By Thomas R. Schori, Ph.D., and Michael L. Garee, Principals, Millennium Marketing Research, 808 E. Ironwood, Normal, IL 61761-5239. Tel. 309-532-8466 -
It’s one of the most bandied about "buzz phrases" in business circles today¾ "customer service." Many, if not most, companies talk a great deal about the necessity and benefits of providing good service to their customers, but unfortunately, just as many of these same companies continue to fall far short of the mark when it comes to actually delivering such service. Certainly, it doesn’t have to be that way.
Reduced to its simplest terms, good customer service actually consists of nothing more, and certainly nothing less, than treating others¾ in this case, customers and prospective customers¾ as we ourselves want to be treated. The typical customer’s needs and desires are really rather simple. They of course want to deal with people who are thoroughly knowledgeable about the company’s products and services, but, in the process, they also want to be treated with courtesy, respect, understanding, tolerance and, yes, sometimes, even empathy.
Elements of good customer service common among businesses, industries
If your company is typical, you probably have the idea that your business (or industry, product, service) is so unique, so different, that "special" considerations apply when it comes to what constitutes good service to your customers. Don’t you believe it! Regardless of the product or service, in the final analysis, customers still are people, and the vast majority of people tend to respond or react to certain stimuli in very predictable, consistent ways. That means that the basic elements of good customer service also tend to be rather common among virtually all businesses and industries. Let’s consider just a few of these basic elements.
Communications skills
Good telephone skills. Today, most companies, regardless of size, have a great deal of interaction with customers via the telephone. In the hands of a trained, effective, committed, customer service-oriented employee, these telephone communications can literally serve as a golden sales opportunity for your company. In the hands of the untrained, unmotivated employee, however, these communications can prove disastrous for your company!
From the initial greeting by the employee taking the call through the entire conversation, the customer is forming an opinion of and an attitude toward your company as regards customer service. If the initial greeting is abrupt, delivered in a bored or less than friendly tone of voice, e.g., merely, "ABC Company," then the customer understandably could easily perceive that your company is abrupt and not very customer friendly. Conversely, if the initial greeting is friendly, upbeat and inviting, e.g., "Good morning, ABC Company. How may we help you?" then the customer is far more likely to perceive that your company is also friendly, upbeat and inviting.
Effective "face-to-face" interactions with customers. In many companies, of course, employees deal "face-to-face" with customers each and every business day. Unlike telephone communications, in which customers use only one of the five senses (sound) to evaluate your company and its apparent attitude toward customers, these personal encounters offer customers the use of at least two more of the five senses, i.e., sight and smell, upon which to form their opinions. It is imperative therefore that all employees¾ particularly those coming into regular contact with customers¾ always present a professional, businesslike appearance and approach, practice good personal hygiene and be courteous, friendly and sincere in their approach to customers.
Remember, only eight to ten percent of what is actually being said to a customer comprises the message actually being received by the customer. Body language, personal appearance, tone of voice, attitude, etc., represent the overwhelming content of the message.
The art of listening to customers. Effective communication isn’t simply a one-way proposition. Communication directed toward the customer is important, but communication from the customer is probably even more important. Want to know what a customer really wants? Many times it’s really as easy as listening to what the customer says (or doesn’t say). Obviously, to accomplish this feat one must develop good listening skills!
Learning to smooth a customer’s "ruffled feathers." Obviously, not every encounter, either on the telephone or in person, with a customer is going to go smoothly. Inevitably, an employee is bound to encounter a customer who is angry, upset, unreasonable, unusually demanding, or "all of the above." Any effective customer service program will include tried and true methods of dealing with this type of customer.
Adopting a new, different perspective
The need to redefine the term "customer." Ask most employees who the "customer" is and they undoubtedly will say it’s the person who actually shops for or buys the company’s products or services. To be sure, that’s an accurate definition, but it doesn’t quite go far enough. The term "customer" can¾ and should¾ include fellow employees and other support people, i.e., all of those other people with whom we come into contact daily and who help us provide good service to customers. A thorough understanding of and genuine appreciation for this principle is a vital element in any effective customer service program.
The absolute necessity for teamwork. Consistently providing good customer service is very much a "team" effort. Every single department, every single employee in the company must thoroughly believe in and be absolutely committed to the effort, as well as be supportive of other "team" members. That oftentimes means taking personal initiative when and if it’s required, not "passing the buck" to other members of the team. In a company dedicated to good customer service, there is no place whatsoever for an attitude of "that’s not my job."
Monitoring and measuring effectiveness
The need to monitor, measure results. An effective customer service program is always subject to frequent monitoring and measurement. There are several informal ways to conduct such monitoring and measurement. One of the easiest and simplest ways is merely to ask customers themselves how well they think you’re doing. This can be accomplished by using such basic tools as "bounce-back" customer satisfaction survey cards, brief "exit" interviews with customers, etc. Another rather simple approach is to utilize the time-tested MBWA (Management By Walking Around) method. That is, company management merely walks around and observes how well employees are providing service to customers. At least annually, however, a formal, statistically sound measurement should also be taken of your company’s customer service program. (This approach usually involves a customer service survey questionnaire administered among a representative sample of your company’s customers.)
The role of top management
Total commitment by top management required. The best designed, most efficiently implemented customer service program will work only if top company management is genuinely committed to making it work. If employees perceive that top management is merely paying "lip service" to the concept of providing good customer service, it is doomed to failure.
And finally. . .
Remember, good customer service training doesn’t cost, it pays! The "bean counters" in your company may attempt to convince top management that they simply can’t afford to implement (or enhance) a customer service program, or to train (or "refresh") employees in the necessary skills. To that we say this: your company can’t afford not to. Face it, today, regardless of the company or industry, most products and services are very similar both in nature and price. Many times, that means that the only way for a company¾ perhaps your company¾ to gain an "edge" over competition is to provide something "extra," something over and above what the competition provides. That something could easily be good customer service.