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Organisations in the private and public sector face a constant challenge: to meet - and exceed - the demands of their customers, whilst improving business efficiency and controlling cost. What does this feel like for the customer? What happens when organisations get it right - or very, very wrong? This blog shares some of my thinking, advice and experience in some of the best, and worst, in customer service delivery.
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16 November 2012
8 October 2012
Brilliant basics are essential in good service: a study of a banking failure
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15 August 2012
Why social media matters in complaints management
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25 July 2012
5 essential tips for contact centre complaints handling
Those of us who've had responsibility for complaints management at one time or another will have experienced a full spectrum of complainant behaviour. From tears to anger, humility to assertiveness; those dealing with complaints will see it all at some point in their career.
For many, this is one of the motivations for taking on a customer service role - making a real difference to the customer who's had a particularly raw deal. Being able to sort out a problem and see a fellow human being move from anger to gratitude is something that reminds us why we took on the job in the first place.
It can be an emotional experience for people at the front line of complaints. The rewards are equally matched (and frequently outweighed) by harder times that test personal resilience.
What are some of the essential tips that help the customer service managers and their teams cope with the complex challenges of complaints?
For many, this is one of the motivations for taking on a customer service role - making a real difference to the customer who's had a particularly raw deal. Being able to sort out a problem and see a fellow human being move from anger to gratitude is something that reminds us why we took on the job in the first place.
It can be an emotional experience for people at the front line of complaints. The rewards are equally matched (and frequently outweighed) by harder times that test personal resilience.
What are some of the essential tips that help the customer service managers and their teams cope with the complex challenges of complaints?
2 July 2012
Service failure: how social media changes complainants' balance of power
There have now been at least two decades of “best practice”
advice on how businesses must understand the importance of good customer
service.
Yet some organisations seem to insist on failing to learn the long proven lessons of giving good customer service, delivering experiences that are - at best - sloppy.
It may be that the finance director considers the pipeline of new customers delivering revenue into the sales department outweighs the customer churn and defection in service delivery. However, this is not a business strategy likely to produce long-term growth or award winning success.
Social media has shifted the balance of power to the complaining consumer, now capable of launching public reputational damage on a scale never before available.
Research into consumer and complainant behaviour goes back
to studies such as Day and Landon’s (1977) classification of customer responses
when faced with poor service. This research is still valid today, but in the
new context of social media.
In the 21st century, dissatisfied customers can ensure their complaint experience is very public. The age of Twitter, LinkedIn and Facebook radically shifts the balance of power towards the customer, giving new routes to publicise dissatisfaction with poor performance that previously remained a private and personal frustration.
In the 21st century, dissatisfied customers can ensure their complaint experience is very public. The age of Twitter, LinkedIn and Facebook radically shifts the balance of power towards the customer, giving new routes to publicise dissatisfaction with poor performance that previously remained a private and personal frustration.
Yet some organisations seem to insist on failing to learn the long proven lessons of giving good customer service, delivering experiences that are - at best - sloppy.
It may be that the finance director considers the pipeline of new customers delivering revenue into the sales department outweighs the customer churn and defection in service delivery. However, this is not a business strategy likely to produce long-term growth or award winning success.
Social media has shifted the balance of power to the complaining consumer, now capable of launching public reputational damage on a scale never before available.
27 May 2012
Banking websites perform poorly on publishing customer service standards
A Price Perrott snapshot survey of major high street banking websites in the UK and New Zealand has revealed poor performance in publishing commitments to customer service standards.
A simple test was applied to the major high street banking websites in both the UK and New Zealand, determining the ease with which consumers are able to find out about their bank's commitment to customer service excellence.
Only three of ten global banks performed acceptably, with the remaining seven leaving internet based consumers in the dark as to the standards of service they can expect.
23 May 2012
Improving business performance requires a better customer experience
This might seem like a statement of the obvious for this inaugural blog posting, but apparently that opinion may not be shared by everyone. Consequently, I thought I'd kick off discussions on this blog with an experience of what it's like to shop for travel insurance.
This is the 21st century. Business has now had a good couple of decades of experience in using the internet, contact centres and customer relationship management (CRM) technology to hone its service performance. Brand identities, strategies and commitments to customer care have been set and repeatedly communicated. Commitments to a customer vision and seamless world-class experience have been made, with mission statements written and distributed.
The integration of technology into blended, multi-channel environments makes it easier than ever before for a customer to shop around and find the most competitive deal as possible; quickly, easily and without too much effort. For all the millions of dollars (in any currency) invested in sales, marketing and service, the customer must surely find it simpler than ever before to hand over their hard earned money to an organisation - in return for great value products and excellence in customer service.
How does this situation match with an actual customer experience? Consider a practical case study example from this afternoon, on a sunny autumn day in the southern hemisphere.
30 March 2012
A ten point checklist for change programmes in the public sector
A previous blog posting looked at evidence of how change programmes designed to save money and streamline shared services in UK Central Government appear to have come off the rails during delivery. Obviously, none of these programmes set out with the intention of failing and, presumably, they had business cases considered “robust” by those who approved them. Most involved private sector consultancies and IT companies with contractual delivery targets, undoubtedly intended to reduce the risks of failure to the public purse based on their expertise.
Yet half a billion pounds of overspend and several invalidated business cases later, another round of “lessons learnt” are being collated with some common themes emerging from the inquiry reports.
Shared Services have a history in the back office, but also remain a major focus of front office changes to save efficiency and improve the customer facing experience of public services.
Shared Services have a history in the back office, but also remain a major focus of front office changes to save efficiency and improve the customer facing experience of public services.
In this article, we go back to basics on “business transformation” and look at the fundamental essentials that must be in place – and continually monitored – throughout a programme to change service delivery. Getting the essentials right can't be overlooked when your shared services programmes have a direct impact on the taxpaying customer.
16 March 2012
Reforming New Zealand's public services
Learning from the mistakes of the UK shared services programmes
Hundreds of millions of dollars have been spent so far, with tens of millions of dollars saved. John Key’s speech of 15th March 2012 makes it clear that the New Zealand Government’s plan demands better results for the taxpaying customer, with fewer resources. Efficiency improvement is an unavoidable situation, with ‘shared services’ and increasing use of technology already highlighted as chosen routes.
As these approaches move from back-office to front office, the risk of a visible and immediate impact on the taxpaying customer service in the event of problems becomes ever greater.
New Zealand Government is changing; its agenda to become leaner and more efficient – to do more with less. The release of New Zealand Treasury’s annual report on back-office performance – and the opportunities for future savings it identifies – has surfaced the inevitable tension in the press between Ministers seeing “room for improvement” and public sector unions seeing “overly ambitious” targets and job cuts.
Hundreds of millions of dollars have been spent so far, with tens of millions of dollars saved. John Key’s speech of 15th March 2012 makes it clear that the New Zealand Government’s plan demands better results for the taxpaying customer, with fewer resources. Efficiency improvement is an unavoidable situation, with ‘shared services’ and increasing use of technology already highlighted as chosen routes.
As these approaches move from back-office to front office, the risk of a visible and immediate impact on the taxpaying customer service in the event of problems becomes ever greater.
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