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Avoiding Organizational Sins By Practicing SERVICE

WILLIAMSTOWN, NJ -- In business, we’ve all been told that satisfied customers make for successful companies. Since promoting customer satisfaction appears to be the holy grail for your business, you begin your crusade. In your quest, you find millions of management consultants out there and volumes of books on the subject, each trying to sell their particular spin on delivering exceptional service.

So you buy into a customer service program (literally), create the vision, objectives, etc., and train the front line staff. Everything is in place and all seems right with the world—that is, until you learn your customers are still dissatisfied, disgruntled and displeased. You then realize that implementing a true customer service process is not as simple as you were led to believe.

So why is it that after spending thousands of dollars, working with experienced consultants, revamping policies and procedures, and retraining staff -- all with perceived customer expectation as the guide -- the customers still aren’t satisfied? What makes satisfied customers such an elusive goal?

According to Suzanne Baldino Jones and Mark Heisler, partners of The Competitive Business Strategy Group in Williamstown, NJ, organizations commit a number of sins when they attempt to institute a customer service.

“There are several essential components to consider before implementing a customer service program that many organizations simply miss,” says Jones. “Often, companies are in such a rush to get a program in place that they don’t take the time to ensure that it will accomplish their goals, and that their goals are attainable in the first place.”

Jones explains that the most common “organizational sins” committed when seeking to implement a new customer service plan are as follows:

  • Missing the mark. Rushing to implementation without having a thorough knowledge of what the customer wants or needs is time and money wasted. Your plan needs to aim for your customers if you expect to hit the bullseye.

  • Missing the point. Effective customer service is not simply being polite to customers. It is delivering tangible services that are considered valuable by the customers.

  • Missing the link. Customer service is considered peripheral to the company’s core business. Often there is no real link between service and the rest of the company.

  • Missing the focus. Companies suffer from an unconscious tendency to evolve structures and systems that serve the internal convenience of those who work with them, rather than the convenience of the customers affected by them. Systems and procedures that impact customers are never addressed, leaving the customer’s satisfaction to chance.

  • Missing the scope. Often, service training is provided only to front line staff. The rest of the organization is rarely given the tools to understand and service customer needs, even though that’s their job.

If your organization committed any of these transgressions, redemption is close at hand! Jones advises to just remember SERVICE:

  • Study your customers. Develop processes to identify what the customers really want and need.

  • Educate everyone to understand and accept where the customers fit -- customers drive the business. The work each employee performs impacts customers in tangible ways.

  • Respond to customers by providing the tools and information to all employees to make it easy for them to practice exceptional service.

  • Value, as defined by customers, is key. Realign strategic direction to introduce products and services that provide tangible value to customers.

  • Integrate service into all functional area business plans and “wrap” service around everything the company does.

  • Champion the cause by identifying key influencers to advocate service that transforms the company into an exceptional service provider.

  • Externally focus systems and procedures on customers and eliminate internal procedures and systems that do not create value.

“In essence, look at your business through your customers’ eyes,” says Jones. “Business people often comment that without customers there is no business. If you really take a moment to let the words sink-in, there is no truer phrase in business.”

The Competitive Business Strategy Group, located in Williamstown, NJ, offers proven practical management consulting that provides the competitive advantages to develop and grow your business through an integrated, multi-disciplinary approach. They specialize in strategic and business planning; information technology design and analysis; reengineering; and training design and facilitation. For more information, call 1-888-411-5800, or visit their website at www.cbsg.com.