You have to look good to serve well
While many companies swear on their faces that they are delivering a humanized and effective and effective customer service, consumers say they don’t experience it all that much.
This is what we can understand by looking at surveys such as that of the Mercado & Consumo portal, which says that only 11% of Brazilian consumers are fully satisfied with the service offered by companies.
This statistic doesn’t just tell us that customer service in Brazil is very poor. Taking this analysis a step further and understanding a little about the relationship between companies and agents, we can see what lies behind the poor quality of service.
The cause of the problem
The numbers don’t deny that customer servicein most companies, falls short in aspects that are essential for a happy shopping experience, such as offering responsiveness, agility, empathy and fluid communication. But the question is: why?
It is common in the market for companies to treat their employees like robots, giving them little or no autonomy, and expecting them to offer a positive experience to customers, being creative and resolute in their service. The result of this rigid relationship is poor service and dissatisfied customers.
The solution: human internal culture = human service
Marina Vaz, founder and CEO of Scooto, explains that the number one step a company should take in its quest to humanize customer service and support is towards the first human in the relationship: the attendant.
This means that in order to deliver a satisfactory and truly humanized service to the market, humanization must start from within. After all, the internal culture has a huge impact on enchantment and customer experience. You have to look good to serve well.
Zappos
Have you ever heard of Zappos, an American online shoe and clothing store?
When we talk about humanizing internal relations and customer servicewe can use the case of Zappos as an excellent example.
Tony Hsieh, the founder of Zappos, was the first to propose and execute the strategy of focusing all marketing efforts on customers, a plan that would have been completely flawed if we hadn’t first looked at the internal culture. As a result, for many years Zappos was known as the happiest company in the world.
On the other hand, we have as a terrible example companies that don’t bother to humanize internal relations, such as the case of the company that warned a call center employee for using the bathroom outside the break stipulated for this purpose. What chance does this employee have of promoting a humanized customer service experience if not even her basic needs are being respected?
With this, we can understand that it’s no use talking about humanized care without reviewing the internal relations relations model.