When it comes to the provision of IT services, the winner is not necessarily the company that is the fastest but the one that offers the best quality. Even though response time is often considered the single most important factor affecting customer satisfaction, the work must still be done well. The level of customer service is, in fact, the sum of service quality and speed, and this combination is what needs to be measured. In any particular case, the only one who can tell whether the quality, speed and end result were great, is the service recipient.
What about NPS, does it tell the level of customer satisfaction? No, not on its own. Other indicators of quality and satisfaction must also be used, although the NPS does give a good idea of the level of customer satisfaction. Customer satisfaction is also affected by whether the only ones asked about it are the customer’s contact persons after a weekend spent downhill skiing (if that’s still something people do) or the service recipients. We ask the latter ones. The number of people we ask for feedback cannot be counted with fingers. It is not counted in dozens, either, but in thousands. When you collect this much feedback, the NPS starts to tell something about the quality.
Then, how to create an organization that provides high-quality service?
When different customer satisfaction indicators result in a flattering NPS, what factors have contributed to that score? How do you get people to do their jobs well in a service organization? Satisfied employees create satisfied customers.
What should be considered here is the IT service provider’s own employee experience, since satisfied employees are known to work more efficiently and produce better quality. At the beginning of my career, I internalized my employer’s saying “go the extra mile”, which has also been borne in mind when developing StarIT’s organizational culture to offer an even better employee experience and thus better customer service.
Many of the factors affecting customer experience are the result of an organizational culture based on positive employee experiences. If a company does more and provides higher quality than its competitors, it will stand out. A carefully built organizational culture will also support the company at times of rapid growth.
Service is an attitude, and our attitude is excellent
In the real estate business, it is all about the location, whereas in the service business, it is all about the attitude. Employees must understand the company’s strategy and goals, and with those in mind, always think about the customer’s best interest. Employees should also be rewarded for success. When employees want to do their best, it goes a long way.
Automation helps us concentrate better on serving the customer in various situations. When employees do not have to waste time on repetitive manual tasks, they can concentrate on providing the customer with added value and better service. Work supported by automation is also often more meaningful than repetitive routines, so automation also improves employee experience. Moreover, in boring routine tasks, automation can provide superior reliability, speed and quality compared to manual work done by employees.
In large organizations, it is impossible to know everyone and meet them face to face, but an organizational culture built on a strong foundation directs everyone in the right direction. A collectively created organizational culture is more difficult to achieve than, let’s say, a functional website, which also makes it a competitive advantage that cannot be copied. Building a culture is not quick or easy, which means it must be made an integral part of daily interaction and management.