Expectations vs. Delivery: Improving Customer Service Metrics
Customers don’t expect you to be perfect. They DO expect you to fix things when they go wrong. – Donald Porter
Think back to the last time you called a company for assistance to resolve an issue.
Did you encounter any frustrations during your experience?
Improving Customer Service
A recent client was experiencing a number low scores on different elements of their customer service.
Client complaints addressed a wide number of issues including the:
- Length of time they waited to speak to someone
- Company’s failure to successfully resolve issues
- Number of times they were transferred
- Number of times they had to repeat their personal validation
Explanations to management for the poor performance ranged from:
- Lack of proper metrics
- Long delays in scheduling
- Delivering of upgrades
- New technology
- High absentee
- Attrition rates
Customer service departmental supervisors and managers were frustrated and tired fighting and never ending battle.
It seemed as if they were squeezing a balloon. As soon as one SLA improved another worsened.
A Need for Change
Traditional approaches to resolving the issues were not producing the desire results. A resignation that this was the way it would always be became the accepted mindset.
Senior management recognized the need for a change in department management perspective.
Instead of waiting and relying on technology to address and resolve the issues, a more timely resolution was needed.
Changing the Mindset
In less than nine weeks, the customer service supervisors and managers were able to:
- Identify core problem issues
- Develop and prioritize both short-term and near-term solutions strategies
- Quantify and justify the proposed actions in a presentation to senior management
FTP’s Managing Operations Workshop was accountable for the change in the operations mindset.
The workshop was also the cause of the development of a proactive vs. reactive change in the approach to call center management.
While not all of the issues and problems of the operation were resolved, departmental management had increased confidence in their skills and ability to improve performance.
The results included:
- Implementation of a performance efficiency program that streamlined workflow, reduced error rates and increased standardization that generated $255,780 in savings.
- Identification and correction in leakage revenue fees of $299,000 annually.
- A 15% increase in customer satisfaction ratings.