Customer Service Focussed Organisations:
We all understand the need for high standards of customer service within our organisations but often there is a misconception that customer service is something that only relates to the point of contact with the end user and efforts are generally focused on this point in the process. This strategy ignores the reality that customer service has to be a fundamental aim and objective of the organisation. It should be part of the “mission statement” and should influence the way the entire organisation functions.
There are a number of factors which need to be taken into account when ensuring that an organisation is customer service “fit for purpose”. Personally I find the “British Institute of Customer Service “offers an excellent overview and my personal strategy preferences have been strongly influenced by this:
Commitment: The organisation, including the leaders, must clearly demonstrate their commitment to customer service as a fundamental philosophy of the organisation, from both within the organisation and externally in relation to suppliers and business partners.
Continuity: Focussing on Customer Service for life, which means incorporating it into operational procedures, KP Indicators and performance management for all areas of the organisation, not just sales.
Credibility: Ensuring that organisation lives up to its promises. Ensuring everyone accepts ownership of their responsibilities and understands that CS is fundamental to the brands image. Failures or under-performance are recognised and dealt with.
Consistency: Systems should be designed and operated with the end users convenience and needs as a priority and most importantly, those systems are actually capable of delivering the organisations promises.
Creativity: Encouraging critics and suggestions for improvements from everyone; customers, staff and other stakeholders. Introduce changes that positively improve the service for customers and adapt to their changing needs.
Capability: Making sure that the right people are recruited in the first place. That those people are well trained both initially and continuously and a supportive and developmental focus is maintained, installing high standards. Ensuring the organisation as a whole is focussed on the impact all activities have on customer service.
Throughout the organisation it is key to develop systems and processes that reward those who show their commitment to the aims of producing the highest customer service aims but also to operate a non-blame culture (fix the problem, not the blame) which encourages staff to report customer service problems and complaints in the understanding that this will allow the organisation to focus on ways of improving systems and services to ensure the same problems will not reoccur.
"To operate at the highest standards of customer service you need to actively encourage your customers to complain."
We all understand the need for high standards of customer service within our organisations but often there is a misconception that customer service is something that only relates to the point of contact with the end user and efforts are generally focused on this point in the process. This strategy ignores the reality that customer service has to be a fundamental aim and objective of the organisation. It should be part of the “mission statement” and should influence the way the entire organisation functions.
There are a number of factors which need to be taken into account when ensuring that an organisation is customer service “fit for purpose”. Personally I find the “British Institute of Customer Service “offers an excellent overview and my personal strategy preferences have been strongly influenced by this:
Commitment: The organisation, including the leaders, must clearly demonstrate their commitment to customer service as a fundamental philosophy of the organisation, from both within the organisation and externally in relation to suppliers and business partners.
Continuity: Focussing on Customer Service for life, which means incorporating it into operational procedures, KP Indicators and performance management for all areas of the organisation, not just sales.
Credibility: Ensuring that organisation lives up to its promises. Ensuring everyone accepts ownership of their responsibilities and understands that CS is fundamental to the brands image. Failures or under-performance are recognised and dealt with.
Consistency: Systems should be designed and operated with the end users convenience and needs as a priority and most importantly, those systems are actually capable of delivering the organisations promises.
Creativity: Encouraging critics and suggestions for improvements from everyone; customers, staff and other stakeholders. Introduce changes that positively improve the service for customers and adapt to their changing needs.
Capability: Making sure that the right people are recruited in the first place. That those people are well trained both initially and continuously and a supportive and developmental focus is maintained, installing high standards. Ensuring the organisation as a whole is focussed on the impact all activities have on customer service.
Throughout the organisation it is key to develop systems and processes that reward those who show their commitment to the aims of producing the highest customer service aims but also to operate a non-blame culture (fix the problem, not the blame) which encourages staff to report customer service problems and complaints in the understanding that this will allow the organisation to focus on ways of improving systems and services to ensure the same problems will not reoccur.
"To operate at the highest standards of customer service you need to actively encourage your customers to complain."
