Four Customer Service Strategies: Which One is for You?

Customer service strategies cover the gamut from seeing customers as a necessary evil to the concept on which this book is based, branded customer service. Summarized in table 1 are four strategic customer service options.

Table 1: Customer service strategies

STRATEGY	SERVICE	ORGANIZATIONAL BEHAVIOR	TARGETED OUTCOMES	LIKELY RESULTS
CUSTOMER SERVICE AS A COST	Seen as not necessary, extraneous Seen as a short-term transaction	Policy: Don't trust either customers or staff Rules: Make no exceptions Approach: Take care of the organization first, customers second Training: Extremely limited; technical or product training when necessary Management: Short-term focus; quick fixes for all problems	Highest possible margins for each transaction	Customers buy on price and availability Staff stay based on salary levels Engagement with company is very low Organization operates as a commodity
CUSTOMER SERVICE AS A NECESSITY	Required because competitors are offering it Seen as a cost, rather than a marketing investment	Policy: Be nice to customers Rules: Limited empowerment of staff Approach: Do what is necessary to keep the customers but no more Training: Generic customer training for frontline staff; "smile training" Management: Short-term focus; reaction about customer problems	Avoid noticeable customer dissatisfaction Satisfied but not loyal customers Aim for zero filing of complaints	Fewer lost customers Repeat business based on prices, availability, and customer inertia Engagement with company is low Organization operates as a commodity
CUSTOMER SERVICE AS A COMPETITIVE ADVANTAGE	Seen as a strategic measure to develop business	Policy: Exceed customer expectations Rules: Staff empowered to take care of customers Approach: Delight, knock socks off, create raving fans, customers for a lifetime Training: Packaged training with titles simitar to the ones above Management: Longer-term focus; direct involvement with customer service issues	Delighted customers High customer survey scores Bonuses awarded based on survey scores	Enhanced reputation for service Staff more likely to stay High levels of repeat business if product is solid Engagement with company is positive
CUSTOMER SERVICE AS AN ESSENTIAL LIVING EXPRESSION OF THE BRAND	Seen as a vital aspect of the organization Seen as the brand in action	Policy: Every touch point reflects the brand Rules: Brand promise reflected in internal policies and procedures Approach: Service delivery that is on-brand Training: Tailored brand education for everyone Management: Long-term focus; management involved in every phase of on-brand service	Brand is integrated into total organizational culture Aim for reinforcement of brand messages among customers and staff	High percentage of engaged customers who become brand advocates Engaged and empowered staff; feel like they own the brand Customers feel emotional connection to company Increased brand equity; higher profits

Why is it that more companies don't implement a complete branded service strategy? Lack of awareness is certainly a factor for many. However, part of the explanation is that creating an environment where on-brand service is offered to customers requires managers to authentically value and respect their service providers. Frankly, this respect isn't always present. A branded approach toward service must also acknowledge and value the dynamic, human exchange that is the essence of an interaction between customers and service providers. They would like to believe that their service strategy is at least at a competitive level. But their implementation in terms of how they treat their own staff is at a "cost" level. They fool themselves. But the public isn't fooled.

Another reason more companies do not implement a branded service strategy is that many service providers see their interaction with customers as a battle. If you listen to people within organizations talk about their customers, you hear name-calling, see rule implementation that demonstrates a lack of trust, or experience the fear many companies have precisely because they know customers are a necessity. As a result, they don't fully implement strategies based on creating cooperation between customers and staff by delivering what has been promised. They don't understand that this is the most direct way to win trust, support, and loyalty.

But probably the most realistic answer for many is that the phone keeps ringing and people get distracted. They are simply too busy handling day-to-day operational requirements of their business to engage in a branded service strategy that requires time and attention. Branding your customer service starts with a conscious decision to pursue this service strategy, and then it requires ongoing attention. It isn't done accidentally.