Steps you can take to build a customer-focused organization

It seems that no matter what the industry, market competition has grown fiercer in recent years. While innovative products and services can do much to set a company apart from its rivals, persistent growth and success cannot be accomplished without taking care of the most important player in the game: the customer.

All too often, businesses are guilty of gambling with their future prosperity by making customer care as an afterthought. Companies that rely on call centers to service clientele may be particularly susceptible to this risk, as technological advances and cost-cutting measures may overshadow personalized care. However, it is the loyal, repeat customer who helps build a solid business and serves as an ambassador, providing positive word of mouth that draws new transactions. With well thought-out steps, companies can create a customer-focused organization that stands apart from its peers. And, an investment in customer care can provide generous returns over the long run.

Constructing a customer-focused organization requires a keen awareness of the customer experience at every level of the company. Each interaction with a customer, no matter how insignificant it may appear, provides opportunity opportunity to create value, make a lasting impact, and leave a favorable impression that moves toward solidifying a long-term relationship.

Building a strong customer focus is not a simple task. It requires the implementation of a well-planned system that measures, audits and monitors a customer's experience. Most importantly, it must ensure that the claim of superior service is not a bluff. Though clients may switch to a new product or service based on a perceived improvement in customer care, they will be quick to take their business elsewhere if actions consistently fail to live up to a promise.

Think of a customer care plan as a map to get from point A to point B, with point B representing the ideal customer experience. As with any map, you can't get to point B without knowing your current position. Preparing a comprehensive audit of operations can provide a snapshot of how your organization currently stacks up in the marketplace.

With many companies, the frontline in customer care is the call center. A review of call logs can provide a wealth of information, from how much time callers spend on hold to how many times a customer must be transferred or even called back to have an issue resolved. Once an analysis is completed, an organization is in a better position to assess its shortcomings. At the same time, an analysis can show which actions are adding value to a customer experience and should be maintained going forward.

Customer care is about promoting practices that add value to clients, and minimizing activities that detract from value. Once an organization understands which areas need attention, it can develop benchmarks for improvement. To ensure that efforts remain on track, it is necessary to develop a set of measurements to evaluate performance and determine how far customer service levels have come from the baseline.

A company's key measurements should reflect an organization's definition of a positive customer care experience. Most customers want to speak with a human being, have their problems addressed effectively, and complete transactions and interactions in a timely and pleasant manner. Many of today's cost saving practices such as complex automated phone systems and lean staffing that can't process calls efficiently end up costing businesses their clientele.

Once again, log books at call centers can help measure improvement. For instance, a business could define a key measurement as having live representatives answer calls within 20 seconds at least 95 percent of the time. Call logs can indicate periods when representatives regularly fall short of the goal and help launch conversations about how to adjust staffing during high traffic hours.

Another key measurement may be to resolve an issue on the first call by the first representative to answer. Customers who are transferred from one associate to another, or who must call repeatedly about the same problem, will lose faith in the company's expertise and follow through. Whether on the phone or at a service call, representatives with a good understanding of the problem and an efficient and effective fix will help to build confidence.

It is not enough to take measurements until achieving the desired goal. Instead, it is necessary to remain vigilant once a target is reached to ensure that a specified level of service can be maintained reliably.

Measurements must be taken regularly daily or hourly if industry standards demand it to remain sensitive to customer feedback and employee performance.

In addition to reviewing call logs to ensure that benchmarks and actual results coincide, management can also look for ways to survey customers to ensure that as their needs develop, the company is responding with appropriate services. Contracting with a third party to provide a non-biased customer service assessment may also be beneficial. A neutral party may be able to access service information on industry peers and other competitive data that could help shape a department's goals and expectations.

A company's rhetoric about superior customer service must be supported through consistent, positive interactions. Companies must make their customer focus transparent by the way they conduct business, and empowering their employees to resolve issues is a critical element. Employees who receive comprehensive training such as through role playing, listening in on calls, and participating in mentor relationships will have the skills to inspire confidence in their customers.

A well executed customer care program can set a company apart from the competition. By investing in their customers, companies are investing in a more stable future.

Josh Conklin is senior vice president, Nevada, for Integra Telecom.