In the ever-changing landscape of product purchases, services, and consultations, Service-Centers now play a crucial role that extends beyond their traditional functions. Their responsibilities encompass various areas, from ensuring high customer satisfaction and supporting the sales process to the growing and vital role of analyzing and relaying customer feedback for the evolution of processes and products within the company.
In a time when brands need to be present across all channels, Service-Centers serve as central hubs for omnichannel communication. This enables seamless and diverse interactions between companies and customers. Good customer service has become a decisive competitive advantage over rivals, often serving as the touchpoint that truly sets a company apart. After all, who doesn’t fondly remember excellent service?
Despite this, why is the Service-Center often viewed merely as a cost factor that reduces profit margins, rather than a valuable contributor to the financial success of the company? The transition from a Cost-Center to a Profit-Center primarily depends on developing a clear vision for this transformation and obtaining the necessary buy-in from management.
The Sales Vision: Direct Contribution to Revenue Growth
Imagine leading a Service-Center for a successful brand. Your goal is not only to resolve customer issues but also to act as sales support in every interaction. Advancing this vision implies that employees explain products and services, make recommendations, and directly influence or even take over the sales process. Every interaction becomes a strategic opportunity for up- and cross-selling.
This visionary shift is the key to not only increasing customer satisfaction but also tapping into new revenue streams, effectively transforming the Service-Center into a dynamic sales engine, in addition to its problem-solving role.
The Operational Excellence Vision: A Valuable Contribution to Cost Reduction
Few departments within a company experience the daily activities‘ reality as clearly as the Service-Center, the first point of contact for customers. Through competent issue resolution and professional support, it aims to minimize inconveniences. The crucial difference between a reactive and a proactive approach lies in the collection and consistent operationalization of data and knowledge. Insight gained from this contributes to changes in true root causes, such as updating information or altering processes causing unwanted customer contacts. This defines the true value of a Service-Center.
The Innovation Driver Vision: Customer Feedback as the Engine of Transformation
Understanding customer needs, based on comprehensive data analyses, allows for the development of innovative solutions and often new revenue sources. An example would be introducing new services or products based on captured customer preferences or inquiries, collected in the Service-Center.
The critical input for refreshing the product range, reducing process cycle times, analyzing all incoming customer concerns, identifying causes, and mapping customer journeys often forms the basis for the company’s initial digital transformation initiatives, if not spearheaded by the Service-Center and its employees. Implementing automation tools like Robotic Process Automation (RPA) is particularly straightforward in this environment, offering a plethora of possibilities.
In conclusion, it becomes evident: Service-Centers are not just cost centers but pivotal actors with significant influence on corporate success.
Companies that view their Service-Centers as strategic partners and invest in their development can not only minimize costs but also create long-term value. Recognizing that Service-Centers are strategic assets directly contributing to increased customer satisfaction, customer loyalty, and even revenue growth is crucial.
Carme Prats – Senior Consultant
junokai