Brilliant Customer Service - How to Impress your Customers! - Chapter 5

Summary

In Chapter Five of 'Brilliant Customer Service,' Tony Hunt emphasizes the importance of implementing a CRM system to enhance team collaboration and customer service. He advocates for a shift from 'ducks' to 'eagles,' symbolizing a proactive approach to customer care. The chapter introduces the 7S framework centered on shared values, suggesting an organizational structure that prioritizes customer satisfaction. Hunt discusses the need for change management, empowering customer service representatives as independent business units, and the significance of a supportive company culture. He provides practical tips for adopting a CRM system, including organizational restructuring, championing customer-focused behaviors, and leveraging existing tools like Microsoft Outlook for small businesses.

Takeaways

• 📝 The importance of implementing a CRM system is emphasized to enhance idea sharing and collaboration among teams and customer service representatives.
• 🦅 A quote by Ken Blanchard differentiates between 'Ducks' who follow orders and 'Eagles' who take a broader perspective to serve customers better, advocating for the latter approach.
• 🏛 The '7S Framework' is introduced as a method for CRM work, focusing on shared values that guide organizational structure, systems, behavior, staff development, skills, and strategy.
• 🤝 Shared values within an organization should be clearly defined and communicated to everyone involved to ensure a unified approach to customer service.
• 🛂 The script suggests considering a change in organizational structure, such as the Nordstrom inverted pyramid, to prioritize customers and support staff.
• 🌟 Empowerment of customer service representatives to act as independent business units is discussed, requiring a shift in management style and company culture.
• 🔍 The necessity of change management for excellent customer service is highlighted, noting that it's not a natural process but requires deliberate facilitation.
• 🏅 Tips for structuring teams, setting goals, celebrating successes, and rewarding soft skills in customer service are provided to encourage a customer-centric culture.
• 💼 The script advises considering organizational structure when choosing a CRM system and involving CRM teams in strategic planning to ensure the system meets their needs.
• 💡 For small businesses, simple adaptations like using Microsoft Outlook for CRM can be effective, emphasizing the importance of starting with the soft elements before implementing technology.

Q & A

What is the main focus of chapter five in the 'Brilliant Customer Service' program?

The main focus of chapter five is the installation of a Customer Relationship Management (CRM) system to assist in organizing and sharing ideas with teams and customer service representatives.

What does Ken Blanchard's quotation about ducks and eagles signify in the context of customer service?

The quotation signifies the importance of adopting a proactive and strategic approach to customer service, like eagles, rather than being reactive and rule-bound, like ducks.

What is the 7S framework mentioned in the script, and how does it relate to CRM work?

The 7S framework is a model for organizational structure that includes shared values, structure, systems, shared values, style, staff, and skills. It relates to CRM work by providing a foundation for how an organization operates and aligns its values and strategies with customer service.

Why is it important for an organization to define and share its shared values before implementing a CRM system?

Defining and sharing shared values ensures that all participants in the organization understand and represent the same customer-centric philosophy, which is crucial for the successful implementation and use of a CRM system.

How does the script suggest changing the organizational structure to prioritize customer service?

The script suggests changing the organizational structure by either using the Nordstrom inverted pyramid model, which puts customers at the top, or by creating a non-hierarchical structure with the customer at the center, surrounded by various business units.

What does the script mean by 'empowering' customer service representatives?

Empowering customer service representatives means giving them the autonomy and authority to make decisions and take actions needed to satisfy customer needs without constant supervision or approval from higher-ups.

What are some of the tips provided in the script for developing a customer-centric philosophy?

Some tips include structuring small teams led by champions, setting SMART goals for customer service behaviors, celebrating successes, developing a customer service mantra, and finding tangible ways to reward excellent customer service.

How does the script recommend involving CRM teams in strategic planning?

The script recommends involving CRM teams in strategic planning by making them a part of the planning process and not imposing decisions from above, allowing them to handle customer feedback and devise alternative approaches.

What advice does the script give for choosing a CRM system that suits an organization's needs?

The script advises considering the organizational structure, finding customer-friendly champions to lead teams, delegating process elements to CRM teams, and using CRM champions to help choose a system that best suits their needs.

Why is it suggested to develop the 'soft' approach to customer service before implementing a CRM system?

Developing the 'soft' approach first helps to clarify what the CRM needs will be, allowing the teams to drive the software rather than being forced into certain behaviors by the software.

Outlines

00:00

📚 Introduction to CRM Systems and Customer Service Philosophy

In the first paragraph, Tony Hunt introduces Chapter Five, focusing on the importance of implementing a Customer Relationship Management (CRM) system to enhance customer service. He emphasizes the need for shared values within an organization and the adoption of a customer-centric philosophy, quoting Ken Blanchard to distinguish between 'Ducks' and 'Eagles' in customer service. The chapter aims to explore how a CRM system can help align an organization's values, structure, and strategy to prioritize customer satisfaction. The Nordstrom inverted pyramid model is mentioned as an example of a customer-centric organizational structure.

05:01

🔄 Empowering Customer Service Representatives for Excellence

The second paragraph delves into the concept of empowering customer service representatives (CSRs) to act as independent business units, allowing them to make decisions without hierarchical constraints. This empowerment is part of a broader change management process that requires buy-in from all levels of the organization. Tony discusses the need for a supportive board, senior management's role in enabling the process, and the importance of training and resources for CSRs. He also provides tips for fostering a customer-focused culture, including setting SMART goals, celebrating successes, and rewarding excellent customer service. The paragraph concludes with advice on choosing a CRM system that aligns with the organization's objectives and the needs of its customer service teams.

10:03

🛠 Implementing CRM Systems and Organizational Adaptation

In the third paragraph, Tony Hunt discusses the practical aspects of introducing a CRM system into an organization. He suggests that the 'soft' elements of customer service, such as culture and team empowerment, should be established before implementing the CRM system. This approach ensures that the software supports the organization's customer service goals rather than dictating them. Tony advises involving CRM teams in strategic planning and using their insights to shape the CRM system's implementation. He also touches on the importance of adapting organizational structures to support a customer-centric approach and provides examples of how small businesses can use existing tools like Microsoft Outlook for basic CRM functions. The paragraph concludes with a call to action for organizations to prioritize their CRM needs and choose a system that best fits their customer service champions' requirements.

Keywords

💡Customer Relationship Management (CRM) system

A CRM system is a technology platform designed to manage a company's interactions with current and future customers. It organizes, automates, and synchronizes sales, marketing, customer service, and technical support. In the context of the video, the CRM system is central to enhancing customer service by bringing ideas together and sharing them with teams and customer service representatives. The script emphasizes the importance of implementing a CRM system that aligns with the company's shared values and customer-centric philosophy.

💡Shared values

Shared values refer to the core beliefs and principles that guide an organization's behavior and decision-making. They are the foundation upon which the company's culture, systems, and strategies are built. In the video, the speaker stresses the importance of defining and communicating these values to everyone involved in the organization's development, ensuring that they are the guiding force behind customer interactions and service delivery.

💡Customer service Eagles

The term 'Customer service Eagles' is used metaphorically in the script to describe individuals who take a high-level, strategic approach to customer service, as opposed to 'Ducks,' who follow orders and focus on immediate tasks. Eagles are characterized by their ability to see the bigger picture, make decisions in the best interest of the customer, and lead by example. The video encourages organizations to cultivate a culture where employees act as Eagles, prioritizing customer needs and experiences.

💡7S framework

The 7S framework is a model used to analyze and improve the structure of organizations. It includes seven elements: strategy, structure, systems, shared values, skills, staff, and style. In the video, the speaker mentions that a Kenzies organization operates within this framework, using shared values as the central element that influences all other aspects of the organization, including its CRM strategy.

💡Change management

Change management is the process of guiding an organization through transitions and transformations. It involves planning, managing, and executing changes to achieve desired outcomes. In the video, the speaker discusses the need for change management when implementing a CRM system, emphasizing that it's not a natural process but one that requires deliberate facilitation at all levels of the organization.

💡Empowerment

Empowerment in the context of the video refers to giving customer service representatives (CSRs) the authority and independence to make decisions and take actions that satisfy customer needs without excessive oversight. The speaker suggests that for CSRs to act as independent business units, the organization must adopt a different kind of management that supports and enables this autonomy.

💡Organogram

An organogram is a chart that outlines the structure of an organization and the relationships between its various components. In the video, the speaker discusses the importance of organizing the organogram to reflect a customer-centric approach, such as the Nordstrom inverted pyramid, which places customers at the top and supports them with various levels of staff, with the executive team at the bottom, serving the internal customers.

💡Champions

Champions in the video are individuals who lead by example and are proud to be part of the change process within the organization. They are instrumental in driving the adoption of new customer service behaviors and leading small teams towards the organization's goals. The speaker suggests finding and promoting customer-friendly champions to team leadership roles to facilitate the shift towards a customer-centric culture.

💡SMART goals

SMART goals are specific, measurable, achievable, relevant, and time-bound objectives. In the video, the speaker advises setting SMART goals for new customer service behaviors to ensure they can be measured and tracked. This approach helps in aligning team efforts with the organization's customer service objectives and in coaching teams to achieve these goals.

💡ABCD service

ABCD service stands for 'Above and Beyond the Call of Duty' service, which refers to actions that go beyond the basic expectations to exceed customer needs. The video encourages recognizing and celebrating such service, as it exemplifies the kind of exceptional customer service that can differentiate an organization and build strong customer relationships.

💡CRM Champions

CRM Champions are individuals within the organization who are knowledgeable about and supportive of the CRM system. They play a crucial role in helping to choose and implement the CRM system that best suits the organization's needs. The video suggests involving these champions in the strategic planning process and leveraging their expertise to ensure the CRM system is aligned with the organization's customer service goals.

Highlights

Introduction to the importance of installing a CRM system for customer service excellence.

The concept of 'customer service Eagles' versus 'customer service Ducks' as a metaphor for proactive versus reactive service.

The 7S framework for CRM work, emphasizing shared values as the core of organizational structure.

The necessity of defining and sharing shared values with all participants in the organization's development.

The idea that every business is fundamentally a customer service company, regardless of its primary function.

The Nordstrom inverted pyramid model, which places customers at the top and executives at the bottom.

The concept of a non-hierarchical organogram with the customer at the center of the organization.

The evolutionary nature of organizational change towards customer-centricity.

The change management process required to develop a customer-first philosophy.

The importance of board and senior management buy-in for successful customer service transformation.

Empowerment of customer service representatives as independent business units.

The need for a different kind of management to support independent business units.

Tips for structuring small teams led by change champions in customer service.

The significance of celebrating every success and developing a customer service mantra.

Ways to reward soft skills of brilliant customer service in tangible terms.

The role of CRM systems in managing a company's interactions with current and future customers.

Strategies for choosing the right CRM system that suits the organization's needs.

The advantage of adapting existing tools like Microsoft Outlook for CRM purposes in small businesses.

The importance of involving CRM teams in strategic planning and decision-making processes.

Final thoughts on the necessity of a soft approach to CRM implementation for long-term success.

Transcripts

welcome to chapter five of our program

brilliant customer service my name is

Tony

hunt and in this

chapter what I would like to do is to

look

at the installation of some form of

customer relationship management system

a CRM system which will assist you in

bringing your ideas together and sharing

those ideas with your teams and your

customer service Representatives the

professionals on the shop floor who do

the work for you and while I'm talking

about those I'd like to read this

quotation from Ken

Blanchard which starts our strategy

there are ducks and there are

eagles the Ducks run around the ground

quacking all the time stating rules

following orders doing what they are

told and often pecking at other the

Ducks Eagles so high above to get the

best

perspective and decide what's best for

the

customer and I know which I want you to

be I want you to be customer service

Eagles not customer service ducks a

Kenzie

organization

operates 7s framework for their C r m

work based around a set of shared values

this is what we stand for this is what

vitally important to us and so it

informs the structure of our our

organization the systems that we operate

from our style of behavior the staff

that we develop the people whom we

employ the particular skill sets that we

need to share and the strategy that will

take us forward but it's all centered on

something there shared values those

values need to be defined and then they

need to be shared with everybody is

going to participate in the development

of the

organization so we ask ourselves what's

best for our customer and one of the

things we might consider

doing is being

aware before we Implement a CRM system

we must all be aware of the shared

values we will represent to our

customers and it doesn't happen

naturally it needs to be facilitated at

all levels throughout an

organization let me remind you of a

quotation I used in chapter

1 Southwest Airlines is successful

because the company understands it's a

customer service

company it also happens to be an

airline how can we develop a philosophy

that puts customers first in this way

whatever your business is it is a

Customer Service Company it happens to

be a software organization it happens to

be a shoe

shop but fundamentally if it's going to

survive it's a customer service

company how can we develop a philosophy

that puts our customers first well we

might want to think about the way our

company is organized can we change the

organogram we need Buy in from the top

the nordstom inverted pyramid which I

mentioned earlier on in our program puts

customers right at the very very top of

their pyramid they are supported by

sales and support people of various

kinds but customers are there everybody

sees and the next people of importance

are sales and support people underpinned

by their managers who in turn are

underpinned by buyers merchandise

managers store managers reg regional

managers Etc and then at the very bottom

of the pyramid not at the top looking

down loftily at the bottom the executive

team and the board of directors only

exists to serve their internal customers

who in turn serve their external

customers marvelous shape but there are

others how about this one change the

organogram in a different way put the

customer in the center of

everything so we have an organogram

which is non-h hierarchical we have a

board of directors we have Senior

Management We've Got Talent Management

we got customer service professionals

CRM systems of various kinds and they're

all circled around that really important

Central Factor our customer and that's

how we are seen to behave the hierarchy

becomes irrelevant because we have got

individual business units everything

revolves around our Customer because

we've got our customer service

professionals who are Independent

Business units these people know what to

do know how to do it it and have the

authority to carry out whatever is

needed to satisfy the needs of the

customer without having to go up and ask

a senior person it's a brave company

that allows this to occur it doesn't

happen just like that it is evolutionary

but it needs to

evolve so how to do it brilliant service

is a change management process we can't

assume that it will happen naturally the

board first of all have to

agree because without their input

nothing will happen at all your Senior

Management maybe needs to think

differently about perhaps the status of

seniority team leaders themselves need

to be B into it individual customer

service Representatives need to be

taught how to become individual business

units themselves and over a period of

time this will start to

work if we want our csrs to behave as

Independent Business units how can we

Empower them

how do we do it what do we mean by

Empower it's easy for me to say Empower

your people to be individual business

unist what does that actually involve

what will it look like I'll tell you

what I think it'll look like it look

like you have a different kind of

management because you got to be big and

brave if you're managing Independent

Business units cuz you cannot control

them like you did before they're going

to behave

differently the Board needs to be able

to show that it will support the move to

a full customer service focus in

Practical terms they need to modify

their own

behaviors towards their internal

customers the rest of us so as to

reflect the values that

matter senior managers enable the

process and seven

enablers that you might wish to consider

if you're a senior manager manage your

current customer service performance

measure it staff must know how to

deliver good service train for it we all

need to know the organization's service

goals so publish them staff understand

customer expectations so expect nothing

less than Excellence the company

supports goals with appropriate

resources so be there to support your

people we have a positive company

culture and sometimes we need to squeeze

negativity out of the process alog

together and finally our staff are

empowered to make the changes that need

to be made made by people on the shop

floor not up in the board it's a very

very exciting but somewhat difficult

challenge to take

on here are some tips that might help

you structure your small teams to be led

by a champion somebody who is proud to

be part of this change process and will

lead by example be prepared to remove

people who will act as barriers sad but

true there are some people who

will resolve never to let this pass by

them and they will get in the way they

need to be removed set smart goals for

your new customer service behaviors so

that we can measure them and have your

Champions coach their teams through

monthly coaching sessions measuring

performance against smart

goals five more tips celebrate every

success you have celebrate for example

dealing with a different difficult

customer sharing a war story develop a

customer service Mantra and use it in

all your meetings look for ABCD service

and publish it above and beyond the Call

of Duty service and make sure people are

noticed when they behave in that kind of

way thank your colleagues constantly

people like to be thanked and in this

kind of culture thanking becomes really

important and find ways in which the

soft skills of brilliant customer

service can be rewarded in tangible

terms so it is in the personal interest

of people to express themselves through

brilliant customer

service in order to make this work we

need to find a

CRM a customer relationship management

process that will assist us following

our objectives to meet our goals it's a

system for managing a company's

interactions with current and future

customers so it could be big or it could

be small but it will involve using

technology to organize automate and syn

iiz sales marketing customer service and

Technical

Support so some tips be prepared to

consider your organizational structure

and consider how you might otherwise

organize it devise an organogram that

suggests whatever your new approach is

going to be find customer friendly

Champions and promote them to be team

leaders discover as many elements of the

process that can be owned by your CRM

people and delegate them out as soon as

you Poss possibly

can and involve your CRM teams in

strategic planning make them a part of

the planning process don't impose this

from

above if you can get your CRM teams for

example to handle customer feedback

rather than having it go straight to the

boss they will then be much more able to

devise alternative approaches to handle

things more quickly and more

efficiently and then we need to think

about introducing our CRM system if we

can work towards having us the soft

elements in place before implementing

such a system this will mean that your

people will drive the software need

rather than have the software force them

down certain roots of behavior if the

teams themselves have defined what it is

they need to manage their customers we

can then use them as our internal

customers and satisfy their

needs if you're a small business you

might just adapt Microsoft Outlook to

meet your needs you can use that for CRM

in your contacts file open a new file

and call it my customers create a new

contact for each customer and develop a

narrative of your relationship in the

notes part of it and use reminders to

keep yourself up to speed you don't have

to spend hundreds of thousands of euros

dollars or pounds in order to build a

CRM system use what you've already got

but it will keep you on track and it

will keep your teams on track as well

if you develop the soft approach first

it will become apparent what your CRM

needs are going to be and then you can

prioritize whether sales or marketing

whether technical support or customer

service is going to be more important

and we can focus on our

priorities there are many systems

available and many ways of making

comparison if you know what you need you

will make the appropriate choice so use

your CRM Champions to help you choose

let them decide a system that best suits

their needs and you'll find it will suit

your needs

too thank you very much for listening to

me