Strategic Approach To Improving Customer Service

As the current time is changing too fast, the needs and the demands of customers are also changing constantly. The good organizations are also changing their strategy to fulfill the customer’s expectations and to prove their organization as a customer oriented. Most customer service centers are giving the best service to be best suited on the customers needs and working speedily to increase the level of satisfaction of their potential customers. The important Question comes that “What should be measured and how?” As contact centers have become more sophisticated, there are significant opportunities to transform the customer experience, add value and multiply returns.

 Most customer service centers have concentrate on the daily incoming calls. To measured there are important opportunities to transform the customer experience, add value and multiply returns. The one good way is quick reply to the customers query but here one thing is very important i.e. if the information lacks the necessary knowledge and skill level to solve the customer’s issue, then the only thing the company has accomplished is frustrating its customer 20 seconds sooner.

For any organization or customer services center have only one goal to provide the best efficiency for customer services. To be a one the strategy of interaction to customer is very necessary. Success has changed little over the years due to automata ion in data management.

Call centers are typically pretty good at measuring what happened in terms of when a call arrived, where it went, and how long it took, but are not as good at linking the result or outcome of the call. To build a customer-centric environment, companies need to base agent rewards on their ability to satisfy customers. Using the voice of the customer as a quality metric will encourage agents to deliver better performance because they have a direct stake in what they are being measured against.

The key is the ability to link the outcomes with the people and the processes that were involved in each of the transactions. This will result in more accurate evaluations and help you better focus your training efforts. By rewarding agents who were able to arrange regular call-backs, the company was quickly able to change agent behavior, while increasing both sales and customer satisfaction. If agents are measured strictly on talk time, they may not care whether they solve a customer’s problem, as long as they wrap the call quickly.

The company’s accountants or the contact centre manager may be happy, but hardly anyone else is. Bottom line: you can’t measure speed and think that a positive speed of answer metric translates to customer satisfaction. Does a company benefit more by saving 20 seconds on a call, or by winning a customer for life by taking extra time to create a satisfying experience? The problem lies in how you determine which metrics are most important for measuring agents’ performance; and how you use the information to motivate agents, identify specific problems and improve their performance. More powerful than written surveys is the ability to give customers the option of answering automated survey questions from an IVR system upon completing a call or right after the service interaction.

This provides data that can be immediately acted upon in terms of agent coaching, or to trigger actions designed to save potentially lost customers to competitors. This is the clearest way to isolate problems and identify how and where to focus your improvement efforts.

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1 Response to “Strategic Approach To Improving Customer Service”


  1. 1 karygill March 31, 2008 at 6:25 am

    For increasing approach to customer satisfcation for a healthy business enviornment customer satisfaction is must as we are passing through the competetive era where satisfcation keeps its own postion . As customer needs are constantly changing time by time & different contact centers are trying to respond accordingly.
    While most contact centers have risen to the challenge of supporting volume of calls or containing costs, few have yet taken a strategic approach to measuring performance.


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