The Changing Face of Customer Service


Excellent customer service—the daily, ongoing support of a company’s offerings—is critical in creating brand identity and ultimate success. It includes answering questions, taking orders, dealing with billing issues, handling complaints, scheduling appointments, and similar activities. These essential functions can make or break an organization’s relationships with its customers. The quality of customer care can significantly impact brand identity for service, manufacturing, and consumer products companies. Because of its importance in creating impressions and sustaining customer relationships, customer service has sometimes been called the “front door” of the organization or its “face.”

 

So how has the “face” of customer service changed with the influx of technology? Long ago all customer service was provided face-to-face through direct personal interaction between employees and customers. To get service you had to visit stores or service providers in person. The telephone changed this, allowing customers to call companies and speak directly with employees. Customer service became less personal, but without a doubt more efficient, through use of the telephone. With the evolution of computer technology, customer service representatives (CSRs) became even more efficient. Through computer information systems and customer data files, CSRs are able to call up customer records at their workstations to answer questions on the spot.

 

Over time, because communication and computer technologies allowed it, large organizations began to centralize their customer service functions, consolidating into a few large call centers that could be located anywhere in the country or world. But still, in these types of call centers, customer service is for the most part an international event with customers talking directly, one-on-one with an employee.

 

The advent and rapid proliferation of the efficient, but much maligned, automated voice response systems have changed personal customer service in many organizations into menu-driven, automated exchanges. In almost every industry and any business context consumers encounter these types of systems, and many are quite frustrating—for example, when a system has a long confusing set of menu options or when no menu options seems to fit the purpose of the call. Similarly, consumers become angered when they cannot get out of the automated system easily, or when there is no option to speak to a live person.

 

Some companies have overcome these obstacles, however, and have well-designed automated telephone systems that work well for customers. This is accomplished through a form of natural-language speech recognition technology that allows customers to easily interact through the telephone in ways that are much like talking to a real person. Further, a human contact is always easy to get to if needed. Customer satisfaction is rated among the highest in any industry. One of the keys may be that the vice president of retail voice technology occupies a senior management position, showing importance placed on this function. In general, satisfaction levels for automated speech recognition systems are higher than satisfaction with touch-tone systems and in some cases are higher than for live agents.

 

Beyond automated telecom systems, explosion of the internet is also dramatically changing customer service for many companies. Service can now be provided on the internet via e-mail, website robots, FAQs, and online chat. In these cases there is no direct human interaction, and customers actually perform their own service. At Ford Motor Company’s technology that allows dealership customers to set their own service appointments, send messages regarding their specific repair needs, and monitor the status of their vehicles, all online.

 

With the relentless proliferation of technology solutions, firms are finding that expectations for customer service have changed. Customers are demanding choices in how they get customer service, whether it be over the phone, automated voice systems, via fax or email, or through internet self-service. However, while customers often enjoy technology-based service and even demand it in many cases, they dislike it when it doesn’t work reliably (a common problem), when it doesn’t seem to have any advantages over the interpersonal service alternatives, and when there are no systems in place to recover from failures. Interestingly, when things don’t work as they are supposed to on an internet site or through an automated response system, customers are quick to look for more traditional interpersonal (in person or via telephone) options, coming full circle to where we started.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Carrying out Change


Solutions to an organization’s problems cannot be found outside the organization. An organization possesses the potential and the capability to solve its own problems. This assumption is also a value, in that it asserts that change is most successful and effective when people in an organization act collectively to generate solutions and implement actions. In other words, solutions that are imposed on an organization from outside have little chance of success. The role of leadership in change is to expose the organization to challenges and problems faced, to mobilize support for change and to create the right conditions for people inside the organization to generate ideas for improvement.

 

Organizational change, in its essence, is about bringing a change in an organization’s routines. The term routine refers to the ways in which people perform their activities in an organization. It includes rules, procedures, policies and conventions. It includes both the formal (written) aspects of an organization’s architecture and its informal (unwritten, tacit) aspects. An organization’s policy for recruiting staff is a routine. Its procedure for evaluating quality is a routine. The way in which employees in an organization actually respond to customer complaints is another routine. For a specific behavior to be an organizational routine, it must be both repetitive and widely shared.

 

The second assumption is based on both empirical and theoretical ideas in organization studies. Activities that are performed to carry out day to day tasks of an organization are also referred to as operational routines. Some organizations also develop special kinds of routines, developed with the explicit objective of modifying existing operational routines in order to enhance the organization’s effectiveness. These are referred to as dynamic capabilities. If an organization already has well-defined dynamic capabilities, there is little need for anyone to manage change. However, the need for change arises because many organizations lack such dynamic capabilities.

 

Organizations can change their routines in three ways: first, they can modify an existing routine. A modified routine is different but not fundamentally different from original routine. Second, they can discard or eliminate an existing routine. Here, the organization stops performing a particular task or activity. Third, they can establish a new routine. This may take the form of introducing a new policy, procedure or task to perform a new set of activities.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight