I am often called in to organizations to consult on customer service. Many CEOs will ask me to analyze what’s going on in their customer service departments and suggest fixes for the most common complaints about that department – employees with surly attitudes, the inability to manage angry customers, employee disinterest in the customer to name a few. What I am always amazed to discover is that quite often the problems have started long before the customer even gets to the customer service department. The problem has occurred with the weak link in the chain – the department or departments that are operating according to their own set of standards and policies.  The customer service department is usually the last resort for the customer who couldn’t find satisfaction elsewhere in the organization. Customer service is usually the dumping ground for all the unmet expectations of the customer, who has tried their level best to guide themselves through your process using the chain you have provided for them.  The customer often arrives in the customer service department annoyed, frustrated, confused, or angry. They rarely arrive here happy and  singing the praises of your organization.

Knowing that this department is the last stop for many customers, why is it that so many organizations are unwilling to invest in the recognition, training, and support of the people who handle the less-than-happy customer?

Here are a few key things to think about as you plan for the next quarter/year:

• Spend time listening to your customer service department. They know which departments are the weak link in your chain. Most organizations have several weak links.
• Do a thorough audit of your inter-departmental policies.  Pay close attention to those policies that require help or support from other departments in the organization.
• Coach your managers to be collaborative. Too often, passive aggressive behavior and sabotage ruin organizations that allow this type of culture.
• Mystery shop or survey your customers on a regular basis. Ask your customers how well you  deliver on all aspects of your operations – from marketing to customer service!

Do you have a plan in place for auditing your “chain”?

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Take into consideration that this generation is very concerned about “rights” including those of the consumer. When designing your return policy or establishing your customer service department be sure to include ways to communicate to your customers that everyone’s rights and best interests are being taken into consideration in the problem resolution process. This generation wrote the book on protesting. The Vietnam War was an important event that shaped their values and ideals. Be ready to listen to this group because they are going to demand it.

Boomers also like to question the status quo. They are an important part of helping to improve the processes in our organizations because they challenge us to look at why we do things the way we do then seek out ways to improve. They were influenced by leaders like Robert F. Kennedy, who said, “There are those who look at things the way they are, and ask why… I dream of things that never were, and ask why not?”

Respect, honor, fairness, value, and meaning should be infused into your customer retention efforts for this generation. This generation had something to say and they are counting on you to listen.

Knowing what excites your customers and motivates them to buy should be an important factor in your marketing plan and customer retention strategy. Analyze your customer base and be clear with your marketing messages. The implications are far-reaching and could result in better customer retention rates for your organization.

To schedule a “Generations In the Workplace” seminar contact us at angela@marketviewpoint.com.

• Like what you read? Digg, Stumble or Tweet this post!
• Market Viewpoint …helping you see your business through your customers’ eyes.
• Follow Angela Megasko, president of Market Viewpoint on Twitter today! www.twitter.com/AngelaMegasko