‘High-Tech’ Plus ‘High-Touch’ Delivers Win
Maybe you’re just getting your head around this thing called “MPS”, but I’ve got news for you: It’s time to move on already, and I was just getting used to it, too!
No, MPS isn’t a fad like Michael Jackson’s or Madonna’s glove in the 80′s. Instead, the next level of MPS success stories are going to be written at the expense of their competitors, because victory goes to those providers capable of executing in scale and efficiency. But at the heart of it all, rests an assumption that you almost can’t scale and maintain high-touch customer service – or can you?
When we think about large corporations, what do we think of first? When I mention names like Walmart, AT&T, Coca-Cola or McDonalds what do you think of, and is it high-touch customer service? Likewise, you probably don’t think about high-touch customer service, when thinking about high-tech, process driven organizations either, do you? I know IT didn’t get its “get out of my way, you moron” wrap by having the best smile.
But something interesting happened to me last week that helped me see what it might look like when you couple a high-tech, highly scalable infrastructure to a high-touch, customer-focused organization.
I think it might be safe to assume we all know how much fun air travel is these days, for most normal folks. Last week, I flew into New York to visit a client, deciding to try Orbitz, an online trip planner. It was a quick, one-day flight, with a 3:15 AM wakeup call (ouch). The flight up was uneventful and even arrived early! The visit with our client went very well, and our attention turned to lunch and getting back to the airport.
During the appointment with our client, I had received both an e-mail and call to my mobile informing me that my 2:45 PM flight had been cancelled. I called Orbitz to see what was happening, and John answered the phone. After informing me that my flight had been bumped much later in the evening, John began working with me to get an earlier flight time. Not only did John oblige, but he brokered the entire arrangement with the airline. I then received another confirmation e-mail, arrived at the gate quickly made my way home.
The high-tech process automation Orbitz employed helped me get what I needed quickly and efficiently, while the high-touch customer service ensured I not only got a fair result (given the circumstances), but let me know I was cared about. It wasn’t anything monumental, but it was every small thing that was done. In other words, the war was won on the ground, fighting little skirmishes.
When thinking of high-touch service, you don’t have to deliver a Mercedes-class experience to win and keep customer’s loyal; you simply have to say what you are going to do and do what you say. But the infrastructure to deliver highly efficient, scalable and repeatable processes is an entirely different matter. If you only want to delight your local customers, then don’t worry about it – yet. But like the saying goes, “Just wait until Walmart comes to town…”
Ken Stewart offers observations from the field of managed print services in his weekly column on MPS Insights every Tuesday. As a senior consultant with the Photizo Group, he comes from and works directly with channel providers in the managed services space, developing educational tools and resources to promote lasting business transformation.
Ken Stewart’s website, ChangeForge,focuses on the collision between the constantly changing worlds of business and technology in an information-centric world. Get the latest industry news, and follow ChangeForge on Twitter or become a fan on Facebook.
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Ken, reminds me of Alvin Toffler’s book called Megatrends of many years ago that incorporated the ‘high tech, high touch’ phrase. I like your storyline about Orbitz, but what really intrigued me was the time John spent on ensuring you were happy – he must be one in a thousand.
Mike, sadly you are right about customer service in general. However, it is the sole responsibility of the leader to promote and assure a culture that delivers upon its core mission and values. In other words, isn’t it reasonable to expect leaders to have a hiring model geared towards retention and satisfaction (of both employee and customer)?
In my previous position, when a customer had a bad experience, it was my responsibility to correct. Even better, it was an opportunity to show the customer how much we care – while helping the team member see how to adjust in the future as well as support their growth process. In reinforcing this mentoring position to customer and team member, I found it reinforced both relationships and elevated their loyalty to me – and thus my organization.
Regards,
K