Managing expectations is one of those golden rules with customer service strategies, you just dont over promise and under deliver, unless you deliberately want to lose customers, or you simply dont care.
It started as a slow creeping sensation, when I realised that all was not well three weeks ago, but my broker just didnt have the courage to flag up that I had got older (hmm, what a surprise) and so could not borrow as much as before Christmas. Yes, me too, I am aging. I thought I had put my date of birth on the form so it came as a bad shock to learn that the world of finance is now making fresh assumptions about my health and ability to work.
Shifting sands and criteria:
No one asked me, nor told me, at the start of the house hunting process just how demanding or time consuming this would all be and that it would include these ageist and complex criteria. As each new requirement to be met comes through, (3rd set of bank and savings statements, and even going back to the solicitors statement accounting for the home I sold in 2003!) I have to stop all else and deal with the latest baffling request. And it is baffling just why some of the information and forms are needed at all, and with no explanations. Unfortunately the mortgage broker is apparently as confused as I am: there is definitely a training need for him and an education for us the customer, and quickly.
The recession has placed inordinate pressure on those selling and delivering service, for example:
- the estate agent did over sell the actual state of the house (it wasnt fully tanked and lined),
- the insurance broker delayed responding so I would have to stay with the more expensive product, and so on.
On the other hand due to recent redundancies, we are now not getting the service we have come to believe is standard, due to a lack of personnel, so:
- the lawyer hasnt chased up the other side to resolve key questions.
- another financial services company has lost a critical certificate and is hiding behind their processes as an excuse for not dealing with the problem for at least 4 weeks.
Develop Greying Processes:
Organisations have been developing strategies to link their brand values to the performance of their staff at the front line, they are in danger of losing the good will they have won if they go on ignoring these warning signs.
The Governments message which is on the TV, radio and in newspapers at the moment, is that we should be saving, building our pension pots, etc., because, yes it is official: we are living longer. There are going to be more and more of us getting older and of course we have been brought up on the concept of customer service. It is no longer acceptable to fob off the little old lady in a dismissive manner, or to assume because we have greying hair we cant hear and are stupid in some way.
Organisations need to consider how to take advantage of this large population who will continue to have a big buying power. It will require a re-think of many aspects of business operation that we take for granted are easy for the current target market. So you should review your business plan and objectives in the light of:
- the use of technology, as although more of us are using the internet – not everyone does, could you be excluding a large market?
- How old are your staff, as people buy from people, so should you employ those who can empathise most effectively?
- How flexible are your reward mechanisms to meet aging staff needs?
This will be a growing subject matter as we all experience the rush and tumble of modern day life but what changes to deal with our ageing. Bright organisations will be ahead of the game, and start to develop their understanding that 70 is the new 55!
The Full Article can be read on www.callcentre.co.uk.