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CEOS: Why your ‘Good’ Customer Service is probably just ‘Bare Minimum’

A recent NY Times article titled ‘Why Tech Support is (Purposely) Unbearable’ says:

 “And you are not alone. Getting caught in a tech support loop — waiting on hold, interacting with automated systems, talking to people reading from unhelpful scripts and then finding yourself on hold yet again — is a peculiar kind of aggravation that mental health experts say can provoke rage in even the most mild-­mannered person.

Worse, just as you suspected, companies are aware of the torture they are putting you through.”

Bad as this situation is for customers and tech support employees alike, what this should do is to provide a wake up call to leaders who *think* they provide good customer service.

After all, good customer service is more than simply just taking care of customers after they have a question or a problem with your product or service. That’s the absolute bare minimum.

How do you know if you or your leadership team is guilty of providing ‘bare minimum’ service? If your primary barometer for how things are going with your customers is a lack of customer escalations to the C-Suite and a near-exclusive reliance on ‘one number’ like a Net Promoter Score or your Customer Satisfaction score, you are guilty of ‘bare minimum’ service.

What’s the single best way to make sure your company gives good customer service?

Listen to your customers, employees and the business, and apply what you learn — as part of your company’s DNA.

The 2016 Klever Knowledge Benchmark asked the question “If people in your workplace were sharing knowledge as well as they possibly could, it would improve productivity by:

Nearly 50% of respondents believe that their organization could be at least 30% more productive if they shared knowledge better. Tweet this.

 

Do you know of any other initiative that your own team believes will improve your organizational productivity 30% or more? Go ahead, I’ll wait. No, I didn’t think so.

Want to know which part of sales is making promises that can’t be kept? Whom in Professional Services is building elegant custom solutions that no one else can understand or support? What tweak in manufacturing could make warranty returns drop by 5% or more? What marketing efforts are costing more to support than they bring in? Talk to Tech Support.

Good customer service isn’t just about customers that don’t complain. It is extraordinarily good for your bottom line. Tweet this.

What to do next?

As a leader, the single biggest influence you can have is to fix your customer support metrics. Almost certainly, what your customer support leaders are measuring isn’t good enough. Unfortunately, that is about where most of us are. Fortunately, a number of us got together and are doing something about it.

A group of leaders and the leading associations in the Customer Support world jointly developed the first-ever open standard for Customer Support Metrics – the Open Customer Metrics Framework (OCMF). Stop what you are doing now, and check it out. It is completely free, and is powered by Klever.

If you want to know how well you are listening to your customers, employees and the business and applying what you learn, Klever has developed a highly-rated tool, the Enterprise Customer Support Capability Assessment. 14 questions, takes your support team 5 minutes to answer. You get deep and actionable insights.