Excerpted with permission from "Customer Service and the Human Experience: We, the People, Make the Difference," authored by Jon Anton and Rosanne D'Ausilio, Copyright 2003. Published by The Anton Press, a division of BenchmarkPortal, Inc. ISBN 0-9719652-7-7. For more information about this book and similar titles, please visit www.amazon.com.
Chapter 1: The Importance of Customer Service
Chapter 9: Team Building
Research lists what customers want as:
- personalized service
- customized response
- promptness in response
They want the person who picks up the phone to be their sole point of contact. They want that CSR to satisfy their needs -- whether it is service, support, order processing, or sales. Thus there is more pressure, more reason for ongoing training in areas of question answering, calming irate, frustrated callers, and cross- and/or up-selling opportunities.
According to research by Bain and Co. (Pawliw-Fry, 2002), major companies lose and have to replace:
- half their customers in 5 years
- half their employees in 4 years
- half their investors in less than 1 year
There are many studies regarding why customers leave. Most agree that nearly 70% of customers leave because of poor service or lack of attention, 15% because of price, and the remaining 15% because of product. That means that 70% of your customers leave because of something you did (or did not do). This is the good and the bad news. The bad news is that this is a very high percentage. The good news is there is something you can do something about it. At the same time, it is said that a customer is four times more likely to defect if the problem is service related than if it is price or product related (Customer Service Newsletter, 2001).
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