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Page Title: Chapter 1 Face-to-Face Contact
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CHAPTER  1 FACE-TO-FACE  CONTACT LEARNING   OBJECTIVES Upon completion of this chapter, you should be able to do the following: Discuss the value of face-to-face contact in customer service. Define  the  terms  “customer”  “contact  point,”  “skills,”  and  “attitude”  as they  relate  to  personal  interaction. Determine  the  correct  approach  in  using  the  Navy   Customer   Service Manual. Have you ever waited in line only to be told, when you finally reached the window, “Come back tomorrow; the  person  responsible  for  that  isn’t  here”?  When  trying to get a question answered, have you ever had the feeling that the person you were talking to resented being bothered? Have you ever had to resubmit a request because the original was lost? Are you convinced that there are good reasons (not excuses) for any of the above situations? The Chief of Naval Operations is not, and a great many others in the Navy are not. Only  a  wishful  dreamer  would  expect  all  Navy members  to  be  dedicated  100  percent  to  their  work,  but only  a  confirmed  pessimist  would  declare  that  the  Navy is as good as it could be. There must be a point between these two extremes at  which  those  who  provide  services  can  handle problems  and  requests  correctly,  promptly,  and courteously. In other words, there must be a point at which  contact  point  representatives  can  efficiently satisfy the needs of customers. Everyone  in  the  Navy  is  directly  or  indirectly responsible for providing efficient customer service. However, of the many ratings in the Navy, only a few provide direct services to other personnel. These include the AK, DK, DT, HM, LI, LN, MS, NC, PC, PN, RP, SH, SK, and YN ratings. Although the principles given in this manual are intended mainly for personnel in these ratings, those in other ratings can certainly benefit. They can apply these principles daily on and off the job during face-to-face  contact  with  other  personnel. PROVIDING SERVICE Think back to some recent contact you have had with one or more of the personal service ratings. How would you rate the service you received? If you are a member of one of the personal service ratings or perform service-type  duties,  how  do  you  think  your  service would be rated by those you serve? Now, let’s go one step further. What effect did this good or bad service have on the person served? How do you respond to courteous treatment or efficient action? Or  viewing  it  from  the  opposite  side,  how  do  you respond to a don’t care attitude or bad service? Although you can’t always provide customers with everything they may request, you can always give them good service. People may request things or services for which they aren’t entitled or to which you haven’t the authority to grant. In such cases service refers to the quality of your service rather than whether or not you have  complied  with  all  of  a  person’s  wishes.  The runaround,  the  fast  shuffle,  or  a  don’t-bother-me response   given   to   an   individual   needing   service indicates one of the following attitudes: The  customer  isn’t  important. The customer’s request or problem isn’t important. The customer doesn’t know what he is talking about. 1-1

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