By Mike Ruprich
 CEO Mike Ruprich at the distributor's Chicago headquarters. |
One of the most effective ways for companies to differentiate themselves in today's competitive electronics marketplace is to offer exceptional customer service. However, quality customer service is more than just a "thank you" at the end of every transaction. It involves a consistent evaluation of what customers want and expect and an integrated approach to satisfying their needs.
Good customer service is hard to find. Bring the topic up to just about anyone, and they are sure to tell some horror story about a lost shipment, a rude service person or some other experience with poor customer service. Good customer service goes beyond timely shipments or polite service people. Those things are expected. Good customer service is about offering value — living up to customer expectations and then surpassing them.
Offering flexible service options ensures that each customer is handled in the most efficient way possible. Advances in customer relationship management (CRM) software and other technology now enable companies to offer a more proactive approach to customer service.
Distributors that successfully integrate this technology with well-trained, quality personnel will provide their customers with extremely efficient and personalized service. Distributors should consider five key components when evaluating and improving customer service.
Outside or Field Sales
Outside sales constitutes one of the oldest but most effective keys to a profitable, long-term supplier/customer relationship. The outside sales person's role is primarily to nurture and develop larger accounts. The outside sales representative is often the customer's "problem solver" and someone the customer turns to if an unusual situation comes up.
Field sales reps should generate useful feedback from end users of the products and constantly seek specific ways to serve them better. They may follow up on leads generated by inside sales or be the closer for deals involving high-volume contracts.
Inside Sales and Sales Support Offices
Inside sales people are the backbone of the sales operation. Inside sales reps handle routine orders and detail work for larger accounts, and work as part of a "tag team" with outside sales reps. They handle day-to-day orders, with each sales rep usually assigned to his or her own accounts. Part of the inside sales person's job is to also make outgoing calls to customers to inform them of new products that are available and to continue building relationships with those customers.
Call Centers
Call centers provide customers with an easy outlet where they can place orders, check price and availability, track shipments or just order a catalog. Advanced technology coupled with well-trained personnel are the keys to making this customer service channel run smoothly. By employing strict policies, such as an average speed of answer (ASA), and establishing standards of measurement like "abandon rates" (the percentage of callers who hang up before their call is answered), customers receive efficient, personalized service that exceeds their expectations.
Call centers can include special service teams that assist customers in finding the correct item to purchase, research teams that resolve problems with orders and returns, and fax teams that process faxed orders. CRM technology allows all of these functions to run smoothly. Call centers can also be integrated with other service channels to further improve customer service.
Web Site and E-commerce Services
When distributors invest in Internet technology and fully functional Web sites, they enable their customers to place orders, check inventory, track shipments and access technical information 24 X 7. Most distributors now post their entire catalog online and offer downloadable equipment specification sheets and safety information. By integrating a company's Web site with its call center through telephony technology, customers can chat online (electronically) with call center reps or even speak with them live.
Contact management technology enables employees throughout the various service channels to view an order coming across in real time and fax the customer a confirmation notice within seconds. This technology keeps detailed customer data files in the system for use with future marketing efforts.
The Internet also allows suppliers to do business with customers from throughout the world. With effective global shipping and e-commerce software now available, most of the barriers that once stood in the way of global sales have disappeared.
Marketing Response Vehicles
Customer service can actually be viewed as an extension of marketing. In many organizations, customer service people have dual roles that include marketing functions. Because they are on the front lines and have regular, direct communication with customers, these people are often an excellent source for customer information.
The detailed customer information that can now be gathered through CRM and contact management technology allows marketing departments to pinpoint specific customers and use their marketing dollars more efficiently. Because many distributors run so many promotions on so many different products, it is important that each promotion is carefully planned and appropriately targeted.
Combining these five key elements of customer fulfillment with a commitment to exceptional internal customer service will result in a fine-tuned operation and, more importantly, a loyal and expanding customer base.
However, it is also important to regularly assess whether customers' needs and expectations are still being met and to continuously seek ways to serve them better. In today's fast-paced electronics environment, companies cannot afford to become complacent — technology and innovation are already working on a better, faster way.
MIKE RUPRICH is CEO, Newark Electronics, 4801 N. Ravenswood Ave., Chicago, IL 60640; (773) 784-5100; Fax: (773) 907-5339; Web site: www.newark.com.
