4 Ways to Improve Customer Service

4 Ways to Improve Customer Service

4 Ways to Improve Customer Service

This is a collection of 4 practical applications to improve the frontline employee’s ability to provide exceptional customer service.

The following point below are the 4 ways which our customer service center can be improved till our satisfaction:


It is intended to be a down-to-earth guide to giving excellent care to customers, both inside and outside the organization. It covers the many topical areas that encompass customer service and is organized to be user-friendly.
Customer service representatives are vital to any business because they serve a major role as liaison between the customer and the company. The results of these interactions directly influence the perception that the customer has of the product or service and the company itself. The attitude and actions of service providers will cause a customer to make a perceptual judgment about the company. From the customer’s perspective, the people performing the service are the company.

More and more, the word is being spread about the need for organizations to develop a corporate culture that extols quality products and service. This message is accompanied by endless anecdotes of customer experiences and why it is necessary to constantly strive for improvement. Although management leadership, support, and involvement clearly are important, training and skills development still play a critical role in any successful
service improvement effort. Learning to create a positive image, communicate effectively, and build customer rapport gives employees the means to develop quality service strategies that support the underlying values and beliefs of their organization.

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Keeping customers satisfied with the service they receive helps an organization build and foster a valuable reputation for dependability and quality performance. We know that the customer’s perception of service is fundamental to his or her degree of satisfaction, and the practical meaning of good service extends far beyond technical excellence. Providing quality service requires the ability to remain flexible and respond to the changing
conditions and needs of the customer.


Service representatives must have a combination of good interpersonal skills, competent knowledge of the business or occupation, and proficient problem-solving abilities.

Understanding customer expectations and the basic components of customer service helps employees build these appropriate skill sets. It is wise to remember that the average customer is educated, knowledgeable, time driven, value-oriented, opinionated, and skeptical. A solid service quality plan is as critical to a successful improvement effort as a good map is to a successful journey. Satisfying customers through high-level service helps build
and foster a valuable reputation for dependability and quality performance.

It also strengthens customer loyalty, which means continued business with the organization. When employees are given the proper training and support, they are provided the necessary tools to achieve success. This collection of training activities, assessment tools, practical tips, and recommended techniques will provide a variety of opportunities to strengthen the capabilities and effectiveness of customer service representatives. They are
designed to challenge employees to beat their personal best and constantly strive to improve skills and output. Remember, a properly trained and well-informed staff will help deliver a winning performance that keeps both internal and external customers satisfied. These interventions will help them stay focused, enthusiastic, motivated, and efficient.

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These interventions can be implemented by trainers, team leaders, or managers for employees who provide service to external customers as well as those internal to an organization. Organizational development practitioners also may find this resource valuable in enhancing the basic interpersonal skills of all employees.
The training activities include all processing information, and the facilitator guidelines
presented in this Introduction provide the appropriate support for team leaders and managers to conduct the training sessions.

3. Making Sense of It

You will be asking your partner a series of questions. Your task is to watch the changes in
facial expression, body posture, and breathing as your partner answers your questions.
Notice and remember all the unconscious visible responses to the YES questions and
compare them to those for the NO questions. Be aware of the differences in breathing,
skin color, and lower lip, and any minute muscle movements of the face.
Part A
1. Tell your partner that you will be asking a series of questions and that he or she is to honestly answer yes or no.
2. Referring to the introductory personal information you received from your partner, ask three questions you know will be answered yes. (For example, if your partner stated that he owned a dog, you ask if he had a pet.) Then ask three questions you know will be answered no. (For example, if your partner stated that she was married, you ask if
she is single.)
3. Continue to alternate YES and NO questions until you feel confident that you recognize the difference in your partner’s responses.

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Part B
1. Tell your partner that you will be asking a series of YES or NO questions again and
that he or she can choose to answer truthfully or not.
2. Ask a series of obscure questions to which you do not know the answers. For example,

  • Did you wear your hair long when you were a teenager?
  • Is your mother older than your father?
  • Did you ever own a motorcycle?
  • Would you like to visit Egypt?

After each question, try to guess whether the answer is true or not by using your “extra”
sensory perception. Check the accuracy of your prediction with your partner.

4. Stressing the Positive

Directions: Check off all the factors that you feel contribute to excessive stress in the workplace.

  • Workload too heavy
  • Time pressures
  • Constantly changing priorities
  • Lack of direction
  • Too much direction
  • Lack of performance feedback
  • Lack of information
  • Too much information
  • Demands for higher productivity
  • Demands for improved quality
  • Meetings
  • Interruptions
  • Budget cuts
  • Lack of staff
  • Incompetent or unmotivated people
  • Uncertainty of job security
  • Strict policies and procedures


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