B

GBH T(II TL(M @not &eelD TLET(? :ETT= :B= TLE =?



hat is GBH =motional(ntelligenceK httpNOOei.haygroup.com

• Gou are on an airplane thatsuddenly hits etremelybad turbulence and beginsrocking &rom side to side.hat do you doK

• Gou are in a meeting whena colleague takes credit &orwork that you ha'e done.hat do you doK

• Gou are a customer ser'icerepresentati'e and ha'e

9ust gotten an etremelyangry client on the phone.hat do you doK

• E discussion between youand your partner hasescalated into a shoutingmatch. Gou are both upsetand in the heat o& theargument, start making

personal attacks whichneither o& you really mean.hat is the best thing to doK

• Gou ha'e recently beenassigned a young manager

in your team, and ha'enoticed that he appears tobe unable to make thesimplest o& decisions withoutseeking ad'ice &rom you.hat do you doK



• The turbulent airplaneN

PEQ Continue to read your book or maga;ine, orwatch the mo'ie, trying to pay little attention tothe turbulence.

P*Q *ecome 'igilant &or an emergency, care&ullymonitoring the stewardesses and reading theemergency instructions card.

PCQ E little o& both E and *.

PQ ot sure + ne'er noticed.

:arking your Enswers



)he credit stealingcolleague*

PEQ (mmediately and publiclycon&ront the colleague o'er theownership o& your work.

P*Q E&ter the meeting, take thecolleague aside and tell her that youwould appreciate in the &uture that shecredits you when speaking about your

work.PCQ othing, itRs not a good idea to

embarrass colleagues in public.PQ E&ter the colleague speaks,

publicly thank her &or re&erencing your



)he angry client*

PEQ Lang+up. (t doesnRt pay to take abuse &romanyone.

P*Q Iisten to the client and rephrase what yougather he is &eeling.

PCQ =plain to the client that he is being un&air,that you are only trying to do your 9ob, and youwould appreciate it i& he wouldnRt get in the way o&this.

PQ Tell the client you understand how &rustratingthis must be &or him, and o-er a speci)c thing youcan do to help him get his problem resol'ed.



The shouting matchN

PEQ Egree to take a #$+minute breakbe&ore continuing the discussion.

P*Q Jo silent, regardless o& what your

partner says.

PCQ ay you are sorry, and ask yourpartner to apologi;e too.

PQ top &or a moment, collect yourthoughts, then restate your side o& thecase as precisely as possible.



)he indecisive youngmanager*

PEQ Eccept that he Rdoes not ha'e what ittake to succeed around hereR and )ndothers in your team to take on his tasks.

P*Q Jet an L manager to talk to himabout where he sees his &uture in theorgani;ation.

PCQ 1urposely gi'e him lots o& compledecisions to make so that he will becomemore con)dent in the role.

PQ =ngineer an ongoing series o&



Write down the number of points you get for the answer youwrote down, then add them all up.

• The turbulent airplaneN

Enything but + that answer re<ects a lack o& awareness o& yourhabitual responses under stress. Ecti'ely acknowledging your stress

and )nding ways to calm yoursel& @i.e. engage in a book or read theemergency cardD are healthier responses.

PEQ !$ 1oints + Continue to read your book or maga;ine, or watchthe mo'ie, trying to pay little attention to the turbulence.

P*Q !$ 1oints + *ecome 'igilant &or an emergency, care&ullymonitoring the stewardesses and reading the emergencyinstructions card.

PCQ !$ 1oints + E little o& both E and *.

PQ $ 1oints + ot sure + ne'er noticed.

coring your Enswers



)he credit stealing colleague*

The most emotionally intelligent answer is . *ydemonstrating an awareness o& work+place dynamics, and an

ability to control your emotional responses, publiclyrecogni;ing your own accomplishments in a non+threateningmanner will disarm your colleague as well as puts you in abetter light with your manager and peers. 1ubliccon&rontations can be ine-ecti'e, are likely to cause yourcolleague to become de&ensi'e, and may look like poorsportsmanship on your part. Elthough less threatening,pri'ate con&rontations are also less e-ecti'e in that they willnot help your personal reputation.

PEQ $ 1oints + (mmediately and publicly con&ront thecolleague o'er the ownership o& your work.

P*Q 2 1oints + E&ter the meeting, take the colleague asideand tell her that you would appreciate in the &uture that shecredits you when speaking about your work.

PCQ $ 1oints + othing, itRs not a good idea to embarrasscolleagues in public.

PQ !$ 1oints + E&ter the colleague speaks, publicly thankher &or re&erencing your work and gi'e the group morespeci)c detail about what you were trying to accomplish.



)he angry client*

The most emotionally intelligent answer is . =mpathi;ingwith the customer will help calm him down and &ocusing

back on a solution will ultimately help the customer attainhis needs. Con&ronting a customer or becoming de&ensi'etends to anger the customer e'en more.

PEQ $ 1oints + Lang+up. (t doesnRt pay to take abuse&rom anyone.

P*Q 2 1oints + Iisten to the client and rephrase whatyou gather he is &eeling.

PCQ $ 1oints + =plain to the client that he is being

un&air, that you are only trying to do your 9ob, and youwould appreciate it i& he wouldnRt get in the way o& this.

PQ !$ 1oints + Tell the client you understand how&rustrating this must be &or him, and o-er a speci)c thing

you can do to help him get his problem resol'ed.



The shouting matchN

The most emotionally intelligent answer is E. (n thesecircumstances, the most appropriate beha'ior is to take a#$+minute break. Es the argument has intensi)ed, so ha'ethe physiological responses in your ner'ous system, to thepoint at which it will take at least #$ minutes to clear yourbody o& these emotions o& anger and arousal. Eny othercourse o& action is likely merely to aggra'ate an alreadytense and uncontrolled situation.

PEQ !$ 1oints + Egree to take a #$+minute break be&orecontinuing the discussion.

P*Q $ 1oints + Jo silent, regardless o& what your partner says.

PCQ $ 1oints + ay you are sorry, and ask your partner toapologi;e too.

PQ $ 1oints + top &or a moment, collect your thoughts, thenrestate your side o& the case as precisely as possible.



)he indecisive young manager*

The most emotionally intelligent answer is . :anaging others

requires high le'els o& emotional intelligence, particularly i& youare going to be success&ul in maimi;ing the per&ormance o&your team. B&ten, this means that you need to tailor yourapproach to meets the speci)c needs o& the indi'idual, andpro'ide them with support and &eedback to help them grow incon)dence and capability.

PEQ $ 1oints + Eccept that he Rdoes not ha'e what it take tosucceed around hereR and )nd others in your team to take onhis tasks.

P*Q 2 1oints + Jet an L manager to talk to him about wherehe sees his &uture in the organi;ation.

PCQ $ 1oints + 1urposely gi'e him lots o& comple decisionsto make so that he will become more con)dent in the role.

PQ !$ 1oints + =ngineer an ongoing series o& challengingbut manageable eperiences &or him, and make yoursel&a'ailable to act as his mentor.



Four Clusters o& =motional (ntelligence

+. $elf',wareness

2. $elf'#anagement

-. $ocial ,wareness

&. $ocial $ills



el&+Ewareness

• Sel-Awareness is the ability to accurately sense andidenti&y personal &eelings, along with the ability tounderstand and e'aluate them. To be &ully aware o& your&eelings you must )rst identi&y them, and then you must

acknowledge and accept them.

• el&+awareness is 'ery important to achie'ing success atwork. ot being in touch with your own &eelings in suScientdegree can handicap your o'erall e-ecti'eness.

• (ndi'iduals who ha'e high sel&+awareness are able toconduct accurate sel&+appraisals, are sel&+con)dent, areauthentic, welcome &eedback, percei'e situationsaccurately, and are willing to take risks &or what theybelie'e to be right.



Three Competencies within el&+Ewareness

The el&+Ewareness cluster containsthree basic competencies or

subcategoriesN

• =motional sel&+awareness

• Eccurate sel&+assessment

• el&+con)dence



el&+:anagement

• Sel-Management is the ability to

understand your emotions and thenuse that understanding to turnsituations to your bene)t.

• el&+management is also the abilityto use your &eelings to reason welland act intentionally.



i Competencies within el&+:anagement

• The el&+:anagement cluster contains sibasic competencies or subcategoriesN

• =motional sel&+control

• Trustworthiness

• Consciousness

• Edaptability

• Bptimism

• (nitiati'e



ocial Ewareness

• Social awareness refers to howpeople handle relationships and

awareness of others/ feelings needsand concerns.

• t is the a1ility to recognie andappropriately respond to theemotions and feelings of others.



Three Competencies within ocial Ewareness

The ocial Ewareness cluster containsthree basic competencies or

subcategoriesN

• =mpathy

• Brgani;ational awareness

• er'ice orientation



ocial kills

• Social Skills re&ers to a pro)ciency at suggesting desirableresponses in others.

• 1eople with good social skills are good business leaders,leaders in society, and e-ecti'e parents who understand

that personal success and group or &amily success areinseparable.

• They lead by eample, encouraging others in positi'eways, 'alidating them and creating trust within them.



=ight Competencies withinocial kills

The ocial kills cluster contains eight basiccompetencies or subcategoriesN

• e'eloping others

• (nspirational leadership

• (n<uence

• Communication

• Change catalyst

• Con<ict management• *uilding bonds

• Teamwork and collaboration



hy is it (mportant to e'elop :y Bwn=motional (ntelligenceK

0 The higher your emotional intelligence, the more likelyyou are to succeed in personal and pro&essionalrelationships.

0 There is a strong correlation between well+de'elopedemotional intelligence and personal sel&+satis&action ando'erall sel&+con)dence.

0 La'ing a good understanding o& yoursel&, your strengths,and your weaknesses is essential to superior

per&ormance when on the 9ob.

0 hen your emotional intelligence is &ully de'eloped, it iseasier to work well under constantly changingcircumstances and to act on your ideas in ways thatbene)t the organi;ation.



$3#4 #5)H$6",C)$ ,73)49

• *eing =( does not mean a weak, submissi'e orde&ensi'e personality.

• *eing highly =( does not not mean being etranice, polite or sugar coating your language

• The &emales are BT superior to males inepressingOeperiences emotions as most o& ustend to belie'e incorrectly. (n &act, the researchshows that males are equally emotional whencompared to &emales.

• There is no direct e'idence to pro'e that =? isdependent upon heredity.

• Lowe'er, the en'ironment does seem toin<uence the =?.



:yths..

• Ed'ocating =? does not mean that we arepromoting low scorers or a'erage (?people.

• La'ing a'erage =? is not bad orundesirable

• La'ing high =? is always welcome.

• e are not negating the (?. (n &act a

combination o& high =? and high (? wouldbe a most ideal personality. (t would be awin win situation.



CE =? *= =/=IB1=K

• G=. Gou can de'elop your =? byupgrading your emotional skills. The

popular thinking that =? is entirelyinherited is incorrect. =motional(ntelligence is not )ed at birth.

There is no emotional intelligencegenes as such that we know o& today.(t is something one has learned.



Contd..

Can =? be de'eloped at any stageOageo& personal or pro&essional li&e. The

answer is G=. Gou can upgrade youremotional skills at any stage o& yourli&e. (n &act, age and maturity arepositi'ely correlated with the =?.

ame is not true about (? which ismore or less static.



Can =? *e :easuredK

G=. Though some critics may

argue that emotional traitscan not be measuredaccurately the psychologists

ha'e shown that =( can bemeasured by usingstandardi;ed scienti)c tools.

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