As we move through the height of summer, it’s not just the staggering heat that’s taking some adjusting to.
The end of the first fiscal quarter makes this a critical moment of reflection and recalibration for many businesses, as business leaders and boardrooms take stock of progress to date and assess their likely performance for the next quarter and beyond.
Within the unpredictable environment in which we operate today, assessing progress and forecasting accurately can be challenging. However, it provides an opportunity to refocus priorities and embrace the bold strategies necessary to achieve them.
And for service-led businesses, this opportunity could not have come at a better time.
The operating environment this year has been especially challenging for business. The growing risk posed by international conflict, shifting signals on global trade and increasing costs from many directions require bravery and agility.
This uncertainty has prompted many to reevaluate elements of the business environment that we might once have taken for granted. Trade partnerships, supply chains, recruitment processes and customer loyalty are all in flux.
What’s more, these challenges are being felt in every corner – from the wider economy and by financial institutions to the boardroom and, ultimately, by the customer.
A critical juncture
Against this backdrop, we find ourselves at a pivotal moment in building a Service Nation that truly recognises the value of customer service – as a commercial asset, respected career, reputational necessity, and a springboard for sustainable growth within businesses and the economy.
This opportunity can only be fully embraced if businesses place a greater emphasis on service excellence and the customer experience.
And we are starting to see successful organisations do so by consistently getting things right first time, making complaint handling more efficient and effective, providing staff with the required tools and training, and utilising a fusion of technology and human to ensure service is being delivered seamlessly with minimum effort required on behalf of the customer. All of this is important, but the real acid test is whether the board understand the strategic imperative of driving the right customer outcome and experience across the whole organisation?
Our upcoming UK Customer Satisfaction Index, launching next Tuesday, will provide a comprehensive look into each of these factors and more. In our member webinar, I look forward to spotlighting the progress we have made, alongside the opportunities we have still to grasp to gain a competitive advantage.
However, whilst any positive movement in the Index will deserve recognition, none of us can afford to be complacent. The uncertainty of today’s world, characterised by heightened risk, leaves us in a precarious position, and the road ahead is likely to be far from straightforward.
As organisations, we can protect against these risks – operational, reputational and competitive – by doubling down on our investment in service and the customer experience. To support this, our new ROI Toolkit shows you how to understand and prove the link between investment in your service proposition and your business goals – a valuable tool for anyone trying to make the case for service in their organisation.
Getting your service experience right will not only increase satisfaction, but also build trust, encourage repeat business, and boost financial returns – all of which are vital if we are to succeed collectively and revive growth in our economy.
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