Alternative Measures To Improving Customer Service

A recent Harvard Business Review article, Revolutionising Customer Service, has articulated four recommendations aimed at doing things differently, or in other words, doing the opposite to “conventional wisdom”. The summary is as follows:

Don’t start with customer facing employees…

After all, customer service reps usually understand the importance of satisfied customers; often the real problem lies with logistics, IT, or some other back-end function that isn’t meeting frontline colleagues’ needs…So include everyone in service training, and focus special attention on internal service providers.

Don’t focus training on specific skills or scripts…

Educate employees more generally about what “service excellence” means…highly scripted employees are often less able to be imaginative or empathetic about a customer’s true needs. A better approach is to persuade employees to commit to a holistic definition of service: creating value for others, outside and within the organization. Teach them to first appreciate customers’ concerns and only then to take action.

Don’t pilot changes…

Conventional wisdom calls for limited experiments that, if successful, are later rolled out more broadly. That can work for small tweaks, but for more-sweeping reforms, firms must create momentum fast and set their sights high.

Don’t track traditional metrics…

Instead of worrying about typical customer satisfaction measures such as share of wallet and net promoter scores, organizations should look at the number of new value-adding service ideas put into practice.

Read the full article here.

2 Comments on “Alternative Measures To Improving Customer Service

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