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The reason we are Here? A Lesson throughout Customer Service

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Why are we here? In order to service our customers as well as clients. We have other duties to perform also. Tasks that fill our daily working living and are handed down from administration to employees for the higher good of the organization.

The reason we are here? To make money for the organization. To generate revenue as well as profit. You may belong to part of an organization that is seen as a pure cost center. Quite simply, you cost the company cash and do not directly generate income. The sales function creates revenue, doesn’t it? Nicely yes that’s true. The actual sales function is right upward there with the most important features of a successful organization. Who else supports that selling functionality? The customer service division, the actual implementation, and the project administration folks. The rest of the organization? Avoid they support that income generation? Absolutely. How many occasions can you attribute losing a client to poor service as well as undelivered promises? How does the sales team sell on the back side of poor service? I can tell a person in my experience the single biggest challenge for a salesperson to be successful is the fact that his organization is providing poor service. So everybody in an organization is associated with selling and delivering high-quality customer service.

Believe it or not, competing businesses communicate with each other. Don’t underestimate the actual relationships that exist between rivals. Whilst company confidential info isn’t (or shouldn’t) become shared, most are happy to change ‘war stories’ over consumption or two. Great service marketplaces themselves but poor support markets itself even quicker and wider. It’s difficult for a salesperson to present, not to mention keep a straight face, any time faced with a prospect who knows your service basically as good as you make out. The information speaks for itself. So we are generally here to make money, a number make it, and others keep it forthcoming. I’ve been in a sales introduction and seen a salesperson sing out the praises for his provider’s support structure and after-income commitment and service good quality, only for the prospect to raise the hand and say, ‘Yeah, but you’re not doing way too well over at ABC Traditional bank. I hear that assistance performance is poor’. Coping with this objection isn’t quick. Whatever you say or whichever excuse you makeup, the reality is king and if service is usually poor then it’s weak. Better to avoid this type of condition by delivering quality assistance!

Here is an example:

You are in some sort of supermarket and you are looking for typically the washing powder. You have looked at a few aisles but can not find the brand you want. The truth is a store clerk on their hips filling an empty shelf. “Excuse me, can you tell me exactly where I can buy washing powdered? ”

Now you are going to receive three responses.

1) Clerk says, “Aisle four” probably doesn’t look up to the visitor on that page.
2) You get a low-level sigh or even a ‘tut’. Typically the clerk stands up to take you to the aisle but shows the impression that you have just inquired him to perform a task involving tremendous effort.
3) Typically the clerk stands up, acknowledges anyone with a smile, and affirms “of course, I’ll acquire you there myself”. Shows you typically the washing powder and then requests if he can be of any additional assistance.

As a customer, it’s probably obvious which answer will give you the most delight. Nevertheless, why would you get the first pair of responses? Here’s the reason. The actual clerk has been given a task to do. It’s his job. It is often given to him by the administration or his supervisor and is most likely measured on how rapidly and accurately he accomplishes it. It’s a job that should be done. The store must have the shelves filled in order to market stuff. I would guess that the actual clerk isn’t really concerned with marketing and store profits and is concerned with completing his provided task. Thus the customer ‘interruption’ is just that, being interrupted. An interruption to their task, to his everyday activity, to his work function perhaps. So what is much more important to the organization? Completing the actual daily activity that keeps the business running or serving the customers? I answer which both are important. How you handle the time required to attend to each is what makes service into excellent service.

In some organizations, you might split the function associated with customer-facing activity and we might call back office action (non-customer facing). This is ok if you are able to accomplish it. But costs perform heavily in the equation which is sometimes a luxury you can’t pay for. How could you have staff patiently waiting for a customer to show upward while another staff is generally busy all day filling cabinets? So we have to do both. Assist our organization and our buyers. But the customer comes first. A person is never an interruption. These are the basic reason why we are all here. Wonderful organizations have this tradition running through their quiet core. Sure we all get tasks to perform. But what some sort of delight it is to assist. To make someone’s day. To have a thank you and know that you could have represented your organization to the good of your ability. The tasks nonetheless remain to be done along with there will always be jobs to carry out and tasks to complete. In the event that customer attention takes away a long time from completing those responsibilities, then management and commanders of organizations have to discover the solution. And figure it out and about they should. The two activities are definitely not mutually exclusive. They coexist.

It can be the case that if your staff members can’t manage daily responsibilities and serve customers you then don’t have enough staff. Otherwise, you have too many other responsibilities to perform. Or you have way too many customers. I know which difficulty I would like! Having lots of buyers!

I am not a fan of using people to fix problems involving bandwidth. So many times I have observed management within an organization utilize more staff because the business is overwhelmed with the workload. Hiring staff is costly and probably one of the biggest expenses for an organization. So before a person hires more staff you have to try to understand why you have a lot of workload in your organization for the current staffing levels.

Read also: Venture Management Maturity Model — What is it? Does it Matter? The reason why Bother?

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