Customer service sales work summary

Customer service sales work summary

Summary is a summary of study and work life or its completion in a specific period of time, including achievements, existing problems, and experiences and lessons learned. Written materials that are reviewed and analyzed can help us summarize past thoughts and carry forward achievements, so we must do a good job of summarizing and writing a good summary. How to write a summary so that it is not the same? The following is a summary of my customer service and sales work that I have carefully compiled. It is for reference only. Everyone is welcome to read it.

The work of the first three quarters of xxxx has ended. With the unremitting efforts and persistence of all employees, the work tasks of the first three quarters have been basically completed. Specifically, it is divided into the following aspects

1. Improve service quality.

First of all, we believe that if the company's service quality needs to improve, it is not enough to rely solely on the follow-up inspections of our service office. Therefore, at the beginning of the year, we established a part-time duty manager for the floor, who will be served by a floor director-level person. , cooperate with our colleagues to inspect the daily behavioral norms of employees on each floor, thereby strengthening the strength in store inspections. In the second quarter of this year, the Service Office led each commodity department to carry out team building. Taking each area of ??the commodity department as a unit, we will specifically carry out construction in the aspects of customer complaints, foreman handover, and daily assessment of shopping guides. We will implement mutual inspections of stores and self-inspections of departments. The service office will lead a team to conduct joint inspections two to three times a week and based on the results. Issue inspection and rectification notices (participants include service office personnel, department foremen, directors, and floor managers on duty), and on-site management is responsible for level-by-level management (service office level → department level of each commodity department → squad leader level → store manager —employees), increase efforts. Department cadres are responsible for the on-site management of their own departments. They can deal with problems in a timely manner, which is more conducive to management effects in terms of employee acceptance and cooperation. Establish a store manager training system and conduct sales follow-up. In the third quarter, the service office replaced the service quality tracking cards of all employees and established service management files for all employees. For employees who violated disciplines more than 6 times throughout the year, we will suspend the employee's qualifications, conduct training and re-apply The onboarding procedure enables all employees to establish crisis awareness and comprehensively improve service quality to create a service environment. To date, more than 4,000 service quality tracking cards have been replaced and issued. Before the store anniversary, we also launched the "I Smile, I Lead" among employees. service slogan, and organizes the production of employee smile service tags and distributes them to all employees and wears them. In this way, all employees face every customer with a smile and retain Guofang Parkson's smile for customers. In August, in order to further improve service quality and establish employee service awareness, ***44 service star candidates were launched, which played a role in leading from one point to another.

2. Reception and handling of customer complaints.

In this year, we have used regular department meetings or communication meetings, special trainings and other forms to train floor managers on the company’s return and exchange regulations, complaint handling skills and quality case analysis, focusing on standardizing our own reception formats and standards. Service is the main work goal, standardizing complaints, standardizing reception etiquette, standardizing reception procedures, standardizing the implementation of processing results, and standardizing floor reception and records (the service office conducts regular inspections and punishes non-standard managers). In August this year The company arranged for me to train front-line foremen on complaint skills. After careful preparation, I brought out the art of handling customer complaints, which was well received by lower-level management. Through this training, I improved the ability of lower-level managers on the floor to handle complaints. In the first three quarters of 20xx, all *** of the Service Office received 371 complaints of various types and the completion rate (quality category: 224 cases, service category: 9 cases, comprehensive category: 131 cases, emergencies: 7 cases) was handled in emergencies On the other hand, we have renewed the insurance agreement with the insurance company for third-party liability insurance (premium is ***3,000 yuan, three stores are covered by the same insurance). As long as emergencies occur in our company, they are covered by the insurance, thus reducing costs for the company. suffered a loss.

3. The scope of personnel management inspections should be comprehensive and institutionalized.

Incorporate the management of second-line and front-line employees into a synchronized track for daily supervision and management.

In accordance with the company's relevant rules and regulations, we will treat everyone equally and strictly implement them to be fair and just, not favoring one over another, achieving transparent supervision and inspection, standardizing management, and eliminating the problem of inconsistent implementation standards. We have also formulated a rectification notice to promptly deal with the problems found. We have made rectifications, which have greatly improved some work, and we have also increased our efforts to inspect cadres on the job, increasing it from twice a day to four to six times, so that managers in each department have a sense of self-discipline. In terms of welcoming guests, we require managers on each floor to stand in the employee aisle to greet employees before entering the store every day. In this way, the affinity of managers is strengthened and the distance between managers at all levels and employees is increased. Much closer.

4. The five major managers of the store have a strict inspection system and put forward the key points for inspection on each floor.

In daily inspections, the duty manager of the service office must perform the "three diligences" of hand diligence, leg diligence, and mouth diligence. Communicate with the department in a timely manner on the discovered problems, issue a rectification notice, propose a rectification deadline, and conduct inspections and follow-ups so that all kinds of problems discovered can be solved in a timely manner (but some problems cannot be implemented, mainly hardware problems) Lord, we will follow up through inspection reports) to put an end to the passive situation of talking but not implementing the work. In the first three quarters of 20xx, the service office inspected the store and found that a total of 5,823 employees of various types were found to have violated disciplines. The company's average disciplinary violation rate was %. Most of the employees are mainly given criticism and education, and only a small number of employees who often violate disciplines are given financial penalties. This also reflects the company's humanized management and reduces the passive situation of punishment-based management.

5. Improve the business skills and professional level of the duty manager.

We have developed a systematic training plan based on the shortcomings of the duty manager’s business, and conduct regular training on product knowledge and professional knowledge. The trainer is served by the duty manager of our department, and we use our weaknesses to improve through training. To make up for our own weaknesses, for example, some comrades in our department do not know how to carry out work, then I will arrange for them to talk about "how to carry out work effectively during working hours", thus further improving the business skills of the duty manager and handling of customer complaints, and further The self-supervision and self-management mechanism has been improved. In the first three quarters, the service office organized nearly 20 various types of trainings.

6. Work in a silver store.

In the specific work, the service office cooperates in accordance with the company's unified arrangements, from personnel recruitment, training and other aspects. The course on commercial service regulations is taught by me, with a total of more than 20 class hours, and the training tasks are completed on time. Secondly, we also trained service desk personnel to change their service concepts. What customers need is what we do. Always deal with problems based on customer satisfaction and provide customers with "as you wish" services. We also have strict requirements for the duty managers of the Baiyin Store Service Office, requiring them to manage according to the management level of the main store. Although there is still a gap between the management of the branch and the main store, we are confident that we can improve the management of the branch.

7. Actively cooperate with the company to complete various tasks.

From participants, executors, planners to organizers, in various large-scale activities of the company, the duty managers of the service office are everywhere, and they can respond to all tasks proposed by the company in a timely, comprehensive and comprehensive manner. It was completed with quality and quantity and achieved certain results, which was recognized and affirmed by the company leaders and the leaders of the human resources department. Summarizing the work of the Service Office in the first three quarters of 20xx, although we have achieved certain results and have been recognized by the leadership, our work improvement is still progressing slowly. There is still a certain distance between the professional quality of the personnel and the standards of the duty manager, and most of the departments As new employees, their professional quality is still relatively low, and their experience in handling customer complaints is still relatively lacking. In terms of service quality, there is still a certain distance from large shopping malls in developed cities. All in the fourth quarter of 20xx and the first year of 20xx. I will work hard to improve my work efficiency every quarter, take the lead in advocating and implementing "specialized services" in Lanzhou, and play a special service card, so that customers can not only enjoy the brand culture of Guofang Parkson, but also Guofang Parkson Parkson’s service culture. ;