Blog by Service Strategies
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In a service organization there is always more service demand than can be met in a single day, week, or month. Incomplete service requests, “work in process,” backlog or case load are some of the common names for the work yet to be completed in the support center.
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by: Tom Flodeen, VP and GM of Customer Support – Mentor Graphics Corporation
Most of us believe we are great change advocates, but the reality is we also all like stability. Especially when it is stability in our own operation. I have learned over the years that change is often the result of pain. As long [...]
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Escalations are the bane of all service managers and are often a result of poor communications about unresolved customer cases. Keeping customers informed of what you are doing to resolve their issue is key to driving their ultimate service satisfaction. Unnecessary, low value escalations, often times occur when a customer finally gets fed up with waiting for their issue to be resolved or hearing something from the engineer, and escalates their case. These escalations result in higher per case costs, needless interruptions, lower customer satisfaction and frustrated technical staff. So how can you improve customer “Statusfaction”?
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In response to this mounting pressure on service levels, it is tempting to introduce call diversion methods to reduce hold times. These include routing customers to voicemail, routing customer to engineers with secondary skills in their problem area or routing customers to administrative staff to log the case for call back. While each of these techniques and other more creative do at least temporarily to reduce hold times, what is best for the customer?
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When your implementation team completes an installation, how does the customer learn about support and its role in enabling them to achieve the value from their new system? Too often the turnover process consists of the implementation manager providing a short overview of support or simply providing a phone number to call to answer questions.
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