What is customer service? Part 1
Too often 'good service' is seen just as an efficient transaction that 'exceeds expectations'. Expressions of customer delight, 'raving fans', awesome and memorable service stories are myths created to establish a culture of service. While there is nothing wrong with 'building a culture', it must be recognised that this is 'internal marketing' and will suffer from inconsistent application and unreasonable expectation if not supported by strong systems.
Just as the Fair Trading Act will reign in and guide advertising, so must the internal positioning of service. If it becomes too high a hurdle, it becomes daunting and counter-productive to the leadership's intention. In addition, this hurdle height must be seen from the perspective of the employee.
Many issues arise within organisations about the definition of a customer. While individualised service may be ideal, those organisations like banks and utilities which have thousands of customers require some segmentation to focus resources to give sensible meaning and definition to service. Some customers require and deserve services that will not be appropriate for others.
A simple generic definition of service is useful to start a service improvement program and to set a particular expectation of internal service.
The giving of value to someone who needs it in a manner that increases the value.
In Australia there is a trend that is not acknowledged by the hype-ridden service improvement consultants but can be seen through popular media and retail activity. There is a growing rejection of defining one's success through work. Although this has been felt and rationally discussed for decades, the opportunity for action is now upon us. Developments in technology and social structures only now allow it. Telecommuting, part-time work and greater gender-neutral opportunity are having significant play in our view of work.
The brutal assault of 'operational efficiency' regardless of human cost has forced the issue. Because of Australia's relaxed and egalitarian society, the rejection of dehumanised work has been stronger than is evident in less developed countries and America.
This is where the application of technology and the resulting savings need to be well judged and utilised. Technology should focus on 'transactional efficiency'. Pressi1ng buttons is fine for account balances but when help is required, 'human lubricant' is the most fundamental requirement.
Furthermore, if technology makes a process more efficient, a social obligation exists to the people displaced. Work is not without social purpose. However, this argument can be won on grounds that are more dispassionate. While working, an employee accumulates a wealth of knowledge and skills about the organisation and its customers. Retrenchment gives those skills away (often to competitors) and so internal redeployment to a fresh opportunity is a much better action for all. Employees feel better and serve better; organisations retain their knowledge and skill base and relationships with customers are saved due to the 'human lubricant'.