Customer Service - A Matter Of Fact(ors)

In business there are two factors which contribute to job satisfaction. In customer service it seems there is a similar dichotomy of factors. One set contributes to satisfaction and another set counters dissatisfaction.

Frederick Herzberg, an American business analyst, isolated the presence of motivators and de-motivators in jobs and in business. One needed to remove the dissatisfiers before attempting to stimulate higher levels of performance and commitment by promoting, highlighting and utilising the motivators. They were effectively counter-veiling forces which, when all aspects were addressed, contributed to a single positive outcome.

Recent calls by chief executives, bankers in particular, for a recommitment to service excellence are commendable, timely and appropriate.

The satisfaction gap between what customers/clients expect and what they receive, has in the immediate past broadened.

So where does one start?

At the beginning is usually a good idea.

For example, when members of the public talk about banks they refer to and visualise physical premises. Therefore, branch closures inevitably lead to customer dissatisfaction and disquiet.

Automatic teller machines (ATM’s) are not banks. They relate to the process of banking. Therein lies a telling, insightful and striking consumer perceptual base. Close study and analysis of the findings from three recent studies into differing perspectives of quality customer service by Marketing Focus reveals some significant findings.

In essence, business processes are the biggest contributing factors to customer dissatisfaction. Staff member attitudes are identified as the foundation to customer satisfaction.

Therefore, the strategy parameters for enhancing customer service standards and to enjoying increased customer satisfaction, loyalty and referral must identify and respect the presence and nature of these two factors.

It requires a two-phase strategy to address the concerns and the aspirations of consumers.

The following two tables are a composition of expressions by respondents in three surveys conducted during 2002.

Highest ranked service dissatisfiers Telephone intercept technology Call Centres - unable to speak to preferred individual or local branch Queues at premises Automated processing of customised orders Depersonalisation – references to account numbers Herd mentality – bulk mail/Dear Sir/Madam salutations Lack of individual accountability, authority and recognition of service providers Highest ranked satisfiers Punctuality – respecting time, appointments Deal with and recognised by individual service provider Responsiveness – will extend themselves to satisfy customer Consistency – identical service standards and practices between people, branches and divisions Recognition – of individual needs, circumstances and expectations Accuracy – correct, complete deliveries and accounts

It is apparent that no continuum exists between the two sets of factors and between individual elements. There is however some interaction and integration between the two groupings.

Therefore, initiatives by senior management to streamline and upgrade the processing of customers, clients and/or orders simply minimise the degree of customer dissatisfaction. Too often the underlying drive for such policies is to optimise profits by lowering costs. On aspects of customer service, as in business itself, it is difficult if not impossible to serve or satisfy two masters. Consequently, pursuit of lowering costs and improving profits can, and often does, impinge on customer service standards.

One factor will inevitably fulfil the role of a superordinate consideration, while the other will be subordinated. Regrettably, more often than not service and long-term relationships come second.

Pre-Emptive Factors

To achieve and sustain high service standards it is important to recruit, induct, train and support good people. They must necessarily be delegated matching levels of authority and responsibility to enable them to fulfil customer/client expectations.

Above all else the customer service providers must possess and project the right attitudes. Consistent with the long-standing philosophy, one should recruit for attitude and train for aptitude.

Clearly, customer service, its innate attributes, characteristics and benefits are emotional, subjective and “soft”. The hard-edged aspects of service excellence are reflected in sales, profits and customer loyalty.

Service excellence is based on attitudes. It is the face of an entity and defines its culture and personality.

Focussing on the processes of service delivery can decrease customer dissatisfaction and can save costs. However, that is a half measure. Addressing and redressing the dissatisfiers will not enhance the perceptions of good customer service, happiness and fulfilment.

Recognise and respect the presence of both factors. Address each and in a systematic and integrated manner work towards the outcomes which are a consequence of the higher order “satisfier” factors.

Quality customer service does count. The cost of a lack of quality customer service is even higher.

Summary of key points In job satisfaction and customer service there are two distinct factors: Satisfiers Dissatisfiers Enhancement and/or manipulation of one set of factors in isolation will not achieve and sustain customer satisfaction. It must be a staged and integrated strategy. At all times distinguish between processes, outcomes and perceptions. The process of banking is different to banks (the buildings). Service excellence factors are typically emotional, subjective and “soft”. The consequences of such are hard edged. Lowering costs and improving customer service standards may be incompatible goals. It is difficult, if not impossible to serve two masters.

Barry Urquhart, Managing Director of Marketing Focus, Perth. Barry is an internationally recognised conference keynote speaker, facilitator of strategic planning workshops and marketing business coach. He is author of six top selling books, including the two largest selling publications on service excellence in Australasia. Tel: (08) 9257 1777; Email: urquhart@marketingfocus.net.au; Web: www.marketingfocus.net.au
First published: 19 June 2003.
Last updated: 8 March 2006.