Every Individual in an Organisation Can create or loose a Customer

Today's leaders are partners with their people; they no longer can lead solely based on positional power. Good business practices start from the top of the organization. Hence for this management should be viewed as part of the team. Perception is incredibly important when it comes to management visibility. Management should be there as a partner to help reach a resolution as quickly as possible.

Create ways to communicate excellent examples of customer service both within and outside the company. Institute celebrations, recognition ceremonies, logos, and symbols of the customer service culture and its values. This is where you want the mugs, buttons, and banners. Have a customer service bulletin board to feature service incidents that were special. Seize every opportunity to publicize the times when employees do it right.

Positive and helpful customer service requires a positive "we will help you if we can" attitude, even if the help is different to what the customer was expecting or hoping for. Customer service requires constant attention on the positives, not the negatives.

What matters most to customers and has the greatest impact on their experience, is the way they are treated by the people they come into contact with. Everyone in an organisation has the power to create or lose a customer for life.

In order for a culture of customer service excellence to grow and thrive, management must have a burning desire for it to be that way and the energy to ensure that this desire spreads throughout the organization and remains there permanently. You must become a totally customer-focused organization. Everyone, from the top down, must believe that they work for the customer.

 

[Helino]

thanks a lot for the article

 

[PrashantDwivedi]

Good Article.

 

[Dhruv Bindhani]

Today's leaders are partners with their people; they no longer can lead solely based on positional power. Good business practices start from the top of the organization. Hence for this management should be viewed as part of the team. Perception is incredibly important when it comes to management visibility. Management should be there as a partner to help reach a resolution as quickly as possible.

Create ways to communicate excellent examples of customer service both within and outside the company. Institute celebrations, recognition ceremonies, logos, and symbols of the customer service culture and its values. This is where you want the mugs, buttons, and banners. Have a customer service bulletin board to feature service incidents that were special. Seize every opportunity to publicize the times when employees do it right.

Positive and helpful customer service requires a positive "we will help you if we can" attitude, even if the help is different to what the customer was expecting or hoping for. Customer service requires constant attention on the positives, not the negatives.

What matters most to customers and has the greatest impact on their experience, is the way they are treated by the people they come into contact with. Everyone in an organisation has the power to create or lose a customer for life.

In order for a culture of customer service excellence to grow and thrive, management must have a burning desire for it to be that way and the energy to ensure that this desire spreads throughout the organization and remains there permanently. You must become a totally customer-focused organization. Everyone, from the top down, must believe that they work for the customer.

The article from May 21, 2011, emphasizes the crucial role of leadership and organizational culture in delivering excellent customer service. It argues that effective customer service stems from management being partners with their people and fostering a "totally customer-focused organization."

Here's a breakdown of the key themes and recommendations:

• Shift in Leadership Paradigm: Modern leaders must be partners with their employees, moving away from sole reliance on "positional power." Good business practices, especially customer service, originate from the top. Management should act as a supportive team member to facilitate quick resolutions for customer issues.
• Visibility and Communication of Excellence:
  
  • It's vital to "create ways to communicate excellent examples of customer service both within and outside the company."
  • This involves instituting celebrations, recognition ceremonies, and using symbols (mugs, buttons, banners) to promote the customer service culture and its values.
  • A "customer service bulletin board" is suggested to feature special service incidents.
  • Organizations should "seize every opportunity to publicize the times when employees do it right."
• Positive Attitude in Service:
  
  • Customer service requires a "positive 'we will help you if we can' attitude," even if the help differs from initial customer expectations.
  • The focus should always be on the positives, not the negatives.
• Employee Impact on Customer Experience:
  
  • What truly matters most to customers is "the way they are treated by the people they come into contact with."
  • Every employee has the power to either "create or lose a customer for life." This highlights the direct link between employee behavior and customer loyalty.
• Management's Role in Fostering Culture:
  
  • For a culture of customer service excellence to thrive, management must possess a "burning desire for it to be that way" and the energy to ensure this desire permeates and permanently stays within the organization.
  • The ultimate goal is to become a "totally customer-focused organization" where "Everyone, from the top down, must believe that they work for the customer."

In essence, the article advocates for a top-down, holistic approach to customer service, where leadership acts as a partner, champions positive employee behavior through recognition, and instills a pervasive belief that every individual in the organization ultimately serves the customer.