Customer Experience is extremely dominant in brands loyalty. Besides the expectation of meeting high service and product standards, the customer expects quick, attentive, caring, and courteous service which gives him the feeling that he is understood, and that his needs are being consistently met. The art of service lies in the ability to address not only the customer’s expressed desire relating to the product or service, but also to the emotional needs relating to the company – the need for choice, respect, and recognition, and the feeling that an effort is being made on his behalf, and that he belongs. The customer experience – the way the customer perceives the organization, and his expectations of it – is a result of all the customer’s encounters with the organization – its image, products, facilities, and, of course, its people. The organization’s ability to design and control the experience depends on its ability to create integration and consistency in these contacts and the organizational mechanisms supporting them, including those not visible to the customer.
Analyzing the service aspect – mapping and specifying the organization’s encounters with its customers, together with learning perceptions and expectations of service and customer relations. This process involves conversations with the organization’s personnel, conversations with customers (whenever possible) in interviews or focus groups, observations, customer journey’s analysisi, review of data, etc. At the same time, we prepare a benchmark for studying the characteristics and attitudes of other relevant companies with respect to this aspect. The information compiled is processed and analyzed in order to detect the organization’s service-related strengths and weaknesses and to formulate proposed lines of action, which are brought up for discussion with a team assigned by the company.
Formulating service concepts – Based on the analysis findings and joint work with the company’s team, A Service Concept is formulated, which serves as a starting point for setting the change process in action. The service concept defines a number of key values, and functions as an organizing concept for the entire process. The concept should be formulated in a way that enables us to evaluate relatively easy whether in each organizational aspect we are applying the concept correctly or not. That is to say, this will enable evaluating whether the concept is followed in the work processes, supporting systems, the way we communicate with the customer, and also in internal organizational aspects – in management, internal organizational communications, and internal service for company employees. The goal is to turn the concept into the organizational culture – the way things are done.
Implementing the concept in two key organizational aspects:
1) At the operational level – organizational structure, work processes and interfaces, supporting technological systems (such as CRM, CTI, queue management, knowledge management,Omni-Cannel and other systems). Successful implementation of the concept depends on understanding that the encounter with the service representative is the end of the process, which is affected by production processes within the organization. It also depends on interfaces between the service units and the rear units, and it determines the quality of the product, effectiveness, and customer response times. The operational aspect of planning the operation is aimed at giving the organization control at the desired service level according to the requirements and characteristics of the market. Special emphasis is currently placed on adapting the processes to multi-channel service (frontal, telephone, kiosk points, website and e-mail, applications, chat, SMS, fax, etc.) to enable the customer to choose, while being diligently consistent about the information and service in all the channels (style, terms), and the continuity of the service between them: the customer can begin to receive service on one channel and end it in another channel.
2) At the behavioral level – providing excellent service often requires an emotional effort. The service provider puts the customer’s needs above his own, which sometimes requires rising above automatic and natural responses. Service is therefore very sensitive to motivation, the sense of meaqning, and the overall employee’s well being and feelings of belonging. We devise service management training programs which translate the service concept into a managerial approach, and provide managers with tools for implementing it: perception of the manager’s role as a service manager, recruiting partners and managing the link with the relevant interfaces, designing service management routines, motivating employees to provide service in maintaining high energy, coping with burnout. We assist the company in translating the service concept into language – concrete guidelines for customer relations; service communication skills, including identifying the customer’s emotional needs, applying effective service skills, skills in setting service limits; and an effective solution for conflicts and complex situations.
The challenge of being a service provider involves providing a service that is high-quality, treats the customer with respect and is equal to all. In the aim of enabling customers with disabilities to enjoy an excellent service, the organization must be sensitive to the customer’s special needs and to make the service accessible. Making the service accessible will enable people with disabilities to receive a high-quality service while maintaining a high level of satisfaction. We provide guidance in raising awareness of the special needs of the disabled, becoming familiar with the various disabilities and their accessibility needs. We train personnel to use suitable communication skills and to adopt methods for handling people with disabilities in order to provide a high-quality service experience to all the company’s customers.
