Listening Case Competition Christine Lewandowski BAS, RT(R) Lisa Whitlatch BAS, RT (R)(M)(BS) Suzanne Celmer-Harter BS, MT(ASCP)

Problem Statement Broad: Communication among staff and management prevents problem resolution resulting in increased customer dissatisfaction. Narrow: There is a need to decrease the cycle time in complaint resolution to increase customer satisfaction and ensure return business.

Current Cycle of Problem Customer arrives in cafeteria Makes selection Broken Toaster Makes complaint No resolution Increases customer dissatisfaction Customer complains to manager who is surprised at the issue

Analysis of Problem Customer dissatisfaction Cafeteria manager is allegedly not knowledgeable about complaint Staff claims to have relayed complaint information Customers (internal/external) experience loss of trust Communication/Follow through procedures are ineffective in current state for problem resolution in a timely manner

Solution for Immediate Problem (HEAT) Hear: Listen to customer concerns Empathize: Be aware of others feelings, validate Apologize: Manager must apologize to customer for lack of attention in timely manner Take Action: Establish trust in customer relations that it will not reoccur=Employees and customers must all be valued as customers Manager must address lack of communication with staff Staff may need to be acclimated to professional behavior and not air grievance of management to customer

What’s the bigger picture? Issue with toaster complaint is trivial Lack of communication to resolve customer complaints Lack of follow through results in customer dissatisfaction Satisfied Customers Tell Three Friends, Angry Customers Tell 3,000 (Blackshaw, 2008) Decrease in return customers=decrease in revenue=decrease in sustainability of operations

Leadership Current leadership is autocratic (not overly concerned with others concerns) Assumptions made that current state of operations is satisfactory despite complaints otherwise Not listening to internal and external customers Recommend participant leadership Share decision making with group members Employee empowerment to find solutions Teamwork in communication to communicate effectively

Proposed Solution Address current state of cycle time for complaint resolution Implement effective communication among staff Implement daily team huddle to increase communication Listen effectively to act properly

Plan of Action Implement a change in the management approach Enable for open communication among staff Horizontal communication Upward communication Downward communication Establish a measurable progress in change Team huddle facilitates open communication daily Communication board established

Plan Continued Establish a customer satisfaction survey Use 360 feedback Utilize feedback to implement changes Verify changes are implemented properly Make changes as necessary to best serve customer

Changes in Management Approach Promises made to rectify complaints must be kept The management of these promises and subsequent expectations are key to customer satisfaction and long-term relationship development (Weber, 2013) Satisfied customers are return customers

Plan for Resolution Establish a team Develop customer survey Make the survey visible and available Establish a daily management review of complaints Maintain a procedure for a follow through timeline for complaints Make communication a priority Manager must perform customer call backs to follow up Service recovery implementation

The ROI of improving management style is substantial 82% of consumers say the number one factor that leads to a great customer service experience is having their issues resolved quickly. Reducing your customer defection rate by 5% can increase your profitability by 25 to 125%. A 2% increase in customer retention has the same effect as decreasing costs by 10%. 70% of buying experiences are based on how the customer feels they are being treated.

Predicted Outcome Increase satisfaction=increase profits

Ideal Cycle Customer enters cafeteria Selects item Satisfied/Dissatisfied with selection or equipment available Makes complaint to first staff member available Staff addresses complaint with manager in team huddle Manager acknowledges complaint and communicates resolution to staff and customer. Promotes trust with internal and external customers Customer feels satisfied and returns business

Assumptions We assume that staff and management are receptive to change We assume that customers will return if their concerns are addressed We assume that the manager was not told of information and was surprised We assume all staff and management are honest and ethical

Missing Information Timeframe of cycle of initial complaint Measurable effect of customer satisfaction quantitatively Current morale of staff History of management style History of communication with staff and management

Q & A Please feel free to ask any questions