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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.
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