The Engaging Customer Service Series...on a Shoestring Budget ©

The Engaging Customer Service

Series

...on a Shoestring Budget ©

Training Program Idea Screening

Do institutions have real customers?

Do customer’s support Will customers make the institutional initiatives the institution profitable?

Training Series: Decisions to Develop

Does the institution offer Will a training programa product to the customer? assist the institution with

a competitive advantage?

Is the institution able to be competitive?

© 2004

Top Five Organizational Competencies

In 1999 it was recommended that major industries, firms, and institutions train in the following organizational competencies to reach desired goals and outcomes in the next five years

In 2004 these still remain the focus

*The Innovator Newsletter

© 2004

Customer Service 63%

Innovation 58%

Leadership 57%

Communication 51%

Judgement/Problem Solving 48%

0%

10%

20%

30%

40%

50%

60%

70%

Top Five Organizational Competencies

© 2004 *The Innovator Newsletter

Learning Objectives Define the college/university mission statement in

relation to customer service

Discuss the role of surveys and focus groups

Examine external customer vs. internal customer in the higher education arena

Formulate the Customer Focus within departments for

collaboration and efficiency

Maximize existing campus and community resources to meet budgetary constraints

© 2004

Objective One:

Define the college/university mission statement in relation to

customer service

© 2004

What is a mission statement?

The mission statement describes the institution’s vision, including the unchanging values and purpose of the firm and forward looking visionary goals that guide the pursuit of future opportunities.

© 2004

Savannah College of Art and Design

Mission Statement

The Savannah College of Art and Design exists to prepare talented

students for careers in the visual and performing arts, design, the building

arts, and the history of art and architecture. The college emphasizes

learning through individual attention in a positively oriented environment.

© 2004

SCAD Group, Inc.

Mission Statement

SCAD Group, Inc. exists to provide high quality non-academic support services to the Savannah College of

Art and Design that support the mission of the institution and to build

shareholder value for its shareholders.

© 2004

Keys of the

Mission Statements Prepare talented students for careers

Emphasize learning through individual attention in a positively oriented environment

Provide high quality

Build value

© 2004

Do You Know the Price?

Loaf of bread Candy bar Gallon of milk ATM fee (not your bank) Daily paper

© 2004

“I pay $______ to go to this school. I expect…”

- the agitated student

What is he/she really saying?:

“It’s not fair.”

“It’s happening to me.”

“Something has to change.”© 2004

From an economic standpoint ...What is the value of a

student at your institution?

During a 4 year period at SCAD, 2 students are worth approximately one quarter of a million dollars.

© 2004

Objective Two:

The Role of Surveys and Focus Groups

© 2004

Being Proactive in Development

Anticipate what will be done to correct a specific situation

Practice Goals:

eliminate the “should haves” implement the vision of the mission

statement take the steps necessary to make that

vision a reality with staff members

© 2004

Being Reactive in Development

Realize the issue at hand is the result of the product/process/or system

Goals: The purpose of the correction process is to: obtain increased customer satisfaction reduce the overall inconvenience

© 2004

Partnerships on Campus

What other departments do you work closely with?

Are there additional departmental relationships that would benefit your program?

© 2004

A Unique Partnership

Customer service initiative implemented in the college business and finance offices

Collaboration between Ombudsman and Training and Development area of Human Resources

© 2004

Gathering Information

Traditional Methods employed: Noel Levitz United Student Forum Survey First Year Student Survey How Ya’ Livin’ Survey from Residence Life Dining/Catering Surveys Student Focus Groups Course Evaluations

© 2004

Gathering Information

Additional methods: What’s on Your Mind cards from

President’s office Online chats with the President Open Door days with the President Office of the Ombudsman The Hive – Virtual Student Union

message boards Anecdotal information

© 2004

Objective Three:

Examine external customer vs. internal customer in the higher

education arena

© 2004

Who Is Your Customer? External

Students Parents Alumni Vendors Caterers Advertisers Tourists/Visitors Conference

Attendees

© 2004

Internal Peers Co-workers Faculty Staff Outsourced

Services

Creating an….. EVENT InnovationThe marriage between form and function

Being “playful” generates: a better learning environment creativity increased motivation

© 2004

Creating an….. EVENT Set the stage

-original/imaginative invitations-creativity-environment conducive for learning-incorporate the “fun”- active learning techniques- drawing on the participants

knowledge/experience Expectations

-facilitator-participants-timeliness

© 2004

Objective Four:

Training In Action

Formulate the Customer Focus within Departments

for Collaboration and Efficiency

© 2004

Role-Plays

Role play exercises re-enact very real situations. A personal touch helps bring the training issue home and you can talk about direct application. Role play also helps show how teams interrelate.

© 2004

Mattering Theory

“Mattering refers to our belief, whether right or wrong, that we matter to someone else. This belief acts as a motivator."

Nancy K. Schlossberg

© 2004

TARP Studies

Businesses don’t hear from 96% of their dissatisfied customers. Merely 4% complain.

One dissatisfied customer will tell 9 to 20 other people how unhappy they are/were.

However, if someone resolves the complaint, 54%-70% of customers will do business with them again.

© 2004

Adult Learning Styles

Areas to consider as a training program is built and initiated:

Personality Types Interactive Program Position within the Institution

© 2004

Community Resources

Chamber of Commerce Toastmasters International Legal Offices Medical Centers/University Hospitals Young Executives Club Small Business Association Service Corps of Retired Executives

Association (SCORE)

© 2004

Benefits of doing this type of training

Personalized for employees and situation Financially friendly Flexible Brings together resources on campus to

create a more comprehensive perspective Both proactive and reactive as necessary Benchmarks are established

© 2004

Assessment:

Ultimate success of a customer service training process is measured by advances in staff knowledge, skills, behaviors, and attitudes

Progress in these areas should be gauged

Noel Levitz

© 2004

Business Office Service Results - Seniors

2.6

2.25

1.75

3.5

0

0.5

1

1.5

2

2.5

3

3.5

4

Seniors 2001 Seniors 2002 Seniors 2003 Seniors 2004

Perfo

rman

ce G

ap

© 2004

Business Office Service Results- Juniors

1.8

1.45

2.42.52

0

0.5

1

1.5

2

2.5

3

Juniors 2001 Juniors 2002 Juniors 2003 Juniors 2004

Perfo

rman

ce G

ap

© 2004

Service Results -Class of 2004

0

0.5

1

1.5

2

2.5

As First YearStudents

AsSophomores

As Juniors As Seniors

Perfo

rman

ce G

ap

© 2004

Review Define the college/university mission statement in

relation to customer service

Discuss the role of surveys and focus groups

Examine external customer vs. internal customer in the higher education arena

Formulate the Customer Focus within departments

for collaboration and efficiency

Maximize existing campus and community resources to meet budgetary constraints

© 2004

Questions & Answers

The Engaging Customer Service Series...on a Shoestring Budget ©

Documents

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