The interaction anyone has at any level with your company, your employees, including you, gives a customer-- whether current, potential, or internal or external--an opportunity to make a judgment about you, your company, all companies like yours in the industry.



With continued focus on customer satisfaction, customer retention, and lifetime value of the customer, it is no surprise that contact center operations continue to increase in importance as the primary hub of a customer’s experience. For the customer, the person on the other end of the phone is the company. The contact center is still the most common way that customers get in touch with businesses. In fact, Gartner reports 92% of all contact is still through the center. And it’s been reported that 70% to 90% of what happens with customers is driven by human nature, having nothing to do with technology. State of the art technology is certainly a necessity today, but it is meant to enable human endeavors, not to disable them.

I often talk about taking customer service and ‘kicking it up a notch.’ In the food industry, the word ‘lagniappe’ is often used. Its definition is “a small present given to a customer with a purchase." For example, when you go to the bakery and buy a dozen donuts or bagels, you oftentimes get a ‘free’ one or a baker’s dozen. That’s what customer service should be about--giving the customer more than they expect! Let’s bring lagniappe into the contact center.

If we’re going to speak about world class customer service, Here’s my working definition so we’re all on the same page.

Customer service is those activities provided by a company’s employees that enhance the ability of a customer to realize the full potential value of a product

or service before and after the sale is made, thereby leading to satisfaction and repurchase.

Let’s look at the first W which is Why?

The state of customer service today is not good, be it over the phone or self service. Because 92% of people feel their call experience is important in shaping the image of a company, this reinforces the importance of branding the image of your companies.

In a Mobius Management Systems Survey, here’s what happened because of poor customer service:

60% cancelled accounts with banks

36% changed insurance providers

40% changed telephone companies

35% changed credit card providers

375 changed Internet service providers

Are you one of these statistics? I certainly am.

In a study done by Purdue University/BenchmarkPortal.com, in answer to (1) how did agents satisfy your needs and handle the call, and (2) based on any negative experience, would you stop using this company in the future? the findings reveal a strong correlation between the participant’s age and the tendency to stop using the company after a bad experience.

What does this mean? Younger participants were less tolerant and more likely to move to the competition. People over 65 were found to be more demanding than those in middle age.

What can you do? Give younger callers a ‘wow’ experience--maintain their loyalty. People over 36 probably have more of an ‘emotional bank account’ with the company they are dealing with–maybe they had some good experiences and therefore are more willing to ‘forgive.’

In a recent study (CRM Magazine/PeopleSoft Web Seminar on How Usability Helps to Drive a Profitable Contact Center), the number of applications required for agents to access customer inquiries were:

3.7%just 1

81.5%2 – 5

7.4%5 – 10

7.4%more than 10

As you can see, the majority of applications are 2 - 5. The goal? Link every point of contact to one central location for a customer-centric, synchronized approach satisfying customer experiences with every interaction.

It’s important to point out that today’s pressures on employees are different than in the past. They are asked to handle more customers, more volume, more complex and/or complicated calls. After all if we could handle our issues with self service, we probably would not call. But if we tried self service and it didn’t work, then we’re upset and it’s an escalated call from the get go.

They’re also asked to provide more information, do it faster and be available and accessible. But they also are tasked with lowering costs, generating revenue, incorporating new technologies, ensuring closure and commitment, delivering ‘great’ service and when? Yesterday, of course.

The #2 W is Who should receive customer service skills training?

We encourage front line agents/representatives, supervisors, team leads, senior reps, managers, assistant managers, internal customers and other departments--anyone who is a touch point so that they can learn to speak the same language, and more importantly, not be in an adversarial position, but rather, together serve the external customer or end user.

The #3 W is Where should the training take place? Offsite vs onsite has advantages and disadvantages for each. Certainly it is most cost effective to have training on site. However, distractions are rampant as is the participant’s availability to a manager or project

Offsite is more costly. However, there are no distractions and the participants are not available to other departments, managers, or any issues. I further believe there is psychic value in taking people away from their work stations and off site to acknowledge the tough jobs they have.

The #4 W is What should be included in any training? The following modules provide a robust, powerful, and succinct training curriculum:

?Quality Customer Service?Rapport Building

?Customer Expectations

?Perception Shifting?Conflict Resolution

?Language Skills

?Anger Management'E-Mail Protocol

?Stress Reduction?Empathetic Responsiveness

?Change Management

?Communication/Listening Skills?Interaction/Role Play

?Service with a Smile

Further suggested is university certification to up the ante. Ultimately, the more professionally you treat your employees, the more professionally they will treat your customers.

The #5 W is When. We urge training not only for new hires but monthly, ongoingly, consistently, whenever change occurs, when stressors increase, and as needed.

We further recommend that each employee receive a minimum of 24 hours per year of ongoing training, spread over time for the most optimal absorption/retention. We deliver our trainings in two four hour sessions per day and deliver 6 days per employee. If there has been no ongoing training, we do four sessions once a month for four months and then one three months later, and then another three months later. Or, every other month providing sessions for the entire 12 month period. All training is customized, in real time, and can address whatever challenges are presented when they occur.

Together we can raise the bar in the area of world class customer service. Take great care of your employees and they will take great care of your customers. Everyone wins.