To create a good customer service strategy an organisation should consider the key outputs that achieve or drive satisfaction in the goods or services being supplied.
The key attributes of a customer service strategy are reputation, performance, growth profitability and trust.
If the above can be harnessed by the top management team within an organisation, then a meaningful customer service strategy can be prepared aligned to the services offered.
When creating a customer service model, the organisation should consider what level of service it hopes to achieve consummate with the offering.
Consider what are competitors offering that is comparable and what service outcomes are delivered. There are numerous business models for competitor analysis but the focus here is customer service outcomes.
Again, as the author has discussed in previous blogs the culture and tone within the organisation should support good service delivery. A culture audit should focus upon the good and bad aspects within an organisation. Indifferent attitudes and working practices need resolving. Pay structures and incentives need to be aligned with good customer service, not just sales volume.
An organisation’s internal processes and training may need enhancing to delivery good customer service. Knowledge reviews of a company’s products and services may be required. Training in good customer service techniques should be planned.
By adopting the prestigious British Standard BS8477 an organisation can benchmark its arrangements to the leading published framework for customer service.
Organisations seeking to go that step further can consider the prestigious BSI Customer Service Kitemark award. The author of this communication is uniquely qualified in assisting clients with this journey.
For further information and to book your BS 8477 – Customer Service survey please contact: Marcus J Allen at Thamer James Ltd. Email: firstname.lastname@example.org
Marcus has twenty years’ experience in delivering Governance, Risk and Compliance solutions to over two hundred organisations within the UK. Marcus holds the respected Diploma in Governance, Risk and Compliance from the International Compliance Association and holds a master’s degree in Management Learning & Change from the University of Bristol. Marcus is a Fellow of the Institute of Consultants and Fellow of the Chartered Management Institute.