Service excellence does not happen by accident For many years, customer service was largely understood as a reactive function. Solving problems, answering questions and handling complaints seemed enough to maintain... read more →
Customer service rarely exceeds the preparation level of its teams In many organizations, customer service is still treated as an operational function mainly focused on answering questions, solving problems and... read more →
Service does not begin when something fails A limited view of Customer Service places it at the end of the customer relationship. First the company designs, communicates, sells and delivers;... read more →
The visible mistake is almost never the whole story When a service experience fails, the fastest reaction is often to look at the last touchpoint. The agent responded poorly, the... read more →
AI is not only an efficiency tool Artificial intelligence is transforming Customer Service because it makes it possible to respond faster, handle more volume, offer continuous availability, analyze large amounts... read more →
Service cannot compensate for everything the organization designs poorly In many companies, Customer Service becomes the place where the internal contradictions of the organization finally appear. The customer contacts the... read more →
Measuring is not the same as understanding An organization can have many indicators and still not understand well what the customer is experiencing. It can measure response times, ticket volume,... read more →
Listening to customers is not the same as learning from customers Many companies say they listen to customers. They have satisfaction surveys, review ratings, receive tickets, monitor social media, record... read more →
Growth is not only about acquiring more customers Many companies understand growth mainly as acquisition. More campaigns, more leads, more traffic, more new sales, more customers entering the system. This... read more →
Customers do not always... read more →