CSR’S CHANGING ROLE — GREAT CUSTOMER SERVICE
CSRs need to know their sales reps’ performance objectives and goals—customer by customer, quarter by quarter—in writing. If the salesperson hasn’t develop that information, then he/she should, and it should be systematically updated to the supporting CSR team. A CSR that has that information can be proactive in support of those account performance objectives. If they don’t know, they’re reduced to a “reactive position.”
Another important consideration is a signed confidentiality agreement. Customers are increasingly looking for suppliers that can manage intimate information, such as customer lists and products sold to those customers. If a buyer hasn’t asked you about your policies for managing their confidential information, you should go ahead and initiate the process. Just being able to say that you have strong policies in place to protect your customer’s information not only elevates your credibility, but it also improves the value of your company.
A great customer service department leader who can develop a strong CSR team can accomplish great things. The position has profound—even unparalleled influence, responsibility and impact—on your organization’s accomplishments and future. To deny, neglect, or totally miss this position’s potential contributions is to possibly “lose the game—early.” PI
About the Author
Chadwick Consulting’s mission is to improve company and individual performance in the graphic communications industry through business development—resulting from research, strategy development, education and training, and publishing. Sid Chadwick can be reached at (336) 945-0645 or www.chadwickconsulting.com.
