Handout HDC

PPROCESSROCESS

KKNOWLEDGENOWLEDGE IINFORMATIONNFORMATION

TRAINEE HANDBOOK

Handling Difficult

Customers (the Art of)

PKI 06.2008

HANDLING DIFFICULT CUSTOMERS 3

PKI PKI

Table of Contents

PURPOSE & OBJECTIVE 4

PROBLEM SOLVING SKILLS 5

HOW TO DEAL WITH A PROBLEM 7

IDENTIFYING DIFFICULT CUSTOMERS 8


THE 3 STAGES TO STRUCTURE 13

KEY THINGS TO REMEMBER... 14

HANDLING CUSTOMER COMPLAINTS 15

SUCCESS 16

ACTIVE LISTENING 17

EFFECTIVE LISTENING 18

ASSUMPTIONS 20

ASSERTIVENESS TEST 22

ASSERTIVENESS TEST RESULTS 24

ASSERTIVE, AGGRESSIVE & NON-ASSERTIVE 25

ASSERTIVE, AGGRESSIVE AND NON-ASSERTIVE BEHAVIOUR 27

BEING ASSERTIVE 28

LISTENING TO SOME CALLS... 29

TRANSACTION MONITORING FORM 30

MONITORING CRITERIA 31

ASSESSMENT SCENARIOS 33

NOTES 36


Purpose

The purpose of the workshop is identifying difficult customers, developing and practicing effective ways of managing them.

OBJECTIVE:

By the end of this session you will be able to:

Define different types of difficult customers.

Demonstrate different techniques you can use to manage difficult

customers during the assessment and a three month follow up through your Transaction Monitoring results.


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Problem solving skills THINK OF A TIME WHEN YOU HAD TO DEAL WITH A DIFFICULT CUSTOMER.

What kind of difficult customer did you deal with?

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How did you deal with it? (describe the process, did you involve anyone else, if yes –how)

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What worked well during the interaction? (list anything that helped you to solve the problem)

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What hindered the process? (anything that you felt hindered you from dealing with the customer efficiently).

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Please answer the following questions and share the answers with the rest of the group:


Were you happy with the outcome?

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If you were faced with the same or similar situation in the future, would you deal with it differently (if yes, state how)________________________________________________________

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How to deal with an issue

State the issue.

Get all the key facts and information.

Decide the cause of the issue.

Develop several solutions to each cause.

Select the most practical solution.

Take action.

Evaluate the effectiveness of the solution adopted.


Identifying difficult customers

THE COMPLAINER

CHARACTERISTICS:

HOW TO DEAL WITH THEM:


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THE ANGRY CUSTOMER

CHARACTERISTICS:



THE ABUSIVE CUSTOMER

CHARACTERISTICS:



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1. If a customer is angry, never get angry yourself. It can only turn an unpleasant little incident into an unpleasant big incident.

2. Do not try logical argument on a customer in a temper: it only adds fuel to the fire. Wait until the customer has calmed down.

3. Do not grovel, and do not let an angry customer draw you into accepting his assumption that the organisation is generally inefficient because of his own single unhappy experience.

4. The way to deal with an angry customer is to apologise for the specific inconvenience only, and to take immediate action to put it right.

5. An angry customer means that you still have an opportunity. If the customer hangs up the phone he will never call back, and will tell all his or her friends/colleagues about your dreadful service and company. That is real damage. But if the customer comes to you in a temper, you have the opportunity to prevent that damage. The real disaster has not happened yet, and if you handle the situation correctly, it won‟t happen.

1. Never show your boredom or frustration. It will offend other people as well as the chatter box.

2. Never bully or hector any customer, or interrupt rudely, or shut them up by visibly trying to dominate them.

3. Use every conversational gap and lead that you can to guide the conversation towards a satisfactory conclusion.

1. Do not get personally upset by the rudeness of an offensive customer. And do not fuel his/her abuse by making „value judgements‟, just stick to facts.

2. Do not be deliberately casual or icily superior to show an offensive customer what you think of him.

3. The way to deal with the offensive customer is to keep cool, keep your professional detachment, stay polite, and keep offering possible solutions in strictly factual terms.

4. Learn to ignore rudeness. Remember that the offensive customer is offensive to everyone who deals with him/her, not just you. Your job is not to make him/her nice; you simply have to supply him/her with what he/she came for. All you have to do is to get them to go away with whatever it was they came to get.

Handling difficult customers

HANDLING AN ANGRY

CUSTOMER

HANDLING A COMPULSIVE

TALKER

HANDLING A RUDE

CUSTOMER


Sometimes you do everything right. You‟ve put all the right techniques into practice, but the person remains difficult. In this case, you should try to bear in mind that :

1. Difficult people are usually difficult for a reason.

2. People who are scared and anxious are most likely to be difficult - and may remain difficult until their problems are resolved.

3. Anxious people can become childlike and have “tantrums” (adapted child ego state). Treating them like children will encourage them to act like a child, whilst treating them like responsible adults will encourage them to act rationally.

e.g. "I understand your problem and I assure you I’m trying to help. Please hold the line while I find a solution for your issue ".

will be much more calming and effective than:

"Listen! I am doing all I can. You will need to wait ok?".

If people remain angry, it is often because they think that they are not being listened to.

THE VERY DIFFICULT

CUSTOMER


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STAGE 1: THE VERBAL HANDSHAKE!

Answer promptly.

Give name/department.

If you are the caller establish whether it is convenient to

proceed.

Get/use caller‟s name.

Sound friendly and interested (Smile in voice).

STAGE 2: GETTING / GIVING THE MESSAGE!

Listen carefully and sympathetically.

Control the call.

Use good questioning techniques.

Speak clearly and distinctly.

Vary voice.

Courteous words and phrases.

Avoid emotive words.

Plain words - no jargon.

STAGE 3: OFFERING HELP

Give useful information.

Say what you are going to do next.

Summarise.

Agree Action.

The 3 stages to structure AND MANAGE TELEPHONE CALLS


Thank the customer for bringing the complaint to your attention.

Apologise and say that you are sorry they are upset (whatever the cause of the complaint).

It is important that you say that you are sorry they are upset rather than apologising about the specific complaint. You are unlikely at this point to have all the facts.

Be pleasant and courteous; don‟t argue.

Find out what the customer wants by asking open exploratory and probing questions (for example those that begin with “What?” and “How?”) is an important part of dealing effectively with a difficult customer.

As a minimum, in order to solve the problem we need to understand what the problem is, why it is a problem to the customer and what action is required to resolve the problem for them.

Offer to fix the problem and fix the problem if you can at no cost to the customer.

Share information/suggest alternatives; be generous if you can and offer something extra.

Agree on a solution and follow it through.

Stay calm. Breathe normally and be aware of your body posture.

Don’t say something you will regret or make promises you can’t keep.

Get support or advice if you are in difficulty. Talk to your supervisor.

Don’t take complaints personally and let off steam afterwards.

Key things to remember... WHEN DEALING WITH ANY COMPLAINANT.


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Complaints must be dealt with sympathetically, calmly and promptly. If you follow these standards you will be able to diffuse a customer‟s feelings of disappointment, anger and embarrassment.

Listen calmly and sympathetically. Do not interrupt the customer. Do not look away or appear distracted. Give the customer your complete attention. Use verbal nods.

Phrase apologies in terms of being sorry that the customer has been disappointed. Do not state or imply that there is a fault or that service has been bad. When you apologise, MEAN IT, after all customers are VIPs.

When appropriate, repeat the facts of the customer‟s complaint to him/her to ensure you fully understand the problem.

Explanations of what might have happened of why things are done as they are must be clear and favourable to other staff and to the organisation. Do not attach blame, as such, in any explanation.

Gain agreement from the customer about the next course of action to be taken, suggest only action and alternatives which are within the organisation’s policy. Where necessary get help from a supervisor.

Prompt action, within organisation policy must be taken. This applies as well when that action is to get a supervisor to assist you. Nothing aggravates customers more than unnecessary delay in resolving their complaint.

Handling customer complaints

LISTEN

APOLOGISE

CLARIFY

EXPLAIN

AGREE

TAKE ACTION


Success...

Specify the issue

Understand the customer’s needs

Control the call

Concentrate on what you can do

Support the customer

Self Esteem Believe in yourself

and your abilities

Empathise with the customer


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Active listening

USE EMPATHY

I understand.

I recognise that you are upset about this.

I sense your frustration.

I can see why you are worried.

I can understand how you feel.

I can understand why you could be confused.

I understand how irritating this can be.

ASK SPECIFIC QUESTIONS ■ What is the serial number?

■ When did you purchase the computer?

■ How long have you been having this problem?

■ What other software do you have installed?

ASK OPEN-ENDED QUESTIONS

Can you tell me more about it?

What seems to be the problem?

USE SELECTIVE AGREEMENT

I agree with you, things are a lot more complicated than

they used to be.

I agree, when you are waiting for 15 minutes on hold, it

can seem like a very long time.

USE ACTIVE LISTENING WITH ACKNOWLEDGEMENTS

(vocalised nodding)

■ Uh-huh

■ Yes

■ OK

■ I see

ADMIT YOU WERE WRONG (when appropriate)

ASSIST THE CUSTOMER TO GENERATE ALTERNATIVE COURSES OF ACTIO


ENCOURAGEMENT TO THE CUSTOMER

When the customer can hear that you are listening in a non-threatening way he will lose some of his defensiveness. When this happens, he will often try to understand you better and listen more effectively to what you are saying.

POSSESSION OF ALL THE INFORMATION

To solve problems and make decisions, it is necessary to obtain as much relevant information as possible. Good listening helps you to get as much information as possible about the customer as he is prepared to tell you. If you learn to listen to the tone of voice, you may also gain information which he/she did not intent to communicate. Careful listening motivates the customer to continue talking.

IMPROVED RELATIONSHIPS

The customer may have the opportunity to get thoughts, feelings, facts, ideas and so on off his/her chest. As you listen you will in turn understand them better. He/she appreciates your interest and the relationship develops.

Effective listening produces results


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RESOLUTION TO DIFFERING POINTS OF VIEW

Disagreements can best be solved when you and the customer listen carefully to one another. This does not mean that you will ultimately agree with his/her points of view, or he/she with yours, but you can show that you understand it.

BETTER UNDERSTANDING OF THE CUSTOMER

Listening carefully to the customer will give you ideas on how he/she thinks, what he/she feels to be important and why they are saying what they are saying. You are then in a far better position to effectively identify and develop his needs and ultimately provide the best service.

GOOD LISTENING GAINS

Information

Understanding

Listening in return

Co-operation

Remember on the telephone we are limited to using only 45% of our available communication skills which means we must work even harder than in face-to-face communications.


Assumptions

What caused you to make mistakes?

The biggest cause of mistakes will have been assumptions. Trainees will have made assumptions based on the limited information provided, and on their previous experiences.

Most will have heard a similar story in the past and will have used this to make assumptions about the one they heard today.

Why are we making assumptions?

We make assumptions when we don't fully understand a situation. It is a natural reaction to immediately fill in any missing information by making up our own story. We do this because we like to try to make sense of people and situations. The problem with this is that most of the time our story is incorrect which causes all kinds of complications. The fact is, we don't know what the truth is unless we ask.

Why are assumptions bad for business?

Making assumptions is bad for business because doing so can:

Cause unnecessary stress.

Waste time and energy.

Create misunderstandings.

Cause you to miss out on great opportunities.

Lower your confidence and create self-doubt.

Lead you to offer the wrong product/service.

Create obstacles that don't exist.


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Making assumptions isn't good for any relationship which means we can apply this to our personal life as well.

When we ask instead of assume, we may not always get an answer we like or expect. Still, asking is much better than making up our own story because then we are in the position to make an informed next step.

Asking questions is simple, yet not always easy. Find the courage to do what may feel difficult and just ask. Ending assumptions is like any skill, it takes practice. The more you do it the easier it will become!

What have you learned from this exercise?

We are all capable of making assumptions – they are

unavoidable.

The important thing is to recognize the danger and to use for

example good questioning skills to check understanding and to provide an opportunity for incorrect assumptions to be identified early.

Listen effectively.

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Assertiveness test

1. In work meetings you are:

a) Butting in and speaking over others. You make sure your opinion on every topic is well and truly heard.

b) Nodding and smiling appropriately, but secretly watching the time tick by…

c) Paying close attention to everything that is discussed and giving your constructive opinion on a few things that you feel strongly about.

2. You’ve made a mistake at work, and it’s time to own up. You:

a) Blame others. If you weren‟t so overworked and understaffed you would never have made this oversight.

b) Take full responsibility, and while you‟re confessing your sins, own up to taking the last donut from the fridge, not re-filling the printer paper when you realised it was empty and being two minutes late three Thursday‟s ago.

c) Acknowledge your mistake and move on. You concentrate on creating a solution, not agonising over the mistake.

3. Your best friend has just broken up with her long-term boyfriend and you’ve promised to bring soppy DVDs and takeaway to cheer her up tonight. At 5pm on the dot, your boss asks you to work late as there is a project that requires immediate attention. You:

a) Tell your boss to back off. You have already worked above and beyond what‟s required of you this week, your work/life balance is out of wack, and it‟s time he or show asked someone else to stay back.

b) Understand that in this day and age working late is a norm, rather than a once off, and that staying back will prove to your boss that you are committed to the company. You make up an excuse to your friend, and say you‟ll see her tomorrow night instead.

c) Explain you have other commitments and if necessary, you can come in earlier the next day instead.

4. You work for a “dinosaur” company where long work hours are the norm. This sort of culture is wearing you down, and you want to cut back to a four-day week. Despite presenting a mutually beneficial proposal to your boss, you are knocked back. You:

a) Burst into tears and threaten to quit.

b) Accept your lot, and go back to struggling through the day and battling to have enough time for your family, friends and self.

c) Ask for a written explanation as to why you‟ve been knocked back, and then re-write your proposal accordingly.

HOW DO YOU DEAL WITH CONFLICT AT WORK?


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5. One of the girls that sits closest to your desk spends the majority of her day on the phone gossiping to her girlfriends (and when she’s not doing that, she’s usually on MySpace). Not only does this disturb your productivity, but you find it unfair and a waste of the company’s time and money. You:

a) Glare at your co-worker whenever she does this, and later whisper in your boss‟s ear that your co-worker is driving you nuts and wasting company time, and let your boss deal with it.

b) Just ignore your co-worker. It‟s not your place to say anything, and assume that eventually she will get found out by the boss.

c) Politely but firmly raise the issue with your colleague, pointing out her loud gossiping and raucous laughter actually disturbs your work.

6. A set task is taking longer than you first thought, and you need help. You:

a) Don‟t ask, but tell others to do things for you. That‟s what receptionists and secretaries are for anyway.

b) Feel guilty and anxious asking others to do things, and you spend the rest of the day stressing about how you will phrase your plea for help.

c) Because you have a strong sense of self-worth, you ask for help without feeling weak, guilty or inadequate.

7. You turn up five minutes early to a meeting, but the person who called the meeting is 20 minutes late. You:

a) Hunt down the said person, interrupt their phone conversation and demand an explanation for keeping you waiting.

b) Wait patiently. They are far more important than you anyway and naturally will have a good reason for being late.

c) Wait fifteen minutes and then return to your desk. You have major deadlines to meet anyway and can‟t be wasting time waiting around. You send a memo to this person asking if they would like to reschedule.

9. You suspect someone is harbouring a grudge against you, but you don’t know why. You:

a) Ignore and avoid this person as much as possible and mutter snide remarks about them in the lunch room.

b) Go out of your way to be nice to this person. You hate confrontation, and you want everyone to like you.

c) Ask this person if they are angry at you, and try to be understanding.


IF YOU ANSWERED MOSTLY A‟S YOU ARE AGGRESSIVE.

You are very likely to defend your own rights, beliefs and opinions and work to achieve your goals, but you have very little regard for other people and their rights, beliefs and opinions. You also insist that your ideas and feelings are more important than others. You often blame others for problems instead of offering solutions. You rarely talk with people, but rather to them, and you carry a „my way or the highway‟ attitude. You have a tendency to interrupt, and may use threats to get your own way.

Tip: No man is an island. Try working with people, and seeing their point of view.

IF YOU ANSWERED MOSTLY B‟S, YOU ARE PASSIVE.

The most important thing to you is to be liked and accepted by everyone. You are easy and pleasant to get along with, but you are unwilling to stand-up for yourself and have your needs and opinions heard. Most importantly, you have trouble saying no to people and often find yourself saying „yes‟ when you actually mean „no‟. Being a push-over and having your needs denied, may eventually lead to pent up frustration and/or unhappiness.

Tip: Understand that being nice has nothing to do with giving in to others.

IF YOU ANSWERED MOSTLY C‟S, YOU ARE ASSERTIVE.

Congratulations! Being assertive means you have the ability to stand-up for yourself while also respecting the rights of others. You professionally tackle problems face-on, ensuring that the emphasis isn‟t on who made the mistake but rather how the problem can be solved. You give direct eye contact, which suggests self-confidence and commands others to listen. You are not afraid to say no, or to ask for help. You take responsibility for your behaviour but not the behaviour of others or for situations that are beyond your control. Mostly importantly, you get your needs met and you address problems maturely before they build-up to crisis-point.

Remember: People only treat you how you let them treat you.

a

b

c

Assertiveness test Results


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Assertive, Aggressive & Passive

IF YOU ARE ASSERTIVE YOU DO:

Ask for what you want directly, openly and appropriately.

Are confident.

YOU DON‟T:

Violate other people‟s rights.

Expect people to magically know what you want/need.

Give in to anxiety.

IF YOU ARE AGGRESSIVE YOU DO:

Try to get what you want in any way that works.

Often provoke bad feelings in others.

Threaten, manipulate and use sarcasm.

YOU DON‟T:

Respect or consider other people‟s feelings.

Compromise.

Listen.

IF YOU ARE PASSIVE YOU DO:

Hope that you will get what you want.

Rely on others to know what you want.

YOU DON‟T:

Ask for what you want/need.

Express your feelings.

Care.


Now we know it is good to be assertive, so what is stopping us?

Others being aggressive.

Lack of Knowledge.

Feeling ill/worried.

Lack of confidence.

Feeling inferior.

Fear.

Not enough resources available.

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These are all barriers. We face these every day. You hit a barrier when you step out of your comfort zone.


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ASSERTIVE, AGGRESSIVE AND NON-ASSERTIVE BEHAVIOUR

ASSERTIVE AGGRESSIVE NON-ASSERTIVE

Characteristics

Choose for self. Appropriately honest. Direct, self-respecting, self-expressing, straight-forward. Convert win-lose to win-win.

Choose for others. Inappropriately honest (tactless). Direct, self- enhancing. Self-expressive, derogatory. Win-lose situation that you win.

Allow others to choose for you. Emotionally dishonest. Indirect self-denying, inhibited. In win-lose situations you lose. If you do get your own way, it is indirectly.

Your Own Feelings on the

Exchange

Confident, self-respecting, goal-oriented, valued. Later: Accomplished.

Righteous, superior, deprecatory, controlling. Later: possibly guilt.

Anxious, ignored, helpless, manipulated. Angry at yourself, and/or others.

Others' Feelings in

the Exchange Valued, respected. Humiliated, defensive, resentful, hurt.

Guilty or superior. Frustrated with you.

Others' View of You in the

Exchange Respect, trust. Know where you stand.

Vengeful, angry, distrustful, fearful.

Lack of respect, distrust. Can be considered a pushover. Do not know where you stand.

Outcome Outcome determined by above-board negotiation. Your and others' rights respected.

You achieve your goal at others' expense. Your rights upheld; others' are violated.

Others achieve their goals at your expense. Your rights are violated.

Underlying Belief

System I have a responsibility to protect my own rights: I respect others but not necessarily their behaviour.

I have to put others down to protect myself.

I should never make anyone uncomfortable or displeased... except myself.


Know what to say.

Say it!

Be specific.

Say it as soon as possible.

Be relaxed.

Avoid laughing nervously.

Don‟t whine or be sarcastic.

Being Assertive


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Listening to some calls...

SCENARIO:

Customer sent his mobile phone in for repair three weeks ago after calling customer services. The agent had told him the phone would be back from repair within 5 working days but this is not the case. The customer is calling to see what is happening with the phone.

FIRST CALL SECOND CALL

What was good?

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What could be done better?

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What was good?

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What could be done better?

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Transaction monitoring form

Agent Customer/Case No. FE NO

Client Recorded NFE % 100.0%

Language Monitored

Monitor Feedback Total 100.0%

1 N/A C FE

2 N/A C FE

3 N/A C

4 Empathy N/A C

5 N/A C

6 N/A C

7 N/A C

8 N/A C

9 N/A C

10 N/A C

11 Controlled call effectively & Proactively helped and informed N/A C

12 Did agent use correct Hold Procedure? N/A C

13 Agent remained calm throughout N/A C FE

14 Agent refrained from using irritators N/A C FE

15 Agent refrained from making assumptions N/A C

Total FE's 0

Total NFE's 0

Transaction Monitoring Form (Call)

Communicated at an appropriate level both professionally & technically?

Was agent proficient in language of call?

Voice/clarity

Did agent stick to the issue?

Did agent attempt to build rapport?

Did agent listen actively & use verbal nods?

Was information given relevant & clear?

Appropriate use of customer's name

Did the agent reach this solution within an appropriate time?

Actions

Comments


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1. Communicated at an appropriate level both professionally & technically?

Use Terminology that the customer will understand, do not baffle them with technical jargon. However, do not underestimate the technical knowledge of your customer. The agent should remain professional throughout the call. Professionalism is reflected in language, attitude and information given to the customer. This includes professionalism with regards to our client, its products and services.

2. Was agent proficient in language of call?

The agent may be advised about certain words or phrases they are using which are not correct, or may be given alternative phrases to use to sound more fluent.

3. Voice/clarity

I.E.: Speed, volume, quality, diction, long pauses. Also the general quality of sound on the call will be addressed here, i.e. breathing sounds, coughing or excessive background noise.

4. Empathy

Shows concern for consumer‟s problem and stresses the importance of their call and our willingness to assist before probing. (e.g. That certainly is frustrating, and I am glad that you called. I would like to help you with this). Please note this is not just about saying the right words, you should also sound sincere.

5. Did agent stick to the issue?

Agent should only address issues relevant to the subject of the call and client products and procedures, and not enter into discussion about unrelated issues.

6. Did agent attempt to build rapport?

Did the agent add a personal touch to the call or was it purely transactional? Did they effectively adapt to the level of the customer, use the customer‟s name and use their voice to assure or relax customer? Did they use positive language?

7. Did agent listen actively and use verbal nods?

The agent should listen carefully to the customer in order that things do not have to be repeated or recorded wrongly. Listen attentively to all the information provided by the customer indicating this by using relevant phrases and responses. Do not interrupt or draw conclusions before the customer has voiced his concerns.

8. Was information given relevant & clear?

Did the agent give only relevant information to the customer or did they overload them with information? Was the information relayed to the customer in a clear manner.

9. Appropriate use of customer's name

The agent needs to use the customer‟s name at least once in the conversation.

Monitoring Criteria

FE

FE


Ideally after confirming the customer‟s details, the agent should say, how can I help you Mr or Mrs X.

10. Did the agent reach this solution within an appropriate time?

Agent gained understanding of issue within expected level of agent knowledge and experience.

11. Controlled call effectively & Proactively helped and informed

Use open/closed questions to clarify and gather information that will assist in handling the customer‟s questions and concerns. Agent should be confident and assertive to an appropriate degree, and not allow the customer to steer the call away from the relevant subject. The agent should also keep the call to an appropriate length. (example of where points may be lost: customer terminates the call in anger, customer keeps agent on line discussing irrelevant issues, agent insufficiently assertive and customer continues to argue, customer having to ask a lot of questions where agent should have been able to offer the information etc.)

Identifies other supported issues on call and addresses them, provides information without prompting by the customer.

12. Did agent use correct Hold Procedure?

Agents should ask permission before putting the customer on hold. Once permission is gained, they should check back with the customer approximately every 50 seconds to ensure their case is still being dealt with. Once the customer is taken off hold permanently, agent should thank him/her for holding/showing patience.

13. Agent remained calm throughout

The agent must show patience throughout the conversation when responding/listening to the customer.

14. Agent refrained from using irritators Overuse of words/expressions. The agent should ensure they avoid overuse of certain words/phrases, even polite ones such as “Sir”, or over using the customer‟s title and surname. Examples of irritating Phrases: “… if you let me finish …”, “… you are not listening to me …” “… as I have already told you several times …” “… to be honest …” These phrases should not be used, regardless of the tone of voice used.

15. Agent refrained from making assumptions

The agent should ensure that they do not make assumptions regarding the customer‟s problem/situation without exploring all possible solutions, particularly when dealing with common technical issues.

FE

FE


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Assessment Scenarios

A customer had booked a double room for one night at hotel St. James and had been quoted £100 as a total price (£50 per person, per night). They now found out they have been charged £200 instead, after receiving a credit card bill, and they are calling you to complain.

Explain to the customer that they had been quoted the right price initially (£100) and that you will arrange for a refund with your manager.

SCENARIO 1

Hotel St. James


A customer ordered two books from Online-books.com (The Da Vinci Code by Dan Brown and Harry Potter and The Order of the Phoenix by J.K. Rowling) at a special offer price of £5 per book. The customer chose to pay „cash on delivery‟. The customer is calling you to complain that he was sent Angels and Demons by Dan Brown instead, and that the invoice presented to him by the courier service quoted £8 per book instead of £5.

Explain to the customer that unfortunately the order was logged incorrectly, and that you will arrange for the courier service to pick up the wrong book and drop off the correct one at no extra charge. Also advise you will refund the customer the £6 he was overcharged.

SCENARIO 2

Online-books.com


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A customer sent in his faulty camera to the High-Tec Digital Cameras repair centre. When he called in initially he was told the camera would be replaced with one of the same make and model, since it was still within warranty. The customer has now received a much chunkier, less practical camera that is nowhere near like the one he sent in, and the customer is calling to complain.

Explain to the customer that unfortunately there seems to have been a mix-up at the service centre, and that you will arrange for a pre-paid jiffy bag to be sent to the customer so he/she can send the camera back. Upon receipt of this you will make sure the correct replacement camera will be sent out to the customer.

SCENARIO 3

High-Tec

Digital Cameras


Notes

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PKI PKI

Notes

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Documents

Handout HDC