04 High performers
How high performers drive growth with customer service
Not everyone has fallen into these common customer service traps. In fact, some companies are standing head and shoulders above the rest. How? By drawing clear links between service teams and the rest of their business. The result is a well-oiled customer service machine capable of collecting, tracking, and implementing feedback that improves experiences and grows the business.
We defined “high performers” as survey respondents who self-rated their organizations as having top marks against several key customer experience characteristics, such as:
Ability to act on customer feedback to improve products and services
Amount of training provided to customer service staff
Comprehensive and timely measurement of customer service performance
Ability to act on customer feedback to improve products and services
Amount of training provided to customer service staff
Comprehensive and timely measurement of customer service performance
This represented five percent of our total survey sample.
Here’s how these companies have adopted a best-in-class mindset:
Doubling down on customer service as an engine for growth
High performers understand the inherent value of their customer service teams. Not only are they more likely to prioritize funding of customer service initiatives, but they’re also more likely to keep a close eye on the business impact and make necessary changes along the way.
High performers are:
Getting strategic buy-in at the top
Companies that are leading in customer service have buy-in from top to bottom. Instead of a siloed customer service team, leadership takes an active role in monitoring performance and impact. And in many cases, compensation of senior executives is directly tied to customer satisfaction.
High performers are:
Tapping the full potential of agents
Agents are the beating heart of any customer service team, but it’s a tough job and burnout is real. In the last few years, agents have adapted to new tools, channels, and processes—all while managing rising expectations and inquiries from customers. High-performing companies understand the need for more training, more empathy, and more investment to reduce churn and empower their people.
High performers are:
As a result, their agents are:
Integrating emerging capabilities across the business
Companies that are ahead of the customer service curve have their fingers on the pulse when it comes to the latest trends and technologies. For their customers, this means more channel options, fewer headaches, and better experiences overall.