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Customerservice skills may be similar from job to job, but managers with these 5 habits excel at motivating, communicating and coaching their teams. They separate ordinary from extraordinary customerservice managers. CSMs exercise a high degree of emotional intelligence. What was the issue? Who was it with?
If a computer program could tell you such descriptive phrases as “Struggling to contain excitement,&# “Getting angry,&# or “Warm and fuzzy,&# you would know how to address each individual customer to maximize customerservice excellence. The program can even tell if a customer is unlikely to buy.
The customerservicerepresentative would not honor her return, even though she had the receipt; he told her it was store policy “no box – no return.&# How could this entire situation been avoided and the customer’s anger diffused? Consumers do not want to be scolded; they want their problems solved.
We also need to develop levels of trust for our customerservicerepresentatives. Isn’t it up to team leaders and managers to supply the platforms that the customerservicerepresentatives can use as models, but still think independently for exemplary customerservice?
But these agents aren’t just ordinary customerservicerepresentatives. They’re highly trained and knowledgeable individuals who are well-versed in your products, services, and processes. This exercise can help you refine scripts, address knowledge gaps, and ensure consistent messaging across your team.
This could be a big opportunity to turn an angry, frustrated, or confused customer into a happy and satisfied one. However, it is better said than done, and we all know that there is no one-fit-all solution for exceptionalcustomerservice. . Make it loud and clear to the customer how much the brand cares about them.
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