Colon Customer Service: Rules of thumb for the purpose of Merchants not to mention Skilled tradesmenInternet
Change management and organization development experts discuss’creating alignment’- aligning organizational strategy with daily business needs. And a huge element of this really is creating alignment between customer needs and employee actions as customer support providers. But we also have to observe internal customers – those people within the organization that service us – as internal customers and who we service as internal customers. “There is a remarkably close and consistent link between how internal clients are treated and how external customers perceive the quality of your organization’s services. It is almost impossible to supply good external service if your organization isn’t providing good internal service.” R. Zemke and K. Anderson, Delivering Knock Your Socks Off Service, 1981.
And it’s not only about internal customers within the walls of your organization, it’s also about those arms-length internal customers and customer support providers – suppliers and contractors – those people who either supply your organization directly or come into contact with your external customers, directly, as your representative. These suppliers and contractors is highly recommended an integrated part of your organization and the service they offer should be measured as accurately and frequently as you gauge the service level you provide.
To my mind, servicing others, whether internal or external (customer, supplier, colleague, peer, supervisor, contractor), should reflect the values of your organization and the procedure to retain the best customers – again, whether internal or external – can be applied across some of these groups. Suppliers and contractors should be selected and retained based on their commitment to servicing your visitors – and your employees – as you require them to be serviced. Telus tv support Although you do not’own’these suppliers and contractors, you have the best to demand the same degree of service you provide to your customers. When selecting your suppliers and contractors, or measuring the people you currently are connected with, the next guidelines might help make certain that internal service meets the standard.
Recruit suppliers and contractors as you’d your employees.
You need to be seeking out the best person for the job, the high performer who will have the ability to deliver on your business expectations and drive up results for your company. You will want to utilize a few of the recruiting tools you employ when conducting a search for an employee? Think about it. You will soon be paying this supplier or contractor to do services for you or your visitors so you need to expect them to be of the calibre you anticipate from the new employee. Consider requesting a resume of the qualifications and experience, customers they’ve serviced, certifications that may be required, and if available, customer testimonials. Interview them in a similar fashion to the manner in which you interview for employees. Check their references and make sure you put set up a contractual arrangement that clearly documents what you anticipate from their store and what they are able to expect from you (this is simply another version of position profiles and expectations for the role).
In these cases, you are seeking high performers capable of servicing both your visitors and your employees. And you have a responsibility to supply them with the data, resources and possibly, tools, they should service both these groups accurately and professionally.
Provide clear expectations of performance.
Even when your suppliers and contractors have caused your organization for a lengthy time period, it is important to periodically review your expectations of the role and how you anticipate them to service your customers. Customers are retained because they have developed an excellent relationship using their supplier and any contractor or supplier who’s dealing with your customer directly, sometimes appears by the customer to be an employee of your company, and hence; representing your company.
When I was an over-all manager for an energy distribution company, certainly one of our contractor service technicians accidentally cut the customer’s phone line. The initial issue for the customer was, obviously, the cut phone line and the inconvenience associated. The second issue was that the contractor apologized but told the customer he would have to call our company to secure satisfaction regarding the price and inconvenience of experiencing the line repaired. The third issue was the response the customer received from the Branch Manager when he called our company office to complain. He was told we weren’t responsible since it absolutely was a contractor that had cut the line! Yes, I too, was shocked when the customer got through to me to complain and said what the Branch Manager had said. Much more distressing was the truth that the Branch Manager defended his position when I called him concerning the complaint!
No doubt we did not clearly identify to the contractor our customer support expectations. If you ask me, these were simple. Apologize to the customer, call our office immediately to request a solution and then work with the customer to obtain the perfect solution is implemented. Simple to me but most certainly not to the contractor or, I quickly discovered, to my Branch Manager.
So my alternative was to create a contractor customer support agreement and produce a customer support training program to implement with both our employees and our contractors. We then implemented it across my region. We still had customer support difficulties with both our contractors and our employees, periodically,but this was a good first step.Read More