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Six Service Principles For Delighting Internal Customers
By Charles Dominick, C.P.M., SPSM
The word "customer" evokes images of an individual standing at a cash register, ready to fork over cash for a product that she's just purchased. This is an example of an "external" customer.
Because of this perception of what a customer is, many people working in corporate office jobs don't feel that they deal with customers. But almost every job has its customers. Coworkers in other departments, management, and anyone else who you support by your daily work can and should be considered customers.
They are your "internal customers." And they want good service. They expect to be treated like patrons at a restaurant, guests at a hotel, shoppers at a store. This article will give you some service principles that will enable you to delight your customers when working on a project with or for them.
Principle #1 - Document & Share Your Action Plan
The first thing you should do when working on a project involving an internal customer is to communicate, in writing, what you are going to do and when you will be done. This helps customers understand all of the work involved in meeting their needs and sets their expectations for what constitutes a timely completion.
Principle #2 - Under-Promise & Over-Deliver
Imagine this: One pizza shop promised to deliver your pizza in 30 minutes, but actually delivered it in 40 minutes. Another pizza shop promised to deliver your pizza in 45 minutes, but actually delivered it in 40 minutes. Which pizza shop would you be upset with? Certainly not the one who performed better than the expectations that it set.
When you communicate timelines to your customers, under- promise. Give them a date that you can not only meet, but beat. They'll think you're excellent when you over-deliver (i.e., perform better than expected). If you do the opposite - over-promising and under-delivering - you'll quickly gain a reputation of incompetence.
Principle #3 - Update Customers Regularly
When there is a significant amount of time between the communication of your action plan and your completion of your work, give your customers regular updates of your progress. Without periodic communication, your customers will fear that you have forgotten their needs. Simply sending your customers a brief weekly email will give them comfort in planning their work while avoiding any impatient, ill-timed calls to you.
If you follow these three principles from the beginning of a project and all goes as planned, you've provided excellent service. But what if things don't go as planned? You could have a customer relations disaster on your hands if you're not careful. Here are three more principles to help you handle adversity when serving an internal customer.
Principle #4 - Express Concerns Immediately
Sometimes it may not look like you're going to meet a deadline. Don't avoid speaking with your internal customer, fearing their wrath and hoping a miracle will turn things around. Be honest. Give them time to plan in case things don't turn around. They may be upset that their project is not on schedule, but their fury will be minor compared to the anger they would feel if they found out "at the last minute" as opposed to well in advance. Assure them that you will stay on top of the project to try to get it back on track.
Principle #5 - Don't Make Excuses
If something negative happens with the project, accept responsibility. Tell your customer what you are going to do to minimize the impact of the issues. Don't displace blame by saying that your supplier is incompetent or that your boss took too long to review your work. People don't like to hear about problems. They like to hear about solutions. So take responsibility for whatever actions are required to satisfy your internal customer. Let them know you have something personal at stake.
Principle #6 - Follow Up
After you've met the project goal, touch base with your internal customer. Find out how your work is affecting them after the fact. And ask them about your service. It is rewarding to hear someone compliment your efforts - it doesn't happen too often for many of us! Plus, their words may give you ideas on how to improve your service for them and other internal customers in the future.
About the Author
Charles Dominick, C.P.M., SPSM is the president of Next Level Purchasing, Inc. Next Level Purchasing administers the SPSM Certification Program. For more information on the SPSM Certification Program, please visit http://www.NextLevelPurchasing.com/spsm.html
Article Source: http://www.simplysearch4it.com/article/16981.html
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