It appears to me that many businesses in T&T only leap into action to improve their service delivery when faced with a crisis or the threat of one. The fear of customer backlash often becomes the catalyst for the sudden realisation that, “We better fix our customer service before things get out of hand!”
This is a reactive approach triggered by factors so unpredictable that they inhibit the ability of the business to respond effectively to even the most minuscule service hiccup. The result is a fragile delivery system that cracks under pressure at those moments when resilience is most needed.
Why is this model so common? One reason that comes to mind is that businesses, like individuals, are susceptible to the habit of complacency. The force that influences businesses (and individuals) to settle in at a comfort level for an activity or practice and not be minded to elevate to a higher level of effort. Complacency is seductive because it places little pressure on the business or individual to put out more effort than necessary to achieve an acceptable outcome. After a while, this “good enough” outcome becomes the norm, negating any incentive to strive for excellence.
The danger associated with staying in this state for an extended period, is that it becomes such a comfort zone that any attempt to introduce change, even when it’s beneficial, is met with major resistance. That is, unless there is a compelling reason to change, like a new competitor, armed with dazzling innovations that cause customers to swoon and pose a real likelihood of defection, or in the case of a crisis situation.
In some instances that are not as dramatic as a crisis, businesses decide to upgrade their service level when the incidence of service failures begins to rise at a rate that triggers concern and prompts action. Suddenly, the threat of lost revenue, viral social media backlash, or a customer-led boycott looms large. Of course, this begs the question, “Why would a business allow service delivery and customer experience to deteriorate to that point in the first place?”
From decades of experience in the service sector, I’ve observed that major service crises are rarely isolated incidents. They’re often the result of a series of smaller, ignored impairments that snowball over time. These seemingly insignificant missteps are brushed aside, deemed too minor to warrant attention, until they erupt into something far more damaging. So, when should a business begin improving its service delivery? The answer is simple … before customers complain and when even one customer does so.
The ideal time to start improvement is when customers are happy and believe their experience is exceptional. This proactive mindset is the hallmark of businesses operating in the zone of continuous improvement. These organisations don’t wait for problems to arise, they challenge themselves to elevate their own standards, constantly refine their practices and push the boundaries of excellence.
The next best time to act is when one customer complaint is received. A business that receives one complaint should assume ten or more customers are enduring the same challenge but have not voiced their discomfort or displeasure. So, if a business is experiencing 50 complaints, it should assume there’s a crisis afoot. The most dangerous crisis is one that is invisible and silent, where customers are not beating down the doors of the business but parting ways quietly.
Another critical moment for service improvement is when a business establishes a social media presence. A Facebook page, Instagram account, or any other social platform becomes a virtual storefront. In this space, every customer wields a megaphone. Their praise can amplify the business as a brand, but their criticism can just as easily dismantle brand reputation. The digital realm demands vigilance, responsiveness, and a commitment to excellence.
Despite the challenges, I believe every business wants to deliver the best customer experience possible. While the barriers to achieving this goal are many, one of the major impediments is the fact that businesses do not take the time to know their customers inside out. They settle for superficial customer intelligence over rich customer intelligence. The latter being the kind of intelligence that is cultivated through thorough deep dives into the needs, wants, preferences, likes and dislikes of the customer, as well as a projection of their future needs before they become needs. Achieving this level of understanding requires effort, dedication, and a willingness to dive deep. It’s not for the faint-hearted.
But for businesses that genuinely value both their customers and their competitive edge, waiting for a crisis is never an option. They understand that excellence isn’t a reaction ... it’s a relentless pursuit.
