A Case Study of Classic Customer Service

With the rapid development of call center, customers' expectations of call center are higher and higher. They hope that the call center can solve most of their problems, and they also hope to solve them in one stop like a business hall. Such high expectations make the customer service work in the call center more and more challenging, which inevitably requires our customer service representatives to have efficient customer communication skills.

Customer service skills are similar. Different customer service representatives have different ways to deal with it, and the goal they pursue is customer satisfaction. Of course, dissatisfied customers will definitely complain to the customer service representative. Because they work in a training company, they will be exposed to a lot of telephone recordings, and we will often listen to these telephone recordings ourselves, and we will hear many communication skills to deal with customer dissatisfaction.

The case reappears, omitting the previous greeting script. Client A: (Scenario: I lost income of RMB100000 because I didn't receive the SMS, and now I call customer service to complain about a company).

Customer Service Representative B: Sir, I think you lost100000 yuan. I understand how you feel, but is it possible that your mobile phone has been turned off for more than 24 hours and you can't receive text messages or other reasons?

A: Impossible. It must be the problem of your company's SMS platform. I only ask you for compensation now. Please give me a solution.

B: Your question has not been investigated, so we can't give you any explanation, so I'll give you a record first, and then we'll give you a reply. Do you think so?

A: OK. No problem. Thank you!

An hour later, customer A dials the customer service phone again, and customer C answers the phone:

A: Your customer service representative said to reply to me as soon as possible. It's been an hour, and he hasn't answered me yet.

C: excuse me, sir. We must do an internal processing flow. We have recorded your question in detail. Do you want me to take a look at it first?

A: OK.

C: Yes, sir. Yesterday, our company sent short messages to all customers, and the short message platform system will be updated from 2 to 4 last night. At this time, the customer's mobile phone can't receive SMS normally. Excuse me, did your friend send a text message?

A: Yes. He told me that it was a text message sent to me at that time.

C: At this time, you can choose other communication methods, such as telephone, email, or tell him another contact number, so as to ensure that your business will not be affected.

Why didn't I think of that? But now that business has been affected, how can we compensate?

Actually, sir, I understand your feelings very well. Nobody wants to lose money, let alone100000. I suggest you talk to your partner about how to minimize the loss first. Many things have solutions.

A: That's irreversible. I really want to ask you for compensation.

C: I'll send you a telecom regulation later, sir. The contents are as follows: If our SMS has informed the customer of the update of SMS platform, we will not bear the losses during the period. Because the network is developed now, you can choose a variety of communication methods, such as QQ, MSN, Fetion and so on.

A: Please. I'll figure it out myself. Thank you!

Two customer service representatives handled the same customer complaint in different ways. The customer service representative certainly didn't read the company announcement carefully, and didn't know enough legal terms, so he could only record the customer's complaint information, but from the perspective of customer satisfaction, the customer's answer to customer service representative A was satisfactory. But in contrast, the customer service representative C's answer was successfully solved without affecting the company's image and interests, and the customers were satisfied. Her skill success lies in her business and law.

So from here on, we say that customer service skills are based on continuous learning and rich knowledge. Customer service work is very basic, but there is a lot of knowledge in it. Studying the psychology of customers, many customers have different expectations for each call. Some want to start new business, some just want to pursue psychological balance, some want to get benefits through complaining, and so on. It is required to correctly analyze and evaluate the real thoughts of customers in every phone call.

The cost of calling customer service every time is quite high. We should be good at using every phone call to get more information for the company, and at the same time, we should provide quality services for our customers. We often mention that service is king, so the importance of service is not much to say. Why chat? Because my friend Li Qing wrote "Introduction to Service in Business Hall", which gives a better description of service, including service flow, service definition and service communication skills, and has a detailed explanation.

Classic customer service case analysis Chapter 2 It is not enough to collect a large amount of customer information. The key to success is to use this information to make tailor-made service policies for individual customers.

Ken Rob has a secret, but in fact he is not the kind of person who doesn't want to show his heart. He is outgoing and cheerful, and he can say whatever comes to mind, which is good, because he is the senior vice president of marketing for Dick's Supermarket, a supermarket with eight branches in rural Wisconsin. Oh, it turns out that this is not the same as being the director of the CIA, so his "secret" can't interest James Bond. We just want to say that Rob knows something that his opponent doesn't.

Rob's secret is that when his customers come to the shopping center to shop, he knows exactly what they want to buy. This, together with the good reputation of excellent service provided by supermarkets, is the main defense means for Dick's supermarket chains to deal with low-priced competitors and category killers. Dick Supermarket uses DAT Avantage-, a software product developed by Relationship Marketing Group (RMG) in Connecticut. By combing the data in the scanning device, it can predict when its customers will buy some products again. Next, the system will launch a special offer "at the right time".

It works like this: customers who spend more than $25 a week at Dick's Supermarket will receive a customized shopping list every other week. The list comes from customers' previous purchase records and current prices, trading policies or discounts provided by manufacturers. Customers can take this list with them when shopping or leave it at home. When customers check out at the checkout counter, the cashier will scan the shopping list with bar code or the discount club membership card commonly used by customers. Either way, any special goods on the shopping list will be automatically cashed, and the customer's shopping record in the store will be refreshed to generate the next shopping list.

"This is good for us and the manufacturers, because you can customize the promotion plan according to the needs of customers. From this, you can make a plan that is directly proportional to the business value of your customers, "Rob said.

Dick Supermarket also relies on customer-specific information to customize promotional products for the most valuable customers in a series of commodity categories. For example, users of non-aspirin products (such as Tylenol) can be divided into three categories: national brands, store brands and waverers. According to low, medium and high consumption levels, customers in these groups can be divided into three groups. Consumption represents the long-term value provided by customers to Dick Supermarket in a certain product category (only in this product category, there are 6 "modules", which generate a total of ***9 different types of customers-enough to launch a mass customized marketing campaign).

Assuming that the goal of the supermarket is to turn Tylenol users into store brand users, Rob will dedicate his most radical marketing activities to a large number of customers because they have the most potential value. The initial discount of large-volume customers is much higher than that of small-volume and medium-volume customers. The promotion time will coincide with each customer's unique purchase cycle, and Rob can make a reasonable prediction by analyzing the customer's past shopping records.

"Customers think it's great because the shopping list accurately reflects what they want to buy. If the customer has a dog or cat, we will give him a discount on dog food or cat food; If customers have children, they can get discounts on children's products, such as diapers and baby food; Customers who often buy a lot of vegetables will get many discounts on vegetable products, "Rob said. "If they shop in more than one supermarket, they will miss some special offers we offer based on their shopping records, because obviously we can't know what they bought elsewhere. However, if most of the goods they buy come from our stores, they can usually get considerable returns. Our more loyal customers often get coupons and shopping lists worth 30 to 40 dollars. Our goal is to reward those customers who spend most of their daily consumption here. "

Sometimes we can get sponsorship from other relevant units to minimize the economic losses caused by discounts; In turn, these units can share the information you are constantly collecting. Take Dick's supermarket as an example, manufacturers will subsidize most discounted goods. As part of the whole agreement, the manufacturer can obtain the analysis results found in extremely detailed sales information (the name of the consumer has been deleted). The processing of these sales information is carried out by the relationship marketing group, which not only provides software products, but also provides scanning data mining services.

Important: Be careful here. Although frequency marketing and discount card plan are effective ways to collect customer information, they are often abused, leading to adverse results. The first task of one-to-one marketers is to identify and distinguish customers, so in the retail industry, frequent marketing plans like Dick's Supermarket may become an indispensable auxiliary tool. It encourages individual customers to "raise their hands to declare their identity" every time they step into the store door to get discounts. The actual operation of frequency marketing scheme also provides a good platform for interaction with customers, which can be carried out by letter, cashier, online and so on.

But there are dangers hidden here. Frequency marketing is only a strategy of obtaining individual customer information and interactive communication, not a strategy of keeping customer loyalty-it is impossible to face the same promotion from competitors. To turn this customer information and interaction into a learning relationship and make customers realize that it is more convenient to stay loyal than to participate in similar activities provided by competitors, then you must follow the practice of Dick's supermarket. You must customize the relevant service strategy for each customer according to the collected information. In this way, with the collection of more and more information about any single customer, the service policy for this customer will be adjusted more and more specifically and accurately, and at the same time, customers will be allowed to make collaborative investments in the services you provide. In addition, to the greatest extent, this plan should not only include accurate customized discounts for customers, but also include some rewards beyond the price, such as recipes, weekly diet plans, product use skills, health and nutrition knowledge, fast checkout channels, home delivery services, etc.

Never forget that the purpose of marketing is not just to distribute gifts.

In the short term, it is easy to forget this point immediately after the launch of loyalty programs. You may mistakenly think that giving away items can make customers more loyal to you. However, what should you do if your competitors have launched similar plans and now your customers can get discounts in any store? Who wants a group of customers who are always looking for discounts? The whole effect of your doing this is undoubtedly equivalent to training your most valuable customers to pursue price concessions.

1997 A.C. Nielsen conducted a survey on a "typical" American city, and each of the three major local grocery stores had a set of frequency marketing plans. The purchase of loyalty program participants accounts for more than 90% of each store's sales. However, three-quarters of these participants not only have a loyalty programs discount card in their wallets, but more than half have three discount cards in their wallets.

Remember what made Dick Supermarket one of the few successful one-on-one marketing practitioners? Rob used the information obtained from customers to provide customers with incentives that competitors could not easily emulate, because these incentives were specially designed and customized according to each customer's personal hobbies and shopping cycle. The more customers shop in Dick's supermarket, the more special discounts the supermarket will give him, which will encourage customers to remain loyal. So the plan is hard to compete with.

Rob regards this information as his little secret. "In most cases," he said, "if your competitors want to know the price of your goods, they just need to go to your store to check the price tag on the shelf, or they can browse your weekly advertisements. However, with this shopping list, competitors know nothing about what you are doing now, because each customer's shopping list is different. "

Classic customer service case analysis 3 Watsons is the largest chain store of personal care products in Asia and one of the largest retailers of health care and beauty products and perfume cosmetics in the world. In the field of "personal stereoscopic care products", Watsons has not only gathered many top brands in the world, but also developed and produced more than 600 kinds of its own brands. The total number of shops in Chinese mainland has exceeded 200.

Watson found in CRM strategy that how to lock in the target customer base is very important in the increasingly homogeneous and competitive retail industry.

Watsons vertically intercepts some high-quality customers in the target consumer groups, horizontally tries to be refined, refined and fully target the customer market, advocates the business philosophy of "health, beauty and happiness", and targets at the young female consumer groups of 65, 438+08-35, focusing on personal care and health care products. Watsons believes that female consumers in this age group are the most challenging. They like to use the best products, seek novel experiences, pursue fashion and are willing to show themselves in front of friends. They are more willing to use money to bring about great changes for themselves and are willing to try all kinds of new things. The reason why we pay more attention to consumers under the age of 35 is that most older women already have their own fixed brands and lifestyles.

In-depth study of the psychology and consumption trends of target consumers, independent brand products consider customer needs from quality to packaging, reducing product development costs and creating price advantages.

"Watsons" has abundant upstream production resources with its own brand products, and can feed back the information of the terminal consumer market to the upstream production enterprises at the first time, and then continuously adjust the goods. From the selection of raw materials to packaging, capacity and pricing, almost every link is based on the needs of consumers, so the goods provided are tailor-made for the target customers. Even a bottle of distilled water, whether in shape or color, can see the difference between "Watsons" and other products.

Private brand is a unique category of Watsons stores. Consumers patronize Watsons not only to buy products of other brands, but also to buy products of Watsons own brand. Every launch of private brand products is guided by consumers' needs and fundamental starting point, and constantly brings fresh ideas to consumers. Through its own brand, Watsons has always been dealing directly with consumers, and can timely and accurately understand the information of consumers' various needs for commodities, and can timely analyze and grasp the marketability of various commodities. In the process of implementing private brand strategy, retailers put forward requirements for the development and design of new products. Compared with manufacturers, it has the characteristics of short product development cycle and difficult separation of production and sales, which reduces risks, reduces product development costs and creates price advantages.

"Buy expensive and refund the difference" and "I swear to keep the price low" are one of Watson's major price strategies, but Watson also enhances brand value through differentiation and personalization, and does not completely take the low-price route. Recently, Watsons introduced VIP card, which strengthened the value management of customers. With a VIP card, you can exchange shopping points and points for any goods in the store. Biweekly VIP discount, some products enjoy 20% discount. Members get bonus points for every 10 yuan of shopping, and each bonus point is equivalent to 0. 1 yuan consumption. Can be redeemed at will, there are a variety of products for you to choose from, and you can also experience higher value redemption fun. There are also additional bonus products, VIP discounts and VIP exclusive benefits. I believe it will bring more consumer fun to customers.

Classic customer service case analysis 4 Suning Appliance is the leader of 3C (home appliances, computers, communications) home appliance chain retail enterprises in China. By the end of February, 2005, Suning Appliance had nearly 300 chain stores in more than 90 cities in 27 provinces and cities, with more than 70,000 employees. According to the statistics of the Ministry of Commerce, the sales of Suning Appliance in 2005 was nearly 40 billion yuan. Suning Appliance is one of the 20 large commercial enterprise groups in China. What is even more commendable is Suning's informatization work, which was selected as the "Top 500 Enterprise Informatization in China in 2005" and ranked 45th, becoming the only retail enterprise among the top 100 enterprises. Suning information platform with SAP/ERP as the core is the first in the domestic commercial retail field.

Based on ATM private network, the integrated real-time online management of procurement, warehousing, sales, finance, settlement, logistics, distribution, after-sales service and customer relationship is realized. In order to meet the requirements of managing and processing the increasingly huge market data, it is necessary to establish a comprehensive, unified and scientific daily decision analysis report and query system. Effectively control logistics inventory, greatly improve the turnover speed, reduce the occupation of inventory funds, and timely and effective inventory. Computer regional distribution scheduling. Improve the after-sales service system (delivery management, installation management, maintenance management) to provide a strong basic service platform for customer service centers. Through modern analysis methods such as multidimensional analysis model and product life cycle analysis model, and by comprehensively applying technologies such as data warehouse, on-line analytical processing, data mining, quantitative analysis model, expert system and enterprise information portal, it provides necessary business analysis and decision-making model for the operation of home appliance retail industry, and excavates the potential value of data.

The industry supply chain constructed by BtoB, BtoC and banks and enterprises directly realizes digital marketing. We have established cooperative working relations with suppliers such as Sony and Samsung, which are oriented to consumer demand and market competitiveness. Knowledge management and database marketing have become the basic working methods, which indicates that the supply chain management of household appliances and consumer electronics products in China extends from the manufacturing link of upstream manufacturers to the retail channel link. Suning took the lead in realizing B2B docking with Sony and Motorola, and completed B2B docking with upstream enterprises such as LG, Samsung and Haier, and the information system linking the upstream and downstream industrial value chains began to take shape. Based on the sales information platform, suppliers and suppliers decide on procurement, supply and terminal promotion, realize supplier inventory management function, strengthen industrial chain information coordination, establish the perfect combination of e-commerce platform and existing SAP/ERP system, realize B2B docking between industries, and transmit and exchange data such as order, delivery, warehousing and sales summary in real time, greatly reducing business communication costs; Establish a perfect customer service system and information data collection, mining, analysis and decision-making system, analyze consumption data and consumption habits, and feed back the research results to upstream production and orders, so as to carry out sales and fixed production.

More than 0/00 city customer service centers in Suning/Kloc have built centralized and distributed customer relationship management systems by using the internal VOIP network and call center system, and established a database of 50 million customers' consumption. Establish an enterprise auxiliary management system composed of video, OA, VOIP and multimedia monitoring, including image monitoring, communication video, information collection, command and dispatch, information display, alarm and other functions to monitor the real-time images of chain stores and logistics centers across the country. Headquarters and regional remote multimedia monitoring centers are responsible for real-time monitoring of the operation of chain stores, logistics warehouses, after-sales outlets and important places, and all-round remote management of the national chain network.

It has achieved full membership sales and cross-regional and cross-platform information management, unified inventory and customer information, and implemented one-card sales. Suning has realized the synchronous operation of more than 20,000 terminals, greatly improving the management efficiency. Customer service centers all over Suning are based on CRM system. Customer service center has huge information systems such as CRM. CRM system integrates many functions, such as automatic language answering, intelligent queuing, online calling, voice mail, fax and language recording, e-mail processing, automatic screen pop-up, reporting function, integrated Chinese TTS conversion function, integrated SMS short message service and so on. To establish a unified national external service and a comprehensive internal intelligent management platform.

Relying on the digital platform, Suning's membership service has been upgraded in an all-round way, and the storefront has been upgraded to a membership-based (CRM) sales model, which greatly simplifies the shopping process of consumers and facilitates customers. Now, the accumulated points can offset cash, which has become an important factor for Suning to attract consumers. At present, Suning has launched special services such as member-priced goods, member alliance merchants and member-featured services for member consumers.

For example, after a certain product has a limited special price, the customer's information is recorded in the customer honor card. Suning can inform these customers who are interested in buying this product in advance and give them a discount without waiting in line.

In addition, Suning's personalized discount for customers has become practical. For example, Suning can give some customers with good purchase records direct cash discounts, or it can be packaged and bundled according to each other's buying habits, bringing practical benefits to customers. Moreover, profit-making is visible and real-time, which is more favorable than large-scale non-targeted promotion.

Classic Customer Service Case Analysis Chapter 5 German METRO Group is the third trade and retail group in Europe and the fifth in the world, with six independent sales formats, among which METRO C & amp& ampc is the most competitive and distinctive, accounting for about 50% of the group's sales, ranking first among the major cash-and-carry commercial groups in the world, with absolute advantages. Jinjiang Metro Cash-and-Carry Co., Ltd., invested by Metro Group in China, has opened 26 cash-and-carry shopping malls in China. It has only been ten years since it entered China, attracting more than three million members, and it is growing rapidly.

Metro is not facing individuals and families, but locking terminal retailers and institutions with the ability to buy in bulk through membership.

One of the key factors for the success of the membership-based cash-and-carry system lies in its powerful customer relationship management system and solid data analysis technology, which is far ahead of local competitors. The high integration of GMS customer management and commodity inquiry system with customer development department (CC) and even the whole shopping mall has contributed to the success of Metro to a great extent.

GMS is the leader of customer management and commodity inquiry system.

All metro cash-and-carry shopping malls in the world have adopted the "GMS Customer Management and Commodity Inquiry System" customized by ORACALE Company. Computer manages and controls customer data, commodity sales and inventory data, and can automatically predict sales, make purchase plans and generate orders according to historical data. It is powerful, second only to Wal-Mart's decision support system in the global retail trade group, and provides strong information support for the development of comprehensive customer relationship management. All shopping malls have EDP computer department, which is responsible for the daily maintenance of GMS system. Research report is one of the main contents of the daily work of management at all levels.

Various annual, quarterly, monthly, weekly and daily sales reports generated by GMS system, including inventory report, total sales report of each period, classified sales statistics report of each period, sales comparison report of various commodities in the same period of each year, classified customers and bills in the same period of each year, horizontal and vertical sales comparison report of each time zone, revised report, revised list of commodities, etc. Integrating data into useful information from multiple angles is the demand prediction and adaptation of shopping malls and headquarters.

The interface of GMS customer management system includes customer unit number, name, address, telephone number, fax number, cardholder's name, card opening date, customer type, annual purchase amount statistics of various commodities, detailed purchase records and so on.

The interface of GMS commodity inquiry system includes detailed information such as commodity number, commodity description, supplier number, supplier description, price, arrival date, arrival quantity, total sales volume, inventory, value-added tax rate, whether it is in advertising period, whether it monopolizes commodities, whether it retails commodities, whether it restricts commodities, minimum order quantity (weight and volume), effective days, sales department, category and order suggestion.

Every customer's purchase behavior is automatically recorded in the system driven by POS scanning barcode. Dynamic commodity data such as inventory and related purchasing information are automatically generated and input into the commodity management system. At the same time, customer purchase information is generated, and the amount and type are recorded in customer purchase statistics.

Since GMS system is connected in real time among all departments of shopping malls, shopping malls, regional headquarters, national headquarters and German headquarters, and it is generally available in English and the language of the host country, it is very convenient to view the data, which is more convenient for the senior management of the group to master and control the overall situation.

Man and system are in complete harmony.

Manual and automatic systems are fully coordinated. The customer development department of Metro Cash-and-Carry Shopping Mall is supported by GMS system, which not only plays the role of information bridge, but also pays more attention to the management purpose of providing high-quality goods and systematic business solutions for professional customers at the lowest possible price, fully embodying the advanced customer relationship management idea of common development and win-win with professional customers, which is different from similar departments in other shopping malls.

Customer Development Department (CC) is an important portal for customer relationship management of Metro Cash-and-Carry Shopping Center. In order to fully ensure that GMS system can manage customer relationship more effectively, Metro's customer developers will call the ME600 form before going out to visit customers every day to check the historical consumption records of customers in shopping malls, including consumption time statistics, category statistics, amount statistics, maximum business income and so on. And make a recommended purchase plan for customers in advance in combination with the commodity prices in the shopping mall during this period. For large customers, GMS system has more detailed sales statistics and analysis technology. In addition, customer developers should make detailed daily, weekly, monthly and annual customer development plans according to various sales reports generated by GMS in real time. The customer development department should pay close attention to the sales growth of customers in different categories, different time zones and different road sections, and adjust the plan at any time. At the end of each day, customer developers should fill in various forms and update customer data and sales suggestions in GMS system according to the visit. And provide targeted services and information support.

Metro also actively establishes a stable information channel, and promotes information feedback through telephone calls, interviews with consultants, mailing Metro Post, letters, customer exchange meetings, etc., so as to understand the market and revise business strategies and management decisions.