Customer Service is all about frustration:• frustration of business owners: who are struggling to build their business, know they ought to get help from outside advisers, but don’t want to be charged a fortune for complicated advice or pricey systems, that will often make their lives harder• frustration of managing directors: who need to deliver the numbers to their stakeholders, but can’t seem to get the buy in and commitment from their people• frustration of managers: who traditionally feel they ought to find answers to all the business conundrums that come their way, but are often out of their depth, and, while trying to appear strong, they struggle below the surface• frustration of workers: who want to do a good job, but often feel disempowered, disenfranchised, and frustrated in their roles• frustration of stakeholders: who can’t understand why things don’t happen as they planned• frustration of customers: who often get a poor deal at inflated prices, and so feel frustrated and ‘untrusting’ of companies they deal with• my personal experience of frustration as a business owner and business adviser: when I see that ‘blindingly obvious common sense’ is so often not common practiceYour role in ‘customer service’ is to resolve all these conundrums, and help people at all levels to deliver consistently excellent customer experiences… day in, day out… no matter what.Because this is what your customer is actually paying for!Your product or service is basically irrelevant: Your customer is not buying your product or service.Your customer is buying the experience or feeling that your product or service gives to them.And in today’s truly global market, where supply outstrips demand, innovation and competition arise in an instant, and your customers are truly empowered via the Internet to make or break you, you now have no choice:• You have to be consistent in your quality, value and service (for this is the make-up of the customer ‘experience’)• And you have to keep continually and obsessively looking for and implementing ways to improve and grow.Because, if you don’t,cheap spyder ski wear, you’ll be dead in the water sooner or later.So, the overriding aim to deliver consistent and consistently improving customer experiences must be the number one goal of every organisation in the 21st Century that wants to thrive or even survive.Remember Darwin’s law:’It is not the strongest of the species that survives, but those most adaptable to change.’And the world of business is littered with the corpses of once great organisations to prove the point…SystemsSo, you’d think that all organisations would have a powerful, simple and foolproof system to ensure this always happened, and their customers would either receive a consistently excellent experience, or at least be able to converse with the organisation to sort it out when it goes wrong, wouldn’t you?The incredible thing is that the vast majority of Organisations do not have an effective SYSTEM in place: yes, lots of people ask for ‘customer feedback’ or run periodic ‘satisfaction surveys’, but we all know as customers that this isn’t enough.(In fact, these are often even worse than the initial problem!)What is needed is a SYSTEMATIC approach to this whole issue to ensure that the whole organisation or team is effectively aligned around the overriding goal of delivering consistently great customer experiences as the single biggest organisational goal… no matter what: and the only way to do this is to ‘begin with the end in mind’ of achieving this goal, and then working back to align all strategy, systems, processes,cheap kids spyder ski outerwear, and measures (and, by default therefore, behaviour) around this overriding ‘mission’.But, don’t worry, Rome wasn’t built in a day. I know that most people reading this cannot reorganise everything overnight. The key is to remember that this is the ‘mission’ and then to START changing around this ‘mission’.You cannot change your situation today, but you can change your destination…So,mens moncler ski jackets online, back to systems:Business effectiveness is a product of behaviour within systemsSo what systems do you have to effectively manage, improve and measure your customer’s experience of your goods and services?My guess is… not enough: and this is why all the above issues arise: organisations can only thrive and grow in the long term if they deliver excellent customer experiences consistently and systematically.If you don’t have systems to measure and manage this, how can you possibly thrive and grow? At best it will be luck or perhaps the actions of a few outstanding individuals carrying the rest along.Books and TrainingWe have all read books and come away from training courses with great lists of ideas of behaviours and things to do… and how many have we actually put into practice?Not very many?So why is this? In general I think it boils down to two overriding issues:• Because it’s ‘common sense’ most people assume (often mistakenly) that it’ll automatically be ‘common practice’… And we all know as customers how mistaken this assumption can be!• You can take a horse to water, but you cannot make it drink: most customer service work focuses on instructing people to do things that are ‘blindingly obvious common sense’, which so often has the opposite effect of putting them off doing these things!This ‘common sense’ actually needs to be managed effectively through a system (of course)!People cannot remember complicated lists, or detailed strategies (that often change regularly), but they can remember and consistently apply four simple, clear, empowering, basic principles of common sense.