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Casual Articles - The ABCs of Customer Recovery
Hot dry summer weather brings about heat and drought stress on summer annuals. Stressed plants such as the forage sorghums can occasionally accumulate dangerous concentrations of nitrates. These high nitrate plants, either standing in the field, or fed as hay, can cause abortion in pregnant cattle, or death if consumed in great enough quantities. Nitrates do not dissipate from suncured hay (in contrast to prussic acid),
R ecognize that the issue is not the issue. The way the issue is handled becomes the real issue.
S ay “no” diplomatically and without causing resentment. The best way to do this is to start out by telling the customer what you can do.
T hank customers for their feedback.
U p-Service your customers by suggesting products or services that enhance the value of their current purchase.
View the customer as the reason for your work---not as an interruption to your work.
W OW customers.
Ex amine t
Price reflects the value sacrificed for the acquisition of an item at the moment of purchase; therefore price paid is a historical fact and does not necessarily reflect the value of the item after the transaction, since this may change. Value changes when supply or demand changes. If the value of an asset that was acquired at a specific cost changes in the course of time, the accounting records will no longer reflect i
A ct as if every lost customer’s sales come out of your paycheck.
Believe the best of customers. Don’t make the mistake of assuming most customers are out to simply get something for nothing. The truth is, less than 1% of customers contact companies with ulterior motives in mind.
C ommunicate with diplomacy and tact when you final answer is “no” and when explaining company policy.
D on’t tell a customer she is wrong. Telling a customer they are wrong never makes them want to agree with you. It only pushes them more forcefully into their original position.
E mpathize with unhappy customers and allow this empathy to season your responses.
F ind a way to say “yes” to customers. Instead of saying “no” or telling the customer what you can’t do, think critically about what you actually can do.
G ive a token item such a coupon as a concrete form of apology.
H ave a sense of urgency. Demonstrate with your words and speed of response that getting to the bottom of the problem is just as important to you as it is to your customer.
I nvolve customers in the problem resolution process. Sometimes it’s very helpful to simply ask, “How do you see us resolving this?”
Jot down the customer’s name and details of the problem they are describing so you don’t have to ask the customer to repeat information.
K eep customers apprised of your timetable and progress toward resolving their problems.
L isten with the intent to truly understand your customer, not with the intent to interrupt, reply, or correct.
M onitor your customer service calls to ensure your tone is friendly, helpful and willing.
N egotiate resolutions that balance both the interests of your company and your customer.
Open the door with unhappy customers with open-ended questions. Make your questions demonstrate a sincere interest in better understanding the customer’s problem or experience.
P ut yourself in the customer’s shoes. How would you feel if the exact same problem happened to you?
Q uickly apologize. Apologize both when the company is at fault and even when the customer is responsible for the error. An apology goes a long way in creating calm, diffusing anger and regaining goodwill.
R ecognize that the issue is not the issue. The way the issue is handled becomes the real issue.
S ay “no” diplomatically and without causing resentment. The best way to do this is to start out by telling the customer what you can do.
T hank customers for their feedback.
U p-Service your customers by suggesting products or services that enhance the value of their current purchase.
View the customer as the reason for your work---not as an interruption to your work.
W OW customers.
Ex amine th
Upper Saddle River, N.J. - November 2005 - Compensation Resources, Inc. (CRI) has released the results of its 2005 Year-End Compensation Survey. The purpose of this study was to obtain compensation data used for trending and planning purposes at companies of all sizes and shapes. Data was compiled from survey questions that were developed by CRI and distributed to companies in 16 industrial classifications, in addition
E mpathize with unhappy customers and allow this empathy to season your responses.
F ind a way to say “yes” to customers. Instead of saying “no” or telling the customer what you can’t do, think critically about what you actually can do.
G ive a token item such a coupon as a concrete form of apology.
H ave a sense of urgency. Demonstrate with your words and speed of response that getting to the bottom of the problem is just as important to you as it is to your customer.
I nvolve customers in the problem resolution process. Sometimes it’s very helpful to simply ask, “How do you see us resolving this?”
Jot down the customer’s name and details of the problem they are describing so you don’t have to ask the customer to repeat information.
K eep customers apprised of your timetable and progress toward resolving their problems.
L isten with the intent to truly understand your customer, not with the intent to interrupt, reply, or correct.
M onitor your customer service calls to ensure your tone is friendly, helpful and willing.
N egotiate resolutions that balance both the interests of your company and your customer.
Open the door with unhappy customers with open-ended questions. Make your questions demonstrate a sincere interest in better understanding the customer’s problem or experience.
P ut yourself in the customer’s shoes. How would you feel if the exact same problem happened to you?
Q uickly apologize. Apologize both when the company is at fault and even when the customer is responsible for the error. An apology goes a long way in creating calm, diffusing anger and regaining goodwill.
R ecognize that the issue is not the issue. The way the issue is handled becomes the real issue.
S ay “no” diplomatically and without causing resentment. The best way to do this is to start out by telling the customer what you can do.
T hank customers for their feedback.
U p-Service your customers by suggesting products or services that enhance the value of their current purchase.
View the customer as the reason for your work---not as an interruption to your work.
W OW customers.
Ex amine t
10. Understand all of the opportunities available to you. Don't just assume that you can only work at the standard place of employment for your area of study. The key to finding a great career is to think outside of the box. Don't get caught being narrow-minded when considering where to apply your skills and energy. Every firm needs accountants, project managers, sales people, etc. 9. Get to know a successful
I nvolve customers in the problem resolution process. Sometimes it’s very helpful to simply ask, “How do you see us resolving this?”
Jot down the customer’s name and details of the problem they are describing so you don’t have to ask the customer to repeat information.
K eep customers apprised of your timetable and progress toward resolving their problems.
L isten with the intent to truly understand your customer, not with the intent to interrupt, reply, or correct.
M onitor your customer service calls to ensure your tone is friendly, helpful and willing.
N egotiate resolutions that balance both the interests of your company and your customer.
Open the door with unhappy customers with open-ended questions. Make your questions demonstrate a sincere interest in better understanding the customer’s problem or experience.
P ut yourself in the customer’s shoes. How would you feel if the exact same problem happened to you?
Q uickly apologize. Apologize both when the company is at fault and even when the customer is responsible for the error. An apology goes a long way in creating calm, diffusing anger and regaining goodwill.
R ecognize that the issue is not the issue. The way the issue is handled becomes the real issue.
S ay “no” diplomatically and without causing resentment. The best way to do this is to start out by telling the customer what you can do.
T hank customers for their feedback.
U p-Service your customers by suggesting products or services that enhance the value of their current purchase.
View the customer as the reason for your work---not as an interruption to your work.
W OW customers.
Ex amine t
Online payroll outsourcing is a recent trend in the field of payroll outsourcing. If an internet connection is ready, online payroll outsourcing services bring the payroll to your fingertips anytime. The pay checks can be printed right at the moment, anywhere, with all the required deductions.Convenient access and constant support are the significant advantages. Up-to-date up gradations make the online payrolls a
N egotiate resolutions that balance both the interests of your company and your customer.
Open the door with unhappy customers with open-ended questions. Make your questions demonstrate a sincere interest in better understanding the customer’s problem or experience.
P ut yourself in the customer’s shoes. How would you feel if the exact same problem happened to you?
Q uickly apologize. Apologize both when the company is at fault and even when the customer is responsible for the error. An apology goes a long way in creating calm, diffusing anger and regaining goodwill.
R ecognize that the issue is not the issue. The way the issue is handled becomes the real issue.
S ay “no” diplomatically and without causing resentment. The best way to do this is to start out by telling the customer what you can do.
T hank customers for their feedback.
U p-Service your customers by suggesting products or services that enhance the value of their current purchase.
View the customer as the reason for your work---not as an interruption to your work.
W OW customers.
Ex amine t
Pet sitting can be a rewarding job but can also be tiring. If you are interested in making your own business as a pet sitter, here are answers to most frequently Asked Questions about this career.1. What does a pet sitter do? What he/she is responsible for?Pet sitters care for your pet just as a baby sitter cares for your children. While most pets do not demand the same amount of supervision and care that a
R ecognize that the issue is not the issue. The way the issue is handled becomes the real issue.
S ay “no” diplomatically and without causing resentment. The best way to do this is to start out by telling the customer what you can do.
T hank customers for their feedback.
U p-Service your customers by suggesting products or services that enhance the value of their current purchase.
View the customer as the reason for your work---not as an interruption to your work.
W OW customers.
Ex amine the root cause of problems and work to eliminating problems at the root.
Y ou are the company to each customer. Never underestimate your power to influence the customer’s future buying decisions.
Zero in on the customer’s needs and wants.
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