Customer Service is a leadership issue. It requires involvement from company leaders and managers, including the support (both philosophically and in the allocation of resources) of the C-Suite: the CEO, the COO, the CFO, the CTO, and certainly the CMO–if the CMO is aware and au courant enough to realize that customer service is an essential part of today’s marketing mix.
Unfortunately, customer service isn’t always thought of this way. It’s more often looked at as a (quote unquote) lower-level concern, wholly dependent on, and entirely the domain of, the frontline customer service agents upon whose performance service ultimately rests.
But if you send your customer service reps and customer support agents to training (and as a customer service trainer, I welcome them, every day!) while at the same time fail to support them via your company leadership, the exercise is going to fall flat.
Why? Because so many factors that make up the performance of a frontline customer service employee are dependent on decisions made higher up on the organization.
Has company leadership provided empowerment so that frontline customer service employees can make the pro-customer decisions needed to provide great service in unexpected circumstances? Or is any employee initiative shut down from the get-go; are they required to rigidly adhere to scripts and policies that inevitably will fail to address every possible customer need and desire?