A shift in attitude & embracing new tools can help break telco’s poor customer service cycle writes Mussy Kurt-Elli, CEO of QubeGB and a keynote presenter at Maximize Europe Conference which took place in Amsterdam earlier this month.
While it’s no secret that telcos perennially end up at the bottom of customer satisfaction reports, a survey this summer by the Institute of Customer Service report actually shows signs of significant improvement in the space.
Not exactly time to break out the Dom Perignon, but any improvement is worth holding onto – although it has to be put into perspective.
So-called challenger brands, such as Tesco Mobile and giffgaff have apparently skewed the scores, so clearly there is still room for improvement.
Nearly half of IT and field service decision makers surveyed across all types of organizations peg improving customer service as a priority area for investment
To a certain extent it is unfair to compare telco with other sectors. Customer quantities and types of product vary but certainly telco has to keep working on improving service quality. The Institute of Customer Service notes “telecoms continues to generate the highest number of complaints, with one fifth (20%) of customers having experienced a problem.”
I shouldn’t complain. After all, the fact that most operators are struggling to execute high customer service themselves gives us an “in” to winning new business (we provide field engineering and managed services to all of the UK’s major tier one carriers, such as BT, Talk Talk, Sky, EE, and Virgin Media, as well as smaller aggregators, such as the Post Office, housing associations, and electrical retailers).
In my experience, the industry doesn’t suffer from lack of experience, but more often a lack of critical fundamentals, such as modern service tools, processes, training and front line service engineers to uphold customer service standards.
Without investing properly in these areas, the industry as a whole will continue to struggle with high levels of complaints.
In our own business, we deployed the ServiceMax field service management platform to formally manage our service teams in the field, and get insight into products, history, scheduled maintenance, and Cases and Work Orders to streamline customer interaction. Having the right tools and process in place can lead to transformational change.
Certainly change is necessary and this change is as much about perception of customer service as it is the processes and methodologie
The key is for telcos to recognise the true value of field service, not just as something which can impact customer satisfaction but that can also provide data and intelligence on customer trends, product deficiencies, new product ideas and the potential for upselling. Unfortunately, according to the Vanson Bourne study, in the majority of cases, organisations and board members are missing the link between ¬field services and customer satisfaction, let alone everything else. This means that boards are reluctant to support increase field service projects and improvements in customer satisfaction are slow.
In fact the telco sector has an opportunity here to make a leap forward. As a third party support supplier for the industry, we have seen huge improvements in the technology that can help us improve service provision for customers.
We estimate that a ten-minute reduction on each job would increase service capacity by 50,000 jobs a month and earn a potential £6m in additional revenue a year.
It’s a strategic step that puts an end to the firefighting approach (chances are your service department has yet to modernise in terms of technology, dedicated service platforms, training or tools). Addressing the gap in field service delivery teams will not only increase customer satisfaction but also improve employee satisfaction and lead to greater job retention.
Telcos need to accelerate change and embrace the field service renaissance. Customer service after all is the new growth strategy for all businesses.