Customer service has the potential in all businesses to become a control center for a customer experience program. It is in a position to provide an influential level of contact with customers. Trouble spots that affect all areas of a business are condensed in this area. With little effort, it can be a starting point for a customer experience program and generate added value. However, this is not happening and probably won’t do. Why is this the case?
Customer service is a part of the transaction with the customer. Upon purchase, the customer pays for a product and the money goes in the till. If afterwards, the customer takes advantage of the service, they incur extra costs, which reduce profit. From this perspective, it is understandable that customer service has the reputation for just ticking the boxes for performance targets; and which manager wants that? Businesses offer customer service because they have to. It is a pure site of cost; a department with a low budget and even less visibility within the business. Investments are only made in order to save money or from a quality perspective to avoid further hassle.
Customer experience however views customer contact holistically. Unlike customer service, customer experience has potential and of course customer service plays an important role. Customer experience is however, unlike customer service, an area in which strategic investments are made. Both subjects are somehow incompatible in business reality. From a customer experience perspective, the contradiction between the two doesn’t exist, in practice it is almost insurmountable. This is likely to vanish as the customer doesn’t really care about departmental boundaries.