Swift diagnosis for technical selling
When it comes to basics
like customer service and technical support, several firms find
themselves totally out of sync with customer expectations, and the
realities in the laboratories or on the shop floor
![Rajiv-Juneja](/IMG/330/47330/rajivjuneja.gif)
The pump that was guaranteed as
'leak-proof' started leaking within five minutes of
installation. To make matters worse, the needle on the pressure dial
remained immobile at all pressures! The noise level of the pump was
much higher than what the sales person had promised at the sales
presentations. The reputation of the attending company service engineer
and the technical expert was in tatters, even before they had a fair
chance to impress the new customer. Murphy's Law?
'If something can go wrong, it will go wrong'.
While existing customers are far more understanding and tolerant of
product and service failures because of the trust that has developed
and the relationships formed over previous transactions, a nightmare
like the one described above can seriously fracture the confidence of
the new customer.
It is surprising that when it comes to basics like customer
service and technical support, so many companies find themselves
totally out of sync with customer expectations and the realities in the
laboratories or on the shop floor. Can 'egg on the
face' situations be avoided for both new and existing
customers? Could the factory acceptance and site acceptance tests on
the pump have been planned better? Could the pump have been subjected
to more rigorous tests before dispatching to the new customer? Did
quality control do its job? And several such questions would arise.
Inadequacies and
misadventures in customer service and support should be looked upon as
major opportunities. Or to state it more politely, it can create the
difference between one brand and the preferred brand. The difference
lies in the service approach the company subscribes to. Is
top class support a cost? Or is it an opportunity to cement existing
customer relationships, realize a continuing stream of revenues from a
satisfied and brand loyal client, acquire more new business through
outstanding customer referrals and testimonials? Can a track record of
excellence in support and service be built brick-by-brick with the new
customer and leveraged from the first step of the business relationship
and add to company revenues and profits from service and support ?
Companies that subscribe to the latter, more correct view back up their
beliefs with real investments in the CRM process.
How many companies engaged in the business of selling complex,
technical tools and technologies to B2B customers have really
understood, and meaningfully aligned the different elements of the CRM
model?
What could be some meaningful service metrics? First Call Resolution
(FCR) – whether over the voice based system, the help desk,
or the actual service/support engineer's visit. Are people
and processes of the company tuned to this concept? Are they even aware
of it? Sure, not all problems, especially technical problems can be
addressed in the first call. But the point is, are FCRs being measured
and analyzed? Suppose, out of 100 service requests only 20 percent are
FCRs, and the remaining 80 percent are customer
requests that require multiple service/support. What's the
mean time between failure (MTBF)? Is it within the norms accepted by
the customer or is it that despite MTBF being very low (suggesting poor
maintenance and improper use) you are happy that it is
'within SOP Norms' fixed arbitrarily by company
policy? What is the mean time taken for diagnosing the problem? Is it
spiraling upwards? What is the mean time taken for repairs? Does it
imply poor trouble-shooting skills or unavailability of service parts?
Are your support and service people overloaded and too stretched?
Yes, you have a sophisticated software-based service/support
system in place, one that your company paid through its nose, costing a
cool Rs 21 lakh! It accepts customers' service related calls
toll-free, it logs in all the complaints nationally and even generates
reports for you. The point is how have you used the data and
information available to craft or re-craft service strategies and
policies for continuous improvements. If the customer satisfaction
index (CSI) still hovers at a dismal 70–75 percent year after
year, have you achieved anything at all? Perhaps FCRs and root cause
analysis will demonstrate the real problems and their causes; efficient
time frames required to resolve them or the crucial area of training to
reduce them.
Training is a critical pre-requisite for delivering top-end service and
support. Unfortunately, design and implementation are given more
importance in organizations. While the HR department is the most remote
from the field. Most HR staff, with the foresight of
ostriches, believe that product and technical training is more than
adequate and is in fact 'the perfect antidote' to
'ramp up service levels'. A very critical component
of effective and good service/support is the handling of customer
relationships and customer perceptions. It demands a great variety of
soft skills.
Skills like persuasive communication, tact, and patience have
to be taught to service/support people. How to diffuse and handle a
crisis? What are the best techniques to handle objections or
anger? How to buy more time from the customer? How to communicate and
share the nature of the problem with the customer? Can one tell a
harmless 'white lie' or should one openly share all
the 'moles, warts and pimples' of the issue with
total integrity with the customer ? Service engineers
straight out of college are at a total loss to handle such demands
professionally. Few HR trainings focus on this. The result is that
instead of giving good service they end up being good servile servants!
And when it comes to impacting company image, there is a big difference
between being servile and being service oriented. Nor can companies
afford to wait for these engineers to acquire these skills after
six–eight years of on-the-job learning.
So, coming back to the beginning – how could the service
engineer have handled the pump failure problem with his new customer?
First, by aligning himself with the customer, acknowledging the problem
to the customer openly. Apologizing and then demonstrating to the
customer some immediate, real and concrete action. No excuses, no
quoting of constraining company rules or procedures. Swift
diagnosis (not a trial and error approach), calling up the service
center for a stand-by pump given the criticality of the pump
for plant operations, an explanation to the customer on why the leakage
cannot be plugged at the customer site.
And reassuring the customer by calling up the service head in his
presence. After all the customer, like our boss, believes that his
service guy should not be 'paid to be a part of the
problem'.