Dear students print or copy in your notebook and practice this dialogue in order to act in next class by groups with Zac.
Steve: Next up on the agenda... How are we going to tackle our goal of improvingcustomer service over the next year? The customer satisfaction figures we justlooked at aren't very optimistic. I'm eager to hear your ideas. Who wants to start?
Dawn: Well, I strongly suggest looking into catering to our Spanish-speakingcustomers with a recruitment objective, since that demographic rated us thelowest. Hiring more Spanish-speaking reps would bring those figures updramatically.
Patricia: Uh... If I may say so, I think a hiring initiative would be a mistake at thispoint. Though every customer is important, such an objective would have toolimited an effect.
Dawn: I see your point. However, you have to keep in mind that, according tothe latest trends in population growth, service in Spanish will soon become arequirement rather than an option.
Steve: That is important for the future, but it doesn't help us address the poorratings we're receiving now.
Patricia: Steve's right. Contrary to recruitment, which focuses on a single groupof customers, training our current staff would have a more wide-reaching impact onour current customers.
Steve: Good idea. Why don't we train our reps in business etiquette?
Dawn: What advantages do you see to that kind of training?
Steve: Etiquette training would improve our reps' ability to ensure customersatisfaction, which is our main goal, after all.
Patricia: I think you might be overestimating the importance of manners. Itdoesn't really matter how polite the person you're talking to is if he can't properlyexplain troubleshooting procedures. What we could really use is product-specifictraining. Unlike etiquette training, product-specific training would allow ouremployees to actually solve customers' problems.
Steve: That's true, but, at the same time, customers tend to have a stronger
negative reaction to a rude employee than to a friendly one who may not have all ofthe answers.
Dawn: You each make a good point, and both manners and know-how areassets. We should take a closer look at both training options by aligning them withthe SMART criteria. We want to make sure the objective we choose will pass musterwith the board.
Patricia: OK. Measurability is usually one of the most difficult SMART criteria tomeet. How could we measure niceness or know-how?
Dawn: Callers already rate us both on how pleasant and how knowledgeable theperson they spoke to was. We can use these ratings to measure our progress,say, in two months, and again at the end of the year.
Steve: So both objectives are measurable. Well, we touched on relevance earlier,but I think it's worth exploring further. How about we go back to the customersatisfaction report and see how it informs this decision?
Dawn: Hm. It looks like our customers actually aren't too unhappy with the waythey are treated, but a high percentage of customers rated their call only "slightlyhelpful" or "unhelpful," particularly when they were calling to troubleshoot atechnical problem.
Patricia: So clearly, what would be most relevant is to give our employees theknowledge they need to better answer our customers' questions. The surveyfindings also suggest that we should focus on technical training, so our objectivewould be specific.
Dawn: Honestly, based on the numbers from the report, it looks like a product-based training would satisfy the most SMART criteria at this time. And...as anadded bonus...learning more about our products might give our reps theconfidence they need in order to be friendlier on the phone.
Steve: You're right. So let's make it time bound. We can probably get most ofthe staff trained within the next six months. Then we can see the results in nextyear's reports. We can always take on an additional training program later if needbe.
Patricia: OK, great. I'll have Joyce research some options and write up aproposal.
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