Familiar message. Different times.
Gaps can be dangerous. Particularly when they aren’t recognised.
That is the common scenario for many entities at present. Assessments of service standards by consumers, clients, business leaders, staff-members and external consultants are not aligned.
Consequently, a disturbing and increasing number of businesses have, and will, fall into those gaps. Some will contend, serves them right. Self-assessments on customer service standards and experiences are often illusionary. Absences of customer complaints are not good and accurate measures of prevailing levels.
Customers are simply leaving, not registering their dissatisfaction, then taking their business, needs and revenues with them.
Often frontline service providers are the “meat in the sandwich”, but are reluctant to provide management accurate, timely, ongoing, and objective feedback. That gap in information exchange exacerbates the gaps in service expectations. Management is none the wiser.
It is difficult to reconcile the different and differing measures of service. Varying bases are being employed.
The final and most important arbiter is, and must be, the customer. Managers need to speak and interact more often with existing, prospective and past customers.
THE SILENT MAJORITY
Little more than 6% of customers and clients have or are inclined to express their disappointment and their intentions to take their demands, needs, expectations, revenue and business elsewhere. They do, however, share such with associates, fellow workers, family members and others in numerous networks. Brand damage is immense.
The lack of feedback can, and often does, extend for weeks, months or longer before it registers with the offending businesses. In that time new relationships are established and developed.
Understandably, many affected customers and clients are unwilling to contemplate a return to the previous service provider, and to forgive past shortfalls and deficiencies.
Too often, business owners and senior managers are not advised of the circumstances and consequences.
SERVICE BUIDING BLOCKS
The foundations of service excellence include:
· COMMUNICATION
· PUNCTUALITY
· PERSONAL ACCOUNTABILITY
· REPONSIVENESS
· MALLEABILITY
· CONSISTENCY
· CONTINUITY
· ONE-TOUCH
· FOLLOW-UP
· FOLLOW-THROUGH
Other factors do contribute to and reinforce positive customer experiences. Each of the ten listed dimensions, when appropriately formulated, documented, implemented, promoted, and supported are effective in establishing, sustaining, and enhancing expectations.
Management of those expectations and ensuring that no gaps evolve, exist or persist provide a template to make, and to consistently deliver promises. Fulfilled, they result in customer satisfaction, repeat business, loyalty, referrals and brand advocacy.
Ongoing two-way communication is the pillar of extending relationships, refining purchasing criteria, accelerating trust, multiplying confidence, and facilitating satisfaction.
Communication involves time, money, and resources. Diligence, overviews, reflection, and discipline compound positive customer service experiences.
Complaints about too much communication are rare, the reverse is another matter.
TIME, TIMELINESS
Unquestionably, in commerce time is money. Timeliness is a virtue.
Keeping people informed (often in real-time) fosters trusting, reassuring interactions and mutually rewarding relationships.
Customers and clients are able to make informed decisions, refine schedules and priorities, while appreciating and valuing the choices they have exercised.
QUICK FIX
On issues of service excellence there are no quick fixes. Likewise, single-shot initiatives are ineffective and inappropriate.
Quality customer service is an all-embracing comprehensive culture value to which all need to commit and to adhere. There are no exceptions. Rank does not equate. Nor do suggestions of the existence of internal and external service standards.
In short, there are no gaps. Promising, delivering, maintaining, and enhancing service standards should be, and is, seamless.
Shortfalls do occur. They are tolerated, short-term.
A good starting point is to review and upgrade communication channels. They should be multiple, open, responsive and provide ready access to local frontline service providers who are well trained, qualified, experienced and authorised to address and fulfill customer and client needs, expectations and wants.
Business owners need to initiate undeclared and nondisclosed contact with their entities.
The experiences are always enlightening, sometimes dark. Closing the gap between the two is challenging and rewarding. Eliminating the latter is fulfilling and imperative.
BY ANY MEASURE
A disciplined, structured countdown to each of the 10 pillars of service excellence is a great application of the concept, particularly when applied to responding to this text.
THE AUTHOR
Barry Urquhart
Managing Director
Marketing Focus
M: 041 983 5555
E: Urquhart@marketingfocus.net.au
Barry is the author of the two largest selling books on Service Excellence in Australasia, is a popular facilitator of development workshops and a respected international conference keynote speaker.