How to provide services so that you can have a beautiful microscopic experience?

There is a book called "User Experience Elements", a book about website design. It is mentioned in this book: "The elements of user experience come from the layer-by-layer selection and overlay construction of five levels." These five layers from outside to inside are:

Perception layer;

Role framework layer;

Resource structure layer;

Competence circle scope layer;

Strategic existence layer.

From the beginning, every enterprise will have its own strategic goals, products and capabilities, as well as available resources and clear customer positioning. All these elements are superimposed and focused on one point - customer service, hoping to give each target customer a wonderful micro-feeling and let them leave with a smile. Because customers are comfortable and beautiful, the ship of the enterprise can sail far away. So what kind of service can be called the ultimate? How can we provide customers with a wonderful service? The book "Extreme Service: How to Create Incredible Customer Experiences" gives the answer.

The bright line of "Extreme Service" is about Kelsey Yang's last semester in college, while taking the "Customer Service" course, interning in a retail company, and combining theory and practice The story of combination and slowly realizing the true meaning of customer service. The hidden thread of the book revolves around the ICARE model of customer service, using vivid cases to explain how the five elements of the model define ultimate service.

The main author of this book is Ken Blanchard, an outstanding and popular author, speaker and business consultant. Ken Blanchard is known as one of the most insightful and compassionate scholars. He once wrote the best-selling book "The One Minute Manager", which has sold more than 15 million copies and has continued to be a best-seller in the past 30 years. In 2005, it was Named one of the 25 best-selling authors on Amazon.com. The other two authors, Kathy Kraft and Vicki Halsey, are executives at Blanchard Consulting and collaborators on the "Extreme Service" project.

Let me interpret this book from three aspects:

1. Relationship is the core of business operations

2. Customers are divided into internal and external, and foreign customers must be treated separately. Xian'annei

3. Dismantling ICARE's ultimate service model

What is ultimate service? It is to consistently provide ideal services and retain customers, thereby improving the competitiveness of the company. To put it simply, the company uses a series of measures to make customers feel cared for and maintain a long-term relationship with the company.

Therefore, the core of business operations is relationships, establishing relationships with employees and establishing relationships with customers.

When a business works to build rapport with customers, customers in turn will express gratitude and praise to employees. This is actually a great incentive for employees and will make them feel that their work is valuable and meaningful. Sometimes the meaning of the work of grassroots employees is not what the leaders say or what they are trained to do, but what is fed back to them by customers. Positive interactions with customers allow them to see the meaning and value of their work, which prompts them to further provide customers with the ultimate service, thus forming a positive interaction.

The popular explanation is that if you want to serve external customers well, you must first serve internal customers well. To create the ultimate in service to external customers, companies must pay special attention to the satisfaction of their employees—the customers within the company. How to serve internal customers, the people who serve customers? The key lies in the managers.

Can managers see employees helping each other? Do you notice the efforts your employees make toward customers? Some positive behaviors and practices of employees need to be identified, pointed out and affirmed by leaders, which will motivate and encourage them.

Every employee has different personality characteristics and requires different communication methods, praise, affirmation, or some calm analysis, which vary from person to person. Everyone's current life conflicts and life problems are different. Children may be left unattended or the elderly are seriously ill in bed. This requires leadership to identify and provide attention, support and help. The result of differential treatment is bound to increase employee loyalty.

——Create some positive incentives.

For example, encourage customers to write thank-you letters for the ultimate service they have received and read them out in public; for example, give appropriate rewards to employees who provide quality services and set a benchmark, which will further enhance employees' service enthusiasm.

——Solve their insurmountable problems.

- Let employees with expertise share their experience. For example, the manager in the book asked Kelsey to share the business school courses she was studying with her colleagues. This was a great affirmation and gave employees a sense of accomplishment.

Some people say that the resignation of an employee is directly related to his direct boss. Therefore, whether front-line managers can establish a healthy and harmonious relationship with employees determines whether employees can provide the ultimate service to customers.

Ideal service is to insist on service first and meet the needs of customers every day. What are the standards for ideal service? The most important thing is to make customers feel cared for and understood.

Positive case: A man wanted to buy a vacuum cleaner as a birthday present for his wife. Kelsey used her female intuition to tell him that her wife would not be happy with the new vacuum cleaner because it would imply that she was doing too much housework, and even if the new vacuum cleaner was great, she would not be happy. So I suggest him to buy beautiful vases and some flower arrangements, which indicate love and romance, and his wife will definitely be happy. As a result, the customer was impressed by Kelsey's outspokenness, followed her advice, and everyone was happy.

Negative example: Kelsey goes to the barber shop to make an appointment for a haircut. It was about ten o'clock, but no one took the initiative to answer me when I arrived. After ten o'clock, no one greeted me. After asking, he said that the hairdresser who made the appointment was still serving other customers. I don't know how long the wait was, but it would take at least an hour to finish. During this period, there was no apology or explanation, nor did he understand the guest's anxiety. He even suggested coming back next week. Kelsey was so upset that there was no next time.

Ideal service is the goal and the core of the model. It has three dimensions:

The first is to put customers first. Peter Drucker said: An enterprise has only one focus and one starting point, which is the customer. Without customers, a business has no meaning.

The second is continuity. It's not about being satisfied once in a while, but about customers being treated seriously every time they experience and visit every day.

Again, stability. Service must have standards and continue to improve on the basis of standards. Just like KFC's burgers, its spicy chicken drumsticks taste the same wherever you eat them in the world.

The so-called service culture is based on a common vision and values. Enterprise leaders must ensure that every employee understands the vision and values ????about service and leads by example. practice.

Service culture is the environment and atmosphere, which immerses everyone in the company and affects everyone's behavior.

How to establish a good service culture?

1. Consent and support of senior executives. The most important thing in establishing culture is the leader's practices and attitudes. If some senior leaders vigorously promote such service initiatives, it will be conducive to establishing a good service culture;

2. The core of service culture is service vision and values. The service vision itself should be concise and easy to remember, ensuring that there are no objections and everyone understands it in the same way. Don’t have too many values, just four or five.

3. Values ??should be sorted and prioritized. When values ??conflict, know which one takes precedence. For example, if a receptionist at a stadium suddenly hears someone screaming nearby, and the scream is obviously not the sound of cheering spectators watching the game, then the receptionist will immediately run towards the scream, because safety is their first priority. values.

4. Visualize vision and values. Make a promotional slogan and post it in a prominent location. Posting examples of outstanding service, commendations, and photos of service stars will serve as a demonstration.

Once an organization has established its service vision, the next step is to clarify who it serves and what they need. What is concentration? It’s about understanding your customers and their preferences.

Provide customers with personalized service based on consistent, high standards of service.

First, let’s make it clear which customers we serve. For example, is it mainly for parents or teenagers? Is it for adults or the elderly? Is it for office workers or housewives? In short, we must determine which type or groups of customers are our customers.

Next, conduct customer analysis and customer portraits. Based on customer analysis, understand this type of customers, their characteristics, their needs, and their communication points. Use this to determine the direction and standards of service.

Responding quickly to customers goes hand in hand with paying attention to their needs and preferences. What is responsiveness? It means showing a sincere service attitude and providing appropriate services when meeting customer needs.

Responsiveness requires the server to be a good listener. In the process of interacting with customers, nod and repeat the customer's meaning and their feelings appropriately to make the customer feel that you are listening to them carefully. Even when you are in a bad mood, express sympathy and apology to get closer to the customer. In addition, listening is helpful to obtain enough information and provide appropriate help.

Empowerment is to give power to front-line service providers and give full play to their initiative.

What rights do employees have in the customer service process? What decisions can be made? This will determine the service enthusiasm of employees. For example, Haidilao stipulates that employees have the right to discounts and free orders. For example, employees have the right to get a discount of 500 yuan and the store manager has the right to get a discount of 2,000 yuan. Such an empowerment will allow employees to give customers discounts or free orders based on the actual situation, ensuring that every customer who leaves the restaurant can All are satisfied.

There is a question of degree here. If employees are given such rights, will they abuse it? This is possible, but we have to believe that most employees will not do it. And such empowerment must be supervised and assessed accordingly.

Only by giving full play to the enthusiasm, initiative and initiative of front-line employees can they provide better services to customers. Because they have appropriate power, they are more inclined to regard themselves as operators rather than workers, and are more willing to provide customers with the ultimate service.

The core of ultimate service is relationships, including both internal employee relationships and external customer relationships. Companies must create a service atmosphere that makes employees feel important so that they can pay more attention to customers. If everyone works hard to create and maintain a corporate culture that focuses on cultivating relationships, then the company will definitely get better and better.