Comments on: How To Implement a Proactive Customer Support Strategy http://crmweblog.crmmastery.com/2010/01/how-to-implement-a-proactive-customer-support-strategy/ CRM Best Practice and Industry News Tue, 01 Feb 2011 09:22:50 -0700 http://wordpress.org/?v=2.8.4 hourly 1 By: proactive support http://crmweblog.crmmastery.com/2010/01/how-to-implement-a-proactive-customer-support-strategy/comment-page-1/#comment-6656 proactive support Thu, 08 Jul 2010 07:48:49 +0000 http://crmweblog.crmmastery.com/?p=1879#comment-6656 Thank you for so informative post. I'd like to add the point that early proactive discovery makes all the difference in expediting resolution and increasing customer satisfaction. Thank you for so informative post.
I’d like to add the point that early proactive discovery makes all the difference in expediting resolution and increasing customer satisfaction.

]]> By: Barry Dalton http://crmweblog.crmmastery.com/2010/01/how-to-implement-a-proactive-customer-support-strategy/comment-page-1/#comment-6083 Barry Dalton Mon, 18 Jan 2010 17:31:55 +0000 http://crmweblog.crmmastery.com/?p=1879#comment-6083 Jim, All good advise. I'd take it even a step further. I think one of the strategic imperatives of customer service and support is to identify and lead the elimination of the upstream errors that drive customer dissatisfaction, and thus support interaction volume and cost. Not many organizations I've witnessed are structured to facilitate this. Nor is customer support typically empowered to influence these upstream functions such as design, manufacturing, AR, sales, etc. Many customer services organizations have invested in Lean Six Sigma programs. But the focus of those efforts is internal. The better use is to direct the reengineering effort to external drivers. Then, investment dollars can be directed to improving the customer experience in other areas as a competitive differentiator. thx again barry Jim,
All good advise. I’d take it even a step further. I think one of the strategic imperatives of customer service and support is to identify and lead the elimination of the upstream errors that drive customer dissatisfaction, and thus support interaction volume and cost.

Not many organizations I’ve witnessed are structured to facilitate this. Nor is customer support typically empowered to influence these upstream functions such as design, manufacturing, AR, sales, etc. Many customer services organizations have invested in Lean Six Sigma programs. But the focus of those efforts is internal. The better use is to direct the reengineering effort to external drivers.

Then, investment dollars can be directed to improving the customer experience in other areas as a competitive differentiator.

thx again
barry

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