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4 clés en rapports avec les médias sociaux

11 janvier 2012

Partie d’une étude de JD Powers

 

A Special Report by
J.D. Power and Associates
February 2011

…Delivering service excellence is difficult, and relatively few companies do it consistently. This year, only 40 of more than 800 companies measured qualified as J.D. Power Customer Service Champions, and did so by performing consistently well in key performance factors.
Above all, this year’s Champions have created a culture that puts service excellence on center stage. They live it, believe it, and breathe it—from the sales floor to the executive suite. To develop and support this culture of excellence, the highest-performing companies focus on key management and operational objectives that are essential to delivering service excellence—and they apply these principles to each of the J.D. Power 5 Ps. These principles don’t work independently of one another, but rather in a fluid, connected way, supported by your company’s mission and by those who are empowered to make the biggest decisions.
The list below notes some of the key actions taken by Customer Service Champions to create and enforce a culture of excellence:
1. Focus First on Your Customers
Communicate effectively and proactively with your customers: Customers need to understand what impacts their service. Whether it’s a price increase, loan options, or coverage choices, communicate enough details clearly so your customers know what to expect. Take the necessary steps to increase the number of positive interactions with your customers, in the right way, at the right time.
Customers increasingly communicate via the Internet or their mobile devices, posting their opinions about their experiences with your company. Thus, social media can be a valuable communications channel for delivering service excellence to them, but only if it is done with the right commitment. Too many companies rush to respond without understanding the consequences. Make sure your company makes that commitment before engaging with social media.
Personal service throughout the life cycle of the customer relationship includes such experiences as customer outreach before an impactful change or a follow-up thank you call after a service experience—demonstrating that clear, appropriate, excellent communication is key.
Provide multiple platforms for positive interactions with your customers: Be there for your customers, no matter where “there” is. Whether it’s at a retail or service location, or via phone or online, your company should be where your customers need you to be. If your company isn’t there, someone else will be, and you can’t afford to lose opportunities. One caution—don’t go where your company isn’t prepared to be. Develop a strategy, support the right resources, and think before you leap. When in doubt, ask your customers.
2. Empower from Within
Empower your people to solve problems: Good people are more than knowledgeable and pleasant. Customers expect your people to be their partners in solving problems, so create an environment that turns your employees into proactive problem-solvers. 41 Achieving Excellence in Customer Service: The Brands That Deliver What U.S. Consumers Want February 2011 © 2011 J.D. Power and Associates, The McGraw-Hill Companies, Inc. All Rights Reserved.
Hire the right people, provide them with the necessary training and tools, give them the right opportunities to succeed with your customers, and then measure and reward the high performers. Performance is a process, and you should be constantly revisiting it to assure your people remain top performers.
Get your people involved and listen to them: Some of the best ideas for improving the service your company provides to your customers are locked away in the heads of your people. The highest-performing companies recognize this fact and involve their people accordingly—other than your customers, who has a better perspective on the interface between your company and your customers? Don’t ignore your own customer-facing people. Companies whose people have a voice have higher employee satisfaction. As with customer satisfaction, employee satisfaction provides positive results.
3. Be Well-Informed and Share What You’ve Learned
Measure and understand customer expectations: In today’s world, it’s easy to get data—perhaps too easy. Make sure you measure what has a demonstrable impact on your business. Customer opinion changes quickly in a world dominated by Twitter, Facebook, and YouTube. Research is no longer an annual process—it’s a daily requirement. Listen to your customers, wherever they share their opinion, whether it’s on the phone, on their blog, in your stores or service locations, or on their favorite social media site. If you’re not listening, understand that someone else is.
You now have more access into the tacit or unspoken nature of customers and consumers than at any other time in history. Listen carefully to what is being said and gain a deeper understanding of your customers, then use that knowledge to improve the service experience, to improve brand messaging, and to inform new product development.
Be transparent with information and results: Measurement of the right things only works if the right people see the results. From product development and sales, to contact center and Web design, the only way to incorporate the voice of your customer fully into your business is to be transparent with what they say to you—share broadly and openly; not just when the news is good, but also when there’s something to learn.

Le temps de réaction est un facteur déterminant à toutes situations.

4. Make It Fast and Keep It Easy
Speed and convenience: These remain constant desires of your customers, regardless of whether your company provides a product, a service, or both. With the advent of increasingly better technology, immediacy and simplicity have become basic expectations. This is true not just in the technology-related industries, but in all industries. This means everyone’s job just got harder—the bar is set higher, the expectations are greater, and the need is clear. Eliminate the nice-to-haves of your internal processes and focus on the have-to-haves.
Your customers expect a fast, and also easy experience. If you require them to do more work than they expect just to reach you or engage your product and service, you’ve provided a key dissatisfier—and very possibly an invitation for them to seek your competitors, who may prove easier to deal with than your company.

From → Expérience

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