42 Rules for Superior Field Service. The Keys to Profitable by Rosemary Coates

By Rosemary Coates

With few exceptions, the provider enterprise is seen as a "necessary evil". Servicing items, when they are offered and in shoppers' palms, is usually missed and will be a resource of purchaser dissatisfaction and revenue loss. This pondering ends up in ignored possibilities to transform clients into advocates and to generate major enterprise revenue.

Complicating box carrier operations is the worldwide nature of commercial – the place your consumers are, the place your items are synthetic. Sourcing worldwide elements, dealing with the elements provide chain and the funding required are the issues that continue managers up at evening.

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Rule 3 Ask and You Shall Receive What is the best way to find out what your customers want? Ask, of course. Field service organizations should not to make assumptions about customers. World-class field service organizations ask for feedback relentlessly. Marriott Corporation asks every guest every time if everything went well with their stay. On their web site, Marriott provides a place for written feedback that a guest might not want to deliver otherwise. They also provide a customer service feedback card that you can complete and mail back.

And satisfaction results from the difference between the customer’s perceptions of service versus the customer’s expectation for service. ” The opposite is also true, no matter the objective quality of service. So, set realistic customer expectations, and strive to exceed those. You will have delighted, loyal customers. Rule 3 Ask and You Shall Receive What is the best way to find out what your customers want? Ask, of course. Field service organizations should not to make assumptions about customers.

Here is an example: When doing business in India, Jim Reily asked customers about field support, and they complained loudly about delays and part shortages. Easy solution is to add field inventory. But before executing an expensive inventory build-out and depot expansion plan, Jim asked further about how his company compared with the competition. The customers uniformly noted that his support was far better than any competitors. So, Jim improved support capabilities but in a measured way and only when generating additional service revenue to offset the expense.

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