Every Business is a Service Business
Continued from Page 1
Making a Product Business a Service Business
Every business now needs to think of itself as a service business. However,
this is easier said than done. How does one go about transforming a traditional
product focused business into a service driven business, or ensuring that the
organization retains a service edge over the competition? To do this, one must
start with a clearly defined service quality strategy.
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Service quality is defined by two
factors:
• Performance of the service or product
• Perceptions of the service or product
Both these must be properly managed
by the firm. To do this, according to some writers, it is useful to treat
services like tangible products – which makes them more concrete, and
consequently, more amenable to measurement and monitoring. Starting from this,
the organization must define the service quality it aims to deliver, and
formulate and implement appropriate strategies to attain this end. Perceptions
are as important as performance.
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In the face of increasing competition, there is a tendency among sales
people to over promise - to promise features, functionalities, or levels of
service that they know that their product or their company will not be able to
deliver, in order to shut out the competition and close the sale. This is often
a critical, costly error. A disappointed customer is often a lost customer. By
raising expectations to close one sale, the sales person has put in jeopardy
many potential future sales. More than strategies and systems, people are of
critical importance in service.
They make all the difference in the customer experience. All of us have our own
personal horror stories of poor service: the rude serviceman, the indifferent
desk clerk, the inefficient repairman….. in almost all these cases, the
starring roles are played by service employees.
To ensure that the firm has good staff, all aspects of the human resources
function require considerable thought and attention – including hiring,
compensation, performance management and training. Front-line people in the
organization, who are likely to have the most contact with customers, must also
be suitably empowered, so that they can provide timely and relevant service.
Lip service to customer service or good human resources practices is not enough
– unless this is accompanied by meaningful actions, employees will see through
the charades being enacted by the top management.
The Internet has changed the service aspects of business as much as it has
changed other aspects. From e-mail to expert systems and customer accessible
databases, the applications which use the Internet to improve the customer
experience are innumerable. An organization which wants to focus on customer
service will make use of all the technological tools available, to attain its
objectives. A few words of caution though: Technology in itself is never enough
to provide good, or even adequate levels of customer service. In almost all
service interactions, customers look for the human touch.
Service and support are now increasingly globalized and standardized.
Globalization has led to the trend of standardization, resulting in uniformity
of service delivery to customers around the world. This uniformity is seen not
only in the delivery of the service, but also in its pricing. This has also
enabled many organizations to cut costs, making use of economies of scale.
Thus, businesses have to transform themselves into global service businesses,
if they are to survive.
If globalization and standardization appear to be threats to many firms, in
equal measure, they provide opportunities to others. Service is a knowledge and
people intensive process. Globalization has shaken up manufacturing in high
wage countries, with most of the activities associated with it moving to low
wage, low cost countries. It is now the turn of service to move to locations
which provide cost and other advantages. This provides great opportunities for
growth and expansion to companies in many developing countries, especially the
ones with good quality, educated manpower. The current debates on businesses
outsourcing many of their non-core process to firms in developing countries
such as India are just harbingers of greater changes to come.
How easy (or difficult) is it going to be, to transform a traditional business
into a service business? In fact, the question is probably irrelevant in many
cases. For most product organizations, if they do not start thinking and
behaving as service organizations, it is unlikely that they will be still
around a few years from now. At least, as customers, let us hope this will be
the case.
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