Presentacion Ventas y atenciòn al cliente
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Tcnicas de Venta yAtencin al Cliente
Santiago, 26 de mayo de 2011
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QU ES LA VENTA
Del Latn Vendita: accin y efecto de vender.Es traspasar la propiedad de algo a otra persona tras el
pago de un precio convenido
O
La venta es una actividad comunicacional que consiste enpersuadiral cliente potencial para que adquiera unproducto o servicio que satisfaga sus necesidades.
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Definicin
Una perspectiva general, en el que la "venta" es latransferencia de algo (un producto, servicio, idea u otro) aun comprador mediante el pago de un precio convenido.
Una perspectiva de mercadotecnia, en el que la "venta" estoda actividad que incluye un proceso personal oimpersonal mediante el cual, el vendedor 1) identifica lasnecesidades y/o deseos del comprador, 2) genera elimpulso hacia el intercambio y 3) satisface las necesidades
y/o deseos del comprador (con un producto, servicio uotro) para lograr el beneficio de ambas partes.
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Los Paradigmas de la Venta
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Los Paradigmas
a) Un paradigma es una FORMA DE HACER LAS COSAS.
b) Es la manera inconsciente y habitual de mirar el mundo.
c) Es una influencia inconsciente.
d) Un PARADIGMA es un molde mental de cmo entendemos y nosplanteamos frente al mundo.
e) En general podemos afirmar que un PARADIGMA, es un modelo opatrn pre establecido de CONDUCTA, de hacer algo, es una manera depercibir, de sentir, de pensar y de actuar de modo colectivo y en ocasionesindividual.
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Qu es el efecto paradigma?
Lo que percibimos de la realidad est
determinado por nuestros paradigmas.
Lo que a una persona puede resultar muy
notorio, perfectamente obvio, puede ser casi
imperceptible para otra persona con un
paradigma diferente.
En esto consiste, el efecto paradigma.
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Los paradigmas de la gestincomercial
El vendedor que no compra lo que vende, difcilmente lograr que se locompren
a) La venta es sinnimo de "engao
b) Vender o que me compren?c) Es muy sencillo vender
d) Buscar recetas milagrosas
e) Vendedor se hace o se nace?
f) La incorporacin de vendedores, nicamente con muchaexperiencia
g) La venta concluye con el pago
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La nacionalidadLa raza
La religin
La localizacin geogrfica
La edad
El sexo
La educacin.
Otros factores culturales
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EVOLUCION DE LA VENTA
Establece negocios de largo plazocalidad + satisfaccin = lealtad / fidelidad
FIDELIZADOR
CONSULTOR
NEGOCIADOR
CHARLATAN
Pensar como los compradores, volverseparte de sus planes
Modifica el producto, precio y servicio deacuerdo con las necesidades del comprador
Empuja" productos a los compradores
OOO
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CARACTERISTICAS DELVENDEDOR: NEGOCIADOR
Busca conocer lapersonalidad del comprador
Busca demostrar las ventajasde su oferta
Aplica tcnicas de
negociacin (ganar- ganar)
El comprador se transformaen una contraparte
NEGOCIADOR
Vendedor busca entenderal comprador
Adapta el producto, el precio
y los servicios
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Caractersticas de un vendedor
CONOCIMIENTO.- Es fundamental que el vendedor tenga los conocimientosadecuados y completos que la profesin de ventas exige. Dichos conocimientosdeben ser tericos y prcticos.
El aprendizaje terico.- se adquiere por intermedio de los cursos y programas deenseanza acadmica.
El conocimiento prctico.- se obtiene en el propio terreno de trabajo, bajo laacertada direccin de los Instructores y Supervisores de ventas.
2.- PERSONALIDAD.- El vendedor debe estar dotado de una personalidadadecuada.
Personalidad es todo aquello que diferencia a una persona de las otras.
3.- CAPACIDAD LEGAL.- Para que pueda ejercer libremente y sin tropiezos suprofesin, el vendedor debe tener la capacidad legal que la ley establece sobre supersona y para todos los hechos que realice.
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Motivacin
La motivacin es un impulso o fuerza que lleva a laspersonas a moverse a actuar en relacin a algo, esdecir, son las razones por las que las personas
desarrollan las conductas propias de la existenciahumana.
Que hace que trabajemos?
Qu tan importante es el dinero en la motivacin?
Por qu hay gente altamente motivada, mientras queotros no tienen motivacin?
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Motivacin
Es una fuerza interior que gua nuestra conductaa cumplir objetivos que permitirn satisfacer una
determinada necesidad.
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TEORIA DE MOTIVACION - MASLOW
FISIOLOGICAS
PERTENENCIA
RECONOCIMIENTO
AUTO
DESARROLLO
DE SEGURIDAD
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TEORIA DE MOTIVACION - MASLOW
FISIOLOGICAS: Satisfacen la supervivencia de los individuos.
SEGURIDAD: Es tener absoluta certeza de que en un futuro lasnecesidades fisiolgicas sern satisfechas.
PERTENENCIA: El sentirse bien consigo mismo y el ser apreciado por otros.
RECONOCIMIENTO: Es el deseo de ser reconocido y aceptado por losmiembros del grupo.
AUTODESARROLLO: Nos moviliza a internamente a luchar por ser mejorentre los mejores.
_
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AUTOMOTIVACION
Voluntad de ejercer altos niveles de esfuerzo,para alcanzar las metas organizacionales.
Est condicionada por la capacidad que tieneese esfuerzo para satisfacer alguna necesidadindividual.
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Objetivos claros
Qu es un objetivo?
Objetivo no es ms que la expresin de un deseo
mediante acciones concretas para conseguirlo. Por elloun objetivo sirve para:
Formular concreta y objetivamente resultados
Planificar acciones Orientar procesos
Medir resultados
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Hablar de empata es afirmar que tenemos un profundo CONOCIMIENTODEL CLIENTE lo que representa una ventaja competitiva diferencial enlas organizaciones.
Asimismo, presentbamos el MAPA DE EMPATA como la herramientaidnea que nos sirve como palanca para conseguir este objetivo.
EMPATIA
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A continuacin, escoger tres perfilespotenciales de dichos segmentos declientes y seleccionar uno de ellos pararealizar nuestro primer ejercicio del
mapa de empata.
Dar al perfil de cliente seleccionadoun nombre y unas caractersticasdemogrficas tales como estado civil,ingresos, edad, sexo, etc.
EMPATIA
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EMPATIA
Que ve nuestro cliente?
Que piensa?
Que siente?
Que dice?
Que hace? Que escucha?
A que desafos se enfrenta?
Cuales son sus fortalezas?
Son algunas de las preguntasplanteadas en el mapa y quedescribimos de forma ms detallada
a continuacin.
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LA PERSONALIDADDEL VENDEDOR
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10 CLAVES DEL VENDEDOREXITOSO
1. El xito sin limite2. Mente positiva3. Ausencia de temores
4. Buen humor5. Realismo6. Conocimiento del producto7. Relacin con el cliente
8. Comprometidos (conocimiento gerencial)9. Metas a corto plazo10.Amor a la profesin
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Debe estudiar permanentemente para mejorar su eficiencia.
La capacitacin debe responder a un plan de entrenamiento coherente y
organizado.
Admitir que el trabajo esforzado es el soporte fundamental de su
actividad.
Asignar verdadero valor a sus servicios.
Mantener su integridad, independencia y dignidad.
Ajustarse a un cdigo de tica establecido y aceptado.
Aspirar permanentemente a la perfeccin de su trabajo.
Usar el tiempo en forma efectiva, asignando prioridades.
Planificar y controlar sus resultados para mejorar el rendimiento.
Persuadir continuamente a otras personas.
Saber negociar condiciones adecuadas.
EL PROFESIONAL DE LAS VENTAS
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Un buen vendedor debe:
Dedicar mucho tiempo a la preparacin de la venta. Capacitarse
No se olvida de preguntar (no tendr una segunda oportunidad)
Desarrolla un buen mtodo de presentacin
Potencia su credibilidad
Aprende a superar los "NO"
Aprende a defender su precio
Aprende a cerrar la venta
Se posiciona como un verdadero consultor
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La Comunicacin
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Qu es la Comunicacin?
La comunicacin es un proceso de carcter social quecomprende todos los actos mediante los cuales los seresvivos se comunican con sus semejantes para transmitir.
Comunicar significa poner en comn e implica compartir.
La comunicacin es un proceso: Dinmico Inevitable Irreversible Bidireccional Verbal y no verbal
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Proceso de la Comunicacin
FUENTE CODIFICACION CANAL DESCODIFICACION RECEPTOR
Mensaje
Retroalimentacin
http://upload.wikimedia.org/wikipedia/commons/3/37/Communication_shannon-weaver2.svg -
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Principios de la Comunicacin
Toda Conducta es Comunicacin:Es imposible no comunicar, toda conducta es
comunicacin y no existe la no conducta.
Existe la Comunicacin Verbal y No Verbal Lacomunicacin verbal se realiza oralmente,mediante palabras.La comunicacin no verbal consiste en gestos, tono,expresin y postura corporal.
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CUANDO HABLAN LAS PERSONAS LASHAY:
Capaces de pensar antes de
hablar
Piensan mientras hablan Piensan despus de haber
hablado
Ni despus de haberhablado piensan
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Dificultades en la Comunicacin: Barreras.
Personales o psicolgicas
(de la persona)
Semnticas (del
significado)
Fsicas (ambientales)
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Barreras de la comunicacin: El lenguaje
Las palabras significan cosas diferentes paracada persona. La edad, escolaridad, y
sistema de cultura son tres de las variables
que inciden en el lenguaje que utiliza elsujeto y en las definiciones que damos a las
palabras.
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Barreras Personales Cada ser humano tiene una personalidad, unas opiniones, una cultura y
unos valores diferentes que pueden influir a la hora de emitir y de recibir
un mensaje. El receptor, al decodificar el mensaje recibido, lo filtra para darle sentido.
Algunos de los filtros ms importantes que utiliza el receptor al interpretarla informacin son:
Efecto Halo: Efecto de las experiencias/Impresiones pasadas sobre la
presente y futura Prejuicios o ideas preconcebidas: Caractersticas o circunstancias del otro
asociadas a aspectos (+) y/o (-)
Estereotipos: Similar a los prejuicios pero de origen y arraigado en locolectivo.
Proyeccin: Atribuir lo propio al otro (+) y/o (-) Expectabilidad: Predisposicin a que ocurra lo que se espera
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Barreras Semnticas
Utilizacin de un idiomadiferente.
Utilizacin de un
vocabulario oterminologa demasiadoespecficos.
Que el mensaje sea
demasiado extenso.
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LO QUE DECIMOS
CMO LO DECIMOS
Lenguaje verbal.
Tono de voz....
Lenguaje corporal.
7 %
38 %
55 %
El 93% denuestra comunicacin
NO est compuestapor PALABRAS
COMUNICACINEFECTIVA
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ELEMENTOS CLAVES DE LA COMUNICACIN
SABER ESCUCHAR SABER HABLAR
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Atencin, Interaccin y Escucha Activa
La escucha activa es una forma de atencin dinmica eintencionada que conlleva la percepcin integral de lacomunicacin en sus aspectos de contenido y de relacin,adems de un reconocimiento explcito del otro.
Su utilizacin sistemtica aporta una serie de notablesmejoras en la comunicacin:
Incrementa la claridad del contenido de los
mensajes. Disminuye la contaminacin emocional.
Favorece la autoestima.
Mejora la calidad de las relaciones interpersonales.
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Es diferente OIR de
ESCUCHAR
OIR: ondas sonoras quellegan al aparato auditivo
ESCUCHAR: es un fenmenointerpretativo. No hay dosescuchares iguales.
Para entendernos hemoscreado convencionessociales.
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Retroalimentacin
La retroalimentacin es una tcnica que puede serutilizada para crear mayor conciencia de cmo losplanteamientos y/o actuacin de una persona
afectan a quines le rodean. La retroalimentacin sirve para estimular cambios
positivos de conducta, sentimientos y actitudes.
La retroalimentacin es ms efectiva cuando es
solicitada
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"La vida es como uneco.
Si no te gusta lo que
recibes, prestaatencin a lo que
emites.
Unidad II. Psicologa de la Venta / Fases de la Venta
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Psicologa de la venta
Proceso de venta: es una secuencia lgica, que emprende el vendedor para tratar
con un comprador potencial y que tiene por objeto producir alguna reaccindeseada en el cliente (usualmente la compra).
AIDA
SPIN
OTRAS
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Psicologa de la venta
Los productos de una compaa en una industria se estn
pareciendo ms y ms a los de la competencia
El vendedor es la persona que puede distinguir entre los productosde una compaa en una industria y puede ayudar al cliente apercibir diferencias importantes
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La Psicologa de la Venta
El desafo ms grande para losvendedores en la actualidad, es
mejorar su respuesta a las personas.La comprensin de por qu y cmo
compran los clientes, y saberquines son los clientes potenciales,
forman los bloques de cimientospara que el vendedor desarrolle unaestrategia de consumidor de mucha
respuesta
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reas de Conocimiento al cliente
Fuerzas que influyen en las decisiones de compra:
Jerarqua de Necesidades de Maslow
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reas de Conocimiento al cliente
Necesidades fisiolgicas: en ocasiones llamadas primarias , incluyen las necesidadesde alimento, agua, descanso y refugio
Pan Agua
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Seguros MetLife
Necesidades de Seguridad: Representan nuestro deseo de estar libres de peligro.Estas necesidades motivan al cliente a comprar artculos como seguros de vida,automviles equipados con bolsas de aire, alarmas de seguridad.
Seguridad Alarmas
reas de Conocimiento al cliente
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Necesidades Sociales: Reflejan nuestro deseo de afecto, identificacin con un grupo yaprobacin de otras personas. Muchos clientes desean ser tratados como socios.
Socio UC
reas de Conocimiento al cliente
Axe
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reas de Conocimiento al cliente
Necesidades de Autoestima: Reflejan nuestro deseo de sentirnos dignos ante los ojosde los dems. Buscamos una sensacin de valor y adecuacin. El cliente buscaproductos exclusivos y costosos que le den valor e imagen
Audi Mercedes
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Habilidades de Venta
1. Vocacin. Significa la motivacin que lleva a elegir unaprofesin para ejercerla idneamente. Es importante saberque la vocacin posee diferentes niveles: esto es desde elagrado (por necesidad), gustar mucho, hasta llegar aamar la profesin.
2. Condiciones. Son las cualidades personales quecoinciden con la vocacin, tales como el deseo de colaboraren que diferentes personas encuentren su mejor satisfaccino solucin de sus problemas a travs de los productos oservicios que ofrece. Adems, poseer una buena expresin
oral fluida acorde al mercado en que se desempear, tenerun buen trato en su relacin personal, simpata y cordialidad,inteligencia para solucionar inconveniente en su gestin,honestidad, etc.
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3. Formacin. Contando con la vocacin y las condiciones, secuenta con una buena base para poder comenzar a desarrollar almejor vendedor. Ello implica conocer sus productos o servicios ylos de su competencia, la manera de argumentarlos con efectividad,cmo desarrollar una cartera creciente de oportunidades de venta yde clientes, tcnicas profesionales de venta para liderar
exitosamente sus entrevistas, un mtodo efectivo de gestin paradesarrollar su mxima productividad diaria, as como otros aspectosadministrativos de su gestin.
4. Desarrollo y actualizacin permanente. Lo aprendidoinicialmente slo ser efectivo si se provee un seguimiento y
fortalecimiento permanente por parte de quien conduce o gerenciasu gestin. Y si realmente ama y respeta a la profesin tendr lasuficiente voluntad de actualizarse y perfeccionarse por propiainiciativa.
Habilidades de Venta
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Qu es el Cliente?
Del latin cliens, el trmino cliente permite hacermencin a la persona que accede a un producto oservicio a partir de un pago.
Cliente puede ser utilizado, segn el contexto, como
sinnimo de comprador (la persona que compra elproducto), usuario (la persona que usa el servicio) o
el consumidor (quien consume un producto oservicio).
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Qu debemos entender por debemos Servicio al
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Qu debemos entender por debemos Servicio alCliente?
Atencin al Cliente es laaccin de trasladar al cliente(cualquiera que l sea) lagama de nuestros servicios y
productos, de manera queese cliente resultetotalmente satisfecho con laprestacin del servicio y delproducto recibido, y quedesee volver a efectuarnegocios con nosotros.
Q l li ?
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Qu esperan los clientes?
Confianza
Profesionalismo
Facilidades de servicio
Privacidad
Cortesa y amabilidad
Credibilidad
Tiempo de respuesta
Imagen Informacin
Importancia
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La calidad en el servicio es una
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La calidad en el servicio es unanecesidad impostergable
Ahora que la competencia es global, tenemos que buscar nuevosmecanismos de diferenciacin, formas de atraer al cliente,conseguir que se quede con nosotros y obtener su lealtad.
La calidad en el servicio y la atencin es imperativa, debemos estar
dispuestos a lograrla. Cada vez ms, los productos y servicios que venden diferentes
empresas, en el mismo ramo o industria, se van pareciendo entres.
Dada la facilidad que tienen muchas empresas para reproducir, e
incluso mejorar, lo que ofrecen sus competidores globales, la ofertase est convirtiendo en un patrn estndar.
dif i ?
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Como nos diferenciamos?
Debemos buscar
formas de atraer alcliente, conseguir quese quede con nosotrosy obtener su lealtad.
La respuesta es obvia. Podemos
diferenciarnos por la calidad del servicio yatencin que brindamos. Si nuestro servicio alcliente es excelente y contamos con unpersonal motivado hacia el servicio ycapacitado con tcnicas, de seguro que lo
lograremos
De ah la existencia de la filosofa deSATISFACCIN TOTAL DEL CLIENTE cual buscagenerar acciones en cinco reas claves del
servicio al cliente, para impactar en formadirecta la calidad brindada a toda nuestraclientela.
Beneficios que genera ofrecer un buen
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Beneficios que genera ofrecer un buenservicio al cliente
Se eleva el nivel desatisfaccin de los
clientes
Se incrementan losniveles de lealtad de
nuestros clientes
Se desarrollan yconsolidad nuestros
clientes
Los clientes se sienten mscontentos con la empresa y, enconsecuencia, utilizan msnuestros servicios
Los clientes vuelven una y otra veza comprarnos. La venta derepeticin es la que a la larga,puede darnos mayores utilidades
La reputacin e imagen se propagade buen servicio se propaga. Estopermite captar nuevos clientes enforma fcil. Nada es tan creblepara el cliente como el boca a
boca
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La importancia de brindar un servicio AGIL
1. PRODUCTOS. Nuestros clientesbuscan o aceptan a la empresa
porque tienen una necesidad, la
cual esperan satisfacer con los
productos y servicios que les
ofrecemos.
2. PROCEDIMIENTOS. Cmo
brindemos el servicio, si lo hacemos
en forma gil o lenta, es el segundo
elemento que impacta al cliente.Por eso, se requiere agilizar y
acortar los procesos.
Mantengamos
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Mantengamosal cliente informado
3. INFRAESTRUCTURA. El cliente esimpactado por lo que perciba delambiente fsico en que loatendemos, y de los equipos y
sistemas que usemos.
4. INFORMACIN. Lo que el clientesepa de nosotros tambinimpactar en su percepcin delservicio. De ah la importancia demantenerlo permanentementeinformado.
Elementos del
servicio al
cliente
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El Recurso Humano
5. NUESTRA GENTENada de lo anteriortendra sentido ni razn,sin la voluntad de nuestro
personal, su equipo detrabajo, para poner enprctica los programas deSatisfaccin Total delCliente.
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Por qu se van los clientes?
Las empresas que ofrecenmejores servicios a losclientes pueden cobrar
ms, obtener mayoresganancias, aumentar su
participacin en elmercado y atraer ms
fcilmente clientes quequieran efectuar negocios
con ellas
Los clientes dejan de realizar negocios con unaempresa porque:
El 1% muere El 3% se muda lejos El 5% busca otras opciones
El 9% comienza a tener tratos con loscompetidores El 14% est descontento con elproducto o servicio que le brindan
Y el 68% se va porque est disgustadopor la forma en que se le trat.
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Si no fuera por los clientes
EL BUEN SERVICIO AL CLIENTE ES MS DEL AMBITO DE LAACTITUD, QUE DE LA TCNICA.
ADEMAS: DEBE BASARSE EN UN PROGRAMA INTEGRAL.
LA CAPACITACIN Y LAS TCNICAS SON NECESARIAS... PERONO SON suficientes!!!!
i d l d l li
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Ponindonos en los zapatos del cliente
PARA LOGRAR EMPATIA CON EL CLIENTE, PONGA EN PRACTICA LAS SIGUIENTES TECNICASDE RELACIONES INTERPERSONALES:
Pregntese cmo le gustara que lo trataran a usted en una situacin similar.
Intersese genuinamente por lo que el cliente desea, y demustreselo con sus acciones.
Corra el KM extra: es decir, haga un poco ms de lo que el cliente espera de usted.
Intente hacer del cliente un amigo.
Escchelo con detenimiento y procure ser para l un asesor, ms que slo alguien
reactivo.
Sonra, mrelo a los ojos, llmelo por su nombre.
Utilice siempre las normas bsicas de cortesa y agradzcale siempre el que nos haya
trado su negocio.
Y tenga presente que esa persona que est ah, frente a usted, es la que nos ayuda a
todos a llevar a la casa el pan para nuestros hijos
Deteccin de Necesidades y Expectativas
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Deteccin de Necesidades y Expectativasdel cliente
La percepcin: Es el proceso por el cual recibimos estmulos (informacin),por medio de nuestros 5 sentidos, y luego asignamos significado a esosestmulos.
Nuestra percepcin esta configurada por influencias sociales, al igual que
por las condiciones psicolgicas y fisiolgicas dentro de nosotros.
La percepcin determina lo que se ve y se siente, por tanto, influye ennuestro comportamiento de compra
La percepcin es todo lo que hay. Esto no es ninguna sorpresa, Todos losnegocios, desde la papas fritas hasta lavadoras, tratan de gente que vendepara la gente. Ya sea una transaccin de $10 o una de 10 millones dedlares.
D t i d N id d E t ti
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Tendemos a filtrar o modificar los estmulos, proceso que se conoce comopercepcin selectiva por dos razones:
1.- No es posible que estemos conscientes de todos los estmulos a la vez.
2.-Estamos condicionados por nuestros antecedentes culturales y sociales para
utilizar la selectividad.
Deteccin de Necesidades y Expectativasdel cliente
Manejo de Quejas y Reclamos
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Manejo de Quejas y ReclamosPORQU NO SE QUEJAN LOS CLIENTES?
1. porque creen que no vale la pena. Que nadie los va a escuchar, de nada servir
2. porque podran poner en duda su queja, y tendran que defenderse
3. porque otra gente se habra visto envuelta. Habra sido un escndalo
4. porque no saben a quien quejarse
5. porque van a pasar un mal rato. Es molesto tener que quejarse
6. porque estn muy enojados. Temen excederse
7. porque los habran tratado mal y entonces se enojaran mucho ms
8. porque le van a pedir sus recibos y pagos y no sabe donde los puso.....o no los tiene y piensa que notiene porqu tenerlos
9. porque la persona sobre la que se quejaba podra perder su trabajo
Atencin de Quejas y Reclamos
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Atencin de Quejas y Reclamos
Se entiende por queja a un argumento general, poco consistente y tiene quever con una percepcin subjetiva negativa de las cosas.
Reclamo corresponde a un argumento concreto de algo no cumplido por elprestador del servicio.
Ejemplo: Le devolvemos el llamado... Pase a retirarlo el da jueves...
y NO se cumple.
PARA ATENDER UN RECLAMO ES NECESARIO MANEJAR EL CONOCIMIENTO DELPRODUCTO.
Una persona reclama cuando una promesa bsica NO secumple o bien se encuentra insatisfecha.
Atencin de Reclamos
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Atencin de Reclamos
Para muchos, el cliente insatisfecho se transforma en un estorbo.Craso error!
Cuando el Cliente Reclama APROVECHE LA OPORTUNIDAD!...
Un cliente insatisfecho al cual se le resolvi su problema generalmentese convierte en un fiel cliente.
Cuesta seis veces ms conquistar a un nuevo cliente que mantener auno.
ETAPAS DEL PROCEDIMIENTO PARA ATENDER RECLAMOS:
Escuche.Refine.
Objetivos razonables y viables.Compromtase a soluciones.
Acte.Pida excusas.
Sugerencias para atender
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Sugerencias para atenderreclamos
Mantenga una conducta no verbal adecuada
Aborde siempre al cliente descontento llamndolo por su nombre y contctelo, s es
posible
No hay reclamos omitibles.
Un reclamo es una oportunidad. Un cliente que reclama no es alguien que molesta
Identifique rpidamente la verdadera naturaleza del reclamo
Una respuesta inmediata y cortes a cada reclamo preceden siempre a la accin
correctiva.
Permanezca tranquilo, amigable y seguro Deje hablar al cliente.
Identifique la queja y asegrese que Ud. Y el cliente estn de acuerdo
Evite las conclusiones rpidas
Sepa terminar la conversacin en el momento oportuno
Accin posterior a un reclamo
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Accin posterior a un reclamo
1. Cuando el trabajador ha recibido un reclamo y an cuando logr unasolucin satisfactoria, debe examinar el por qu de la situacin.
2. De todas maneras y pese a que el trabajador no pueda corregir loshechos, ste debe informar a su supervisor. Especialmente si estasituacin puede repetirse.
3. Si el problema planteado por el cliente no pudo ser solucionado en elmomento, el trabajador deber tomar cuidadosamente los datos, nombre,direccin, telfono e informarle posteriormente el resultado de sureclamo.
4. Se debe tener cuidado con los plazos, no amarrase con uno demasiadoestrecho, para que el reclamo pueda ser tratado convenientemente.
Sugerencias para atender
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Trate a quienes no son sus clientes como si fueran los mejores clientes.
No se deje jams intimidar por el status de un cliente o por la gravedad del problema que lepresenta.
No le diga jams "Usted debe....", sugirale, de alternativas.
Excsese con humor cuando la situacin lo permita.
Un cliente a quien usted le presta un servicio puede llegar a ser su amigo.
Trate al cliente como deseara que lo tratasen a Ud.
Asegrese de realizar TODO lo que pueda para solucionar la queja, si el cliente continainsatisfecho con su posicin, consltelo con una autoridad superior.
Solucione la queja como si fuera su ltima oportunidad de satisfacer al cliente y retener susservicios, muy probablemente lo sea.
Agradezca al cliente por habernos dado la oportunidad de solucionar su problema.
Deje siempre al cliente decir la ltima palabra.
g preclamos
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La inteligencia emocional y la
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Sin lugar a dudas, el experto ms conocido eneste campo es Daniel Goleman, que hapublicado diversos libros sobre la materia y
que considera que inteligencia emocional estcompuesta por autoconciencia emocional,autocontrol, motivacin, empata o
capacidad para inducir respuestas deseables.
La inteligencia emocional y laAtencin
Conflicto
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Conflicto
Es la tensin que un individuo mantiene al estar sometido ados o ms fuerzas que se excluyen mutuamente.
El conflicto puede aparecer a distintos niveles:
A nivel verbal (un individuo que desea decir la verdad perotiene miedo de ofender);
A nivel simblico (cuando se dan dos ideas contradictorias)
A nivel emotivo (una impresin fuerte causa reaccionesviscerales incompatibles con la digestin).
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Consideracin y actitudes
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y No actuar mientas se est enojado; procure conservar la calma.
Evite ser prejuicioso y crear estereotipos en los dems.
En general procure que sea usted quien afronte las situaciones conflictivas quehayan surgido.
Considere los rasgos de personalidad de su interlocutor y estado de nimo.
Objetvese el conflicto, diferenciando el problema de aspectos individuales.
Repartir la responsabilidad del error.
No humillar en pblico
Aclare en privado.
Evite decir Tu eres, siempre, nunca..., en cambio utilice Yo creo, pienso, siento,etc.
Cuando alguien se queje de una tercera persona ante usted, evite decir: Ya hablar conella de eso, y en cambio diga Has hablado de eso con ella? , Cundo piensas hacerlo?.,
Solucinelo lo ms pronto posible.
L C d d l S i i 1
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$
La Cadena del Servicio - 1
Los negocios se inventaron para "hacer"dinero
L C d d l S i i 2
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Retencindel
Cliente
$
La Cadena del Servicio - 2
El dinero lo traen los clientes que regresan.
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L C d d l S i i 4
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Calidad
deServici
oExtern
a
Satisfaccin
delCliente
Retencindel
Cliente
$
La Cadena del Servicio - 4
...porque percibieron una buena Calidad delServicio.
La Cadena del Servicio 5
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Retencindel
Empleado
Calidad
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La Cadena del Servicio - 5
La Calidad reside en los empleados quepermanecen en la empresa...
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La Cadena del Servicio 7
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Calidadde Servicio
Interna
Satisfaccindel
Empleado
Retencindel
Empleado
Calidad
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a
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Cliente
$
La Cadena del Servicio - 7
...de la Calidad Interna existente.
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La Cadena del Servicio 8
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Calidadde Servicio
Interna
Satisfaccindel
Empleado
Retencindel
Empleado
Calidad
deServici
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a
Satisfaccin
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Retencindel
Cliente
$
La Cadena del Servicio - 8
Al comprobar que su servicio es de Calidad,
La Cadena del Servicio 9
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Calidadde Servicio
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La Cadena del Servicio - 9
que el Cliente se va satisfecho...
La Cadena del Servicio 10
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Calidadde Servicio
Interna
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Empleado
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$
La Cadena del Servicio - 10
que adems regresa...
La Cadena del Servicio 11
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La Cadena del Servicio - 11
a comprar de nuevo...
La Cadena del Servicio - 12
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La Cadena del Servicio 12
...el empleado refuerza su satisfaccin ymejora la Calidad Interna.
La Cadena del Servicio - 13
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La Cadena del Servicio 13
Esto retiene al empleado, mejora la Calidad Externa, etc.etc....
La Cadena del Servicio - 14
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El ciclo se repite!
La Cadena del Servicio 14
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Por dnde empezar?
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CALIDAD Y RAPIDEZ
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CALIDAD Y RAPIDEZ
La Publicidad, la Comercializacin, la Ubicacin y losServicios que se ofrezcan pueden atraer a los clientesuna vez pero la CALIDAD de la relacin personal serla que lleve a la gente a regresar.
Lo mismo ocurre con cualquier encuentro con otrapersona. Por regla general uno evita los encuentroscon personas con quienes ha tenido experiencias
negativas
TODOS SOMOS ESPECIALES
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TODOS SOMOS ESPECIALES
En realidad lo que la gente quiere es ayuda,apoyo, consideracin y respeto. Todosqueremos cubrir un trato especial,comprensivo y DIGNO, eso es lo que losclientes esperan de nosotros.
Debemos tener presente que todas las
personas que tratamos sea en casa o en eltrabajo son especiales.
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TRATE A LA GENTE CON RESPETO
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TRATE A LA GENTE CON RESPETO
No somos un nmero somos individuos Tratar a las personas como si fueran un nmero es
prestar un mal servicio
Tratar a las personas como individuos es brindar un
servicio de calidad Trate a los dems como le gustara que le traten a usted
Reconozca la conducta de cliente
Entienda que clase o que tipo de cliente esta usted
atendiendo El servicio de calidad conduce a la RETENCION de clientes
TIPOS Y ROLES DE CLIENTES
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TIPOS Y ROLES DE CLIENTES
El inters por brindar un servicio calido ypersonal significa que uno siempre coloca alcliente en primer trmino
Recuerde que todos los clientes tienensentimientos
LA CALIDAD DE SU TRABAJO
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LA CALIDAD DE SU TRABAJO
El trabajo de calidad y el buen servicio sonvaliosos
Creer que lo que hacemos es valioso es fuente
de dedicacin Compromiso es escencial para producirtrabajo de calidad y buen servicio
Las personas que se entregan a su trabajosalen adelante
Los clientes agradecen su dedicacin
INGREDIENTES CLAVES PARA EL XITO
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CON LOS CLIENTES
CUIDADO CORTESIA BUEN SERVICIO
RAPIDEZ AMABILIDAD
Haga un esfuerzo dedicado en hacer ms del mnimopara aquellos que usted sirve
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COMUNICACIN POSITIVA
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COMUNICACIN POSITIVA
A las personas les encanta escuchar sunombre repetidas veces. Adems si ustedmanifiesta haber reconocido a un cliente que
ha visto antes estar estableciendo unarelacin positivo.
Las relaciones positivas empiezan con los
compaeros de trabajo. Agradecer y sonreir.
CONSEJOS DE SERVICIO AL CLIENTE
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CONSEJOS DE SERVICIO AL CLIENTE
1. Acuda pronto a la cita con el cliente2. Identifquese e identifique a la compaa
3. Sea amable
4. Tenga todos sus recursos disponibles
5. Exprese su sentir y su agradecimiento
6. Utilice el nombre del CLIENTE
EXPRESE SU BUENA VOLUNTAD DE AYUDAR
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EXPRESE SU BUENA VOLUNTAD DE AYUDAR
Hacerlo saber al Cliente que usted lo quiereayudar vincular una estrecha relacin entreese cliente y la compaa
La gente agradece las explicaciones digaGRACIAS y SONRIA
Recuerde usted es muy importante en la vidadiaria de los clientes
CUAL ES SU IMAGEN
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CUAL ES SU IMAGEN
La primera impresin empieza con nosotrosCmo nos ven los dems en realidad?
Nuestra imagenLa imagen esta compuesta por muchos elementos pero el factor msimportante es lo que hagamos y como manejamos la comunicacininterpersonal.
Su manera de actuar con los clientes es la imagen positiva o negativa de lacompaa.
Nuestra imagen personal mejorara si nos apegamos de manera
consistente a una norma de excelencia mnima derivada del debidodesempeo de nuestro trabajo
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CONCLUSIONES
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CONCLUSIONES
De entre las personas que conoce USTED es delo mejor
Adquirir buenos hbitos de trabajo
Los miembros de equipos ganadores brindanservicio de calidad
La entrega y dedicacin conducen al xito
La Cultura de Servicio
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La Cultura de Servicio
Para decirlo de manera grfica, la cultura es lo que se "respira" enuna organizacin, lo que transmiten los comportamientos de laspersonas que integran la empresa.
Cmo implementar una cultura de servicio
1. Enfquese en el cliente. Su empresa est aplicando la investigacin al cliente sobre una base dedatos real?. La gente entiende qu valor del cliente est en su lnea del negocio y sabe
cmo manejarla?. Tiene un sistema realizable para las opiniones del cliente que mida el valor
del servicio y comparte esos resultados con toda la empresa?.
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2. Reinvente el asunto del valor. Cul es el valor del cliente en el cual basa su modelo del negocio, eldiseo de sus sistemas del servicio y la operacin de la empresa?. Toda la gente en la empresa la entiende y la aplica? Es hora de repensar el modelo del negocio o realinear sus prioridades?
3. Construya la inteligencia de la organizacin. Es probablemente hora de hacer una revisin de sus sistemas operativosy una intervencin de su entregala estrategia del negocio, y Alinear los sistemas, tos procesos y a la gente con los factores clave del
xito del negocio.|
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4. Prepare de nuevo a la gente.Demasiadas crisis, prioridades y fuegos pueden distraer
a tos lderes de la empresa y ponerlos contra la cultura deservicio.
Qu tan bien se entiende a losempleados hoy? Qu desean, qu buscan en sus trabajosy carreras? Qu los frustra, los inhibe o tos desmotiva?
Se encienden o apagan, o apenas brillan en la mitad de suviaje?
Conseguir la energa ascendente y conseguir los lderes quesealen todo en la misma direccin.
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Metodologa Participacin de la Alta Direccin en la definicin del nuevo
modelo de cultura segn las necesidades, tos procesos y laspersonas. Identificacin de los elementos que conforman la culturacorporativa actual: liderazgo, motivacin, gestin delcambio, valores y logros vs. objetivos de la organizacin. Identificacin de las necesidades de losaccionistas y del nivel directivo en relacin a la culturadeseada vs.la cultura actual. Identificacin de la brecha entre la cultura actual y la culturadeseada. Diseo del plan de accin para reducir esta brecha Implantacin del plan de accin y gestin del cambio en laorganizacin, en las personas y en los niveles directivos. Seguimiento y evaluacin de los cambios culturales.
BeneficiosCon una adecuada gestin de la cultura corporativa se
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