Customer service being overlooked, survey shows

There are many aspects to  providing a good customer experience, and as the IT-related power within businesses shifts from the chief information officer to the chief marketing officer there is a growing realisation that providing a good customer experience is one of the best ways to create `sticky’ customers and real brand loyalty. Yet a recent survey has shown that only a minority of UK businesses attach much importance to one important aspect of that experience – customer service.

Research commissioned by customer service specialists KANA Software,and conducted by across UK Contact Centre Association (CCA) members suggests many organisations are overlooking the potential for customer service improvements that could drive revenue.

The survey included a diverse mix of industry sectors, from financial services, to local government and retail. It reveals that only 39.6 percent believe senior management places a clear focus on customer service as a way to drive revenue. It also shows that 20.8 percent think there is little or no focus on customer service at a senior level.

The survey also found that the majority of respondents are unconvinced of the link between customer service and the bottom line, with only 41.5 percent taking a keen interest in revenue loss resulting from poor customer service. According to the data, one-in-10 management teams pay no attention to the financial implications of a poor customer service experience.

Improving quality and reducing the `cost to serve’ are currently seen as primary challenges in today’s organisations. The research also highlights what call centre agents perceive as key barriers to providing a better service: outdated systems, lack of investment, agent skills gaps and a lack of understanding or support at a senior level.

“Unfortunately, the contact centre is often seen as an operational expense and nothing more,” says Steven Thurlow, head of worldwide product strategy for KANA. “Often, senior management will review functional aspects, such as speed of handling times and resolution times. This approach is unlikely to drive further investment and instead maintains a focus on efficiency above all else. Fast service and good customer experiences are not always the same thing. Strategic investments in people, processes and the technology platforms that can aid them should be considered by the C-suite and across organisations.

“The commercial value of an effective call centre, balanced against mitigating and eliminating the potential damages of poor customer service, should not be overlooked. A contact centre is not an unavoidable cost – it can be an invaluable tool.”

The Contact Centre Association (CCA) surveyed a representative sample of its 5,000 senior practitioner members in the UK during November 2013 to determine current attitudes and behaviours. Responses were received from 82 member organisations, including private and public sectors, outsourcers and in-house contact centres from a range of industry sectors. within the CCA network, and material within CCA’s extensive research archive.