I know I am not alone in feeling
concerned for the future of our nation. We are faced with a catalogue of
issues: skills shortages after pandemic layoffs, supply chain shortages linked
to international conflict, and now spiralling price inflation. Already we are
seeing cracks in service provision in the travel sector as skills shortages and
strikes bite hard. Looking ahead, further supply challenges and rising prices
are likely to put a squeeze on households across the country. Is it any wonder
that added stress and anxiety are on the rise, and a growing number of
customers are reporting a deterioration in personal wellbeing?
All of this serves to accelerate the
increasing polarisation in our society. The gap between the ‘haves’ and the
‘have nots’ - a gap of not just wealth, but health and wellbeing. Levels of
exclusion and vulnerability are on the rise, and how we as an industry support
our customers really matters. This isn’t about being seen to do the right thing
by those in need - it is about the long-term success of business and society
which in turn links to brand reputation both in companies and the brand of
Great Britain.
The business requirements attached to 'vulnerable customers' may vary according to sector, but viewing these
responsibilities as an opportunity to really understand your customer base
rather than simply ‘serving’ them can be helpful.
Cementing loyalty through effective
understanding and servicing of vulnerable customers requires adhering to a set
of service and product principles. These include making it easier to contact
the right person, faster speed of response or resolution and providing clear lines
of communication - and offering different solutions and listening hard to the
issues being raised. It also requires a sense of empathy, tact and
consideration. Rising inflation and chronic illness linked to Covid are seeing
many more customers slipping into this category for the first time. It is vital
to consider the tone of communications to avoid them feeling excluded or
alienated.
Hitting the right tone of empathy
requires frontline service professionals to be armed with an extensive and
complex mix of skills. The best of them can simultaneously spot subtle
potential indicators of vulnerability, handle issues effectively and creatively
and be armed with the knowledge to provide practical advice and support. Not to
mention being skilled in operating an ever-growing number of digital
touch points, whilst also identifying when an issue needs a human touch and
balancing the needs of the customer with the commercial realities their
organisation is facing.
In stormy business conditions, it is
important that when we batten down the proverbial hatches we do not
inadvertently exclude vulnerable customers. Rising numbers of vulnerable
customers will require greater numbers of trained service professionals, and
the workloads and stress levels of these individuals also need to be carefully
monitored if they are to perform their roles successfully.
It is our responsibility as business
leaders to look after, protect and develop our people, who are likely to be
burdened with the additional weight of others’ difficult situations. As a
customer service industry, if we are to continue to weather turbulent times, we
must take the time to address our service offering, understand who we are
serving, and equip our people with the skills they need to perform their roles
effectively.
Jo Causon
CEO, Institute of Customer Service
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