Who is a customer advocate?

There was something ominous about the results. The doubling of the customer base was complemented by double the level of ‘noise' from customers about the poor quality of services. Should the board applaud the business growth to signify the added muscle or bemoan the accumulating fat in the business?

A survey pointed to four categories of customer services that repeatedly failed to live up to customer expectations. (Pie diagram)

How the data connects

The composition of the base of complaining customers, however, was too varied and diverse.

Length of relationship with the company, portfolio of products patronised and geographic spread did not point to any specific patterns or trend. Yet, the reasons for dissatisfaction were fairly explicit.

More interestingly, the four categories identified were not stand-alone reasons; each of these fed on one another, ballooning into a sizable challenge.

The four categories were queries (repetitive and personalised call for clarification of resolution status); instructions (execution errors leading to more complaints); complaints (promises not kept or staying unresolved beyond 30 days, triggering more queries in turn); and suggestions (unsolicited ideas from customers that remained unacknowledged indicating organisational apathy and generating greater anxiety in customers).

Consequently, while the problem was real, the origins of the problem could not be clearly traced to any client relationship management group, product or geographic unit. Where lies the key?

Question for the Directors

The board was unanimous about winning the absolute confidence of its customers, else there would be no business to manage.

Yet, the sentiments were polarised.

Someone observed that all the ‘noise' originated only from 7 per cent of the customer base. If the rest 93 per cent kept quiet, why not focus on the latter and stop worrying about the minority of the complaining 7 per cent who are dissatisfied any way.

Noise by itself is not a problem but a worrisome symptom, argued the others.

A third group questioned the wisdom of restoring confidence when there was neither a penalty for generating complaints nor an incentive for containing them.

Clearly, there was a dire need to declare an acceptable way the customers ought to be treated. That way will have to be ingrained into the culture for it to build customer's confidence, contest unfair practices and discharge obligation to all the stakeholders. The title of ‘Customer advocate' had to be conferred on someone. Would any one step in to champion the rights of the customer, wondered the board.

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