COMPETENCY BASED LEARNING MATERIAL

Sector:
TOURISM
Qualification:
COMMON COMPETENCY
Unit of Competency:
Maintain quality customer/guest service
Module Title:
Maintaing quality customer/guest service

Date Developed:
Issued by: MMCI
COMMON COMPETENCY June 2021
Developed by:
Document No.03
Joshua D. Conde Revision No. 000
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Instructions Supervisor
HOW TO USE THIS COMPETENCY BASED LEARNING MATERIAL

Welcome to the competency based learning material on “ Maintaining quality customer/guest service
.” This contains training materials, information sheets and activities for you to read and accomplish.
The unit of competency “Maintain quality customer/guest service” covers the skills, knowledge and
attitude to identify the roles and responsibilities of a team member. You will be required to read
reference materials or information sheets and go through some activities in order for you to achieve
each learning outcome. You will do these activities at your own face and then answer the self-check
at the end of each information sheet. If you have questions, please feel free to ask your trainer for
assistance. Instruction Sheets:

•Information Sheet – this will provide you with information (concepts, principles and other relevant
information) needed in performing certain activities.

• Worksheet – worksheets are the different forms that you need to fill-up in certain activities that
you performed.

RECOGNITION OF PRIOR LEARNING (RPL)

You may have some knowledge and skills in this particular unit of competency because you have
had training in this area or you have worked in an industry for sometimes. If you feel that you
already have the skills/knowledge in this competency or if you have a certificate from previous
training, you may show it to your trainer and have your prior learning formally recognized. A Trainee
Record Book (TRB) is provided for you to record important dates, jobs undertaken and other
workplace events that will assist you in providing further details to your trainer.

DIRECTION FOR USE OF THE CBLM

This module was prepared to help you achieve the required competency: Maintain quality
customer/guest service . This will be the source of information for you to acquire the knowledge
and skills in this particular module with minimum supervision or help from your trainer. With the aid
of this material, you will acquire the competency independently and at your own pace. Talk to your
trainer and agree on how you will both organize the training of this unit. Read through the module
carefully. It is divided into sections which covers all the skills and knowledge you need to successfully
complete in this module. Work through all the information sheets and complete the activities in
each section. Do what is asked in the INSTRUCTIONAL SHEETS, ACTIVITY SHEETS and complete the
SELF-CHECK. Suggested references are included to supplement the materials provided in this
module. Most probably, your trainer will also be your supervisor or manager. He/she is there to
support you and show you the correct way to do things. Ask for help.

Your trainer will tell you about the important things you need to consider when you are completing
activities and it is important that you listen and take notes. Talk to more experienced workmates and
ask for their guidance. Use the self-check questions at the end of each section to test your own
progress. When you are ready, ask your trainer to watch you perform the activities outlined in the
module. As you work through the activities, ask for written feedback on your progress. Your trainer
gives feedback/pre-assessment reports for this reason, ask your trainer gives feedback/ pre-
assessment.

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COMMON COMPETENCY June 2021
Developed by:
Document No.03
Joshua D. Conde Revision No. 000
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Instructions Supervisor
When you have completed the module and feel confident that you have had sufficient practice, your
trainer will schedule you for the institutional Assessment. The result of your assessment/evaluation
will be recorded in your competency achievement report.

LISTS OF COMMON COMPETENCIES

Competency Unit of Competency Module Title Code

Number
1 Receive and resolve customer Receiving and resolve customer
TRS141201
complaints complaints
2 Work cooperatively in a
Working cooperatively in a general
general administration TRS141202
administration environment
environment
3 Maintain quality Maintaing quality customer/guest
TRS141203
customer/guest service service
4 Roster staff Rostering staff TRS141204
5 Control and order stock Control and order stock TRS141205
6 Prepare and deliver training
Prepare and deliver training sessions TRS141206
sessions
7 Plan, conduct and evaluate Plan, conduct and evaluate staff
TRS141207
staff performance assessment performance assessment

Date Developed:
Issued by: MMCI
COMMON COMPETENCY June 2021
Developed by:
Document No.03
Joshua D. Conde Revision No. 000
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Instructions Supervisor
 MODULE CONTENT
Modules of Instructions

UNIT OF COMPETENCY : Maintain quality customer/guest service

MODULE TITLE : Maintaing quality customer/guest service

UNIT CODE : TRS141203

INCTRODUCTION : This unit deals with the skills and knowledge required to maintain a
quality customer/guest service within the hotel and travel
industries.

NOMINAL DURATION : 12 hours

SUMMARY OF LEARNING OUTCOMES:

LO 1 Identify customer/ guest requirements

LO 2 Ensure delivery of quality products/ services
LO 3 Evaluate customer service

ASSESSMENT CRITERIA:
1. Options to improve service levels are identified
2. Needs of customers and/or guests are researched and assessed
3. Deficiencies in service delivery are identified by conducting data analysis
4. Colleagues to meet and exceed customer service standards by providing appropriate
professional development are assisted
5. Products/services are ensured to meet customers’ needs and reflect enterprise standards
6. Consistently ensure products/services meet customer needs and reflect enterprise
Standards
7. Systems, records and reporting procedures in order to identify and report on any changes in
customer satisfaction are compared
8. Customer service evaluation outcomes are evaluated and reported to designated groups or
individuals
9. An agreement on appropriate courses of action to overcome problems is obtained
upon consultation with designated individuals/groups

CONDITIONS:

ASSESSMENT METHODS:
 Observation
 Demonstration
 Written
 examination
 Interview

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Developed by:
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LO 3 Maintaing quality customer/guest service

LEARNING EXPERIENCES

LO 3 Maintaing quality customer/guest service

LEARNING ACTIVITIES SPECIAL INSTRUCTIONS

Read Information Sheet 3.1-1 on table Read and understand the information sheet
reservation. and check yourself by answering the self check.
Answer Self Check 3.1-1 You must answer all questions correctly before
Compare your answer with answer key 3.1- proceeding to the next activity.
1
Read Information Sheet 3.2-1 on table Read and understand the information sheet
reservation. and check yourself by answering the self check.
Answer Self Check 3.2-1 You must answer all questions correctly before
Compare your answer with answer key 3.2- proceeding to the next activity.
1
Read Information Sheet 3.3-1 on table Read and understand the information sheet
reservation. and check yourself by answering the self check.
Answer Self Check 3.3-1 You must answer all questions correctly before
Compare your answer with answer key 3.3- proceeding to the next activity.
1

Date Developed:
Issued by: MMCI
COMMON COMPETENCY June 2021
Developed by:
Document No.03
Joshua D. Conde Revision No. 000
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Instructions Supervisor
 INFORMATION SHEET 3.1-1

Service Quality

Learning Objectives:

After reading this INFORMATION SHEET, YOU MUST be able to:

1. Identify the service quality.

2. Understand how to improve service quality.
3. Appreciate the ways to improve service quality.

SERVICE QUALITY

Service quality is generally viewed as the output of the service delivery system, especially in
the case of pure service systems. Moreover, service quality is linked to consumer satisfaction.

Although there is no consensus in the research community about the direction of causality
relating quality and satisfaction, the common assumption is that service quality leads to satisfied
customers.

For example – customers leaving a restaurant or hotel are asked if they were satisfied with
the service they received. If they answer “no,” one tends to assume that service was poor.

Direct service providers, such as waitresses, also note that at times the best service efforts
are criticized because the customer’s perceptions of the service are clouded by being in a bad mood
or having a disagreement with someone just before arriving at the restaurant.

These service providers recognize that in practice the influence of service quality on
customer satisfaction is affected by other factors, one of which is the customer’s physical and
psychological conditions.

Over the last fifteen years, research on service quality has grown extensively and
substantively. The topic has attracted interest among managers and researchers because of the
substantial effects customer perceptions of service quality have on the satisfaction and loyalty of
customers, as well as on brand equity.

Service quality research has also achieved a truly global scope and significance and attracted
contributions from scholars from many disciplines.

Service quality has been defined keeping in view at least four perspectives:

1. Excellence – Although the mark of an uncompromising student and high achievement, the
attributes of excellence may change dramatically and rapidly. Excellence is often externally
defined.
2. Value – It incorporates multiple attributes, but quality and value are different constructs—
one the perception of meeting or exceeding expectations and the other stressing benefit to
the recipient.
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 3. Conformance to Specifications – It facilitates precise measurement, but users of a service
may not know or care about internal specifications.
4. Meeting and/or Exceeding Expectations – This definition is all-encompassing and applies
across service industries, but expectations change and may be shaped by experiences with
other service providers?

Concept

When defining the concept of service quality, one should always start with customers, as
quality is the most important factor for customers and also it is their basis of their opinion,
which will then result in the fact that service quality is achieved if the customer expectations are
achieved. While doing the service product design process, a significant element is the service
quality, as it influences the volume of demand for a given service product, as well as customer
profile of this service product. The most significant positioning tool of service providers and their
offer on the contemporary service market is the service quality.

The impact of quality service on profit and financial indicators of business performance is an
important aspect to understand in services marketing. Service quality must be viewed as a
strategic force, but also as the key problem of service marketing management. As it affects the
constant improvement of service performance by increasing market share and profit growth,
keep in mind that service quality is a significant source of sustainable competitive advantage.
This will yield an increase in financial results and will achieve sustainable competitive advantage.

Quality-based service marketing strategy is sustainable, as not all competitors can achieve
the service quality expected by the consumers. Hence those service companies that base their
strategies on the quality have an excellent reputation, and this feature of their quality poses a
barrier to developing competitive copycat marketing strategies.

Service providers define and attain the service quality, while consumers perceive quality
during the service delivery process. The way consumers perceive moments of truth is directly
reflected on the evaluation of total quality service, especially in services whose deliveries are
repeated, which implies a highly professional approach to moments of truth, aimed at building
and maintaining long-term consumer relations. Improving service quality and building long-term
consumer relations requires good knowledge of moments of truth, i.e. activities carried our
within those, as well the customer perception of those.

Characteristics and Objectives

The main characteristics of service quality are as follows:

1. Clients are a direct part of the process, bringing perceptions and expectations to the
transaction that become part of their interaction with you.
2. Unlike a manufactured product, which can be made, inspected, and controlled for quality
before it is released to the client, service quality cannot be inspected before delivery.
3. Because clients participate fully in the transaction, they are concerned both with the output
or result of the transaction, and the process for delivering that outcome.

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 4. In a production environment, eliminating variance is critical to making high-quality goods. In
delivering service, satisfying clients depends not on eliminating variance, but rather on
personalizing the service delivery to the unique circumstances of each transaction. Applying
certain principles consistently rather than providing an identical response to each
transaction, is the key to delivering quality service.
5. Client satisfaction is subjective. It is made up of two essential ingredients—expectations and
perceptions of delivery. Clients have unique expectations based on their individual
experience and needs. They have their own perception of what they received. Any
difference between what they expected to get and what they perceive they got, will affect
their satisfaction.

5 Ways to Improve Service Quality

1. Reliability:

This dimension is shown to have the highest influence on the customer perception of
quality. It is the ability to perform the promised service dependably and accurately.

2. Responsiveness:

It is the willingness of the service firm’s staff to help customers and to provide them with
prompt service. The customers may have queries, special requests, complaints, etc. In fact, each
customer may have problems of his or her own.

3. Assurance:

It defined as the ability of the company to inspire trust and confidence in the service
delivery. It refers to knowledge and courtesy of the service firm’s employees and their ability to
inspire trust and confidence in the customer toward the company.

4. Empathy:

It refers to the caring, individualized attention the service firm provides each customer.
When service provider puts himself in the shoes of the customers, he may see the customer’s
viewpoint better. When customers feel that the provider is making his best effort to see their
viewpoint, it may be good enough for most.

5. Tangibles:

It refers to physical facilities, equipment, and appearance of a service firm’s employees. The
job of the tangible and physical evidence of a service is multifunctional. When a patient in the
waiting room of a clinic sees the doctor’s certificate, he becomes aware of the quality of service he is
about to receive.

Steps that Lead to a Better Management of Service Quality Delivered to the Customers

Service quality is vital for any service organization today. This is more so because of the
global competition and the number of players present in the service industry today. One such
example of Gaps in services is seen in the airline Industry. When predictions are inaccurate, however
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customers may still have to wait and sometimes may not be served at all, as when airlines overbook
the number of seats available on a flight.

The following steps however could lead to a better management of service quality delivered to the
customers:

1. Differentiate Waiting Customers:

Not all customers necessarily need to wait the same length of time for service. On the basis of need
or customer priority, some organizations differentiate among customers, allowing some to
experience shorter waits for service than others.

Differentiation can be based on factors such as:

a. Importance of the Customer:

Frequent customers or customers who spend large amounts with the organization can be given
priority in service by providing them with a special waiting area or segregated lines.

b. Urgency of the Job:

Those customers with the most urgent need may be served first. This is the strategy used in
emergency health care. It is also the strategy used by maintenance services such as air conditioning
repair that give priority to customers whose air conditioning is not functioning over those who call
for routine maintenance.

c. Duration of the Service Transaction:

In many situations, shorter service jobs get priority through “express lanes.” At other times, when a
service provider sees that a transaction is going to require extra time, the customer is referred to a
designated provider who deals only with these special-needs customers.

d. Payment of a Premium Price:

Customers who pay extra (e.g., first class on an airline) are often given priority via separate check-in
lines or express systems.

2. Make Waiting Fun, or At least Tolerable:

Even when they have to wait, customers can be more to less satisfied depending on how the wait is
handled by the organization. Of course, the actual length of the wait will affect how customers feel
about their service experience. But it is not just the actual time spent waiting that has an impact on
customer satisfaction-it’s how customers feel about the wait and their perceptions during it.

a. Unoccupied Time Feels Longer than Occupied:

Time When customers are unoccupied, they will likely be bored and will notice the passage of time
more than when they have something to do. Providing something for waiting customers to do,
particularly if the activity offers a benefit in and of itself or is related in some way to the service, can
improve the customer’s experience and may benefit the organization as well Research in an airline

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context has suggested that as uncertainty about the wait increases, customers become more angry,
and their anger in turn results in greater dissatisfaction.

b. Unexplained Waits are Longer than Explained Waits:

When people understand the causes for waiting, they frequently have greater patience and are less
anxious, particularly when the wait is justifiable. Being provided with an explanation can reduce
customer uncertainty and may help customers to make -at least a ballpark estimate of how long
they’ll be delayed. Customers who don’t know the reason for a wait begin to feel powerless and
irritated.

c. Unfair Waits are Longer than Equitable Waits:

When customers perceive that they are waiting while others who arrived after them have already
been served, the apparent inequity will make the wait seem even longer. This can easily occur when
there is no apparent order in the waiting area and many customers are trying to be served. Queuing
systems that work on a first come, first-served rule are best at combating perceived unfairness.

However, as pointed out earlier, there may be reasons for the use of other approaches in
determining who is to be served next. For example, in an emergency medical care situation, the
most seriously ill or injured patients would be seen first. When customers understand the priorities
and the rules are clearly communicated and enforced, fairness of waiting time should not be an
issue.

Quality Standards

Quality standards were developed in the context of production and manufacturing initially. The main
reason was to improve the product quality and conformance. This performance of quality now
implies to all areas of marketing too. This is because all the functional areas together impact the
organization’s performance and customer satisfaction levels. The aim of Quality systems is to
reinforce performance with major focus on procedures and processes. Thus, some quantifiable
standards called benchmarks are formed to be able to maintain a set service quality standard.

Quality systems of any company should match international standards like that of BSI
recommendations. Quality has to be functional, not restrictive and relate to all activities of the
organization. Also, the good service quality calls for commitment of everyone in the organization,
and not just a specified quality manager.

Benchmarking:

An organization, which has fully researched quality issues in both its internal and external markets,
should now be in a position to set quality standards which can be regulated and monitored, and
which meet customer requirements. In order to do this, standard measures need to be determined.
The establishment of a baseline figure and a common index is an essential part of measuring
performance, both externally and internally. The baseline is the target operating norm of the
organization. This can be termed a benchmark – a standard against which performance can be
measured.

Nowadays when we talk of standards, the same has to be measured in comparison to competitors.
For example, that airlines can judge their benchmark standards by looking at other airlines’ quality
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standards. At the same time the airlines will also have to study the standards of related fields of
business-like railways and other alternative forms of travel.

Implications of Service Standards:

Service standards are on a rise in today’s global world. In the competitive and dynamic world
of today, technology has lead to redesigning of the service standards drastically. Where a normal TV
was the basic need in a hotel, today LCD has replaced the same as & basic need. An internet service
in the room which was a delight need for the consumers has today become a basic or core need of
the consumers. Thus, today the service quality standards are raising their bar.

For example, in a traditional measurement system in a company’s training division, the

instructor and his quality were the only service standard checked for the training. When one does a
market research of the audience, one could find three more factors which could affect the service
quality of this training which are specific requirements like- (1) Instructor’s style, (2) Instructor’s
expertise, and (3) Instructor’s management of class. The company should invest in customer-defined
standards project so that the resulting measurement system is more successful in judging the
consumers requirements.

Customer Defined Service Standards:

The customer-defined standards bring in a translation of customer requirements into goals and
guidelines for employee performance. This then become a guideline and a benchmark to achieve
when interacting with a customer and delivering service to him.

1. “Hard” Customer-Defined Standards:

Hard standards and measures judge the things which can be counted, timed, or observed
through audits. For example, a customer complaint of late product and service delivery and the
service quality mistakes can be measured and is thus a hard service standard. Hard service standards
for responsiveness make sure that the organization is matching the speed or promptness to deliver
products to the consumers, handles complaints and answer questions.

2. “Soft” Customer-Defined Standards:

Some customer expectation cannot be counted, timed, or observed by audits. For example, the
‘understanding and knowing the customer’ cannot be counted or observed. Thus, the soft measures
have to be documented using perceptual measures. These are opinion-based measures which can be
taken by talking to customers, employees, or others. Soft standards are a direction, and a guidance
to employees for achieving customer satisfaction and can be judged by measuring the customer
preconceptions and beliefs.

Methods to Monitor Service Quality

Apart from using quality management techniques and adopting service quality improvement
strategies, organizations should continually monitor their service quality. This will help the
management ensure that customers receive the quality of service that their organization intends to
deliver.

The management can use the following methods to monitor service quality:

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1. Conduct Customer Surveys:

Service organizations should regularly conduct customer-services to know whether the

customers have any issues with the service offered or with service personnel (Refer to example,
Customer Survey at Sheraton). Questionnaires should be given to customers to elicit their opinions
and rate the quality of service offered by the organization. Also, efforts should be made to explore
the factors leading to any dissatisfaction.

2. Monitor Customer Feedback:

Managers should give special attention to the feedback given by customers in the form of
complaints or suggestions or even compliments. The management should try to find out the root
causes of problems in case of complaints and prevent them from recurring. If the customer makes
some suggestions, the management should consider them, discuss them with employees for their
feasibility and applicability, and implement the ones that are valuable and practicable.

3. Review Service Blueprints, Problem-Tracking System:

The management should constantly review the service blueprints and identify any problems
that exist. If necessary, the management should change the monitoring procedures and problem
tracking procedures. Service blueprinting is the process of representing the entire service process in
the form of a picture/diagram so as to ensure that all the steps in a service process are covered.

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 SELF CHECK 3.1-1
Service Quality:

Name: _______________________________ Section: ________________ Date: __________

Identification: Identify the following.

1. It is generally viewed as the output of the service delivery system, especially in the case of
pure service systems.
2. It refers to physical facilities, equipment, and appearance of a service firm’s employees.
3. This dimension is shown to have the highest influence on the customer perception of
quality.
4. It incorporates multiple attributes, but quality and value are different constructs—one the
perception of meeting or exceeding expectations and the other stressing benefit to the
recipient.
5. An organization, which has fully researched quality issues in both its internal and external
markets, should now be in a position to set quality standards which can be regulated and
monitored, and which meet customer requirements.
6. It refers to knowledge and courtesy of the service firm’s employees and their ability to
inspire trust and confidence in the customer toward the company.

7. It refers to the caring, individualized attention the service firm provides each customer.
8. The management should try to find out the root causes of problems in case of complaints and
prevent them from recurring.
9. ______are a direct part of the process, bringing perceptions and expectations to the
transaction that become part of their interaction with you.
10. A customer complaint of late product and service delivery and the service quality mistakes
can be measured and is thus a hard service standard.

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 ANSWER KEY 3.1-1

Instruction: Compare this answer key to the Self Check 3.1-1

1. Service quality
2. Tangibles
3. Reliability
4. Value
5. Benchmarking
6. Assurance
7. Empathy
8. Monitor Customer Feedback
9. Clients
10. Hard costumer

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 INFORMATION SHEET 3.2-1

Costumer Service Standards

Learning Objectives:

After reading this INFORMATION SHEET, YOU MUST be able to:

1. Explain the enterprise standards and improve on service.

2. Identify the Enterprise standards and improve on service.
3. Value the standards and improve on service

What are customer service standards?

Customer service standards refer to the interactions between a business and customer, and
the resulting customer expectations. Response time, empathy, resolution, and efficiency can go a
long way towards building deeper customer relationships.

Many companies already have customer service standards they’re adhering to, but often,
they’re the minimum standards to operate in, or the minimum businesses can do to keep customers
from complaining. If businesses are going to ask for a customer’s time, attention, and money, they
have to raise their service standards — it’s essential to compete.

So here are some tips to get you started on raising your service standards:

1. Connect customer data for a single, unified view

In pre-digital times, when companies dealt with physical paperwork, it benefited the business to
keep all papers and files related to the individual or account in one place to easily find information.
Fast-forward to our digital world, and nothing has changed, except that keeping customer data
together has become trickier. Different lines of business — like Sales, Service, and Marketing —
usually use multiple tools and systems to keep track of and store customer information. This leads to
disconnected customer experiences, as there is no single source of truth for your employees to refer
to. Not to mention the amount of time it takes for an employee to access all of that information
when they sometimes only have seconds to respond to your customers. Customers don’t care how
your infrastructure is setup, or whether service teams use different systems than sales and
marketing. All that matters to them is a seamless, cohesive, pain-free experience. Consolidating and
connecting disparate sets of data is crucial to provide context for better experiences and higher
satisfaction.

2. Deliver a true omni-channel experience

Customers are always connected and always on, sometimes with multiple devices and
wearables. That’s an exciting new opportunity for businesses to connect with customers in new ways

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that will serve them best. Because a customer’s journey is rarely linear or limited to a single
department today, it’s important to provide an experience that is consistent and feels the same
across every touchpoint. If a customer texts you one day for support and emails you the next, does
the agent know that this customer has just texted you the day before and was this issue resolved
satisfactorily? And is this a related or different issue? Is this customer now emailing you because
they couldn’t find the answer for themselves in your public knowledge base or help center? Start
thinking about your customers’ experience holistically, then determine whether what they want
aligns with your business objectives. If not, maybe you need to adjust your business objectives, or
think about how creating a new experience for your customers both delivers on their expectations
and meets your business objectives.

3. Use intelligent automation technologies to deliver faster service

Companies have to work faster to deliver better service experiences. Not only are your competitors
moving faster and delivering innovative customer journeys, but your business misses out on valuable
cross-sell and upsell opportunities the longer customers are waiting. Thanks to the various artificial
intelligence (AI) technologies that are available today, customer service organizations can deliver
scale to their organizations and agents can drastically improve productivity without sacrificing
quality. Intelligent, AI-driven technologies can do the heavy-lifting — such as using CRM-connected
chatbots to automatically resolve routine issues or collect and qualify information— all speeding
resolve rates, driving customer satisfaction, and raising your customer service standards.

4. Empower service teams with artificial intelligence

AI is also making agents smarter and thereby raising customer service standards for customers. For
example, CRM-connected chatbots are able to handle routine questions and tasks, providing
customers with instant resolution and always-on support, while freeing up agent capacity to work on
more complex issues. Machine learning make predictions on case fields to auto-prioritize and auto-
triage cases to accelerate case resolution. AI-powered image classification technology can improve
accuracy and resolve rates for field technicians onsite that need to replace or repair machine parts.
And AI-powered analytics can help service managers predict key service KPIs–like CSAT or attrition
risk–in order to take proactive action to ensure optimal business outcomes and delighted customers.

5. Boost investment in agent success

Engaged and empowered agents are the cornerstone of top service teams. In order to reach the
agents’ full potential, top service teams empower with three things: right training, right tools, and
the decision-making power they need to quickly and satisfactorily resolve customer issues. The
combination of these three elements results in agents feeling more invested in their customers’
success, and working proactively instead of reactively. In addition, this also increases agent
satisfaction, productivity and retention. Long-tenured agents also perform significantly better than
new agents, as 63% of service professionals agree according to the latest State of Service report.

6. Ensure your field service is fully connected

Service teams need to stay connected wherever they go. That’s certainly true for service technicians
in the field, or any other mobile worker that travels to your customer — like a home health nurse or
wealth advisor — and engages with them face-to-face. Successful service in the field depends on the

Date Developed:
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collaboration of a lot of parties — customers, agents, dispatchers, and technicians — but at the end
of the day, you’re measured on the quality of the individual service you provide to each and every
customer. By ensuring that agents, dispatchers, and mobile employees all connected on one
platform, operations can be streamlined across the entire service chain, resulting in a super service
and customer experience.

7. Help customers help themselves with self-service

Today’s customers want instant resolution, and self-service is a faster and more convenient than
contacting customer support. In fact, 81% of customers attempt self-service before contacting a
company, according to Harvard Business Review. More companies are realizing the benefits of self-
service and are:

1) giving customers more control over their own accounts, and

2) giving customers the information they need to answer their questions.

Self-service outlets like customer portals, communities, and public help centers powered by a
knowledge base — of which help customers find answers quickly on their own terms and frees up
agents to tackle more complex issues — are seeing rapid growth as customers become more
empowered to solve problems and find answers, unaided.

8. Pivot KPIs towards customer success

Not too long ago, customer service teams cared primarily about closing the highest number of cases
in the least amount of time possible. Now, for forward-thinking businesses, service is transitioning
from cost center to revenue generator. Reflective of this customer-centric mindset, key performance
indicators (KPIs) are also changing. Overall, 70% of service teams say their strategic vision over the
past 12–18 months has become more focused on creating deeper customer relationships.
Additionally, 66% of service teams have implemented more customer-oriented KPIs (such as net
promoter score and customer satisfaction) to measure performance, according to the State of
Service report.

Customer service standards are rising all the time for your customers. In order to keep pace
with your competitors, and deliver on customer expectations, you need to review your current
standards and see where you can raise your game. When you can consistently get it right time and
again, customers will notice and reward you will lasting loyalty and referrals.

Date Developed:
Issued by: MMCI
COMMON COMPETENCY June 2021
Developed by:
Document No.03
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 SELF CHECK 3.2-1
Costumer Service Standards:

Name: _______________________________ Section: ________________ Date: __________

TRUE or FALSE
DIRECTIONS: Read each statement below carefully. Write T if the statement is TRUE,
write F if the statement is FALSE.

1. Many companies already have customer service standards they’re adhering to, but often,
they’re the minimum standards to operate in, or the minimum businesses can do to keep
customers from complaining.
2. Customers are always connected and always on, sometimes with multiple devices and
wearables.
3. Customer service standards are not rising all the time for your customers.
4. Service teams need to stay connected wherever they go.
5. Engaged and empowered agents are the cornerstone of top service teams.
6. Successful service in the field depends on the collaboration of a lot of parties
7. Today’s customers want instant resolution, and self-service is a slow and not convenient
than contacting customer support.
8. In fact, 100% of customers attempt self-service before contacting a company, according
to Harvard Business Review.
9. Customers are not connected , sometimes with multiple devices and wearables.
10. Customers don’t care how your infrastructure is setup, or whether service teams use
different systems than sales and marketing.

Date Developed:
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 ANSWER KEY 3.2-1

Instruction: Compare this answer key to the Self Check 3.1-1

1. T
2. T
3. F
4. T
5. T
6. T
7. F
8. F
9. F
10. T

Date Developed:
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Developed by:
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Instructions Supervisor
 INFORMATION SHEET 3.3-1

Customer satisfaction

Learning Objectives:

After reading this INFORMATION SHEET, YOU MUST be able to:

1. Explain costumer satisfaction.

2. Identify the costumer satisfaction.

WHAT IS CUSTOMER SATISFACTION?

Customer satisfaction is defined as a measurement that determines how happy customers are with a
company’s products, services, and capabilities. Customer satisfaction information, including surveys
and ratings, can help a company determine how to best improve or changes its products and
services.

An organization’s main focus must be to satisfy its customers. This applies to industrial firms, retail
and wholesale businesses, government bodies, service companies, nonprofit organizations, and
every subgroup within an organization.

Model of Customer Satisfaction

There are two important questions to ask when establishing customer satisfaction:
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 1. Who are the customers?
2. What does it take to satisfy them?

WHO ARE THE CUSTOMERS?

Customers include anyone the organization supplies with products or services.

WHAT DOES IT TAKE TO SATISFY THE CUSTOMER?

Organizations should not assume they know what the customer wants. Instead, it is important to
understand the voice of the customer, using tools such as customer surveys, focus groups, and
polling. Using these tools, organizations can gain detailed insights as to what their customers want
and better tailor their services or products to meet or exceed customer expectations.

Customer Satisfaction Process Improvement

Customer satisfaction (often abbreviated as CSAT) is a term frequently used in marketing. It is a

measure of how products and services supplied by a company meet or surpass customer
expectation. Customer satisfaction is defined as "the number of customers, or percentage of total
customers, whose reported experience with a firm, its products, or its services (ratings) exceeds
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specified satisfaction goals." Customers play an important role and are essential in keeping a product
or service relevant; it is, therefore, in the best interest of the business to ensure customer
satisfaction and build customer loyalty.

The Marketing Accountability Standards Board (MASB) endorses the definitions, purposes, and
measures that appear in Marketing Metrics as part of its ongoing Common Language in Marketing
Project. In a survey of nearly 200 senior marketing managers, 71 percent responded that they found
a customer satisfaction metric very useful in managing and monitoring their businesses. Customer
satisfaction is viewed as a key performance indicator within business and is often part of a Balanced
Scorecard. In a competitive marketplace where businesses compete for customers, customer
satisfaction is seen as a major differentiator and increasingly has become an important element of
business strategy.

Purpose

A business ideally is continually seeking feedback to improve customer satisfaction. Faris et

al. wrote that "customer satisfaction provides a leading indicator of consumer purchase intentions
and loyalty." The authors also wrote that "customer satisfaction data are among the most frequently
collected indicators of market perceptions. Their principal use is twofold:" "Within organizations,
the collection, analysis and dissemination of these data send a message about the importance of
tending to customers and ensuring that they have a positive experience with the company's goods
and services." Although sales or market share can indicate how well a firm is performing currently,
satisfaction is perhaps the best indicator of how likely it is that the firm’s customers will make
further purchases in the future. Much research has focused on the relationship between customer
satisfaction and retention. Studies indicate that the ramifications of satisfaction are most strongly
realized at the extremes."

On a five-point scale, "individuals who rate their satisfaction level as '5' are likely to become return
customers and might even evangelize for the firm. A second important metric related to satisfaction
is willingness to recommend. This metric is defined as "[t]he percentage of surveyed customers who
indicate that they would recommend a brand to friends." A previous study about customer
satisfaction stated that when a customer is satisfied with a product, he or she might recommend it
to friends, relatives and colleagues. This can be a powerful marketing advantage. According to Faris
et al., "individuals who rate their satisfaction level as by contrast, are unlikely to return. Further,
they can hurt the firm by making negative comments about it to prospective customers. Willingness
to recommend is a key metric relating to customer satisfaction."

Date Developed:
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 SELF CHECK 3.3-1
Customer Satisfaction

Name: _______________________________ Section: ________________ Date: __________

TRUE or FALSE
DIRECTIONS: Read each statement below carefully. Write T if the statement is TRUE,
write F if the statement is FALSE.

1. Customer satisfaction is defined as a measurement that determines how happy customers are
with a company’s products, services, and capabilities. T
2. A business ideally is continually seeking feedback to improve customer satisfaction. T
3. Customer satisfaction (often abbreviated as CSAT) is a term frequently used in services. F
4. Employer include anyone the organization supplies with products or services. F
5. An organization’s main focus must be to satisfy its customers. T

Enumerate the Following:

Customer Satisfaction Process Improvement

6.
7.
8.
9.
10.
11.
12.
13.
14.

Date Developed:
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COMMON COMPETENCY June 2021
Developed by:
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 ANSWER KEY 3.3-1

Instruction: Compare this answer key to the Self Check 3.1-1

1. T
2. T
3. F
4. F
5. T
6. Issue responded
7. Investigate issue
8. Corrective action
9. Costumer follow-up
10. Root cause analysis
11. Preventive action
12. Costumer follow up
13. Verification of effectiveness
14. Customer survey

References:

https://asq.org/quality-resources/customer-satisfaction

https://www.salesforce.com/blog/customer-service-standards-blog/

https://www.businessmanagementideas.com/service-marketing/service-quality/20971

Date Developed:
Issued by: MMCI
COMMON COMPETENCY June 2021
Developed by:
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