A consistent theme during recent customer and prospect visits is the increased emphasis being placed on revenue generation in the service organization. This has been long overdue. Most companies have a customer service department full of staff trying to get people off the phone as quickly as possible, while down the hall the sales department is trying to get those same people on the phone to sell them stuff. A coordinated effort would make more sense both from the company’s and customer’s perspectives.
Also, I would argue that Sales is the highest and noblest form of Service. For example, think about taking your car in for an oil change and then going on vacation. You are 200 miles from home and your muffler falls off your car. You call the mechanic and ask why he didn’t fix the muffler when your car was in the shop and the mechanic responds, “But you only asked me to change the oil.” Is that good service? Certainly not. The highest form of service is when we sell something to someone based on a real need that he or she has. And who better to understand the needs of a customer than the individual who has been serving and supporting them.
The transformation from cost center to revenue center, however, represents a huge philosophical shift for service organizations that have traditionally been tasked to only answer questions – not sell stuff. Making the transition can involve new management metrics, job descriptions and possibly new staff. But the customer service leaders who can navigate this cultural and organizational shift are creating a bigger seat for themselves at the executive table.
Are you transforming your contact center into revenue generator? If so, how?
Greg Gianforte
September 22, 2008 at 5:13 pm
Greg, at Software Toolbox, we have viewed service as our key differentiator and driver of sales since we started in 1996. In our business, serving fellow engineers in manufacturing automation, our customers want to talk with someone technically competent who can help them find software to solve their automation challenges. We’ve found that by providing superior service, if we have a solution, can technically demonstrate we can do the job, the hard work of “seling” is done in our business. Hiring to staff our team takes a different approach with a focus on attitude and willingness to learn, and strong team involvement in the process of hiring and training. When viewed from the outside and compared to other companies, we have looked odd to some, but we’ve found it has helped us generate consistent growth. A key pillar of our effort has been the infrastructure that Right Now CRM provides to enable our team to perform.
John Weber
Founder, Software Toolbox
September 27, 2008 at 9:09 pm
GOOD WORKS
September 29, 2008 at 1:23 am
Dear Mr. Gianforte,
I am pleased to see your article on customer service. I actually just wrote a book titled “The Lost Art Of Customer Service” and am wondering if you would be able to advise me on any publishers that would be interested in this type of book. I have many rejection letters with which I’m going to cover my walls with! You see, I taught customer service at Progressive Insurance before I went out of work on a disability and I just loved doing that job! If you are able to help me, I’d really appreciate, if not I understand. Thank you!
Karleen Powalie