Most companies list great service as a strategy, as a means of achieving financial goals.
But why not make “remarkable service” a core company objective? Why not list it at the same level of importance as revenue, growth and profitability?
Elevating the value and visibility of service in your organization would have a couple effects:
1) It demonstrates to the company how important great service is. It’s not just a means to an ends. It’s at the core of how you define success as a company. Great service unlocks repeat business, word-of-mouth to new prospective customers, and is so important to your financial objectives that it should exist at the same level.
2) Remarkable service is not a fad, not just a quarterly focus, not something confined to only part of the organization. Great service is something every employee must focus on all of the time.
Ranking service as a primary objective of the organization will help you ingrain it as a core value, and ensure every employee is being kept accountable all of the time for how their decisions impact your level and quality of customer service.
Janelle Barlow and Dianna Maul, in their 2000 book Emotional Value: Creating Strong Bonds with Your Customers, discovered the following proof points:
1) 86 percent of customers switch companies because they were dissatisfied with the service they received.
2) 75 percent of customer purchases are made by repeat purchasers.
3) The best service companies keep their customers 50 percent longer than their competitors.
These stats aren’t surprising to most of us. But we have to ask ourselves – if great service is this important, shouldn’t it have a representative place at the core of how we define our success?