Grasp Key Impression And Set Service Standard

"No rules, no Cheng Fangyuan."

about

The so-called "key"

The first step is to refine the service process experienced by customers and find out every step that affects customer perception.

The more details of these steps, the better control of the whole service process.

For example, a process is simply to divide the service process into several steps, such as "greeting, introducing products, trying out, completing pactions" and so on, so that we can only control the performance of the above links and ignore many other details.

The other is to divide the service process into different steps: "greeting, paying attention to and understanding the needs of customers, introducing products of interest to customers, giving advice and choices, providing advice on collocation, encouraging trial fitting, providing additional information about products and brands, assisting customers in choosing and deciding, establishing long-term relationships, dealing with paction procedures, saying goodbye, handling after sales follow-up" and so on.

Obviously, the second subdivision of service process is easier to control the whole service process.

Of course, we can separate the steps such as "assisting customers to try on clothes", "inviting members to join", and even treating packaging as a separate step to set standards.

The more the key steps, the more detailed, representing the more links to identify the impact of customer experience, the more able to control the overall service process.

The second step is to find out the key points in each step and formulate the corresponding rules.

The service is the details.

After finding out the key steps, we should find out the key points in each step.

Specifically, for every key step, we must use the idea of "putting the elephant in the refrigerator in three steps" to formulate the requirements of the rules.

For example, to do a good job of greeting, we must include basic points such as greeting, nod, smile, eye contact, invitation gesture and so on. "Long-term relationship" must include "self introduction, customer surname and surname respectability, invitation of customers to leave personal information, introduction of membership card information" and so on.

As a retail manager, one of the most important capabilities is to be able to identify specific details that affect customer perception and help build long-term relationships with customers in every service step.

From this point of view, service standards to a certain extent reflect whether the retail managers are sensitive to service and have high standards, reflecting whether retail managers can understand the expectations of their customers and be able to give their colleagues specific but vague requirements and guidelines.

Many managers simply ask employees to be "warm, courteous, active and considerate". Such a requirement naturally prevents colleagues from unifying standards and deeds.

The third step is to grasp the principles and make flexible changes.

Service standards have specific details, but they can not be rigidly adhered to form.

Because customers encounter different customers every day, their expectations and preferences are also different.

Never use yesterday's standards to face today's customers.

When there is only one shop saying "welcome to come", customers may feel good service; when all stores say "welcome to come", customers already feel that this is the most basic service, even if there is nothing special.

Therefore, service standards need to be changed and adjusted accordingly.

For example, "greeting" links, greeting familiar customers, greeting customers at the same time, greeting customers who browse products, greeting customers at different ages, and greeting holidays.

In each case, different techniques and methods are needed.

Uniform and mechanized service standards are out of date.

In short, when you say goodbye to customers, you can say "thank you, please go slowly, welcome to our next visit". You can also say, "thank you, Mr. Wang. I am very glad to serve you".

How to choose these words depends on brand positioning, customer type and service situation at that time.

The standard of service should not be found in others' "seven steps and eight stages".

Brand positioning is different, customer type is different, colleague ability is different, standards and requirements are naturally different.

In addition, the daily customers of shop staff are so different that the requirements for customers are unpredictable, and most of them can not be stipulated in advance.

In fact, service standards are a flexible guideline.

Managers should not only be rigid rules and regulations, but also guide colleagues to understand the principles of hospitality, express respect and attention, resolve customer concerns and show concern for customers. These are standards in any service standard and the "heart classics" of service.

To master the mind, not to persist in the system and process, what customers feel is the attentive service of the staff.