The Tribune

CHAMBER VOICE

By IAN FERGUSON

EVERY Bahamian has experienced some kind of poor service as we bought goods and services in various business establishments. Some might even argue that most of the experiences in local companies are either average or substandard, with very few being magical ones. So few of us can share experiences where, locally, we would have witnessed or experienced service that was truly 'blow away'.

For the vast majority of persons talking about the WOW factor or exceptional service to clients, we are quick to reference a cruise, Disney or hotel experience in foreign lands. This certainly does not say we are incapable of delivering great value to our customers locally, but rather the level of consistency leaves much to be desired.

In addition to sustained high standards of great customer service delivery, companies who establish themselves as providing great service are those who pay attention to service recovery. Let's face it; we are human and subject to error. Additionally, the equipment, resources and products we use and sell are made, processed and assembled by failing human beings, and will not always prove reliable. On a daily basis, the average company has any number of service, product and employee-0related issues. The question that the Chamber Voice asks today is: How equipped are we as a nation, and a corporate community, in addressing problems when service goes awry? That's right: We are advocating that you plan for failure, ensuring that your contingency steps recover your company's reputation.

Service Recovery is perhaps best defined as the ability of an individual or organisation to shift complaints into compliments in a way that promotes customer loyalty. The end result, then, is that our customers and clients, despite the issues that may face them in the process of commerce, leave with a positive impression and appreciation for what we have done. The research indicates that most customers won't even tell us how they feel about our service or products (even despite our asking). These silent and dangerous customers take their revenge by simply walking away and never returning. For those who do complain, expressing their displeasure, the research further indicates that over three-quarters of them WILL return to that place of business if the issue was resolved amicably.

So we have our work cut out for us, then. First, to get it right the first time, but also to quickly and effectively recover when service fails. Every company has their own strategy for service recovery. Some are quick to summon the manager or senior person who has been authorised to address issues as they arise. Others choose to blanket issues with a standard 'COMP'. Whatever approach an organisation takes in addressing customer complaints, businesses need to take note of these basic rules to successful Service Recovery:

1. Empower your team to Recover. When the manager alone is the person designated to deal with issues, other team members will not grow and acquire these necessary skills. One person cannot create the safe environment capturing the many issues that occur on a daily.

2. Establish a Service Recovery Plan. There must be a fixed way of resolving the major issues that occur in your business. You cannot survive on a system where some employees address issues one way and others address the same issue another. Standardisation of service recovery is a must.

3. Record and Discuss Service and Product Issues. Every company should make a note of every issue that arises in the business process. No matter how miniscule, documenting the issue is critical to ensuring that the problems are not recurring ones. If we were to truly take note of the major challenges we face in business, we will find that they are not new challenges, and that many times they are connected to other challenges. A well documented record helps us more pointedly address them.

4. Intensify Your Service Recovery Training. Prepare your team members to deal with those issues that are unique to your business. The more prepared they are, the more they are inclined to address the issues, and the less issues you will have in the future.

NB: Ian R. Ferguson was educated locally, regionally and internationally, having earned a Master's Degree in Education from the University of Miami. During the course of his nearly 20 years in education, talent management and human resources, he has served both the public and private sector in senior management roles. He currently serves as manager of the Institute and as a local consultant in the field, having assisted hundreds of local and regional organisations improve in business and service excellence through their human capital.