Mark Lusky02.01.19
“Customer service” is a term that for most conjures an image of a company rep talking with a customer about a challenge, problem or question. In today’s world where everything about company performance is subject to scrutiny, the New Year is a great time to conduct an audit of customer service across a variety of company operations.
For example, the technology your company uses to support customer service and drive performance can be a plus or minus, depending on a number of factors. Lack of user-friendly or results-oriented technology in such areas as customer support can leave people feeling totally unsupported and unheard.
A common culprit is web-based “support ticket” forms. While some prefer this form of communication, others want to talk to someone or at least use a live chat function. To be truly supportive, a company needs to offer multiple ways to communicate and let the customer determine their preference instead of essentially forcing it on them.
In tandem with this type of “automated” support too often are equally automated response protocols. Instead of answering questions asked, pre-scripted email forms provide a canned response. For already anxious, concerned or upset customers, perceived non-answers can exacerbate angst and anger – counterproductive to creating a positive customer service environment.
To conduct a customer service audit, first assess five key areas from a 30,000-foot level. One way to do this is to put yourself in the shoes of a typical customer, and see how you would rate your performance. These include:
Attitude. This is a top-to-bottom issue. Whether or not employees are directly customer-facing, a good attitude, consummate commitment and high morale across the workforce are critical. The best customer service rep in the world is only as good, ultimately, as the ability of the organization to support him or her. For example, if a customer service rep promises a fix for a label printing job gone bad and can’t get total cooperation from production to turn it around in a timely fashion, the ultimate outcome will be bleak. In addition to the problem occurring in the first place, now there is a second failure to remediate.
Aptitude. Good is as good does. All the customer service promises in the world are for naught if the product or performance is inadequate. Look closely at how good a job is being done from top to bottom. In a printing/production environment, closely examine the quality of the product, labeling, packaging and fulfillment as warranted. And be nitpicky, right down to making sure label verbiage meets grammar and spelling tests. The most spectacular product in the world can lose major credibility points when there’s a typo in the label. And, this happens way more often than most people think – including among high-volume, nationally prominent product manufacturers.
Assets. At the end of the day, you’re as good as your employees. They are a chief asset and as such deserve the support, training and empowerment to optimize their performance. This arena is only as strong as the weakest link. Evaluate everyone from customer-facing personnel and production people to billing and fulfillment specialists. If someone responsible for shipping is underperforming because of morale or capability issues, do everything possible to solve the problem with that person versus replacement. As we all know, firing, hiring and re-training cost time and money and cause disruption that can have a ripple effect.
Alienation. Worse than non-performing, angry or demoralized employees can actively seek retribution against the company. Look closely for signs of alienation and deal with them in the most efficient way possible, including, if necessary, termination. An alienated employee can be highly toxic and infectious to an organization, both in terms of direct damage done in such potential areas as security breaches/data loss and the potential for a malcontent malaise to start impacting others in the organization.
Alignment. Core values and corporate culture should be more than catch phrases. They merit input and buy-in by the entire workforce. In some ways, it’s very similar to a football team. When there is common understanding and acceptance of the guiding principles driving team performance, typically high-performing teams follow – even when dealing with talent that’s not the top of the heap. In part, that’s because a shared vision and philosophy about how to do a job can drive people to reach beyond what they think they can give to greater heights. That, in turn, drives momentum, which as any football spectator knows, is highly influential to the outcome of many games. Take the time and include the entire workforce to develop organizational core values and a clear corporate culture around which everyone can rally.
When these key areas are addressed fully, the opportunity for robust, reliable and effective customer service is increased exponentially.
Mark Lusky is a marketing communications professional who has worked with Lightning Labels, an all-digital custom label printer in Denver, CO, USA, since 2008. Find Lightning Labels on Facebook for special offers and label printing news.
For example, the technology your company uses to support customer service and drive performance can be a plus or minus, depending on a number of factors. Lack of user-friendly or results-oriented technology in such areas as customer support can leave people feeling totally unsupported and unheard.
A common culprit is web-based “support ticket” forms. While some prefer this form of communication, others want to talk to someone or at least use a live chat function. To be truly supportive, a company needs to offer multiple ways to communicate and let the customer determine their preference instead of essentially forcing it on them.
In tandem with this type of “automated” support too often are equally automated response protocols. Instead of answering questions asked, pre-scripted email forms provide a canned response. For already anxious, concerned or upset customers, perceived non-answers can exacerbate angst and anger – counterproductive to creating a positive customer service environment.
To conduct a customer service audit, first assess five key areas from a 30,000-foot level. One way to do this is to put yourself in the shoes of a typical customer, and see how you would rate your performance. These include:
Attitude. This is a top-to-bottom issue. Whether or not employees are directly customer-facing, a good attitude, consummate commitment and high morale across the workforce are critical. The best customer service rep in the world is only as good, ultimately, as the ability of the organization to support him or her. For example, if a customer service rep promises a fix for a label printing job gone bad and can’t get total cooperation from production to turn it around in a timely fashion, the ultimate outcome will be bleak. In addition to the problem occurring in the first place, now there is a second failure to remediate.
Aptitude. Good is as good does. All the customer service promises in the world are for naught if the product or performance is inadequate. Look closely at how good a job is being done from top to bottom. In a printing/production environment, closely examine the quality of the product, labeling, packaging and fulfillment as warranted. And be nitpicky, right down to making sure label verbiage meets grammar and spelling tests. The most spectacular product in the world can lose major credibility points when there’s a typo in the label. And, this happens way more often than most people think – including among high-volume, nationally prominent product manufacturers.
Assets. At the end of the day, you’re as good as your employees. They are a chief asset and as such deserve the support, training and empowerment to optimize their performance. This arena is only as strong as the weakest link. Evaluate everyone from customer-facing personnel and production people to billing and fulfillment specialists. If someone responsible for shipping is underperforming because of morale or capability issues, do everything possible to solve the problem with that person versus replacement. As we all know, firing, hiring and re-training cost time and money and cause disruption that can have a ripple effect.
Alienation. Worse than non-performing, angry or demoralized employees can actively seek retribution against the company. Look closely for signs of alienation and deal with them in the most efficient way possible, including, if necessary, termination. An alienated employee can be highly toxic and infectious to an organization, both in terms of direct damage done in such potential areas as security breaches/data loss and the potential for a malcontent malaise to start impacting others in the organization.
Alignment. Core values and corporate culture should be more than catch phrases. They merit input and buy-in by the entire workforce. In some ways, it’s very similar to a football team. When there is common understanding and acceptance of the guiding principles driving team performance, typically high-performing teams follow – even when dealing with talent that’s not the top of the heap. In part, that’s because a shared vision and philosophy about how to do a job can drive people to reach beyond what they think they can give to greater heights. That, in turn, drives momentum, which as any football spectator knows, is highly influential to the outcome of many games. Take the time and include the entire workforce to develop organizational core values and a clear corporate culture around which everyone can rally.
When these key areas are addressed fully, the opportunity for robust, reliable and effective customer service is increased exponentially.
Mark Lusky is a marketing communications professional who has worked with Lightning Labels, an all-digital custom label printer in Denver, CO, USA, since 2008. Find Lightning Labels on Facebook for special offers and label printing news.
