Chapter 19 Customer Service Mc GrawHillIrwin Retailing Management

Chapter 19 Customer Service Mc. Graw-Hill/Irwin Retailing Management, 6/e Copyright © 2007 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

2 Store Management Layout, Design and Visual Merchandising Managing the Store Customer Service

3 Services Offered by Retailers

4 Customer Service Strategies Customized Greater benefits to customers Greater inconsistency Higher cost Standardized Lower cost High consistency Meets but does not exceed expectations Royalty-Free/CORBIS

5 Customization Approach encourages service provider to tailor the service to meet each customer’s personal needs. Store – sales associates offer individual customer service Electronic Channel – instant messaging Drawback: Service might be inconsistent Customized service is costly

6 Standardization Approach is based on establishing a set of rules and procedures and being sure that they are implemented consistently. Retailers that use this approach: Mc. Donald’s Wal Mart IKEA Dollar General Save A Lot The Mc. Graw-Hill Companies, Inc. /John Flournoy, photographer

7 Cost of Customer Service High levels of customer service can be costly, but good customer service is worth an investment PROFITS COSTS It costs more to acquire customers than to generate repeat business

8 Customers Evaluate Service Quality Role of Expectations: based on knowledge and experience: Varies with types of retailers – discount vs. department store Perceived Services – evaluations are based on perception Due to its intangibility, services are hard to evaluate accurately Stockbyte/Punchstock Images

9 Assessing Service Characteristics • Reliability: accuracy of billing, meeting promised delivery dates • Assurance (trust): guarantees and warranties, return policies • Tangibility: appearance of store and salespeople • Empathy: personalized service, receipts of notes and emails, recognition by name • Responsiveness: returning calls and emails, giving prompt service

10 Perceived Service Tangibility Reliability Cues used to assess service Assurance Empathy Responsiveness

Gaps Model for Improving Service Quality 11

Gaps Model for Improving Retail Customer Service • Knowledge Gap knowing what the customer wants • Standards Gap setting service goals • Delivery Gap meeting and exceeding service goals • Communications Gap communicating the service promise 12

13 Closing the Knowledge GAP • Customer research • More interactions between managers and customers • Better communications between managers and service providers

14 Market Research Comprehensive Studies Gauging Satisfaction with Individual Transactions Customer Panels and Interviews Interacting with Customer Complaints Feedback from Store Employees Steve Cole/Getty Images The service gap is reduced ONLY when retailers use this information to improve service.

15 Customer Complaints Information about merchandise and its quality Information about services This feedback can be used for buyers, planners and customer service representatives. Retailers need to encourage complaints because most customers will not complain. Royalty-Free/CORBIS Complaints are a source of information for retailers

16 Closing the Standards GAP • High quality service commitment • Define the role of service providers • Measure service performance • Innovative solutions • Set service goals

17 What Does Good Customer Service Mean? • Retailers need to provide clear definition of this to employees • Description of service must be specific so expectations are clear • Service goals should be measurable customer surveys mystery shoppers Royalty-Free/CORBIS

18 Closing the Delivery GAP • Information and training • Instrument and emotional support • Internal communications • Reduce conflicts • Empower employees • Providing incentives

19 Support for Service Providers Instrumental Support – associates need to have the appropriate systems and the right equipment to deliver the services Emotional Support – associates need emotional support from their coworkers or a concern for the well being of others

The Target of Empowerment: Excellent Customer Service 20 Benefits to Employee: Stimulates initiative Promotes learning Teaches responsibility Manager’s Approach: Provide guidance to employees Steve Cole/Getty Images Train employees to the challenge

21 Empowerment is Not for Everyone • Some employees will not take the responsibility • It is expensive or some standardized retailers • Empowerment idea is not embraced by all cultures

22 Using Technology Retailers are using technology to assist sales associates in providing customer service. Kiosks: Kiosks can offer opportunity to order merchandise not in (c) image 100/Punch. Stock store Kiosks can free employees to deal with other customer requests Customers can use kiosk to learn more about merchandise Kiosks can provide customer solutions

23 More Technology • Hand Held Scanners – help to provide customer service by allowing customers to scan large merchandise instead of struggling with the product to checkout Nancy R. Cohen/Getty Images • Intelligent Shopping Assistants – a device connected to a shopping cart with customer database to provide personalized information to shoppers

24 Closing the Communications GAP The difference between the service provided by the retailer and the service actually delivered Realistic commitments Corporate ideas – reality of store operations need to be communicated Managing customer expectations • Provide explanation • Describe how retailer is improving situation • Provide accurate info at point of sale

25 Service Recovery • Listen to the customer • Provide a fair solution Distributive fairness Procedural fairness • Resolve problem quickly Reduce number of contacts Give clear instructions Avoid jargon

26 What’s Fair? Distributive fairness – customers want to get what they paid for Procedural fairness – perceived fairness of the process used to resolve complaints • Did the employee collect information about the situation? • Was this information used to resolve the complaint? • Did the customer have some influence over the outcome?