Transcript NADAP - River Valley Human Resources Association

Effectively Measuring and Rewarding Customer
Service Competency and Performance
September, 2008
Michael F. Maciekowich
National Director, Astron Solutions, LLC
www.astronsolutions.com
[email protected]
212-792-8886
Customer Service Mission Statement
Quality service is what our organization
must provide through the careful
management of our strategies, systems,
and people to meet and often exceed the
needs and expectations of our current
and future internal and external
customers.
2
Agenda
•
Defining “Good” Customer Service
•
Organizational and Leadership Challenges
•
Core Competencies
•
Customer Service and the Balanced Scorecard
•
Measuring Results
•
Rewarding Customer Service
•
Concluding Thoughts
3
Defining Good Customer Service
4
The Moment of Truth
Any episode where a customer comes
into contact with any aspect of the
organization, no matter how distant, and
by this contact, has an opportunity to
form an opinion about the organization.
5
Types of Customers
•
Current Customers:
•
•
•
A satisfied current customer is not just one that comes
back to do business but one who is happy to make that
choice.
New Customers:
•
•
Customers who do business with your organization now
and in the distant past and continue to do so on both a
regular and irregular basis.
Customers who are coming into contact with your
organization for the first or second time. The concept of
“moment of truth” impacts these customers the most.
Internal Customers:
•
Internal customers are those within the organization who
do the day-to-day support work within the organization to
ensure external customer expectations are met.
6
Key Concepts on Internal Customers
1. The way we do business with one another within the
organization has a direct impact on how we will do
business with our external customers.
2. Helping each other collectively to get the work done
will improve the way we take care of our external
customers. However, if we are unable to work
collectively in a positive fashion it can result in
negative external customer service.
7
The Customer Service Triangle
•
Effective Service Strategy: Tells employees what you
expect of them; what the organization will do for them and
the customer; and how the organization plans to deliver
quality service.
•
Customer-Friendly Systems: These support employees in
everything they do -alone, together, and for the customer.
All support systems must be in place to make it easier for
the employer to help the customer.
•
Customer-Focused Providers: Good people, well supervised
and well managed employees who are given enough leeway
to become customer service agents.
8
Organizational and Leadership Challenges
Six Challenges Facing Leaders
1 - Excellent employee service starts with good selection. It's hiring the
right person for the right job. Have you ever encountered a person in a
public contact job that just didn't get it? We all have. If you've got a
job that requires people skills and optimism, hire an optimistic people
person. You cannot train a pessimistic person to be optimistic - it just
won't happen. Some people are tempted to hire a good looking person
with the personality of a stone for a customer contact position instead
of a person with average looks the ready smile and a good word, go for
the smile and the good word.
2 - Excellent employee service creates expectations of performance
through leading by example. When that store manager greets
everyone who comes into his/her store with a smile and a "How can I
help you?" the model for customer service behavior is set. The
manager who is too busy to acknowledge their customers cannot
expect a high level of customer service - his people will, just like the
boss, be too busy to give exceptional service.
3 - Excellent employee service starts with the conviction that every single
person is a contributing member of the team - and everyone is held to
a high standard of service. Successful leaders know employee service
is inclusive - they put their arms around everybody and include them
on the team.
10
Six Challenges Facing Leaders
4 - Excellent employee service means setting and communicating high
standards, training to meet them, and being demanding. High
standards bring out the best - they also flush out the worst. They let
people know they are in a special place - a place that won't tolerate
substandard behavior. People take pride in being part of that kind of
organization.
5 - Excellent employee service recognizes accomplishment- in its many
forms. I just had an ultrasound. The technician who did the test has
been with her employer for 17 years. Two days before my test she had
her appendix removed! She was as nice and helpful as anyone could be
- she gave me excellent customer service. She also is extremely proud
of her attendance record. Is that outstanding? I think so. I suspect she
has stayed at the same place for 17 years because she's been
recognized in the past - and she's looking for more - and she will get it.
6 - Excellent employee service provides feedback to all. Regular "how are
we doing" meetings, passing on customer feedback, providing tips on
how to help customers, cross training in different jobs - all lead to
better qualified and informed employees who will provide a higher
level of excellent customer service.
11
Competencies Required
Key Management Competencies for
Successful Customer Service
Competency 1: Results Focus
Successful managers know that at the end of the day it is not what you do but what you deliver
that matters. Having a results focus is about knowing what outcomes are required and focusing
yourself and those that you manage on delivering the results. This results focus keeps you on
track and reduces the scope for distractions.
Competency 2: Making Change
Leaders regularly set out requirements for change. It might be in terms of process, people,
service, ways of doing things to name just a few. While leaders will set out the overall direction,
managers are the people who need to make the change happen on the ground. This requires
them to overcome the obstacles that without doubt will appear as they try to make change.
Competency 3: Planning
Managers do not have the luxury of just having one thing to do. They have to manage money,
people, processes, projects, customer relationships and themselves. This requires them to be
able to plan effectively so that they get the best results possible.
Competency 4: Team Development
Managers cannot do everything on their own. They need a team around them that can help them
to deliver results. Successful managers recognize that team development is an ongoing activity.
People come and go from teams and the dynamics that this creates need to be managed. Many
team members want to progress and so creating opportunities for growth and development is
important.
13
Key Management Competencies for
Successful Customer Service
Competency 5: Risk Management
All areas of business face threats and managers need to become competent at identifying and
responding to risk. These risks can range from losing key staff to health and safety issues.
Successful managers recognize the importance of identifying and proactively responding to risk.
Competency 6: Decision Making
Until a decision is taken, nothing happens. Managers who procrastinate are a source of
frustration to staff. The staff might not always like or agree with the decision that you have
made but they will prefer you to make a decision rather than procrastinate.
Competency 7: Communication
Successful managers are effective communicators in 3 areas. They are effective speakers and
can put their points forward clearly. They are also effective at getting their message across in
writing whether it is an e-mail or report. Finally, they are effective listeners.
Competency 8: Customer Service Focus
Successful managers recognize that they have customers, even if they are not working directly
with the end consumer or user of the product or service. Successful IT Managers see the users of
the systems as customers. Accounts Department Managers see budget holders, employees
whose salaries they process and suppliers they pay as customers.
14
Employee Competencies (Best Practice List)
The employee makes all customers feel welcome.
The employee makes eye contact with, smiles at, and greets all customers he/she encounters.
The employee welcomes customers or acknowledges that this visit is their first.
The employee promptly acknowledges customers waiting at service points.
The employee re-acknowledges waiting customers when volume of business does not permit them
to be served promptly.
The employee thanks customers for visiting , using services, and attending programs.
The employee invites departing customers to visit again.
The employee is courteous to all customers.
The employee gives every customer service interaction his/her full attention.
The employee uses a pleasant, low tone of voice in all customer service interactions.
The employee stays calm and patient in all customer service interactions.
The employee uses positive phrasing in explaining problems and rules.
15
Employee Competencies (Best Practice List)
The employee is open-minded and respectful toward customers with problems
needing resolution.
The employee refers difficult customer service interactions to supervisory or
administrative personnel.
The employee communicates clearly to all customers.
The employee explains rules and procedures using positive phrasing.
The employee explains the steps being taken to resolve a problem.
The employee avoids jargon and substitutes vocabulary the customer will be
familiar with.
The employee apologizes to a customer kept waiting in person or on the telephone.
The employee explains to a customer when a problem or procedure is likely to take
more than a few minutes.
The employee offers the customer the choice of waiting for an answer or resolution
or being called back later.
16
Employee Competencies (Best Practice List)
The employee takes all the time needed to assist customers, while using their time
effectively to complete other work.
The employee seeks assistance from co-workers to get time needed for complicated
customer service interactions, as necessary.
The employee who is unable to assist a customer completely refers them to a staff
member who can.
The employee uses open-ended questions to determine a customer’s real need or
problem.
The employee uses feedback and paraphrase to clarify a customer’s need or problem.
The employee invites the customer to return to the service point if their need has not
been completely met.
The employee uses follow-up problem solving for needs and problems which appear
initially cannot be met.
17
Employee Competencies (Best Practice List)
The employee makes good on customer service interactions
which have been handled mistakenly or inappropriately.
The employee acknowledges when a mistake has been
made.
The employee apologizes when a mistake has been made.
The employee makes every attempt to follow-up on and
correct mistakes.
The supervisor makes good on customer service interactions
in which even the possibility of a mistake is evident.
18
Customer Competency Assessment Questionnaire
See Appendix A
19
Measuring Results
20
General Thoughts on Measurement
Asking customers whether they have been satisfied with a
company's services is not as simple as it may appear. Of course,
the customer-satisfaction survey must ask the right questions, but
also the company needs to know how to interpret customer
responses correctly. "Once customer satisfaction is tied to
compensation, companies need precision in their measurement
system to ensure changes are not based on random statistical
fluctuations," says Ross Goodwin, senior business consultant at
Hewlett-Packard Co.'s Business Innovation and Transformation
Services Group in Windsor, Calif.
To ensure that the right things are being measured, Goodwin
adds, "companies need to conduct qualitative research to identify
key measures or attributes of what's important to customers."
Without this baseline research, companies are guessing at how
important a measured attribute may actually be to their
customers.
21
Customer Satisfaction Surveys-Establishing
a Baseline
Many managers wonder how frequently they should conduct
customer satisfaction surveys. The answer depends on the
size of the customer base and the purpose of the research.
There are two key types of surveys, and they serve very
different purposes:
Transactional surveys solicit feedback directly from the
product or service user about that particular encounter. They
are conducted immediately after each customer transaction.
For example, a survey may be administered after a call center
experience.
Relationship surveys collect input from people who have an
ongoing relationship with the company and have had multiple
transactions. They are regularly scheduled surveys-often
quarterly. The respondents typically are responsible for
deciding whether to continue the working relationship.
22
Best Practice Measurement Methodologies
Internal auditing
In call centers, this is usually called "ghosting" or "whispering." In food and retail locations, this is often
called something like "supervisor shopping" or "internal shopping." With this method, employees of the
company use their skills to audit a location and/or employee for adherence to processes and procedures.
Pros: Company and policy knowledge, relatively inexpensive.
Cons: Subjective and biased, not the actual customer, not continuous.
External shopping
This is often called "mystery shopping," as conducted by "secret shoppers." In this method, third parties
are paid to pretend they are a customer. They visit a location and perform detailed reviews of performance
against pre-determined standards and specifications.
Pros: Detailed, more areas can be graded, can measure processes.
Cons: Questionable quality (because shoppers are not always sufficiently trained), expensive, not the
actual customer, very small sample, not continuous, day-to-day inconsistencies will not get noticed.
Customer experience
Sometimes called "customer satisfaction measurement," "customer experience management," "compliance
monitoring," or simply "customer feedback." In this method, customers themselves voluntarily leave
comments about the experience they just had.
Pros: Feedback from the actual customer, anonymous, inexpensive, continuous, large sample.
Cons: Not as precise in measuring compliance to desired processes.
23
The Balanced Scorecard Competency Based
Performance Management Model
Financial Performance
• Utilization of Resources
• Core Competencies Required
Growth Performance
Customer Performance
• Customer Interactions
• Core Competencies
Required
Organization
Success
• Process
Improvement
• Core Competencies
Required
Human Resources
Performance
Quality Performance
• Process
• Teamwork/Interaction
• Core Competencies
Required
• Core Competencies Required
24
Measuring Competencies, Behaviors and Results
Review of Best Practice
Performance Management Model
See Appendix B
25
Rewarding Customer Service
26
Pay For Competency
Competencies are the knowledge-skills and the attitude needed by any
individual employee to carry out their job effectively. These can be
incorporated into a pay system to reward individuals who positively
contribute to the overall values and objectives of an organization. This
is competency based pay: rewarding the way people work, not just
recognizing what they can deliver.
Most competency based pay systems are determined by performance
indicators. Typically, the competencies needed to drive progression are
quantified by senior managers through employee interviews, surveys
and job analysis. The following competencies are relevant here:
•
core competencies that apply to any job within the organization and
reflect the organization's core values
•
the technical skills and expertise that are necessary to carry out the
job
•
competencies relating to a specific job category e.g. ‘leadership' for
senior managers
•
competencies that define the contribution an employee makes to
their role
27
Pay For Competency
Competencies are assessed through a regular appraisal process to
facilitate pay progression within a grade. The best approach is
probably to describe each job in terms of the competencies needed to
do it. These can be taken from a set of common or ‘core’ competencies.
More complex individual competencies will need to be added for more
complex senior roles.
Competencies within broad banded pay structures
The band boundaries are defined using job evaluation and market
rates. The employees' position in the band is reflective of their
competency within their role. Employees' expectations can be
problematic in 'open' broad bands.
In some systems employers use market rate and job evaluation factors
to split the bands into zones. An employee’s position within the band
zone will depend upon their technical competencies.
Competencies within a job family structure
Different pay structures can be established for different job families
under occupational or functional groupings. As work activities and
basic skills are common within these groups it is possible to set out
28
the different levels of responsibility,
skill and competence.
Pay For Performance
Success depends on the willingness of individual managers to make
objective assessments of their employees.
Managers must be willing to differentiate between performances that
meet expectations and those that exceed -- or fall short of -expectations.
Competency-based systems should measure an employee's
performance against a set of core behaviors that have a proven impact
on business.
Payouts should be made quarterly or at least more often than
annually.
There must be follow-up evaluations.
The plan must be communicated clearly, frequently, and simply.
Success depends on training, reinforcement, and company-wide
commitment.
29
Pay For Results
Under turbulent economic conditions, companies continue to change their
compensation practices in an effort to control costs, while at the same time
further aligning employee behaviors with strategic business objectives. Better
alignment means that a company and its employees are financially rewarded.
Typically, performance pay programs using customer feedback operate in a
similar way:
Customers answer a survey or complete a questionnaire about their experiences
with the company.
Companies often ask key questions regarding overall satisfaction levels. They also
ask customers about their products, services and other business attributes.
Overall, the company's aim is to rate itself and its employees on how well they
are meeting customer expectations.
This accumulated customer information is then used to create a satisfaction
score, which becomes the metric on which performance pay is calculated.
30
The Balanced Scorecard
Individual Incentive Model
Financial Performance
•Utilization of Resources
• Outcome or Result
• $ Value
Growth Performance
Customer Performance
•Customer Interactions
• Outcome or Result
Organization
Success
• Process
Improvement
• Innovation
• Outcome or Result
• $ Value
• $ Value
Quality Performance
Human Resources
Performance
•Process
• Teamwork/Interaction
• Outcome or Result
• Outcome or Result
• $ Value
• $ Value
31
Spot Bonus Program – City of Denver
The SPOT Bonus Award was created by Mayor Hickenlooper in
2007 to honor employees who have demonstrated
exceptional performance that further enhances the goals of
the City.
General Services shares the vision of the Mayor and we
believe we have many employees that have accomplished this
by performing above and beyond what is expected of
them. For example: Some may have made an uncommon
contribution to a one-time project; some may have
consistently provided higher quality work than what was
expected; or, some may have taken a step that was not
expected of them to help a customer
You may know one of these employees. You can also make
sure these employees are honored for their exceedingly good
performance. Just complete a General Services SPOT Bonus
Nomination Form.
32
Spot Bonus Program – City of Denver
33
Spot Bonus Program – City of Denver
Nominations for Spot Bonus Awards can be made for
individual employees, groups, or team, by the employee
(himself or herself), a peer, subordinate, supervisor, or a
member of the public. Nominations must be submitted to the
Department’s SPOT Award Panel via the established
nomination form.
Your nomination must include a description of the specific
action or part of an employee’s performance that makes you
feel this employee stands out from others, or/and what
unexpected, specific benefit you received from the
employee’s service
Spot Bonus Award nominations can be submitted to the Spot
Award Panel at any time. The Panel will meet at least once a
month to assess nominations and determine Spot Bonus
Award recipients. Spot Awards will be given to the recipients
at a quarterly all staff meeting.
34
Spot Bonus Program – City of Denver
Awards will be issued based on one or more of the following criteria:
The performance/action exceeded what is normally expected from the
employee, group, or team through the responsibilities of their position
The impact of a specific action exceeded the expectations of a
customer
To what degree did the employee(s) accomplishments further
important goals, which can included one or more of the following
areas but is not required:
Service
Accountability
Safety
Teamwork
Respect
35
Spot Bonus Program – City of Denver
Each year the Department’s designated Spot Bonus Award
dollars will be distributed in quarterly allotments.
This
method ensures that there will be dollars available for Spot
Bonus Awards in each quarter of the calendar year.
A single employee is eligible to receive a Spot Award twice in
one year. Spot Bonus Awards are $75.00; the total dollar
award to any one employee shall not exceed $150.00 in one
year. Spot Bonus wards will be paid in the calendar year in
which the employee’s performance being recognized is
performed.
36
Concluding Thoughts
37
Ten Steps To Successful Customer
Satisfaction
1. TREAT THE CUSTOMER THE SAME WAY YOU WOULD LIKE TO BE TREATED! Provide the
customer with the same level of service you would expect if the roles were reversed.
2. ANTICIPATE AND ACCOMMODATE YOUR CUSTOMERS’ NEEDS! A nation-wide study
asked people what they wanted most as a customer. Approximately 70% indicated that
they wanted their needs ands desires met prior to having to ask.
3. MAKE THE CUSTOMER FEEL AT HOME! Make your customers feel at home by being
courteous and allowing them to feel comfortable and appreciated for doing business
with you.
4. ALLOW THE CUSTOMER TO GET THE BEST VALUE FOR THEIR MONEY! Customers look
for two things: The quality of the product and the quality of the service.
5. ACT TO SOLVE ANY AND ALL COMPLAINTS AND PROBLEMS TO THE CUSTOMER’S
SATISFACTION! It is not the fact that the customer has experienced a complaint, but the
way the complaint was handled that will determine if they will return or not. Handle
each complaint in a courteous and professional manner and to their satisfaction.
38
Ten Steps To Successful Customer
Satisfaction
6. ALWAYS BE WILLING TO DO A LITTLE EXTRA! Go that extra mile to satisfy a customer
by always providing excellent service at all times.
7. ALWAYS SMILE, BE FRIENDLY AND COURTEOUS, AND MAKE EYE CONTACT WHEN
SPEAKING TO THE CUSTOMER! This shows the customer that you care about their needs
and are glad that they are doing business with you. By providing these services to the
customers, they will be more likely to do business with you again.
8. NEVER ARGUE WITH THE CUSTOMER! Remember: The customer may not always be
right, but the customer will always be the customer. There may be times when the
customer is wrong about a certain situation. It is important that you never tell them
that they are wrong, but to apologize for their inconvenience and assure them that you
will do everything in your power to accommodate them. Again, it’s the approach that is
important more than the actual incident itself.
9. LISTEN AND HANDLE ALL CUSTOMER PROBLEMS IN A PROFESSIONAL MANNER!
Listen with not only your ears but also with your eyes. Make good eye contact so that
they are assured that you are listening and care to solve their problems.
10. IF YOU CANNOT ASSIT A CUSTOMER, DIRECT THEM TO SOMEONE WHO CAN! Never
leave a customer unattended. If you don’t know where something is, find out!
39
Appendix A:
Self Assessment Questionnaire
Appendix B:
Best Practice Performance Management Model
Appendix C:
Sample Employee Customer Service Training
Program
Customer Service Tools and
Techniques for All Staff
Today’s Goals
 Learn
the techniques you can use when
interacting with customers so they will walk
away with positive feelings about the
experience.
 Learn
about very specific things you can do in all
kinds of customer interactions.
 Learn
how to deal with difficult customers.
 Learn
how to approach customers and get the
information you will need to better assist them.
44
Basics of Customer Service
Customer Service in Every Day Life
•
Identify the “best” customer service experience you
have ever experienced.
•
List what made this experience memorable:
46
Basic Truths
 The
person who interacts directly with the
customer determines whether that customer
perceives that he or she is receiving poor
customer service, excellent customer service, or
something in between.
 If
you serve customers directly you have the
POWER to affect perceptions.
 The
customer contact is where “the rubber
meets the road.”
 Customers
will always have opinions so you
might as well learn how to create positive
opinions.
47
What’s In It For Me
(Why spend this time on this topic)
 First,
very few people can derive any job satisfaction
when they feel the time they spend at work is wasted.
Most of us want to feel we make a difference. When
you do a good job with a customer you feel good
about having achieved something.
 Second,
learning to deliver quality customer service
will save you a lot of stress. When you learn and use
customer service skills you are far less likely to get
into unpleasant and upsetting interactions with
customers.
 Third,
learning and using quality customer service
techniques helps form the perceptions of those who
may be able to help your career. Managers and
supervisors tend to notice when customers ask for you
or comment about the customer service delivered.
•
Others: Discussion
48
Understanding Different Kinds of
Customers

Core Definition:

The customer is the person who utilizes the
services that you provide.
Better

Definition:
The customer is the person next in line who
utilizes your services.
49
Understanding Different Kinds of
Customers

Four basic types of customers:

External Paying Customers
• People who pay for the services of the organization.

Internal Customers
• The people who receive output that you create or provide but who
are in the same organization.

External Non Paying Customers
• These customers who receive services but do not pay directly for
them or do not pay at all.

Regulated Customers
• Government or public officials that we interact with in providing our
services.

Others: Discussion
50
Dispelling an Important Customer Service
Myth – The Customer is Always Right
 Customers
sometimes make unreasonable requests and
sometimes have unreasonable expectations.
 Sometimes
customers play fast and loose with the truth
and may not understand your limitations in providing
them what they want.
 How


to treat these customers:
The customer always deserves to be treated as if he or
she is important and his or her opinions, needs and
wants are worth our attention.
The customer deserves to receive the MAXIMUM effort
on the part of those serving them even when the
customer’s expectations may be impractical.
 We
need to focus not only on what we provide to the
customers but how we provide it.
51
Understanding What Customers Want
 Most
Important Customer Wants and Needs:

Problem Solved

Effort

Acknowledgement and Understanding

Choices and Options

Positive Surprises

Consistency, Reliability, Predictability

Value

Speed

Confidentiality

Sense of Importance
 Others:
Discussion
52
Customer Service and the “Difficult” Customer
Three Strategies

Customers Want to be Heard:


Customers Want to be Loved:


Always listen closely and let them know you
are listening. Look them in the eyes. Nod.
Pause as you consider what they are saying.
You need to remind customers that you want
them around, that you want to please them,
and that, above all, they matter-even when
they are angry.
Customers Want Something Special:

The best way to sooth angry customers is to
give them something special.
54
Angry Customers

Calm Outraged Customers, Focusing on Feelings First

“I see you are upset. Here, tell me the problem.”

Get Some Space

“Have a seat over here. We can talk there and you will
be more comfortable.”

Avoid Using leading Language with Customers

Wrong: “I’m sorry you had to go through this. I’m sure it
caused you great mental anguish.”

Right: “I’m sorry you had to go through this. I’m sure it
wasn’t pleasant.”

Thank Customers for Their Input

“I appreciate you taking the time to let me know about
this situation.”

Assure Customers That you Can Help

“I need to hear about your point of view and then talk to
our management about what happened.”
55
Angry Customers

Get to the Root of the Problem

Wrong: “When did this terrible problem begin?”

Right: “Start from the beginning and tell me what happened.”

Sympathize

Wrong: “ I know that manager can be really rude.”

Right: “You should expect respect every time you walk in our
doors.”

Don’t Waste breath

“Why don’t you ask me questions and I’ll help you understand.”

Be There to help

“We’ll make a note of this and ensure that this doesn't happen
again.”

Offer Solutions

“I will make this a priority to resolve your situation.”

Apologize-Be Specific

“I apologize that this happened and believe me it will never
happen again.”
56
Antsy and Anxious Customers

Be Understanding


Explain the holdup


“Just be glad our benches are comfortable.”
Help them Predict


Taking them on the side: “Just wanted to let you know we are still
working on it but we are making your case a priority.”
Use humor if appropriate


“Why don’t you fill out these forms now then when its your turn
you can be finished much faster.”
Make Them Feel Special


‘We had an emergency that needs to be addressed first. The
emergency was……..”
Offer Something to Distract Them


“This is a longer delay than expected.”
“Your next so it shouldn’t take much longer.”
Wrap up with a Happy Ending

“I appreciate your patience during all this.”
57
Demanding Customers

Give Them immediate Attention-Even if they Have to Wait


Apply Focus and Feeling


“I can understand why you have those expectations.”
When You Can Give Them What They Want, Let Them KnowEmpathetically


“ Please give me a few more details so I get a clear
picture.”
Acknowledge their Feelings


“Just give me a moment, and I’ll be right there.”
“You know I’m always willing to help in whatever way I
can.”
Put it in The positive

“I’ll make time for you first thing in the morning.”
58
Demanding Customers
 Put
the Good news First, Mention the Bad News
Second

“Yes we can address your issue and meet your
needs but it will take an extra day.”
 Cite



Sources Why They Can’t Get What They Want
Preface First So That They Fell important
• “I want to make this work for you.”
Explain the Situation
• “The best we can offer, given your insurance is…”
Offer Something Else
• “We will call your insurance company to verify
and see what else we can do.”
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