What Kind of Mindset Must Companies have to Create Great Customer Service?

[We’re pleased to welcome authors Benjamin Schneider of the University of Maryland and David E. Bowen of the Thunderbird School of Global Management . They recently published an article in Journal of Service Research entitled “Perspectives on the Organizational Context of Frontlines: A Commentary,” which is currently free to read for a limited time. Below, they reflect on this research:]

How important is it for customers to have a positive experience when dealing with a company? The evidence from all manner of research disciplines (Psychology, Management, and Marketing) and reports from the field by consultants and managers is that this encounter is absolutely critical. In the field of services marketing the place where this encounter happens is called the “organizational frontlines.” The frontlines refers to everything that occurs when the customer is in contact with the company: the people, the technology, the facilities and the processes. Research on organizational frontlines has focused in on the immediate contact of the customer with the company, especially contact with employees who serve them and the technology that serves them. This research reveals that knowledgeable and skilled service employees and technology that is accurate, speedy and easy to use play important roles in meeting customer expectations and producing customer satisfaction and loyalty.

This commentary on a special issue of the Journal of Service Research that was about organizational frontlines asks the following question: What kind of company context produces the employees and the technology that meets customers’ expectations and satisfies them? That is, given the importance of what happens at the frontlines the commentary considers what companies can do to ensure that what happens there is maximally positive. So, what can companies do?

We propose that companies must have the following mind-sets to create a context in which customers’ experience at the frontlines is optimal:

1. They must have a socio-technical systems mind-set. Socio-technical systems understand that there is no such thing as technology that stands alone. A socio-technical mind-set ensures that those who design and implement technology have those who use it (employees) and those who are served by it (customers) as there focus.

2. They must have a service climate mind set. A service climate mind-set is created in companies when HR, Marketing and Operations all work together to ensure that the people, the products/services, and the technology of a company all focus in on producing a positive customer experience. These functions can’t be silos because they all impact customers. These functions work together well when there is an internal service mind-set as well: “We help each other produce for our customers.”

3. They must have a strong service HR systems mind-set. Employees who deal immediately with customers must be only one focus of HR; as noted earlier, a service mind-set is critical also in those who design and implement technology and, we would add, those who design products and services.

4. They must have a multi-level mind-set. Companies must see themselves as containing three important levels: A managerial level, an employee level and a customer level. Thus, companies can’t divorce the customer from the company and executives can’t divorce employees from their strategies. In service organizations these different levels are in continuous interaction—at least in the best such companies.

Our proposal is that, while it is very important to focus on what happens in the immediate encounter at the company frontlines, there must also be focus on the context that produces what happens there. Our commentary addresses critical elements of that context and the mind-sets management must have if they wish to deliver excellent service.

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This entry was posted in Research and Publishing, Service and tagged , , , by Cynthia Nalevanko, Senior Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Senior Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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