This is part of our ongoing series on scaling customer service, based on our Customer Service Scaling Timeline. This month we're covering Stage Four.
About our guest blogger: Judi Huck is a community consultant whose current primary goal is to develop community at FeverBee and around The Pillar Summit, which provides professional community management training. Judi joins us today to provide a rebuttal to yesterday's post on using metrics to determine when to hire more customer support agents.
Support isn't flipping hamburgers. Or if it is, it should be like working at the Shake Shack of burger joints and ensuring quality every step of the way.
How often do you hear friends complain about bad customer service? I seem to notice these types of complaints on a regular, if not daily, basis.
Instead of support being an investment in customer happiness – which it should be, in my opinion – support is often a high-volume, low-customer-satisfaction practice. The danger is that, more and more, we are living in a world of perfect information. Consumers are able to share everything. If you have an awesome product, they'll blog about it. If you have horrible customer service, they’ll tell everyone they know.
To an increasing number of people, stellar customer service goes hand-in-hand with awesome products. Having a business that caters to one side without putting appropriate emphasis on the other is a recipe for disaster.
The reason why so many customer service experiences are often unpleasant is probably they are undervalued by management. Because of the level of support that many customers experience, it could appear that support is a distant stepchild to other aspects of running a business like marketing, lead generation, what have you.