Professional Documents
Culture Documents
Customer satisfaction
Towards qualitative client satisfaction / Behind the Scenes of the TOPdesk Help Desk / Cultural Influences on Customer Satisfaction
Satisfied clients
Changing providers remains a challenge. When you wish to switch to a new telephone supplier, move to a different internet provider or purchase your gas and electricity from another company, its more than likely that it will be a bumpy ride. On many occasions, services are delivered too late, you are disconnected too early, or there is a complete lack of clarity about the agreements made because you have had to deal with four different people regarding the same request. Few people will claim to be satisfied with these services.
TOPdesk Magazine, a service management platform, discusses subjects that are topical in the world of professional service desks in IT, facilities and other service providing organizations. TOPdesk Magazine is intended for managers, service desks employees, facilities organizations and electronic city councils - anyone who is involved with supporting customers on a daily basis. This concerns both the processes and the technology behind these services.
Yet satisfying clients remains the objective of every organization that provides services. And thats no different for a service desk. On a daily basis, service desk employees do their best to be of service for their clients, colleagues or consumers. But just how do they do that? And how can the effectiveness of their approach be best measured? In practice, it seems that such questions are not easy to answer.
COLOPHON
TOPdesk Magazine is a TOPdesk publication tel: +31 15 270 09 00 email: editorial@topdesk.com. Editorial board Niek Steenhuis Editors Carrie Brandt, Claudia Funk, Henrieke Korten, Annemarie Moeijes, Gkhan Tuna Translators Carrie Brandt, Clare Donald Lay-out Cathy van den Berg, Jimmy Goedhart, Louise van der Laak Website Pim Besseler, David Blom, Ted Erkkila, Erik Pols This magazine is printed on FSC-certified paper, using an eco press with cadmium-free ink for all colours and distilled water instead of alcohol.
In this edition of TOPdesk Magazine, you will find a number of articles on the subject of client satisfaction. Consultant Gkhan Tuna discusses comprehensively the various approaches to client satisfaction within service management, as well as methods to improve it. We also examine the influence of cultural differences within Europe on the approach we take towards clients and discuss the latest trends in the area of client-oriented service delivery. Finally, to give you an idea of what we do to ensure that clients remain satisfied, we have interviewed our very own help desk.
TOPdesk Magazines editorial board also rates the opinions of its readers highly. Are we discussing topics of interest to you? Whats missing? What can we improve upon? Please send your responses to editorial@topdesk.com. Your feedback will help us to improve this magazine even further!
Niek Steenhuis
14 16 11
Contents January 09
4 News 5 Client in focus: AWVN 6 Column: Past results 7 Towards qualitative client satisfaction 11 The Help Desk for your Service Desk Behind the Scenes of the TOPdesk Help Desk 14 Trends: Keeping Customers Satisfied 16 Detailed explanation or light conversation? Cultural Influences on Customer Satisfaction 20 Tips + Tricks
News
TOPdesk conducts client satisfaction survey
With the motto Practice what you preach in mind, TOPdesk recently conducted a client satisfaction survey of its Dutch clients for the second time. The aim of the investigation was to determine to what extent TOPdesk has improved its services and products, as well as where possible room for improvement lies. The results of the survey are currently being processed and will be presented in the following edition of TOPdesk Magazine. Future surveys are also planned for customers outside of the Netherlands.
4 NEWS
Client in focus
AWVN is one of the largest employers associations in the Netherlands and assists its approximately 600 members with legal and labour issues. The organization uses TOPdesk for the external support of customers as well as the support of its employees. Employers in the Netherlands that are members of the AWVN can direct their questions via telephone to the employers help line. Employees of AWVN register both the questions received and the advice they have given in TOPdesk.
TEXT: HENRIEKE KORTEN
Alongside his position as chairperson of the network Young HR professionals, Erik Tierolf is jointly responsible for the setup and use of TOPdesk. He explains the reasons for purchasing TOPdesk: In 2003, we didnt have an application in which to register the complaints, questions and comments of our customers that we received via our employers help line; everything took place via email. We had to be able to legally guarantee our processes; we therefore wanted to begin recording the types of questions we were receiving as well as the responses we were providing. The implementation was well prepared, which was necessary, as AWVN was one of the first TOPdesk clients to use the product for legal support. We are really pleased with it. I even gave a presentation about TOPdesk to another company because they were also looking to set up a similar employers help line. Given that AWVN uses TOPdesk
for both external and internal support, the calls logged are very diverse. Within the organization we receive a lot of IT-related calls. However, from our external customers we receive calls like: My employees are taking really long breaks, what can I do about it? or How do I fire an employee?. At the moment, TOPdesk is part of the face of AWVN that its members see. Erik Tierolf: TOPdesk also functions as a marketing tool for us. The calls we register reveal the issues that our employers are dealing with. Based on reports, I ask the editors of our magazine to write an article on a topic that we receive many calls about. This is one way in which we can provide a better service for our customers. AWVN requested its clients to fill in a survey about its service, of which the most important question was: What do you consider the best thing about our service that you receive in return for your contribution? We often hear: the employers line in response.
You can see the significant role that TOPdesk plays in the service we provide. We are also working towards making TOPdesk as accessible as possible for our members. According to Erik Tierolf, TOPdesk not only assists the AWVNs external clients, but also its employees. Callers are always aware of the procedures. They know how long they need to wait for an incident to be processed, as well as what to expect because they automatically receive emails when the incident has been logged and processed. The operators also like working with TOPdesk; they are notified when an incident has been open for too long and can quickly look for standard solutions. In addition to the technical side of things, Erik Tierolf is charmed by the social side of both the application and organization. TOPdesk is very approachable and I really like the way the organization communicates.
CLIENT IN FOCUS 5
Column:
Past results
enthusiastic service. And worst of all, my parents celebrated their 35th wedding anniversary with cold food, empty wine glasses and completely negligent service. The restaurant simply did not live up to the high hopes I had instilled. It is indeed so that past results are no indication of future performance. My work as a consultant setting up service desks brings me in frequent contact with disillusioned clients. What happened to the good old days when Joe, the system manager, walked around with his screwdriver and could immediately fix my problems? Now, I have to first ring the service desk and those people dont know anything! It is the service management equivalent of a dirty tablecloth on your table. The introduction of a service desk makes it possible for an entire department to work more proactively and to better plan and structure work activities certainly more so than with the proverbial screwdriver. Given time, it will result in better service across the board, but clients will often not notice it in the beginning. They were used to fast, personal service and their first impression is that everything is slow, difficult to arrange and impersonal. Clients are not pleased. What to do? Bend over backwards to provide the same fast and
personal service? This is often at the cost of improvement work concerning the set-up of a front and back office structure. Give further training to the service desk employees? This again causes uncertainty about the roles that service desk employees must take on because everyone always seems to be meddling in other peoples work. The result is a grey area in which no one is sure of what his or her responsibilities are. Client expectations are determined by the straightforward, personal and often inefficient service of the past. Their expectations need to be adjusted to the new situation. It is important to be clear about the new procedures and the response and resolution times, and it is particularly important not to revert to the that is actually not allowed, but Ill do it for you anyway types of responses, however tempting they may be. The service department must communicate clearly, be on the same page and question whether each requested service can be provided consistently, uniformly and in a logical manner, now, and in the future. Since they know what to expect, only then will clients slowly but surely become satisfied with the quality of the services you provide. By establishing, fulfilling and, eventually, exceeding expectations, you will find the key to customer satisfaction.
Last month, I went out for dinner. The menu was exciting, the view fantastic and the service attentive. While the bill ended up being higher than expected thanks, in part, to a liberal amount of good wine at the end of the night we patted our bellies in satisfaction and stepped smiling into the taxi to go home. I rang my father: Hey Dad, you two wanted to go out to eat for your 35th anniversary, right? I recently went to restaurant X with friends. It was expensive, but worth it: delicious food, beautiful interior and a view of the water. It just opened, but is packed every night. If I were you, I would make reservations ASAP. I told the same thing to friends, and my word-ofmouth marketing started a real trend. However friend A thought the food was mediocre, while friend B complained about the dirty tablecloths and the overly
6 COLUMN
A Brief History of IT
In order to understand the essence of IT service delivery, you can best compare it with a magic trick. Magicians are renowned for making things that are tangible and visible simply disappear. IT specialists, in contrast, work in the reverse order. By measuring the quality of their services, they attempt to make invisible services as visible as possible. The trend to make IT service visible can be best illustrated based on the development that ITIL has undergone in the last couple of decades. The series of books on ITIL were compiled in response to the need to improve the way in which IT services were described
and set out. ITIL version 1 was released at the beginning of the 1980s, during which the emphasis was exclusively on managing the technology. During this decade, IT organizations delivered sufficient added value, as long as everything, from a technical point of view, ran smoothly. The maintenance and development of the IT infrastructure took place predominantly in the background. The second version of ITIL was released in the mid 1990s. It capitalized on a resolute change of mentality from the management of technology to the management of services. The reason for this change was that organizations were becoming increasingly
dependent on IT to reach their objectives. By offering technical innovations, the IT department enabled the business to realize its objectives more effectively. The contact between the IT organization and the client grew in intensity and, as a result, the service delivery was moved to the foreground. The third version of ITIL has been around since 2007. In this latest version, the entire field of service management is laid out. The IT organization is no longer the invisible team that it once was, delivering and supporting only automation tools. IT support, in contrast, has become an essential part of the organization and
THEME 7
responds to the prevailing demand for information technology. The IT organization and the business are involved in a continual process of finding the balance between supply and demand.
Delivering Quality
The IT organization must be able to deal with rapidly changing technological developments, while the commercial need of its clients changes at the same time. This tension between supply and demand puts IT managers under constant pressure to prove that
which Frederick W. Taylor laid the foundations in The Principles of Scientific Management (1911), quality can be seen as an objective standard that can be measured. In this case, any divergence from the standard means a reduction in quality. Finally, the client-oriented approach leaves the definition of quality up to the client. Quality is thus subjective and depends on the clients individual experience. According to the definition of Joseph M. Juran, expert in quality
help desk employees could answer all incoming calls within the given three rings, only to put the customer on hold. Sure, the quality requirement is met the phone didnt ring more than three times but has a good service actually been delivered? Figures are conjured up out of thin air, creating the illusion that the service has been made measurable. The danger of this technical approach is that help desk employees aim to meet the quality standard, without it actually leading to a general improvement of the service. Whether the client is satisfied with the provided service does not depend on what is delivered (the technical quality), but also on how the service is provided (the functional quality). The telephone might be answered quickly, but is the help desk employee at the other end of the line actually friendly? Does he or she use too much jargon? And if the client is offered a solution, is his or her schedule taken into account?
8 THEME
THEME 9
emphasis should not only be on what is delivered, but on how it is delivered. In order to promote a clientoriented attitude, in particular a change is needed in the way of thinking. Employees in service organizations must have a service attitude in order to be able to 3 deliver quality. This attitude comprises three elements that the employees of the IT organization should possess. First, they must possess the technical knowledge and skills to meet the wishes of clients; in other
Research
These may all be good intentions, but how can you be certain that such an approach actually works? If the quality of the service is determined by the clients perception, then it is important to take the clients wishes and judgement seriously. Only in this way can you measure whether the service provided at the end of the day actually meets the expectations of the client. A client satisfaction investigation is an ideal way to do this as it offers a platform for clients to express their views and opinions. As a result, the IT organization has a much better
reveals significant differences between the three parties, then the employees or managers clearly do not know how to place themselves in the clients situation. Use the results of periodic client satisfaction investigations to implement goal-oriented improvements, in order to ensure that, in the future, the service better meets the expectations of clients. The feedback of clients is an ideal way to evaluate the clientfriendliness of the IT organization. The figures and statistics that were conjured up out of thin air in the technical approach perhaps create the illusion that the service has been made measurable; however, a client-oriented approach presents a reliable representation of the quality of your service. In the end, only by listening to its clients can the IT organization structurally improve the service it offers.
The danger is that help desk employees aim to meet the quality standard, without it actually leading to a general improvement of the service.
words, the help desk employee should know what he or she is talking about. Additionally the help desk employee should be competent in assisting clients. He or she understands the clients situation, finds out what the client wants and can offer alternatives that are useful to the client. A third component of this service attitude concerns the capacity of the service desk staff to work together as a team. The client is often dependent on several persons at once, who together are responsible for providing the service. They have to be able to communicate with one another in order to prevent the client from being sent on a wild goose chase. idea of which points they need to work on in order to improve their service. Client satisfaction investigations can be conducted in the form of a survey. It is best to conduct such an investigation periodically annually for example in order to check on a regular basis whether the service (still) meets the expectations of the client. After all, expectations can change considerably over time. It is useful not only for clients to fill in the survey, but also managers and employees. The results of the surveys can be compared in order to check whether discrepancies exist between the perception of service according to employees, managers and clients. If the survey
1, 2, 3
Sources Christian Grnroos, Service and Relationship Marketing (1990). Kasper, van Helsdingen, de Vries, Services Marketing Management (1999).
10 THEME
front office and the next day in the back office. Every support specialist can handle both first line and second line incidents. The most important thing for us is that we remain accessible; the customer should not have to wait. That is why we have set up the process so that there is always someone to pick up the phone. Even if no one is available to answer it in the back office, the call is transferred to the Sales department. They are also quite familiar with TOPdesk. They talk with the client, and if they cannot immediately come up with a solution, they create an incident for the back office.
We do not believe in making false promises as to when an incident will be resolved. Some problems have complex causes, and in that case, the resolution time is difficult to estimate. If you have a strict deadline, then you run the risk of closing an incident for the sake of meeting the deadline, even though the problem has not been completely resolved. Our work is meaningful if we are able to offer the client a solution, instead of just an answer.
TOPDESK 11
disruptions, functional questions and change requests are entered into the normal process flow and are addressed according to the order in which they are received.
Communication department know if there is an error in the manual or if something can be improved upon. Ivette: If a call concerns the technical functioning of a module, then we pass on incidents to the project team in the Development department that is responsible for that particular module. Each team has a developer that has been appointed to keep track of and process incidents. If we receive questions about purchasing extra modules, we pass these on to the Sales department. Despite the fact that, internally, many departments work together to process calls, we make sure that the client only needs to have contact with one department, namely, the help desk. It doesnt matter who the client speaks to
at the help desk. All of us log the details thoroughly so that anyone can handle an incident. New clients often need to get used to this; at the end of the conversation they ask, Could I get your name please? After they have spoken with us a few times, they dont ask that anymore. They have come to know that their calls are always addressed and handled appropriately.
12 TOPDESK
it is indeed desirable and whether it is feasible to create. As soon as something is decided, they let the Help desk know and we pass this information on to the client. Ivette: We also pay attention to the kinds of incidents we receive. If we get a lot of calls about a particular functionality, then we discuss it with Development. Perhaps they can do something about the design or the term used to clarify the functionality. Jeroen: Of course, we use TOPdesk to support our own processes. If we come up with ideas for improvement while we are working, we let Development know. We are actually are own beta testers. If we cant work with the software, then we dont let our clients work with it.
TOPDESK 13
Personalization
Personalization entails customizing a product or service to the unique
14 TRENDS
needs of a consumer. Websites such as Amazon.com have lead the way in the digital world, with personalized websites that offer customized selections of books and CDs that are based on a customers past purchases. Help desks and call centres are now also seeing the value in personalization techniques. Customer satisfaction increases when clients feel that the solutions to their queries have been specifically designed for them. One way to enable support technicians to better personalize their responses is to give them access to client histories and more basic information about the client.
Employing individualized SLAs can also be of help in identifying tailored resolutions for the client.
preferred forms of communication with contact centres. Results showed that Americans have the most favourable views of chatting: 28% indicated that this was their favourite form of communication, compared to 16% of Europeans and 11% of Japanese people. On the other hand, Europeans prefer communicating with businesses via text messages, while only 2% of the Americans do so. Email, however, remains the number 1 communication tool worldwide: 85% of consumers prefer to email about their requests, problems and complaints.
Business-to-business gifts
A couple of years ago, Annemarie Vosselman, a consultant for a client research agency, observed that business-to-business relations were becoming increasingly more formal.1 Nowadays, the opposite holds true. Vosselman is observing an increase in the (almost explicit) request from clients that organizations pamper them with things like complimentary lunches, gifts, invitations to various events or golfing appointments. Perhaps this is a reason to consider not only friends and family during your Christmas shopping, but clients as well? These days, it is not enough to just offer a product. Clients have higher expectations, but there are also more and more ways in which to keep them satisfied. Text messages, online chats, gifts, personalization and extended opening hours are just a few of those ways, which can make the difference between keeping and losing a client.
1 www.klanttevredenheid.nl
TRENDS 15
As an international organization, TOPdesk has had years of experience working with clients all over the world. One thing the company has learned from supporting so many international customers is that they are not all the same. Differences in culture often impact the way businesses approach customers of varying nationalities. This article highlights some of the differences that TOPdesk employees have encountered, with a focus on
the differences between British, Dutch, Belgian and German customers, of which TOPdesk has the most experience.
The sale
Cultural differences start becoming apparent during the sale. For example, more so than Dutch clients, German clients often devote more time to gathering information about a product during the sale. They often know almost as much
16 TOPDESK
about a product as the sales representative. As soon as a client shows interest in the product, the sales representative is introduced extensively to the clients organization, in a similar way to taking a tour
of a factory. During the next step in the process, many demands are placed on the sales representative. German clients often ask detailed questions that can even cause the most experienced pro to break into
a sweat. Detailed arrangements are made in advance of the implementation, so that everything can go as planned. Amandine Reville, TOPdesk consultant for the French market,
TRENDS 17
has observed that French clients focus more on a good product for the lowest price. French clients are not always entirely clear about what they want or need. The process of completing a sale can often be quite long;
specialists Fenneke Gonggrijp and Ivette van Putten have noticed that British clients often seem to be more accustomed to being assisted by females when it concerns technical matters. This is in contrast to people from
other professionals by their first names and joke around a bit more, tells Ivette van Putten. Often times, business associates must work overtime to satisfy the needs of French clients. They expect optimal service and accessibility. There are some slight differences in Dutch and Belgian business contacts. According to Nancy Van Elsacker, Belgians often prefer to deal with other Belgians rather than Dutch people, because other Belgians have experience that is specific to their country. Even though they speak the same language, they often get the feeling that Dutch people may not fully understand their unique situations. They also do not want to be treated like a number.
Arndt Oberhffken: German clients often ask detailed questions that can even cause the most experienced pro to break into a sweat.
all the various layers of the organizational hierarchy must weigh in on the decision, even if only one person will be making the actual decision. One thing is sure in France: clients are almost always very courteous because they must always be respectful. A potential client will usually want to keep the salesperson from losing face. In Belgium, the clients and suppliers business connections can be more important than in the Netherlands. Social networks play a bigger role here, remarks Nancy Van Elsacker, Account Manager at TOPdesk Belgium. Many Belgian clients select a particular supplier because other organizations with which the client is familiar have already put their trust in that same supplier. other European countries who sometimes seem sceptical as to whether a female will have enough technical expertise to assist them properly with their queries. Furthermore, many British customers also seem to prefer assistance of a more proactive nature than do other clients. They like to receive follow-up calls and discuss their queries over the telephone, as opposed to through emails, which is the preferred method for many Dutch and German customers. Britons often prefer more detailed explanations than do their European counterparts.
Another difference is in the level of formality exhibited during business conversations. While most European customers prefer to keep business conversations formal, British customers are often more inclined to keep such conversations light. They address
they feel that the help desk has not responded quickly enough to their issues, or if the responses are unclear. Communication is very important: when you show respect and carefully explain the process, the client will immediately become more
18 TOPDESK
understanding. I have also noticed that clients want to be able to accurately anticipate the course of future events; they want to know exactly what, why and when something will happen. That is why clear communication and dependability is of the utmost importance to them. As it is for everyone, dependability is vital for German clients. Nice small talk is not enough because so much is expected of the supplier. Arndt Oberhffken, German TOPdesk consultant, gives an example: If the planned deadlines are not met, the customer will stir up a fuss, which can have a lot of consequences for the supplier. The best solution to a conflict of this sort is to be completely honest and to take responsibility for the situation. Freek Takken agrees: The nice thing about dependability issues is that they are relatively simple to resolve. Showing respect and admitting it if you made a mistake is very important. Not leaving until that the client is satisfied, will make you feel satisfied yourself. In general,
be more and more complicated; clients do not always know all the ins and outs and they look to you as the expert. So you can view difficult clients as people that are working in your field of expertise.
problem occurs, the telephone does not stop ringing. Sales representatives are expected to be available at any time, even after business hours. This is much less the case for Dutch clients. Freek Takken: I have never
Fenneke Gonggrijp: British customers are inclined to keep business conversations light.
Freek Takken believes clients to be very patient, reasonable and forgiving. Most people do not want to create a conflict; they just want to reach the same level of understanding with the supplier. I have noticed that clients often ask for advice. IT is getting to
You do not always need to be in agreement with the client. The situation is different for German clients. A German client is almost never openly held in error. This goes for French clients too. Amandine: As soon as a
TOPDESK 19
tips + tricks
Customer service tips from Freek Takken, Customer Service Manager at TOPdesk
During initial contact with a client, try not to take a standpoint immediately. Instead, indicate that you will investigate the matter and get back to the client; Prepare your response well; Always treat the other person with respect; At the end of the conversation, summarize the main points and confirm any agreements; Always speak from your own standpoint. Thus, I think that instead of You do this; It is sometimes useful to enlist the help of a colleague when dealing with a difficult issue. He or she can give a fresh perspective on the situation and the client does not have a (negative) history on which to judge your colleague; Match the client with the right person. Everyone has a unique style and way of handling different situations; Always attempt to resolve the situation sensibly and honestly. Admit it if you have made a mistake. Clients appreciate sincere apologies; Be punctual with regards to appointments.
Always let the caller speak first, so that he or she has the chance to formulate his or her problem or request; By summarizing the problem, you can deduce whether you have understood the clients issue correctly; You do not have to have an immediate answer for everything. I am going to make this into an incident and get back to you as soon as possible is a legitimate answer; Search through old incidents and the knowledge base to see whether a call is a known problem, which will prevent unnecessary work; For large problems, clearly explain what the options are and tell the client what they can expect; If there are many steps that need to be explained, you can first email these to the client and then ring them; Record every step of the process in the Action field, even if you have sent the caller an email or rang the customer and no one picked up the phone. That way it is clear for both parties what steps have been taken concerning the incident.
Copyright 2009 TOPdesk UK Limited. Although this magazine has been produced with the utmost care and attention, the writers cannot be held responsible in any way for any damages that may occur due to errors and / or deficiencies in this publication.