Be able to feedback a copy of the appeal. A complaint, a statement, a proposal, a petition, a petition are civilized ways of solving problems. Oh, those unemotional gray emails

Today, there is practically no point in listening to feedback from all visitors. At least you should not try to get all the information at once.

At the initial stage of a new project, especially if the management of a particular product is carried out not so long ago, there is a great temptation to find out the opinion of all users on a particular issue. But more often than not, this haste is wrong. In addition to haste, most of the specialists involved in the promotion of certain products make 5 main mistakes that are repeated over and over again. The presence of many feedback services makes obtaining information from users an extremely simple process - but you should not get carried away getting it for any reason. We have prepared for you five tips related to the use of feedback from potential customers.

1. DON'T CONTACT ALL USERS AT ONCE

Exploring the opinions of all users at once, you ignore the behavioral specifics of each of them. Agree that for the purposes of product management it is stupid to lump together those who came to you a couple of days ago and those who have been cooperating with you for many years. Those who use your product every day and those who log in once a month to update their billing data.

Solving this problem is not so difficult. Break users into segments, for example:

If the goal is to improve the way you attract new visitors, then you need to survey those who signed up relatively recently.
If you need to refine this or that functionality, contact those who use it.
Want to figure out why customers aren't using a particular service? Interview those who do not use it.
If you need to "test" the product and identify problem areas, then make contact only with active users who constantly use all the functions of the product.

2. MAKE FEEDBACK PERMANENT

The essence of feedback assumes that the product developer himself initiates receiving it. This means that once feedback is needed, you have to wait a while and do nothing while receiving and analyzing the feedback. To compensate, you accumulate and ask users even more questions, after which you wait for answers for a long time. It will be especially stupid to react to each feedback, instead of waiting for all the data and analyzing their entire population.

The problem here has two sides: firstly, information from users does not come at the moment when it is needed, and secondly, user feedback comes only when you ask them a question. This is how you can miss the moment when the product requires immediate improvement.

Solution: Conduct customer surveys regularly. The simplest, but very effective way is to ask the user to send their feedback and wishes, for example, on the 30th, 60th, 120th, 365th day of using the product. Modern Services allow you to carry out such a setup in a couple of minutes, and such an approach pays off in just a couple of days.

A more complicated way is to get feedback on the frequency of using individual functions. For example, if your product has a calendar, then you can ask users a question after the 15th, 30th, and 60th access to a particular feature - this is how you can achieve more meaningful and structured feedback: on the first use, the person will tell you that it is not clear, on the 15th - what he would like to change, on the 60th - what restrictions your product has.

3. SEPARATE FEEDBACK FROM PAID AND FREE SUBSCRIBERS

It's easy to trace the connection to tip #1. Of course, it's easiest to consider the totality of reviews without regard to the type of subscription. In general, this can be done up to a certain threshold (for example, for customers who pay 500-3500 rubles per month), but the difference between requests from free and paid subscribers is still significant. Users of free services will certainly be able to improve your free packages, but this is hardly what your business is focused on. Most often, free packages are created to attract new users, so that later they switch to a paid subscription. Do not pay attention to the following types of reviews:

I will switch to a paid subscription if…
I will switch to paid when ...
Making promises in business is not productive. Pay attention to what is really happening.

So here are a few tips for solving:

To improve the experience of using products for paying subscribers, contact only paying subscribers
To find out the motivation for switching from a free to a paid subscription, contact only the switched users
To improve free packages, contact only free users, but try not to go along with them - such users do not bring you profit, but most likely will simply request more free features.

4. DON'T LISTEN TO THE NOISY MINORITY

A common joke among marketers is that the plural of "opinion" is not "data" at all. This, of course, does not mean that the opinion of one client is necessarily worthless. But if one day 10 users come to you with a request to improve, for example, calendar management, then you do not need to immediately start a project to finalize the product. First you need to find out how much this ten customers represents the general opinion by polling all users of this functionality.

Solution: Each user feedback received should be taken as a hypothesis first and foremost, to be tested. But even after you find that all users agree, you should not immediately start the implementation phase of the offer.

A more thorough analysis should be carried out - this is our last tip.

5. DON'T ASSUME BY DEFAULT THAT ALL USERS SUGGEST THE RIGHT SOLUTION

rocket

To paraphrase Confucius a little:

When a customer points to the moon, the naive product manager examines their finger.

Henry Ford's notorious consumer story (“If I asked people what they wanted, they'd ask for a faster horse”) is often used as an excuse for ignoring customers. But not in our case: if the client needs a horse faster, then in fact his key requirement is the speed of movement. It's time to sit down and think about how to bring it to life. In the last example with 10 people, we talked about their request for better calendar management. You can immediately sit down and adjust the form and content of the product, but very often it does not make any sense. After interviewing all users, we will most likely find out that the point is not the complexity of the calendar management form, but the frequency of its use.

Solution: It must be remembered that each user request is a complex combination of the client's personal skills, degree of familiarity with the product, as well as the perception of problems and the presence of imagination. The client does not know your vision of the product and does not represent the complexity of the implementation of a particular service. That is why the client's opinion is not a guide to action, but only an opportunity to look at the problem from a different point of view and find a solution that will be beneficial for you and convenient for users.

Of course, many of the tips of your customers will be perfectly combined with other properties of the product and fit perfectly into its concept. In such cases, it is necessary to include an intuitive understanding of what you offer users in order to easily find ways to improve the product with them.

We hope that the described errors will help you build effective communication with your users and improve your service.
Good feedback to you, and cool products!

Yes, and come to us, leave your feedback. Let's build together

Hi all! My name is Andrey Tyan, I am the Development Director of B2BFamily. I decided to write you this short essay because I realized the following: by revealing the hidden benefits of using our service, I can really change your understanding of sales and the sales process itself in better side. And today we'll talk about feedback in business correspondence. I am sure that the time you spend reading will not be wasted.

Andrey Tyan,B2B Family Development Director

Oh, those unemotional gray emails!

I'll start with the question: how do you understand the client's reaction to the proposal on the phone or in a meeting? That's right, emotions! Non-verbal communication reveals everything. You pay attention to gestures, facial expressions, mannerisms. And how can you find out the reaction in business correspondence? No way! Most often, these are just template letters with Steven Seagal's emotions.

Many perceive business correspondence as a dry exchange of information. Therefore, it is almost impossible to understand the true reaction of a potential client to an offer from a letter, unless he writes about it directly. But, as practice shows, the client answers in a template and something like this: "Thank you, we have received your offer. We will consider and give an answer within N time," if he answers at all. You just have to wait for the client's verdict.

Build an effective dialogue with the client after correspondence - What?

If during telephone conversation or a meeting, the client's reaction is approximately understandable: "interesting / there are doubts / most likely not", then it becomes easier to set the tone and strategy of negotiations. Business correspondence in this regard is much more difficult. Often build a chain business letters, based on data about the behavior and reaction of the client, is impossible, because this data simply does not exist. But at the same time, we all know that the sale should be natural - the client must understand for himself that he needs it and is profitable, and not buy because he was pressured.

Now imagine a meeting, negotiations and a client with the emotions of Steven Seagal! Comfortable? Cool talks about cooperation? But if the client listens to you, asks questions, objects - this is just the basis for actually starting to sell, identify needs, clarify details, present your product based on the needs of the client - what is called a real sale. But how to establish this harmonious chain of communication with the client? How to transfer all this from live communication to business correspondence?

Find out how the client actually reacted to your offer!

This is how you will see the emotions of the client in the correspondence if you know:

• when, what time, how many times your letter was opened and whether it was opened at all
• how did yours look offer
• what hooked, or vice versa, confused in your presentation, what they pay attention to.

And if the client asked a question right while viewing the document - take such a client into circulation right away! Remember, it's important to connect with a client while they're hot. We have already discussed this in our article "Why call immediately after viewing a commercial offer?"

There is a chance for live feedback in business correspondence!

A clear understanding of the behavior, doubts, thoughts of the client, for example: how carefully the client looked at your offer, whether he saw the real benefits of your product or just looked at the slide with the price, will be given by the viewing statistics.

Such an example: at the first contact, we found out that the main thing for the client is "price-quality". He immediately said that he would compare with competitors, was interested in discounts, and so on. Then, in the view statistics, we can see that 20% of the total view time the client spent on the price slide and missed the "Why choose us" section. So, in the next letter or call, we focus on the benefits, protect our price with values, or even give a discount.

Thus, it turns out that you go through all stages of the sale shoulder to shoulder with the client. Feel his mood, catch intentions at every stage - even in business correspondence!

Know your client - lead him "by the hand" to the right solution!

My more than 10 years of sales experience, stuffed bumps and fear of not fulfilling the plan in "this month" made it possible to do following output: the process of communication in sales is the ability to convey all your benefits to the client so that in his picture of the world there is a clear understanding of the need to work with you.

Understanding how carefully the client looks at your commercial offer, which slides he focuses on, how much time he spends on viewing - this is exactly the kind of feedback that is missing in business correspondence and which can help in the sale, as we talked about earlier. Knowing this, you are already consciously building the tactics of your dialogue with the client in such a way as to once again reveal the full value of your proposal and make it easy for him to agree to work with you and your company.

That's all I wanted to tell you.

The time has passed when business correspondence was only an appendage of a real conversation with a client about cooperation. Now you can know when the client looked at your offer and how carefully he studied it! Then it's up to you. Sell ​​more, sell better and make your customers happy!

It is quite difficult to systematically get useful feedback on design work. This article offers techniques to get the most out of your issues so you can improve as a designer.

"Oh, that's great!"

"I like it. It looks nice. Nice colors man… I need to get back to work.”

We bet you've heard this kind of feedback before. Not very helpful, right? What you really want is accurate and effective feedback so you can improve your design work, not vague comments.

If you've ever reached out to a friend or colleague for design feedback, these are most likely the responses you received, perhaps combined with a shy smile and awkwardness as they tried not to hurt your feelings.

No. As we can see, feedback is very important. And there is a proper way to ask for feedback so that you get good thoughts from everyone - every time you ask. We are going to explore them in this article.

Why is feedback so important?

When done right, getting feedback is the most valuable part of any design process. It doesn't matter how experienced the designer is. Without feedback from other people, you cannot be sure that your work will be appreciated and understood by anyone but you. There are about three billion people in the world with an Internet connection, each with a completely different set of experiences, biases and preferences. Trying to create something in isolation is probably crazy.

Other people also provide information that you would never have thought of, thanks to their unique set of experiences and skills. Take advantage of this diversity and use it to your advantage.

For website design in particular, a second pair of eyes helps ensure that:

1) The design is visually pleasing for different tastes

2) the designer's intentions are clear

How to ask for feedback?

Often, when we get generalized feedback, we blame the person we asked. But the fault lies with us, not with them. However, this mistake is natural: linking complex questions and answers is not a skill we are born with.

This is why we need social hacks. We need tricks to master the process of communication.

The most important aspect of receiving meaningful and actionable feedback is to create an environment in which the person you are asking for feedback feels as comfortable as possible. Stress and anxiety destroy our ability to think clearly and critically, and the fear of offending others prevents us from saying what we really think.

To create an atmosphere of comfort, below we will tell you what needs to be done:

• Let people know ahead of time and give them enough time to review your work. Never surprise someone with your request or put before the fact. If you do this, the feedback you will receive will be hasty and superficial.
• Tell the person exactly what you expect from them. If people know what kind of feedback you want, then they can respond accordingly. Free direction is not always great idea: People need a limited focus to get things right.
• Limit their options. It is much easier to decide between two options than with an undefined range.
• Be aware of how they give feedback and what they don't say. You can uncover thoughts they may not know how to express.

Let's talk a little more about each of the points.

Tell the type of feedback

When someone asks to review, edit or critique something, I always have a lot of questions, What is the purpose for which you are asking for feedback? Do you want me to compliment? Or do you want me to give detailed, non-conflicting, but constructive criticism even about the most subtle details?

If someone asks me to revise my essay for school, I need to know if they just want me to look for spelling mistakes or give a critical assessment of the work. The same goes for design. Designs can be criticized on a dozen factors, and most people don't have the experience to distinguish one factor from the next.

If you don't instruct people on exactly what you expect from feedback, they'll be on the safe side and won't be particularly helpful. The trick is to ask different people critique different parts of your design and then merge all their responses.

give people time

Imagine you are in a meeting. You are surrounded by other designers, managers and other stakeholders. Like most people in the meeting, your mind wanders somewhere else. But suddenly the manager points to you and asks you to talk about your latest project.

You turn to ice. Dazed and unprepared. You stumble over every word that you hope makes sense. But ultimately, you get stressed out and can't think clearly.

You've been caught off guard, so you're trying to come up with something insightful to make the words sound useful and smart. But it takes time and true thought.

So, give people time to think and respond. To get a really thoughtful response, give them the work ahead of time and ask them to look at it before discussing it in the near but respectable future. Maybe later in the day, but not in 5 minutes. Consider asking them to take notes on their most pressing thoughts and review specific questions you submit along with your projects.

Limit your options

When you are in the optometrist's office, they compare the performance of different lenses. Remember that you always only compare two lenses at a time? There is a good reason for this.

Imagine if you were given twenty lenses and asked to choose the best one, or rank them in order from best to worst. Yes, it's much more difficult. Your memory is not so good. And not your perception.

When there are only two options, it's much easier to say which one is better.

The question "Do you think this color is better?" leads to "Hmm, well, I'm not entirely sure...there are several million." Avoid it. Instead, try asking, "Does it look better in this red or this red?" or “Is it better to be center-aligned or left-aligned?”. Then keep repeating your questions until your friend has the patience to answer thoughtfully.

Oh yeah. Make sure you have patient friends. Good luck with this!

Ask them what they don't like

In an interview with Elon Musk, CEO Tesla and SpaceX talked about the greater importance of getting negative feedback - asking people what they hate, not what they love. To make the most of this process, you need to create an environment where the other person feels comfortable enough to criticize your design openly. This brings us to the following:

Accept Feedback Gracefully

The most important step in getting valuable feedback is honing your ability to receive constructive criticism. With a real smile. Instead of feeling offended or embarrassed, be thankful that people have discovered and brought these shortcomings to your attention. They spend their energy for your own benefit. If you are passive aggressive or just dead silent in response, you are counterproductive.

Also, keep this in mind: it's much better for your ego and your career to openly criticize a friend before you hear it from a client later! Listen to your friends and consider their feedback as needed.

At first, it will be difficult not to react negatively to every little niggle. I promise you that with time and practice it will get easier. You must separate yourself from your work: criticism of work is not criticism of your abilities. She points out what can be improved, because the rest is already so good.

Pay attention to how people talk and what they don't say.

Many find it very difficult to express themselves. Also, people don't want to appear ignorant, and they don't want to insult you. All this is manifested in the fact that people do not speak. In other words, it is revealed in the way people express their thoughts.

You may have noticed that your friend noticed something, but keep quiet. Or start to say something and then back off. These are all signs of missed opportunities for constructive feedback. This person has something potentially super helpful to say, but he can't. Make him criticize you. To do this, start by critiquing your own work in a light-hearted way, so that he knows that you don't think that you and your work are always the epitome of perfection. Then politely reassure him that you especially want to hear negative feedback and ask again.

Move forward

Getting feedback is valuable for getting a variety of perspectives and opinions on your projects and spotting flaws that your eyes are used to. However, to maximize the value you get from feedback, it is important to create an environment in which the person giving the criticism is comfortable doing so.

Do you know that up to 80% of users leave your site without filling out an application because the feedback form on your site is far from ideal? Or are you sure that your application form is perfect and has the maximum conversion?

Increasingly, our new clients who contact our studio, when discussing the creation and promotion of the site, are wondering about the conversion. This is an absolutely correct question when it comes to Internet marketing, because if the site does not bring customers, then there is no point in investing time and money in it. In today's blog, we will talk about one of the factors that greatly affects the number of customers from the company's website. This factor is feedback forms, or as they are also called, “capture forms”. What is the ideal form of feedback.

We note right away that depending on the business segment, this form may differ, because each business has its own tasks, its own formats for interacting with customers. It is the form that “communicates” with the client while your manager calls other contacts and waits for new applications.

The feedback form on the site is important. You lead the buyer to make a purchase or order a service unobtrusively and discreetly. Use everything you can, from a user-friendly interface to excellent sales conditions. But when the client gets to the order form, he leaves. All work is down the drain. It is unlikely that he will ever return to you again. This can be avoided by simply changing the feedback form.

What is the feedback form for?

Not only for making an order / purchase. Using the feedback form, you find out from users what they like/dislike, what are the "jambs" in the company's work, and even get ready-made tips for its improvement. Conversation with users is:

a) increase loyalty to your company;

b) the ability to quickly respond to a request, reduce the negative and retain the client;

c) the opportunity to improve the product or service;

d) a way to increase sales.

The main mistake that inexperienced site owners make is an overloaded feedback form. Users are put off by the large set of fields that must be filled out in order to make a request to your company. They do not want to provide unnecessary information about themselves, even if you promise them confidentiality. We have collected for you a few rules for the design of the ideal form.

Rule number 1. Keep your form as simple as possible

Which of these forms would you rather fill out?

Or such

Leave only the most important fields. Visitors to most sites do not like to fill out a large number of fields

If the form simplification rule is followed, then we should expect an increase in conversion by 30-60%.

Advice. Remove all unnecessary, leave 2-3 fields or even 1. Usually this is “Name”, “phone number or e-mail”. If you have an online store and you are making an order form, then there will be a little more fields: “Name”, “Phone number or E-mail”, “Delivery option”, “Quantity of goods”, “Address”. See for what purposes you are making a feedback form, and simplify it as much as possible.

Rule number 2. Form must be visible

The feedback or application form from the site must be noticeable, otherwise the visitor may simply not notice it and not fill it out. You can even place some kind of animated element that will allow you to further focus.

Rule number 3. Minimum "required fields"

One required field - phone

Often on the websites of companies, one can observe not only a form overloaded with extra fields, but also the obligation to fill in these fields. The wording "mandatory field" is present on 99% of sites. Do you want to increase conversion? Remove the mandatory filling of all fields, except for the phone number. If a person wants, he himself will fill in the fields that he considers necessary, but the main field is the phone number, which will allow you to call the client back and clarify all the rest of the information. The main thing is not to forget to write the right scripts for managers.

In what cases does the conversion from forms fall:

• 3% drop in conversions if you ask for an age field
• Fall in conversions 10% if you need to enter your full name
• Fall in conversions 2% if you are interested in which locality visitor lives
• Fall in conversions 4% if you need to fill in the address of residence

If the fields about delivery, address and full name are present in the online store, then the user, of course, fills them in and this does not affect the conversion. But if you want him to fill in the data in order to send you an application, then the conversion will certainly fall.

Rule number 4. Links in the form (conditions of contact)

If you need to send a visitor to read the terms of contact, processing applications, orders, etc., then make these links directly in the form block. When clicking on such a link, it is better to show a pop-up window with information that is easy to close and proceed to filling out the form.

An example of such a form:

Try to minimize the amount of text and conditions in the form, because the user will be too lazy to re-read everything and he will simply close the form without sending you his data. Also errors in this form - too many required fields.

Rule number 5. Consent to data processing

Even though the data in the form may be filled in incorrectly and not be personal data, this checkbox must be checked. There have already been court applicants, according to which the defendants had to pay a fine for failure to comply with this requirement of the Legislation.

Rule number 6. Dropdown lists should not be

If your form is a calculator, then the drop-down list is acceptable. But if you force a person to choose which department of your company he wants to apply to, then this will reduce the conversion, because users want to fill out the form quickly without thinking about unnecessary information.

Rule number 7. Remove the captcha from the form

Entering a captcha can reduce conversions by up to 40%. This is due to the fact that often the captcha is not read at all, or when entering data, it reports incorrect character input. If earlier captcha was justified by the fact that without it a lot of spam could come, now there are technologies that protect the form from data entry by spam robots without entering captcha.

In the artcell studio, we use just such a technology. As you can see, there are no captchas in our forms and we do not receive SPAM.

Rule number 8. Auto notification that the form has been submitted

After the form is completed and sent, a message must appear stating that the data has been sent and the manager will call you back as soon as possible. If there is no such notification, then the user does not understand whether the data was sent or not, whether to expect a call from the company or not. This notification will save you from duplicating applications from the same user.

Rule number 9. SMS notification

Send an automatic notification to the visitor's number if your form had a field for entering a phone number. This will allow you to personalize your message, and the user will once again be reminded of the name of your company.

So what is the ideal form of feedback?

Highlighted in a frame or color, which allows it to be more noticeable against the background of the rest of the information on the site

Minimum fields to fill

One or two required fields

Missing dropdown fields

The presence of a checkbox for consent to the processing of the received data

The presence of links and additional conditions immediately in the form without unnecessary transitions to other pages of the site

No captcha

Do you have an ideal application form, but still few customers? Read this blog in our magazine and you will find the answer to your question. If your site is not performing well in search engines then this information will be useful to you.

If you are unable to make the contact form ideal and you want to turn to professionals for help, then fill out the application below and our manager will call you back as soon as possible.

In order for employees to understand you and want to achieve results with you, it is important to competently discuss with them their weaknesses and strengths and set goals for them. In this manual you will find techniques, recommendations and examples for giving feedback to sales managers.

Feedback Goals

• help the employee recognize their strengths and weaknesses;
• support actions that improve performance;
• help to learn from the mistakes made.

What does good feedback mean?

• evaluation parameters are transparent, understandable and known to employees;
• the evaluation procedure is objective, not based on personal likes / dislikes - for this, an outside specialist is often invited;
• situations that have occurred recently, for example, within one reporting week, are subject to analysis;
• criticism should be justified by the results of the assessment;
• criticism should be constructive, that is, suggest ways to solve problems;
• there should be a system of rewards for distinguished employees;
• statistics should be kept by which progress can be tracked.

The service "Quality control of sales departments": who will need it, and how we do it

How to give feedback to managers

Model "Sandwich"

The error parsing block (developing feedback) is located between the positive feedback blocks. It is used in conversations on setting goals, adjusting results, developing employees:

Manager Sergey corrected the mistakes of the last week, but has not yet fulfilled the sales plan. We give Sergey feedback.

Let's start with the positive. “Sergei, this week you succeeded and corrected the mistakes that we met in your conversations for a month. Now, while talking on the phone, you address customers by name, engage in a dialogue with interest, and set the next sales step.”

We will discuss what needs to be adjusted, we will discuss the improvement plan. “At the same time, there is room to grow. Pay attention to the presentation of the product, company. Our clients apply to dozens of companies, we need to stand out among them, to interest the client with our offer. Let's discuss what you can do about it." There is no open criticism, we discuss with the employee a plan to improve his performance.

We end the conversation on a positive note. “Great, the action plan has been agreed, let's get to work. Try calling current clients using the plan we discussed. If you have any questions or concerns, please get in touch."

SOR model

Suitable in cases where an employee violated the company's work standards, committed a misdemeanor:

Manager Aleksey did not respond to the client's request within the set time, the client terminated the service contract.

We remind you of the standard (Standart). “Aleksey, our company has a rule - an application for a service must be processed as soon as possible, within a maximum of 30 minutes. The client must know within 30 minutes that we have accepted the application and started working.”

We state the facts and observation (Observation). “Yesterday at 10:15 a request was received from our client, but you only called back at 15:00. The customer waited a long time and tried to fix the problem himself.”

We discuss the impact on the business, the result of the employee's action (Result). “As a result, the customer decided to terminate the service contract because he did not receive assistance at the specified time.”

The next step is the employee's awareness of his act and the acceptance of obligations for the consequences of his behavior.

Boff model

The new manager, Irina, regularly violates the standards of quality service: she communicates impolitely with clients, processes applications late, forgets to call back on time, and stays late during lunch breaks.

Behavior. Tell Irina your observations about her work. Specifically, in the language of facts, preferably with details, dates of observations. Discuss the reasons. Sometimes it happens that the employee is not fully aware of what is expected of him.

Result (Outcome). Discuss with Irina how her behavior (irritability and rudeness in communicating with clients, ignoring applications, a long absence from the workplace after a break) affects business results, the number of clients served, and the number of complaints received from clients.

Feelings. Talk about how you feel knowing Irina works this way. You are upset, upset, not very happy, it is unpleasant for you to realize. Discuss how other managers feel when Irina is away from work for a long time and they have to handle additional calls. By doing so, you will help Irina realize the unacceptability of her behavior.

Future (Future). Discuss with Irina how she can change her behavior. It is best to ask questions and get answers from a co-worker. This will allow her to take responsibility for future decisions and actions. At the end of the conversation, agree on specific actions and deadlines, outline a plan of action for the future. It is advisable to schedule a date for the next meeting to monitor and discuss Irina's progress.

• listen to the call together;
• ask the operator what he generally thinks of this call;
• ask the operator what he thinks he did best;
• ask the operator what he thinks about the customer's experience and whether the customer will use the company's service or products again;
• ask the operator what he would like to improve in this call;
• now express your opinion about this call, using, for example, the “sandwich” model;
• choose one narrow area to focus on using the SMART technique. Do not take the topic "customer service" - it is too extensive for one session;
• play the situation again: you are the client, and the manager will try to take into account his mistakes and build communication based on the comments.