-
Improvement of business processes
-
Increased business efficiency
-
More effective teamwork
-
Higher employee motivation
-
Building better relationships with customers of their services and/or products
-
Creating new value criteria in society
-
Rapid development of new solutions, as “know-how” already exists
How can you get these comments from employees and guests?
The chances are slim. You might be able to if you ask them directly, but even then you won’t get complete and fully honest answers. So how can you find out? By assessing service quality through the Q&S program.
This is a simple program where a questionnaire is created, agents (guests) are hired to make actual purchases/stays and carry out specified checks. They enter their answers directly into the Q&S program, and in the end, a Q&S report is obtained. It can’t be simpler, more realistic, or more objective. Real actions (purchases, stays) are carried out, impressions and comments are recorded, real situations that agents need to test are set, and employees’ reactions are recorded. In the end, a concrete report is obtained with all the questions asked, the answers received, individual and group statistics, based on which decisions can be made about further business directions, how to improve deficiencies, and enhance service because, realistically speaking, in today’s world, one can only survive by turning service quality into a competitive advantage.
How does a dissatisfied guest affect the environment – by word of mouth!
Good news spreads quickly, but bad news spreads even faster. Statistically, customers are more likely to share a bad experience than a good one. Why? Such information is more interesting. It may have been just one small mistake in a series of good quality things. Do we want that one mistake to define the overall service? With the Q&S program, we can identify mistakes in time.
You might accept bad service once or twice, but the third time would be a bad pattern.
How far are customers willing to go in accepting bad service? If the establishment is close by, they are probably more tolerant and willing to forgive mistakes multiple times, but everything has its limit, and the competition is always lurking around the corner. Primarily, it all depends on the market segment you occupy and the location. Isn’t it simpler to correct mistakes in time and not think about such things? If the establishment is “out of sight,” we guarantee that we have lost that customer forever. Who will spend time going to an establishment if they know they won’t get complete and quality service in the end?
Do you think it is easier to retain an existing (old) guest or find a new one?
The answer is the old one. They have been a client for a long time, know the establishment, and when they need to buy something, they go to the familiar place, not looking for cheaper options. They are a loyal guest. They are satisfied with the service and assortment. First and foremost, we MUST NOT LOSE THEM! Secondly, we must not shake their trust! Even loyal guests can leave us; it depends on how we treat them.
Imagine the circles of people you move in, the speed of news spreading, the speed of changes. The market is becoming more demanding; we must respond quickly to its answers because only the strongest survive in this environment.
How do employees react to quality control checks?
Employees react both positively and negatively. Some can handle such types of assessments better, while others are resentful of this approach. But in the end, we don’t see why they should be resentful. If you are employed as a salesperson, you work with people, so a certain level of quality communication and politeness is expected from you. You must be at the customer’s service at all times, which is an integral part of the job description. If you don’t do this and the check confirms it, then you are not doing your job. Such employees react poorly, but they are a very small percentage. Most employees see it as competition, competitiveness. They want to prove themselves to the management; their work can finally be realistically assessed, and their true values and competencies shown. Everyone is happy to receive praise for their work. And Q&S checks allow that. We understand that everyone has good and bad days, which is why it is insisted that Q&S is conducted periodically so that there are more data points to base a real assessment on. If five checks are conducted and in all five it is identified that a particular employee was poor in their work, then that problem needs to be addressed. We do not advocate or support decisions to terminate employees after receiving poor results; on the contrary, efforts should be made to address the issue, find out what the problem is, and what is causing their dissatisfaction. Q&S checks should only bring good things. Let employees know you are checking them, so if nothing else, they will be more alert. They will never know who is on the other side, a regular guest or a secret shopper.
Must politeness and good service be mandated by law?
All jobs that involve working with a larger volume of people require greater engagement and politeness from employees. When you accept such a job, you must be ready to perform it with quality and fairness. What do we, as guests, expect from good service? Here are three simple things that “mean the world”: customers must feel welcome, employees must be informed and ready to help the customer. There are many other things to watch out for, but if these three are met, customers will return.
The quality control process primarily provides insight into actual quality, information on areas for development, and creates the psychological effect of the “always present supervisor,” which automatically leads to greater focus and engagement of employees.