The people who are responsible for managing daily customer service interactions to a level that both the company and the customer deem ‘satisfactory’ face a monumental task. Customers can be hard to please these days.
They come to the customer service department more informed and educated about the products and services we offer than ever before. They’ve been influenced by their peers as well as social media — and have often been solicited by your competitors with lucrative offers to switch. Moreover, once a customer service interaction is invoked, it’s usually because of an issue, a problem.
Our front-line customer service staff handle these interactions day in and day out, and are measured with more scrutiny than any other function in the enterprise at the end of the day. What was your talk time? Did you follow the script? How long did you spend in wrap-up? How many up-sells did you convert? Was the customer satisfied? Are they a promoter or a detractor? The list goes on.
We fail our front-line customer service staff when we fail to apply the same level of scrutiny and measurement of the work that customer service interactions require to fulfill a customer service request – in the back office. Every time a customer opens an account, applies for credit, schedules a delivery, purchase a product or requests more information – a back office process kicks in. That process usually involves automating a request or pushing work in the form of a task to a person who has to do something to complete that request. In most companies, how those tasks are handled once they leave the front-office is a mystery.
That lack of visibility into work handling creates frustration for both the customer and the front-office, and creates the service gap that confounds both front office staff and customers themselves. Your ability to close that gap is the difference between a frustrated customer and a happy one. It’s the difference between low and high customer effort. It’s the difference between a promoter and a detractor. When a customer doesn’t have to think to invoke an action to follow-up on something they requested, the relationship between company and customer is changed dramatically. It moves the perception of service from something a customer has to remember to engage themselves, to a one-to-one act of personalized service that takes your customer engagement to new levels.
If you’re interested in learning more about ‘Closing the Back Office Service Gap With Enterprise Workload Management’, Watch our webinar OnDemand with Frost & Sullivan analyst Karl Whitelock.