• <abbr id="ck0wi"><source id="ck0wi"></source></abbr>
    <li id="ck0wi"></li>
  • <li id="ck0wi"><dl id="ck0wi"></dl></li><button id="ck0wi"><input id="ck0wi"></input></button>
  • <abbr id="ck0wi"></abbr>
  • <li id="ck0wi"><dl id="ck0wi"></dl></li>
  • Home >

    Grasp Key Impression And Set Service Standard

    2010/9/10 14:06:00 54

    Service Impression

    "No rules, no Cheng Fangyuan."

    about

    Retail shop

    Especially for brands with many chain stores.

    Service standard

    It is the basic method to achieve the goal of "unity" of service.

    To establish a unified service standard process, "key impression moment" is an effective tool.


    The so-called "key"

    impression

    The "moment" refers to the critical moments and key steps in the service that the customer starts from the store to the time he leaves the shop and the whole process. These moments and steps directly affect the customer's experience and feelings.

    The following points are the basic steps for setting up practical service standards:


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


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

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

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

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


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

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


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


    The service is the details.

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

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

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


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

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

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


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


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

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

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

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


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

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

    In each case, different techniques and methods are needed.

    Uniform and mechanized service standards are out of date.

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

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


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

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

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


    In fact, service standards are a flexible guideline.

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


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

    • Related reading

    Internet Channels Help Pform Clothing Sales

    Innovative marketing
    |
    2010/9/10 14:04:00
    69

    Clothing Brand Advertising Low Cost Implant Marketing

    Innovative marketing
    |
    2010/9/10 14:03:00
    61

    When Production Direct Sale Meets Electronic Commerce

    Innovative marketing
    |
    2010/9/10 14:02:00
    62

    The Sun Is Woolen, Like The Fabric Of The Sun.

    Innovative marketing
    |
    2010/9/10 11:01:00
    47

    Clothing Agents Are Entangled: Brand Names Or Non Brand Names?

    Innovative marketing
    |
    2010/9/3 9:51:00
    98
    Read the next article

    Students Return To School &Nbsp; Clothing Sales In Britain Have Risen Slightly.

    Retail sales rose slightly in August, driven by the demand for clothing before students returned to school, but the uncertainty of the British government's unprecedented fiscal slash plan made consumers reluctant to buy household goods in large quantities.

    主站蜘蛛池模板: 一本色道无码道dvd在线观看| 国产一区二区三区在线观看免费| 亚洲国产精品久久久久婷婷软件| 亚洲av无码不卡久久| 窝窝影院午夜看片| 男人把女人桶到爽| 天堂а√8在线最新版在线| 免费a级片网站| 中文字幕一区二区三区免费视频| 麻豆精品密在线观看| 欧美内射深插日本少妇| 国产精品久关键词| 五月婷婷深深爱| 亚洲色图13p| 最新精品国偷自产在线| 国产在线精品一区二区不卡麻豆 | 99久久婷婷国产综合亚洲| 狠狠色婷婷久久一区二区三区| 在线观看一级毛片| 免费女人18毛片a级毛片视频 | 午夜不卡av免费| 中文字幕无码不卡一区二区三区 | 欧美三级在线播放| 国产美女被遭强高潮免费网站| 人人妻久久人人澡人人爽人人精品| 99热免费精品| 欧美一级高清免费播放| 国产大陆xxxx做受视频| 中文字幕亚洲综合久久菠萝蜜 | 国产一级特黄高清免费下载| 三级中文有码中文字幕| 特大巨黑吊av在线播放| 天天躁日日躁狠狠躁| 亚洲毛片免费看| 免费看v片网站| 播播开心激情网| 什么网站可以看毛片| 男女下面无遮挡一进一出| 日本理论片午午伦夜理片2021| 国产又粗又猛又爽又黄的免费视频| 中文字幕免费高清视频|