When you think of strategy for success, do you consider your customer service representatives as an integral part of that success? Do you consider your C.S. reps as true representatives of your company? If you have answered 'no' to either of these questions, you may be in danger of becoming a true business ostrich.
As you know, the ostrich is well-known to be famous for hiding his head in the ground when things get tough. Here's a tip: When the ostrich pulls his head out of the ground, the problem may well still be standing there!
I have spent quite a bit of time reading about customer service and the pitfalls of bad customer service. A company is only as good as its lineup of employees who are willing to stand behind their products, the warranty and to pull their heads out from behind the scripted manual to meet the needs of the customer and to find common ground to solve the problem.
One of the biggest problems that I have is the, “If you don't see it in the mail tomorrow, then call us back.” routine. That seems to be the most over-used response that customer service reps have pulled. What kind of an answer is that?
If you search 'Customer Service' on blog searches, as I did, you will see that there were 4167 blogs available. And, out of the 4167 found searches, many, many of them were complaining about customer service. It is not just that they have complained, but the consensus seems to be that the C.S. reps are just not knowledgeable about anything. They cannot give any information about the product, its delivery date, what to do when there is a dispute. They just send you in circles for the answers and throw you to the mercy of the automated phone system.
The solution?
- Be careful who represents your company. Be sure to hire competent, well-spoken individuals who can be clearly understood by all ages. When hiring, choose those individuals that will be loyal to the company. The last thing you need is someone complaining about their employer.
- Give your emplyees the tools they need (training sessions, current manuals) to ensure that they are meeting the needs of the customer.
- Personal interviews with the reps: Talk to the reps to find out if they have questions or concerns and then address those concerns. Don’t just say you’ll take care of it—deal with the issues of concern.
- Roll play or discuss difficult situations and the techniques that might work better the next time this same scenario happens. It is always better to be prepared for the expected, as well as the unexpected.
- Keep your C.S.Rs motivated and happy--offer incentive programs, compensation plans, prizes and awards. Host a departmental meeting on a regular basis to reward the hard work and dedication of these reps. Try to make it more of a joy to work at your company--not a chore. If they feel proud to work for you, it will translate in better behavior toward your customers.
- When a customer offers praise to the company for one of your employees' outstanding work, be sure that the good comments make their way to the appropriate C.S.R. or department. The employee certainly has a right to hear those good comments. In doing so, you have helped motivate that employee in a way that no seminar ever could!
- Lastly, your customer service reps are only as good as their supervisor/managers. Make sure that you are surrounding your company with good, solid management. If your managers are able to effectively manage, they will be able to properly direct those reps that have had difficult customers and need follow up guidance to the reps that should not be representing the company any longer.
- Don't be afraid to enlist the help of outside an industry analyst research firm. This can better help you pinpoint your company's weaknesses, as well as strengths. It pays to have the outside viewpoint of how things are going.
LP