Happy customers become loyal customers. And loyal customers? They’re the foundation of your business.
But with rising customer service expectations and competition as close as a click away, customer loyalty is getting harder to earn.
So how do you keep pace?
Studies have shown that companies who create a positive service climate have more satisfied customers, higher customer retention rates and even a decreased need to compete on price.
Sounds ideal. But if a service climate is a clear path to happy customers, why do so many companies get lost along the way to creating one?
Building a service climate starts with your employees, not your customers.
Many companies struggle to build a service climate because they look to their customers for insight into how to improve their service.
Your customers can only speak to the quality of your service or their level of satisfaction with it, and by that time the opportunity to prevent an issue has passed.
Furthermore, customers don’t have insight into how your company’s internal structure enables or inhibits your organization’s ability to meet their expectations.
But your employees do.
By definition, a positive service climate exists when an organization’s policies, practices and procedures emphasize and reward service excellence.
And your employees are a reservoir of information regarding what your customers experience and how your organization must change in order to improve that experience. All you need is the right tool to tap into it.
Culture surveys give you a glimpse into the inner workings of your organization.
Culture surveys are like an organizational x-ray, giving you a view of your company’s internal structure not visible from the outside.
The more you understand about the internal structure of your company, the better you can identify the cultural barriers that stand in the way of creating a service climate and get ahead of any issues before they impact the customer experience.
The intention of a culture survey is not to determine whether employees think your customers are satisfied with your service, but to establish the degree to which your organization’s environment motivates and recognizes employees for service excellence.
However, assessing your organization’s performance is only half the battle. It’s what you do with that knowledge that brings about the change necessary to achieve a positive service climate.
Data is great. An action plan is better.
It is not enough to say you want a service climate and hope one materializes. You have to create an appropriate environment to build your service climate on.
In order to do that, you need to select a culture survey that does more than just measure how well your internal policies support service quality.
You need a culture survey that constructs a framework for change by identifying the capability gaps as well as the behavioral modifications needed to establish a positive service climate within your organization.
Because knowing your organization needs to change is only the first step towards achieving your service objectives. Understanding how it needs to change and having a roadmap to make that change a reality is the difference between establishing a service climate and getting lost along the way.