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Objectives for Service: Creating Customer Satisfaction &
Professionalism• Define customer satisfaction relative to marketplace- and
sales-driven expectations. (Ch11, Q # 1)• Describe 4 levels of customer satisfaction. (Q # 2, Ch11)• ID ways to insure satisfaction for each level. (Q # 3, Ch11)• List & manage touchpoints• How do you know if a customer is satisfied? (Q # 4 Ch11) • Explain follow-up value & when and how to debrief (Ch11, Q
# 5)• What are 3 steps in resolving a complaint?(Ch11 Q#6)
Retention vs. Acquisitions
• Retaining 2 to 5% more customers has the same effect on profits as does
• The average is 7 sales calls to close a new account but
• Average cost of a sales call is $259, so
when selling current accounts.• _______ of the average company's sales come from
current customers. (one can find higher numbers from other sources)
• The average cost of acquiring a new customer is
Chapter 8 3
Customer Satisfactionadded slide
• Customers buy on the basis of ____
• Actual value is not received until
• Customers logically make a comparison
between the two
Chapter 8 4
Customer Satisfaction• Following a purchase decision a customer’s
perceptions turn into expectations• ________________________________________• ________________________________________• ________________________________________
• Perceptions and expectations are not formed solely with input from the salesperson
Chapter 8 5
Customer Satisfaction• The value a customer receives is judged on the bases
of two primary factors
• What the customer
________________________________
• What has been
________________________________
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Customer Satisfaction (Q # 1, Ch11)
• Customer expectations are fluid, but where do they come from?
Expectations are:
1. ________________
2. ________________
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1. Market Place Generated Expectations
• Each company is looking for a
• A strategy is to add value by
• The key is to discover the
Chapter 8 8
Marketplace-Driven Expectations
• Customers often form their expectations based on what is available in the market
• In order to meet or exceed those, salespeople must ____
• In addition to knowing of and shaping perceptions of value, salespeople must also
• _________________________________________
Chapter 8 9
Marketplace-Driven ExpectationsCustomers often expectations relative to:
•__________________________, free of defects•__________________________•______________________ not just local•Guarantees or __________ to problems
• ___________________________• ___________________________• ___________________________• And things like Purchase incentives
for bulk orders
Chapter 8 10
Marketplace-Driven Expectations• General expectations are not as valuable as your
customer’s specific expectations• Don’t assume you know what they expect
• ______________________________________
• ______________________________________• It’s always best to
___________________________
Chapter 8 11
Marketplace-Driven Expectations• Understanding expectations offers you the
opportunity to
• __________________________
than they may have considered
• __________________________
than they may have considered• For example: Understanding expectations on
delivery times allows you to be seen as more responsive by exceeding them
04/20/23 AEC 320-Fall 2007 - Robbins 12
Brian Mattingly, on Company Follow-UpEducate our
people about _________________________________
Look for _________________________________A proposition that gives_________________________________
Audio Video clips funded by the Barnhart Fund for Excellence
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David Gress, sales personMiles Enterprises
• ______________________________________________________
• Delivery, spraying, billing, etc.
• ______________________________________________________
Video clip made possible by the Barnhart Fund for Excellence
Chapter 8 14
Marketplace-Driven Expectations• Companies communicate their competitive advantages• Competitive advantages are often fleeting because
successful advantages are copied by competitors
• However, a sales-driven expectation & value created by the salesperson is
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Sales-Driven Expectations
• ____________________________________• You sell many times, over many years, to the
same customer.• Satisfaction at the but more..• On the • The ability of the customer to
__
There are 4 levels of satisfaction.
Chapter 8 16
Sales Driven Expectations• Salespeople make both
• _____________________ are those that are stated• _____________________ are those that are implied
• Both create expectations on what will be delivered to the customer
Chapter 8 17
Sales Driven Expectations• Explicit promises must be
• Implicit promises are not contractual obligations
But, in the customer’s
A promise is
Chapter 8 18
Sales Driven Expectations• A discussion that clearly manages customer
expectations is key
• In line with the communication style of the buyero ___________________________o ___________________________o ___________________________o _____________________________________
Chapter 8 19
Sales Driven Expectations• “Service” is often a judgment about how well the
salesperson has delivered compared to expectations
• Therefore, a salesperson • __________________________________
• _________________________
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Four Levels of SatisfactionThe sales person “controls”
Q#2, Ch11
Level;
1. _______________________________that is the process & sales skills
2. Customer value added by the
3. _______________________________ (of a jointly
developed solution) of the product and service
4. __________________________________
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Level I - Sales Call Quality or PRESENTATION
• Every call should have an ____ • Every call should have an agenda• Every call should help __• Every call should ___
Customers expect that each interaction with a professional salesperson is
Chapter 8 22
Presentation Satisfaction Example
You evaluate the quality of your sales calls by:• Taking the time to review
• Being honest with yourself
• Consistently asking questions
o __________________o _______________________________________o Are VB and prospects needs closer to_________ o _______________________________________
• Note - these follow a strategic analysis format!
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Level II - Value Added by the Sales Process
or INFORMATION• Does the customer understand in dollars and
cents how the
__• Are all the customer’s
__• What would the customer say if asked to
__
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Information Satisfaction Examples
• Did I leave the prospect with something
• Does the customer see, or begin to see an • Is there evidence?
• Start each follow-up call in a series of calls with,
Level III - USE(of a Jointly developed solution)
B. Implementation or USE
• Was the
–why not?• ___________________
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A.– Implementation or USE
Does the customer;• Know what needs to be
done to
__• What else can I add to
__
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Service Satisfaction Examples
• You implement the service (field scouting, grid mapping, consulting) but the buyer decides if it was
• Your work isn’t complete when the service
• Be sure the service yielded the desired benefit by
____
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Product Use Satisfaction Examples
• Thoroughly mix feed antibiotics before giving to animals – Therefore you do feed assays &/or mixer validation tests to ensure _
• Harvesting efficiency of a combine is f (local weather, field conditions)
• POS software – train all staff on use and managers
on reports
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Level IV - Business Benefits orRESULTS Q # 4, Ch11
• This is what one usually thinks about when considering customer satisfaction. How do you find out?
• _______________
Are you satisfied with the increased yield, efficiency or reduced cost you were promised?
Is the customer satisfied about working with you?• ______________
Chapter 8 29
Managing Touchpoints
• Touchpoints are????• …any place that your customer experiences your
company• ______________________• ______________________• ______________________• ______________________• ______________________• _____________________________________
Chapter 8 30
Managing Touchpointsadded slide
• Some touchpoints are controllable • _______________
• Some touchpoints are “somewhat” uncontrollable• _________________________
• Some touchpoints are dealbreakers• _________________________
• Some are just nuisances• _________________________
Chapter 8 31
Managing Value Chain Linkages• There are often many linkages, and perceptions may not
be correct, however, • A salesperson can have better management of
touchpoints by:• Making sure everyone knows about
• ______________________ from organizational leaders• ______________________ working up and down in the organization
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SERVICE
• A) Importance of Follow-Up– Remember the value of securing repeat business
• ________________________________________________________________________________________
– Being there
sends a powerful message to the customer that they are still important to you.
• B) Take the initiative - It should be standard procedure to follow up with
--- in person, by phone or by e-mail---within a few
– Follow up call should be exclusively designed for
rather than immediate sales.
Chapter 8 33
Managing Complaints
• Often if customers are dissatisfied they will complain• Some complaints are temporary nuisances or
transactional dissatisfaction called a tactical complaint• The more serious are
• _________________________
• Relationship concerns
• Areas of concern beyond the salesperson’s control
Chapter 8 34
Recognize• Whether the complaint is a list of grievances• Or just the result of a bad day• The first step is to listen and recognize the customer’s
concerns
without being
• _______________
• Ask fact _______________
in order to better understand
Chapter 8 35
Respond
• Hopefully the salesperson has authority to respond adequately to a complaint
• This is often true with tactical complaints• Sometimes a supervisor must be involved (at least
informed). There are
consequences and costs of taking or NOT taking responsibility
The important thing is to _______________________