Customer services Books

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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Book Synopsis Let’s face it, dealing with customers isn’t easy. They aren’t always right—or even pleasant—but knowing the right words to use can make all the difference. Powerful Phrases for Effective Customer Service shares over 700 phrases and scripts that have been proven time and again to defuse even the most difficult interactions. Covering 30 challenging customer behaviors and 20 tough employee-caused situations, this indispensible reference makes it easy for readers to assess the circumstances, find the appropriate response, and confidently deliver satisfaction to every customer. In addition, readers will learn how to incorporate language into their daily routine that communicates welcome, courtesy, rapport, enthusiasm, assurance, regret, empathy, and appreciation. Every chapter includes helpful Do This! sample scenarios that brin

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Book Synopsis Even skilled salespeople buckle in tough selling situations—getting defensive with prospects who challenge them on price or too quickly caving to discount pressure. Those are examples of the fight-or-flight response—something salespeople learn to avoid when they build their emotional intelligence. Studies have shown that emotional intelligence (EI) is a strong indicator of success. In Emotional Intelligence for Sales Success, sales trainer and expert Colleen Stanley shows how closely EI is tied to sales performance and how salespeople can sharpen their skills to maximize results. Readers will discover: • How to increase impulse control for better questioning and listening • The EI skills related to likability and trust • How eTable of Contents Contents Forward by Jill Konrath Introduction Part I The What, Why, and How of Emotional Intelligence and Sales Results Chapter 1 Closing the Knowing-and-Doing Gap: When You Know Better, You Do Better Understanding Emotional Intelligence Emotional Intelligence and Sales Results The Business Case for “Return on Emotions” Action Steps for Improving Your Emotional Intelligence Chapter 2 The Art and Neuroscience of Sales: The New Way to Influence Selling to the Old Brain The Emotionally Intelligent Response Walk a Mile in Your Prospect’s Shoes Putting It All Together Action Steps for Improving Your Ability to Influence Part II Emotional Intelligence and the Sales Process Chapter 3 Prospecting: The Real Reason for Empty Sales Pipelines Are You a Sales Marshmallow Grabber? Drive-By Relationships Sales Reality Check Are You Stressed Out? The Neuroscience of Prospecting Action Steps for Improving Your Prospecting Results Chapter 4 Likeability: All Things Being Equal, People Buy from People They Like Would You Buy from You? It’s All About Them: The Prospect and Customer Know, Relate, and Build Likeability Are You Showing Up or Living It Up? Are You a Joy Giver? Action Steps for Improving Your Likeability Chapter 5 Expectations: You Get What You Expect Partnership or Vendor-ship? What’s Your Mindset? Set and Manage Expectations to Create Raving Fans Action Steps for Improving the Way You Manage Expectations Chapter 6 Questioning Skills: What’s Your Prospect’s Story? Listen Before You Leap Use the “3Ws” Formula Make Your Prospect’s Brain Hurt Get to the Real Pain Determine the Commitment to Change Agree and Align Action Steps for Improving Your Questioning Skills Chapter 7 Reaching Decision Makers: How to Better Connect and Meet How People Make Decisions Are You Meeting with Mr. No? Are You Asking the Right Question? Action Steps for Improving Your Ability to Reach Decision Makers Chapter 8 Checkbook: Get Paid What You Are Worth What Is Your “Money Talk”? Learn to Deal with Good Negotiators Are You Willing to Walk? Examine Your Sales Pipeline Conviction and Confidence Action Steps for Improving Your Ability to Get Paid What You Are Worth Chapter 9 People Over Process: The Key Traits of Emotionally Intelligent Sales Cultures Are You Learning or Lagging? There Is No “I” in Team It’s Better to Give Action Steps for Building Emotionally Intelligent Sales Cultures Chapter 10 Take the Lead: Sales Leadership and Emotional Intelligence How Do You Show Up? Do Your Words and Actions Align? Teaching Rather Than Closing Tough Love, Sales Leadership Style The Most Overlooked Motivator of Them All Best Practices for Sales Leadership Action Steps for Improving Your Emotional Intelligence in Sales Leadership Index

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Book Synopsis The worst customer situations demand more of front-line employees than good intentions and the right attitude. These kinds of issues can send seasoned service professionals into red alert, and require the communication skills of a crisis counselor. The Customer Service Survival Kit explains how to use the right words to turn volatile scenarios into calm and productive customer encounters. Anyone can learn this delicate art with the book’s blend of clear techniques, lessons from behavioral science, case studies, situation-specific advice, and practice exercises. Readers will discover: • The power of leaning into criticism • Trigger phrases that can make bad situations worse • The secret to helping people feel deeply heard in a crisisTable of Contents CONTENTS Foreword by Carol Roth xiii Acknowledgments xv Introduction 1 PART I WHY WORST-CASE SCENARIOS MATTER 5 Chapter 1 Understanding the ``Uh-Oh’’ Moment 7 Why Worst-Case Scenarios Are Important 8 Good Intentions Are Not Enough 11 PART II TOOLS FOR DEFUSING A CUSTOMER CRISIS 15 Chapter 2 Leaning Into Criticism 17 Step 1: Hand Their Complaints Back to Them 19 Step 2: Use ``Wow’’ Words 20 Step 3: Steal All Their Good Lines 22 Step 4: Never Defend Yourself First 23 Why Leaning In Is So Hard 25 Putting Learning into Practice 27 Chapter 3 Achieving Deep Acknowledgment 28 Why We Don’t Acknowledge Demanding Customers 29 The Four Powerful Levels of Response 30 Acknowledgment: Your Key to Handling Any Situation 37 Putting Learning into Practice 38 Chapter 4 Avoiding Trigger Phrases 40 The Other Golden Rule 41 Trigger Phrases and How You Can Avoid Them 42 Less Is Often More 48 Putting Learning into Practice 49 Chapter 5 Divide and Conquer: The Safe Way to Deliver Bad News 51 Step 1: A Good Introduction That Prepares the Customer 52 Step 2: A Proactive Summary That Moves the Customer Toward a Solution 55 Step 3: An Empathetic Response to the Customer’s Reactions 57 Putting Learning into Practice 60 Chapter 6 Powerful Problem Solving: Beyond ``Yes We Can’’ and ``No We Can’t’’ 62 Step 1: Clarify the Other Person’s Needs 63 Step 2: Frame Your Response 64 Step 3: Create Incentives 67 Step 4: Respond to Objections 68 A New Way to Solve Problems 69 Putting Learning into Practice 70 Chapter 7 Reframing Your Message 72 How Reframing Works 72 When Reframing Is a Bad Idea 76 A New Perspective 78 Putting Learning into Practice 79 Chapter 8 Grounding an Angry Outburst 81 Understanding Customer Anger 81 Step 1: Use the Highest Acknowledgment Level Possible 83 Step 2: Ask Assessment Questions 86 Step 3: Shift the Discussion 88 Working in the Red Zone 92 Putting Learning into Practice 93 Chapter 9 Becoming Immune to Intimidation 94 Angry Customers vs. Toxic Entitlement 95 The Basics of Nonreactivity 97 Putting Nonreactivity to Work 101 Can Entitled Customers Change? 102 Putting Learning into Practice 103 Chapter 10 The Wrap-Up 105 Understanding Good Closings 105 The Right Ending: A Good Beginning 110 Putting Learning into Practice 110 PART III YOUR WORST CUSTOMER SITUATIONS—SOLVED! 113 Chapter 11 You’re the Boss 115 Lean Into the Customer’s Biggest Concerns 116 Ask Good Questions 117 Respond to Threats with ``Can-Do’’ Language 119 The Law of Reciprocity 120 Chapter 12 Don’t You Know Who I Am? 121 Mirror the Customer’s Emotions 121 Explore the Options 122 Use the LPFSA 124 Show a Personal Interest 124 Chapter 13 The Concert That Never Was 125 Talk with the Customer First 126 Practice Creative Service Recovery 127 Respond to the Public 129 Chapter 14 I’ll Be Suing You 131 Do Not—Repeat, Do Not—Defend Yourself First 132 Explore Solutions 133 Frame the Benefits 133 Chapter 15 Quelling a Social Media Firestorm 135 Be Real 136 Be Quick 136 Reach Out to the Person Behind the Keyboard 137 Trust the Will of the Crowd 137 Chapter 16 Just Plane Terrible 139 Be Present 140 Deliver the Bad News in Stages 141 Reframe the Situation 142 Don’t Take It Personally 143 Chapter 17 Anger Management 145 Frame the Situation 145 Acknowledge Bruno 146 Frame Your Response 148 Execute the Endgame 149 Relationship Building 150 Chapter 18 Not So Smart 151 Meet the Customer Where He Is 151 Explore the Deeper Question 152 Make the Customer Feel Good 153 PART IV BEYOND THE WORST CASE 155 Chapter 19 When Talking Isn’t Enough: Keeping Yourself and Your Customer Safe 157 Situational Awareness: Trusting Your Gut 158 Reacting to Risk 160 Don’t Go It Alone: Have a Safety Plan 162 Chapter 20 From Customer Crisis to Excellent Service: Lessons for the Whole Organization 164 Creating a Service Culture 164 Managing Internal Conflict 166 Personal Growth 167 Communicating as an Organization 168 The Bottom Line 169 Appendix Solutions to Putting Learning into Practice Exercises 171 References 179 Index 183 About the Author 189

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Book SynopsisStand-out brands serve a simple purpose: they resonate with their audience. Learn how to avoid the mistakes that have muddied other brands and keep your company’s focus where it belongs--on the customers.

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Table of ContentsPreface Acknowledgments1. Creating Breakthrough Services2. Developing a Vision of the Business3. Building Customer Loyalty4. Focusing and Positioning the Service5. Determining the True Costs and Benefits of Service Quality6. Developing Devices for Achieving Total Customer Satisfaction7. Managing for Quality and Productivity Gains8. Managing Demand and Supply9. Managing Networks10. Managing Information Technologies11. Mobilizing People12. Organizing Work13. Conceiving Future Breakthroughs14. Realizing Service BreakthroughsAppendix: Illustrative Approaches to Transportation Network DesignNotesIndex

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Book SynopsisSynopsis coming soon.......Table of ContentsCONTENTSPREFACE1. Service Leadership Spells Profits2. The Customers' View of Service Quality3. Potential Causes of Service-Quality Shortfalls4. Gap 1: Not Knowing What Customers Expect5. Gap 2: The Wrong Service-Quality Standards6. Gap 3: The Service Performance Gap7. Gap 4: When Promises Do Not Match Delivery8. Getting Started on the Service-Quality Journey9. Service-Quality Challenges for the 1990'sAppendix A. Servqual and Its ApplicationsAppendix B. Approaches for Measuring Service-Provider Gaps and Their CausesNotes and ReferencesIndex

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Book SynopsisCreating Authentic Customer Connections in a High-Tech World. In The Relationship Economy, author John DiJulius teaches business leaders about the importance of relationship building in the digital age. He argues that in spite of (and because of) the advances in tech, we've become a less connected society. We have dramatically evolved away from face-to-face communication, and the skill of building rapport is evaporating. This means that customer personalization and relationships are more important now than ever-they will be the key to success for businesses moving forward. As he aptly states, "Being able to build true sustainable relationships is the biggest competitive advantage in a world where automation, artificial intelligence, and machine learning are eliminating millions of jobs and disrupting entire industries, business, and careers." This book reminds readers of the importance of personal connections and shows them how to attain meaningful, lasting relationships with their customers.

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Book SynopsisLevel 3: Customer Service Specialist has been designed and written to support those studying for the Level 3 Customer Service Specialist Apprenticeship and also the Level 2 Customer Service Practitioner Apprenticeship and other, similar, Level 2/3 Diplomas and Certificates in Customer Service. The book covers the theories and hypotheses covered in the syllabus of the qualifications and explains them in a plain and straightforward manner. The book is designed to match the modules of study in the apprenticeship standard and therefore make selective study very straightforward. It is also intended that this book will become a valuable point of reference not only whilst studying for an apprenticeship, but also afterwards, with many areas of support and guidance appropriate and relevant to a career in Customer Service after the qualification has been achieved.

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Book SynopsisGreat or Poor is a powerful and proven system to deliver excellent customer experiences in any organisation. Based around four key principles, the book shows readers how to (1) establish a genuine customer-focused mission which is embraced throughout the organisation (2) identify and understand customers' REAL needs (3) get their teams always to go "the extra inch" and (4) establish a true measure of the results. The system has already been tried and tested in a number of organisations with great results. In the words of Guy Insull, founder and MD of The Champions Club, it is is "an amazingly simple yet powerful system"; Neil Robertson, CEO of The British Institute of Innkeeping, describes it as "a real breakthrough"; and author Richard Denny says it is "the best material on customer care that I have ever come across".Trade Review"This is the best material on customer care that I have ever come across - absolutely superb!" Richard Denny, Author of the bestselling Selling to Win, and Chairman of the Richard Denny Group "This is an amazingly simple yet powerful system. I cannot recommend it highly enough." Guy Insull, Founder and MD, The Champions Club "This book is a real breakthrough in simple and effective help for businesses large and small." Neil Robertson, CEO, The British Institute of Innkeeping "A refreshing change from the usual run of management self-help books." Ian Marshall, Chairman, Markel International "Great or Poor shows managers and leaders how systematically to turn common sense into common practice in the field of customer service." Ted Tuppen, Chief Executive, Enterprise Inns PLC

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