Customer Service Standard Sample. Shop Floor Standards
The golden rule of service is that guests should be served the way you would like to be served. Service quality standards Are the criteria needed to ensure the effectiveness of the quality management system. Service standards refer to a set of procedures and day-to-day operations performed by staff to maximize customer satisfaction. "Know to foresee, to foresee in order to rule."
The key to the commercial success of a hotel company is the ability of its owners to anticipate every possible desire of a potential client.
Based on this, it is necessary to develop service standards for each enterprise separately, taking into account international and national requirements. The standards should be flexible and reflect the wishes of customers, especially regular customers, as well as be consistent with the company's concept. Standards mean not only the correct technology for serving guests, but also the attitude of the staff to their work, i.e. to visitors.
Often, the reason for the deliberately unsuccessful service lies not in the absence of any expensive equipment and insufficient gloss of the interior, but in the "unobtrusive" service, therefore each hotel should have its own code of regulations concerning:
- behavior;
- appearance;
- technological process;
- knowledge foreign language within the profession;
- knowledge of the concept of the hotel and its structure.
V hotel business first of all, an impression is sold, so it is important that negative emotions are not transmitted to clients, they must feel psychologically comfortable. The standards of the hotel corporations are higher than the standards of the so-called independent hotels, so customers who visit the establishments of their favorite system are attracted by a certain predictability - the same quality services provided. The maintenance of a high level of service quality is facilitated by training programs used in hotel chains around the world, such programs are designed to emphasize the importance of corporate standards and their direct relationship with the growth of guest satisfaction. The standards of many well-known hotel chains determine that the staff should be: sociable, friendly, have a pleasant appearance, be able to work in a team.
Service standards may vary, much depends on the concept of the hotel, its category and target audience... Here are some examples of the credo of serving high-quality hotel chains: “ Quality service... First time - every time! " "We are ladies and gentlemen - at the service of ladies and gentlemen." In order to train the hotel staff from the maid to the manager, it is necessary to develop for each type of activity professional standards... Their essence lies in the fact that they determine what should be the service in each subdivision of the hotel complex. At the same time, there should be no deviations from the standards under any circumstances. Compliance with the standards guarantees the stability of quality indicators: there can be no “bad or good” change of waiters, porter, maids, ”everyone always works this way. Concierge, driver, security guard, administrator or waiter - each of them must know, understand and strictly adhere to professional standards. Imagine what would happen if each maid decides for herself how to make the bed, how to lay out towels and accessories in the bathroom, or use her own life experience when deciding whether to clean the room at all or just take out the trash.
International Service Standards
1. Fast service:
- hotel employees should always be ready to offer assistance to guests;
- the requirements of visitors must be dealt with immediately, without sending them to another department or to another person;
- all requests and complaints are resolved before guests leave the hotel.
2. Accuracy of order execution: guests should be offered accurate and complete information and comply with every request until final satisfaction.
3. The Guest's Excellent Desire:
- it is necessary to anticipate the needs of visitors and offer them help before they ask;
- employees should be familiar with special requests from guests in order to automatically expedite their fulfillment.
4. Friendliness and courtesy:
- with any visitor within a radius of 2 m from you, you must be the first to start a conversation;
- whenever possible, use titles in front of the guest's last name (Mr., Sir, Doctor, etc.);
- you should establish good eye contact with each visitor, always smile if the guest is within a radius of 8-10 m; any inconvenience to the visitor is apologized.
5. Mindfulness:
- Let the guest know that he is noticed, even if you are busy;
- you should be extremely careful.
6. Standards of appearance are imposed on the uniform, hairstyle and hygiene of employees.
6.1. Dress:
- full shape is required - clean, ironed and in good condition;
- groups of employees working together need to wear the same uniform;
- all employees must wear a name badge, which is attached to the left; the icon should be High Quality and read well;
- jackets and shirts should be worn buttoned up; only long sleeves are useful in service areas;
- the contents of clothing pockets should not distort its shape;
- only dark socks;
- closed heel and toe shoes, clean and in good condition.
6.2. Hairstyle and hygiene of employees:
- men's hair: clean, neat, removed from the face, does not touch the shirt collar at the back and sides;
- hair on women: no longer than the lower edge of the collar, otherwise they are gathered in a bun or neatly tied at the back;
- employees dealing with food, drinks or equipment must wear a protective headgear;
- a beard is not allowed, the mustache must be neatly groomed and not go beyond the corner of the mouth by more than 12.5 mm;
- nails: clean (trimmed for men, medium length for women) and painted only in neutral colors;
- Men should not wear any bracelets or earrings, only a wedding ring;
- women - no more than two rings, low-key earrings.
7. Confidentiality of information: confidentiality of any information related to the guest is respected, including room numbers, length of stay, personal information etc.
8. Knowledge of work: any employee needs to know the hotel, premises, opening hours and general information.
9. Patience:
- Complaints and comments should be courted politely, carefully and passed on to management for appropriate action;
- you should never argue with a guest and be defensive.
10. Responsibility: do you need a sense of responsibility and pride?
- while maintaining order in the hotel;
- in the event of a guest complaint, other departments or persons cannot be blamed;
- you should take responsibility for solving the problem.
11.Number of staff must be such as to provide an efficient and continuous service to guests. At the same time, there are the following recommendations for the number of employees for 10 hotel rooms:
- five-star hotels - at least 20 people for 10 rooms;
- four-star hotels - at least 12 people for 10 rooms;
- three-star hotels - at least 8 people for 10 rooms;
- hotels "two stars" - at least 6 people for 10 rooms.
Qualification requirements for various groups of employees of the hotel enterprise
All hotel staff in terms of qualification requirements can be divided into three large groups of management staff (hotel administration, department heads, supervisors) staff working with guests (waiters, maids, doormen, porter) supporting departments (engineers, technicians, warehouse workers, stewards).
The competence of the staff of these groups is of paramount importance for quality management. The hotel management must ensure that the personnel have the necessary qualifications, knowledge and skills to do their job in the best possible way.
General requirements for all personnel:
- politeness, friendliness, enthusiasm, interaction with colleagues, relations with guests;
- flexibility, adaptability;
- acceptance of responsibility, initiative;
- personal hygiene;
- discipline, punctuality;
- knowledge of work, quality of work, attention to detail;
- work with stress, with stress;
- the ability to complete tasks to the end;
- awareness of costs; knowledge of a foreign language.
Organizational structure of the hotel enterprise
The hotel business is characterized not only by a large number of personnel with different skills and competencies, but also by various types of relationships (connections) between its employees (personnel and management), as well as structural divisions(departments). management provides the hotel company with an appropriate basis for planning, organizing, performing and monitoring the work of personnel. And although a properly designed organizational structure in itself is not a sufficient condition for the successful operation of the hotel, its absence makes it impossible to organize the effective work of the entire enterprise, regardless of the level of qualifications and competence of managers and personnel.
Organization of hotel service and management of human resources of a hotel enterprise
Hotel service is a complex and multi-stage process, starting from the moment the client realizes his need for a service and ending with his departure from the hotel. It is very important to understand the composition, content, interrelation of elements, as well as the degree of participation of certain departments and employees of the hotel at each stage of this process.
Staffing planning consists of several steps: cash valuation labor resources, assessment of future needs, development of a program to meet these needs. It is necessary to determine how many people will be required to perform a specific operation, and assess the quality of work.
Recruiting involves creating a pool of potential candidates for all available positions in hotels and selecting the most suitable people for these positions.
Differences between concierge and butler
You might think that the two services are overlapping, but this is not entirely true. They have different working hours - the concierge does not work in the evening and at night. Western hotels have 20 butlers for 230 rooms, while in Russian hotels the same the highest category the same number of rooms has 5 concierges. The concierge is focused on solving "external" issues (tickets, excursions, restaurants). The butlers deal with internal matters.
A.Yu. Mazaeva,
hotel certification expert of the Eurochamber
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Methodical manual for employees of shops of the "Krasnoe & Beloe" chain.
Service standards
Product information
Work in the 1C program
Chelyabinsk, 2014
- Name the beacon positions (beacons) of the product.
V different time, due to changes in the trading matrix and customer preferences, beacon positions may be different goods... A lighthouse product is such a product, the price of which the consumer remembers by heart and at the price of which he usually guides a cheap or expensive store. An example of a lighthouse position is Martini, Baltika-3. Bread and milk are not considered lighthouse items, because the amount of the margin for these products is limited by the state.
What are the bestsellers in your store? Do these positions differ in other stores. What products are on sale trade marks interested in our company?
Bestsellers in your store, you can ask the manager. 1C has a special report which shows what is the bestseller in this store. First of all, the company is interested in the sale of goods that bring profit to it, and personally to you a salary. These are exclusive products or products for which we have direct contracts. As a rule, these goods are registered in the MBO matrix.
What customer service standards do you know (tell us in detail about each standard)?
Customer service standards.
Friendly and helpful staff
Promptness and friendliness in responding to the behavior and questions of the client
Completeness and efficiency of answers to questions asked by the client
Farewell to customers as they leave the store
Thanks for making a purchase
Observing and anticipating customer needs
Correct production behavior of sales personnel in a store, warehouse, office
1. Friendly and helpful staff
Compliance with the client is a guarantee of the professionalism of the seller. If you do not want to become a professional in your field, change your profession. Our hallmark is quality customer service. As an employee of the Krasnoe i Beloe company, you must:
1.1. To be healthy with each client when contacting him ; Standard greeting: " Good morning”,“ Good afternoon ”,“ Good evening ”,“ Hello ”.
The first phrase of the client's greeting should not include the possibility of a negative response from the client.
Greet the customer first
Look the customer in the eye when greeting.
Use a warm, open tone that expresses gratitude to the client for their choice.
The standard formula for starting a conversation with a client after the greeting is: "How can I be useful to you?"
Thank you for visiting our store.
It is imperative to inform the client about the promotions currently taking place in the store. ... "Good day. Today you can buy three bottles of champagne for the price of two "
1.2. Use the client's name (when possible);
1.3. Never argue with a client and accept objections (however, acceptance does not mean consent).
1.4. Comply with the seller's competency threshold. You cannot know the answers to all the questions asked by customers and satisfy all of their claims. In the event of unregulated situations, you should invite the administrator of the trading floor.
Standard answer: “Sorry, please, your question (claim) is beyond my competence. Now I will invite the store administrator who will help you. "
1.5. Never make promises you can't keep. Remember that at work you act as a representative of the company, and not as an individual. If at the moment none of the store employees can give qualified advice to the client or answer his extraordinary question or the necessary product was not in the store, invite the client to leave their coordinates, which will be contacted in the near future. For example, a client needs three boxes of expensive vodka for a banquet.
Be sure to indicate the range of time in which the client will receive information (day, three days, week, month)
The standard answer is “Sorry, this item is out of stock right now. Most likely, the product you need will go on sale at the end of the week. Let me write down your contact phone number. I will definitely call you back within the next ten days. ”
If, nevertheless, the client does not want to leave his contact numbers, it is necessary to give him the phone numbers of the store.
Standard answer: “Let me write down our phones and accurate name required goods. We are waiting for your call. "
Regardless of whether this product is on sale or not, be sure to call the client back and report the result, whatever it may be.
The standard answer is: "Hello, you are worried about (state your name) the Krasnoye and Beloe store." May I hear (give the name and patronymic of the client). The product you are interested in (name the product name) has arrived at the store. We have postponed (state the amount). We are waiting for you from (the beginning of the work of the store) to (the end of the work of the store). We work without lunch. Goodbye".
If the client was not there, and someone else answered the call. Be sure to introduce yourself and state the reason for the call. Ask what time it is convenient to call back. It is undesirable to offer the client to call back himself.
If required goods was not delivered to the store. Try to find an alternative replacement for the item. “Hello, you are worried about (state your name) the Red and White store. May I hear (give the name and patronymic of the client). Unfortunately, the product you are interested in (name the product) did not go on sale this week (it will not be available soon). We offer you a great alternative - this is product "X". It perfectly suits your requirements (briefly describe the characteristics and indicate the price). Come and see. Waiting for you. We work without lunch, from (store opening) to (store closing). Goodbye".
Or at least inform the customer about the lack of goods. In any case, it is necessary to show attention to the client and show him personal care.
“Hello, you are worried about (state your name) the Red and White store. May I hear (give the name and patronymic of the client). Unfortunately, the product you are interested in (name the product) did not go on sale this week. Most likely, this item will be on (indicate estimated date of receipt). We will definitely inform you. Goodbye".
2. Promptness and friendliness of response to client behavior
You must be polite to the client, whether he is polite to you or not.
2.1. In the presence of the client in trading floor unacceptable:
Conduct conversations with other staff that are not related to the problems of this client;
Turn on loud music;
Distracted by cell phone calls.
If sales staff busy laying out the goods, when a client appears, it is necessary to maintain eye contact with the client, and if necessary, distract himself and engage in customer service. Customer service means not only the act of selling and presenting, but also maintaining an atmosphere of customer friendliness.
WHEN CLIENTS ARE IN THE SHOPPING ROOM, it is necessary to ALWAYS be in the field of visibility of the client. You must maintain eye contact with the client and not be distracted by outside stimuli.
It is forbidden to address other personnel by shortening or distorting their names and surnames, as well as to be familiar.
You should always be ready to answer customer questions or present products to them.
2.2. If, when answering a client's questions, you need to refer to the catalogs, you must:
Kindly ask the client to wait. The standard answer is: “I’ll look at the price list (catalog, warehouse balances) …»
If you do not know the answer to the questions asked by the client regarding the product - your actions:
Ask the customer to wait, invite the store administrator.
Standard answer: "You have asked a very interesting question, please wait, now I will invite a specialist who will give you a comprehensive answer."
2.3. If a client asks to make him an unregulated discount - your actions:
Tell us about our current system of discounts and say that, unfortunately, the provision of discounts is strictly regulated.
3. Completeness and efficiency of answers to questions asked by the client
The client should receive the information of interest immediately. If for some reason you cannot immediately provide the necessary information, show the product, be sure to apologize and warn the client with a mandatory explanation of your actions. The standard answer is "Sorry, now I will find the information I need and give the answer to your question." "I beg your pardon, now I will bring another item from the warehouse."
ANYWHERE YOU ARE GUILTY IF YOU MAKE THE CUSTOMER WAIT.
You must give the client a complete detailed answer to all questions regarding the product and the services provided.
If you cannot provide the information the client needs, apologize and invite the store administrator.
If you made the client wait, be sure to thank him for his patience.
Remember that you are the face of the company when you are in the workplace.
The above in clause 3 applies only to questions aimed at familiarizing with the goods and services. For all questions aimed at clarifying commercial information, you must politely answer the following: "This is beyond my competence" or "Please ask this question to my management"
Examples of questions that should be answered this way.
- What is the revenue in the store?
- What is the trade markup for certain goods?
-How many products are sold per day?
To negatively posed questions like
- How many returns of this product do you have?
- Have you had any customers dissatisfied with this product?
- You should answer: "During work, my shift was not there"
4. Farewell to the client
Regardless of whether the customer made a purchase or not, you must say goodbye to the customer.
Standard address: “Goodbye. We are glad to see you again "or" Goodbye, come to us again "
On the eve of such holidays as “ New Year"," Christmas "," International Women's Day "it is advisable to congratulate clients.
Standard address: “Goodbye. Happy New Year"
5. Thanks for the purchase
After the client has made a decision to purchase a product and paid for it, you give him the product and be sure to thank him for the purchase. The standard phrase "Thank you for your purchase, come to us again"
If you need to go to the warehouse for the goods being sold, be sure to warn the client. It is necessary to explain to the client that the warehouse is located at some distance and you need time to bring the necessary goods. The client, not knowing where you went to the next building or to the next room, starts to get nervous, because he thinks that you are slow. In general, this negatively affects the company's image. Standard message: "Please wait, I will now go to a distant warehouse and bring your goods."
It is unacceptable to lose interest in a customer after making a purchase. You must be attentive before the customer leaves the sales area.
Observe the "1+" criterion - motivating customers to make an additional purchase (Wine + sweets + + coffee ...)
6. Observing and anticipating the needs of the client
Always maintain eye contact with the client. Close scrutiny of visitors is unacceptable, but you should not engage in extraneous matters when the client is on the trading floor. Maintain the necessary distance if the client moves away from you. It is unacceptable to impose on the client immediately upon entering the store. Give the client a chance to look around. If you see the client's interest in a certain product, stay nearby in order to present the products of interest to the client. Try to ask leading questions in order to first of all present to the client not all the products of the store, but only those that interest him. If a client comes to buy wine, present only wine to him.
7. Correct production behavior of employees
Use phones, faxes and photocopiers located in the store for personal purposes.
Consume food and beverages throughout the store's sales area.
In conversations with clients, touch on the following topics: racial, national, religious and everything related to the money of third parties.
Shares his personal problems with clients.
Selectively pay attention to customers. It is impossible to judge the client's solvency by his external
Noisy behavior in the hall, group discussion of issues that are not directly related to work.
7.1. If you need to leave for a short time workplace You must notify a Loss Prevention Specialist. It is forbidden to leave the workplace without the notification of the OPP specialist. It is unacceptable to leave the workplace if one of the employees has already left, or all employees are busy working with clients.
8.3. If you have any questions related to your professional activities- contact the store administrator. Also, with all your complaints, questions and suggestions, you can contact the personnel department or write to the official website of the company.
8.4. You leave all problems, troubles and mental trauma outside the storefront. Only a non-professional salesperson transfers his mood to customers and work colleagues. Learn to manage yourself.
At the moment, there is no single approach or any classic technology for developing service standards. the main objective service standards - to create a unique competitive advantage for the company. Therefore, standards are the absolute know-how of any company, and there are simply no “standards for writing standards”.
The process of creating standards is a long and painstaking procedure, requiring patience and a significant amount of time on the part of the participants in this process. Therefore, I will also try to suggest some approaches that will optimize this process and make it more time-concise.
Definition of "Work Standards for Personnel" and "Standards for Customer Service". Difference and relationship of "Standards" with other internal corporate documents
One of the frequently asked questions is how the standards differ from other documents available in the organization, for example job descriptions... Let's try to figure it out by analyzing the main types and types of documents that regulate the work of personnel in an organization.
Documentation:
|
Document and its type |
Purpose of the document |
Who is it for |
By whom it is formulated or approved |
|
|
Mission and values of the company (declarative) |
Determines the key basic values and the meaning of the company's existence in society, its social mission |
Owners and top managers |
||
|
Corporate Code of Conduct (declarative) |
Describes the expectations of the organization from the behavior of personnel and their attitude to various aspects of interaction in the company (with customers, management, colleagues). |
For all employees of the organization |
Owners and top managers |
|
|
Internal labor regulations (technical) |
Regulates disciplinary matters and procedures common to all employees |
For all employees of the organization |
The head of the organization. The content of the document is governed by labor law |
|
|
Job descriptions (technical) |
Describe WHAT the employees' responsibilities, authority and responsibility are |
For each position |
By the head of the organization |
|
|
All of the above documents are essential for writing standards and should be used in writing them. IMPORTANT: standards should not duplicate the content of these documents, but can disclose exactly how the requirements of these documents should be fulfilled. |
||||
|
Staff work standards |
Describe WHAT and HOW employees should do to quality execution their job duties... General standards can be identified for all employees of the company and individual for each position. |
General - for all employees, individual - for each position (if necessary, it can be specified taking into account the specifics of the tasks of employees in the same position) |
Company executives, immediate managers |
|
|
Technological standards (technical) |
Describe the procedure for the provision of services / requirements for knowledge of those. characteristics of the goods, as well as criteria for the state of those zones, tools, documentation, etc., for which they are responsible. |
For each position |
Direct managers or manufacturers of goods |
|
|
Customer Service Standards (Technical) |
Describe the rules and requirements for the order of direct interaction with customers |
For each position |
Immediate leaders |
|
Staff work standards- formalized and specific requirements for those actions of personnel that employees must perform at a certain frequency, in a certain order, at a certain time or in typical situations.
Customer service standards- the part of the "Standards for the work of personnel" related to direct interaction with customers.
Objectives of implementing the "Standards" in the organization, expected effects and results
The main goal - provide the company with a strategic competitive advantage. The presence of standards guarantees the client that regardless of which employee of the company he communicates with, he will receive the service of the “branded” quality, which is inherent in this brand.
Objectives of standards implementation:
- to unify the actions of personnel in different areas. This is especially relevant for chains seeking to achieve brand awareness through consistent service delivery and customer service quality.
- Make working procedures as clear as possible for employees (not only WHAT to do, but also HOW). This is primarily relevant for line personnel, in whose activities a large number of similar / standard actions or situations can be distinguished.
- Create grounds for a transparent and objective assessment of the work of employees
Effects and results from the implementation of the Standards:
- Achievement uniform quality service and customer service for all network points or distinctive features point of sale("Recognizable", "predictable" service).
- Optimization of work processes and procedures (elimination of unnecessary or erroneous actions on the part of personnel)
- Comprehensibility of the workflow for employees, minimizing the time spent by managers on the adaptation of new employees
- Increasing employee motivation by understanding the criteria for evaluating the work and work of colleagues
What the Standards cannot do:
- Re-educate employees in terms of their attitude towards customers (therefore, you need to select the "right" people)
- Replace the control function on the part of the head (the presence of standards will not ensure their automatic execution, therefore the control function on the part of the head is very important. However, the standards greatly facilitate the control procedure).
Define criteria to be met for effective staff and customer service standards
Staff work standards must meet the following criteria:
- Concreteness- should not contain vague and ambiguous formulations that allow different interpretations by people with different education, upbringing, experience, etc.
|
|
|
|
Employees must wear daytime makeup |
Employees are required to use makeup. Allowed use: Natural shades of pastel shades (beige, greenish, baked milk) Shades of lipstick or lip gloss that are close to natural (natural pink, light brown) Blush pink or peach shade Black or brown mascara |
|
Indoor lighting should be bright in the evening and appropriate for the weather - in the daytime |
Lighting must meet the following requirements: In the evening - all lighting fixtures (ceiling and wall) are on In the daytime, in cloudy weather - ceiling lighting devices are on, in clear weather - only wall lighting or no lighting is allowed. |
- Measurability- if the standard involves the performance by an employee of any action within a certain time or with a quality that can be measured in any units, then this time or units of measurement should be clearly recorded
A combination of non-specificity and immeasurability of the wording is often found.
- Reality of execution- standards should not contain mutually exclusive or contradictory requirements. In addition, employees need to understand what resources or techniques they can use to meet the requirements of the standards.
|
Wrong wording of the standard |
Correct wording of the standard |
|
1. In case the employee is not busy serving the customer, he should greet each visitor entering the trading floor with the phrase "Good afternoon, can I help you and advise you?" 2. The employee is obliged to maintain constant contact with the client in the process of his service, has no right to be distracted by conversations with employees or other visitors. 3. If all employees are busy with servicing, and at the same time new visitors appear on the trading floor, the closest employee must apologize to his client, greet the new visitor and invite him to start exploring the assortment / look through catalogs on his own, asking him to wait. until one of the consultants is free, and again return to the conversation with the client being served. |
- Transparency for employees of the goals that are achieved through compliance with the standard - Employees will be sincere in adhering to standards only if they understand what a particular standard is for, what the client needs it satisfies, and how the client might feel about not adhering to the standard. This criterion is important primarily in relation to those standards that govern contact with customers.
An example of writing a standard in accordance with this condition:
- Relevance- standards should change in accordance with new tasks, approaches, requirements and company strategy.
- Providing employees with independence within their powers, variability of standards- first of all, this criterion refers to the standards of customer service. The standards should leave some room for creativity and personal expression of employees. This allows you to avoid the "robotization" of service, to introduce elements of sincerity and personal attitude of employees. The principle of "necessity and sufficiency" of standards must be observed, the service process in most companies cannot be 100% standardized.
- Complexity - standards (including customer service standards) should cover the entire staff of the company, not just the positions directly responsible for working with customers.
- Economic expediency - standards must be economically viable. If the implementation of the standards turns out to be unjustified costs for the company, it is impractical to introduce such a standard.
- Recommended criterion: adherence to a single structure of standards for all positions. This allows employees to quickly navigate the requirements, and managers - more clearly and systematically monitor compliance with standards.
Algorithm for the development of Standards for the work of personnel and customer service
- Determine the type competitive advantage, in accordance with which standards will be developed.
Trout's Scheme: Competitive advantage can be realized in three ways:
- Price-quality ratio". Requires a set of parameters most important for the consumer for minimal money, is aimed at satisfying such customer benefits as practicality and economy
- Best in product position. Assumes that a product (product + service) has a unique quality in one or more parameters. This strategy serves such needs as prestige, reliability, the desire to emphasize their individuality.
- The “proximity to the consumer” strategy implies the provision of the service required by a specific client, an individual attitude.
Requirements for standards:
- If a company implements a strategy of "price-quality ratio", then standards are important to help reduce the client's expenses for purchasing a product. Consequently, standards are needed for the purchasing department, as well as for the participants in the entire technological chain that the product passes through. For vendors with a practice-oriented strategy, standards often describe speed and ease of maintenance.
- If the company implements the strategy "the best in product", then the seller needs to: know the product well; be able to conduct comparative analysis with cheaper products (the phrases “we have a high price because a high-quality product”, “they will break everything right away”, “we guarantee quality” do not count), as well as to know the situations in which the client needs exactly best product... So, the offer of the most reliable equipment that will function for 100 years, and the client is going to update this product every five years, is inappropriate, and it is important for the client to help make a choice in the direction of a less expensive product.
- If the company implements the strategy of “proximity to the consumer”, then the highest requirements are imposed on the seller's work. To realize the competitive advantage of the company - individual solution customer problems - the seller must be able to collect maximum amount information about the buyer, as well as clearly understand in what situation what changes to the goods are necessary for the client. In addition, when implementing such a strategy, the seller must become “his boyfriend” and be able to keep up a conversation not only about shades of nail polish, but also new fashion, yachting, difficulties in relationships with relatives, etc.
Important:
- regardless of the price segment and type of competitive advantage, the client wants to receive attention and sincerity in communication.
- standards need to be high enough to meet and anticipate the needs of the target customer audience, but not expensive enough to scare customers away with value.
- Consider the organizational structure, select positions to be described in the standards.
When considering an organizational structure and choosing positions for standardization, it is important to consider the following points:
- Describe the vision of “ideal” service in accordance with the selected type of competitive advantage.
If the company has a written mission and values, a code of corporate conduct, these documents can be used to form a vision.
At this stage, it is important to form two types of visions:
- The vision of the "ideal" organization as a whole.
- The vision of an employee's “ideal” work in each specific standardized position.
Company vision:
When forming a vision company it is important to answer the questions:
|
Question |
Bank or brokerage office |
Boutique, fashion club, beauty salon |
|
What kind of company should our clients see? |
Measured, everything is clearly organized and predictable, giving a sense of stability, solidity |
Dynamic, quickly resolving any issues, offering a non-standard approach, giving the client a sense of his individuality, uniqueness, uniqueness |
|
What should be the relationship between employees? |
Employees are part of a single mechanism. Each is a highly qualified specialist and is responsible for his own area. The roles are clearly assigned. |
Employees are partners. The most important thing is to achieve a team result. Employees should always be ready to help a colleague, even at the expense of their own time and tasks. |
|
What should be the relationship between managers and subordinates? |
A well-built hierarchy, strict discipline, observance of subordination, the impossibility of discussing the decisions of the head, their clear implementation. |
Communication is democratic in nature, disagreement with the opinion of the manager is allowed if the employee is confident in the effectiveness of the proposed solution. Friendliness, sometimes leveling informal relations between managers and employees. |
Vision of specific positions:
When forming a vision positions it is important to answer the questions:
|
Question |
Fashion store consultant |
Cleaning department employee in a fitness club |
|
What impression should the employee in this position make on the client (features of appearance and behavior) |
The employee must be well-groomed, look modern, show the latest fashion trends. At the same time, the employee should not "suppress" the client, demonstrate his external superiority or obviously better awareness of fashion and style issues. Must come across as a competent professional. |
The employee should be as inconspicuous as possible. In situations of contact with a client (a client's request or complaint), he is kind and helpful. |
|
The nature of the relationship of this position with the client |
Unobtrusive advisor, delicate and competent assistant and consultant. |
Provides cleanliness and comfort for guests without attracting attention |
|
What kinds of customer interaction situations can take place |
1. Serving a new customer. 2. Serving a regular customer. 3. Consulting a potential client 4. Client's complaint. |
Communication when making a request or complaint from a client |
|
What stages of communication with a client can be implemented by the position |
1. Greeting the guest. 2. Identifying needs 4. Fitting 5. Discussion of doubts and objections. 6. Offer additional services. 7. Registration of the sale 8. Termination of the contact. |
1. Greeting the guest. 2. A request from a guest. 3. The guest's complaint. |
|
Specific situations that arise when performing functions or interacting with clients |
The need to change clothes repeatedly when cleaning wet rooms |
|
|
Territory and equipment for which the position is responsible |
1. Premises of the trading floor and dressing rooms. 2. Checkout area. 3. Cash register. 4. Terminal for payments with plastic cards |
Hall on the first floor, swimming pool, sauna. Cleaning equipment, means household chemicals used for cleaning (list). |
|
Documents for which the position is responsible |
1. Sales report (monthly, daily) 2. Cash book 3. Overhead 4. Price tags |
1. Cleaning log. 2. Log book of the consumption of detergents. |
To form a vision, it is necessary to take into account the opinion of 3 parties:
- Owners and managers of the company.
Methods: group discussion, meeting, brainstorming, analysis of the results of independent research.
- Personnel directly involved in customer service.
Methods: brainstorming, role-playing game"Client of the company", analysis of the results of research on the quality of service, comparative analysis with competitors.
- Clients.
Methods: interviews, questionnaires, “included” analysis of service procedures, focus groups.
4. In addition, in order to "detach" from competitors, to find moments where the company has the opportunity to demonstrate a clear advantage or to isolate bright "selling" moments, it is possible to carry out visit to competitors under the guise of a client. This procedure is especially useful because it allows you to feel like you are in the client's place, to look at the service process "from the other side", to understand the points in service that are important for the client.
- Highlight blocks of requirements that should apply to all employees.
Main sections:
- General Standards of Employee Conduct and Customer Relations
- Customer inquiries or complaints
- Telephone etiquette
- Relationship with leaders
- Relations with colleagues
Each block, if appropriate, must be broken down into main components in accordance with the most typical situations arising in the work (for example, communication with a new client and communication with regular customer etc.)
- Highlight blocks of standards for each position.
The main ones (the classification is given from the point of view of the convenience of ensuring control and describing the standards):
- Service Standards - Visible to Customers (External)
1.1. Technical standards
- Appearance
- state of the reporting facility
- condition of reporting equipment
1.2. Interoperability standards
- Service Standards - Invisible (Internal)
- Technological standards (related to the regulation of implementation production processes employees).
The general principle is to first spell out the most common situations or procedures and then disclose them in the standards.
The procedure for organizing the development of Standards in the company.
1. Creation of a working group.
Rules for creating a working group:
- The working group should include heads of client departments, a personnel manager, a service manager, part of the employees who work directly with clients, and, if possible, a marketer. The inclusion of ordinary specialists in the working group is important not only in order to take into account their views as people who best represent the nuances of the service process, but also to facilitate the subsequent implementation of standards in work.
- The project manager for standards development should be empowered to request information and organize interactions with management and owners of the company. If the company has a rigidly structured hierarchical management system, the team leader must be among the top managers in order to receive the appropriate authority.
- To develop standards for individual positions, employees or managers whose opinion and information may be important, as well as external experts - specialists in the field of service or in professional fields, can be involved in the work.
- It is desirable that the working group has an expert (internal or external) who can carry out the intermediate and final audit of the standards.
2. Determination of those responsible for different areas of work and the standardization of individual positions.
3. Gathering information regarding vision and expectations from the content of standards from the management of the company, employees, customers (i.e., the formation of visions by carrying out appropriate activities).
4. Work on writing standards in the working group.
- A plan for the development of standards is determined (indicating the timing and responsible for each of the stages)
- The meetings of the working groups are held regularly, with the established frequency. The frequency is set depending on how quickly it is necessary to develop the final version of the standards.
- The person in charge of the block summarizes the information received from the management, employees, clients and submits a draft standard for consideration by the members of the working group (it is desirable that the members of the working group have the opportunity to familiarize themselves with the standard before the meeting, and during the meeting to discuss any suggestions and comments that have arisen).
- In the course of the discussion of the working group, additions and clarifications are made to the standards, if necessary, additional experts are involved. The working group should also assess the standards in terms of their compliance with the criteria of the standards (measurability, specificity, etc.), if necessary, the standard is finalized. It is also important at this stage to assess whether the standard is mandatory and whether it can be replaced by another solution. If such proposals arise, it is necessary to form a list of them, assess the budget and the possibility of implementation.
5. Audit of the standard.
The final version of the standard is being audited by a working group expert or external consultants. If possible, it may be advisable to ask real customers to rate the standard.
Conducting a “real-time” preliminary audit can be very effective. a visit to a representative of the target client group in the Mystery shopping mode. In this case, the examiner gets acquainted with the proposed standards in advance and during the visit assesses how appropriate and convenient they are, as well as how realistic, from his point of view, their implementation.
6. Finalization and design in accordance with the approved design standard and structure of the standard. Produced by the person in charge of development of this standard... Then the standards are finalized working group taking into account the comments and wishes that have arisen.
7. Approval by the company management. After final agreement, registration and approval by the working group, the standards are submitted for approval to the company's management.
Methodology for the implementation of the Standards. Provision of external and internal control over their observance.
The implementation of approved standards is carried out in several stages.
In order for the implementation of standards to be as effective as possible, it is necessary this work to carry out systematically and consistently, to allocate a sufficient amount of time for the implementation of standards (with a competent approach, the full implementation of standards can take about 6 months).
Stage 1. Informing staff about the beginning of the development and implementation of standards in the organization.
Methods: posting information in a corporate publication, posting on general meeting employees, communicating information through direct supervisors. To increase the motivation and interest of staff in this process, to ensure staff involvement, a competition for the best ideas can be announced.
Stage 2. Creation of working groups for the development of standards. The inclusion of frontline staff in the working groups will contribute to the goal of better awareness of the process, and will also ensure that frontline staff are taken into account, thus facilitating subsequent implementation.
Stage 3. Analysis of the approved standards from the point of view of staff having the necessary knowledge, skills and abilities, as well as the sufficiency of motivation to meet the standards.
It is advisable at this stage to conduct an assessment from the point of view of the compliance of the current state with the new service standards in order to see the zones of the strongest discrepancies and draw the attention of the staff to them (it is better to do this through the “Mystery shopping” procedure).
Drawing up a training plan for the missing knowledge and skills, if necessary - correction of the motivation system. If it is planned that the quality of adherence to service standards will affect the incentive systems, then the change and introduction new System wages. It is more correct to first introduce new standards and give employees time to master them, and only then introduce changes to the Payment System.
Stage 4. Informing employees about the introduction of standards. Clarification of objectives and organizational changes that are associated with the introduction of standards.
Stage 5. Familiarization of employees with the content of the standards:
1. Familiarity with the documents describing the standards. Clarification of new procedures and rules.
It is recommended to issue general standards service in the form of a book (if there is a sufficient budget, arrange with the participation of designers and layout designers and print in a printing house), and job standards- in the form of separate brochures, because they may change more often. Technological standards are often regulated by product manufacturers or service developers, and may be described in brochures or other documents provided by manufacturers.
The formatting of the standards emphasizes the importance and value of this document to the organization.
2. Conducting training on the implementation of standards (or training in the "field" mode).
6 stage... Organization of control.
What is not controlled is not executed.
The most effective is the combination of internal and external control procedures.
Internal control- provided by observing managers over the work of employees, the results are recorded in specially designed forms.
External control- provided by conducting special programs by external specialists (Mystery shopping, polling of real customers after the visit).
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