From Twitter justice, to fake news, to a global network of social media platforms all interconnected as the new propaganda machines of the twenty-first century, businesses must navigate a whole new world to ensure ongoing success. This means that every aspect of business—the silos that once separated people into internal buckets—must now join together to be a united front in maintaining good brand. If not, the business will surely fail.
We see it daily, from Google reviews, to social media inspired mob justice, to the black hole that is Reddit, and more, businesses of all kinds sit on a precipice of judgement, awaiting a collective “pass” or “fail” that could mean either a bright future or an ugly end. And with that comes the importance of understanding the role that everyone must play to keep the business strong and profitable.
For so many companies, one of the weakest links in that chain of maintaining brand is the ubiquitous service team—those stalwarts of business who are relegated to the unseen depths of business empires—many times left out of the technological evolutionary loop that all other departments rejoice in daily. And, it is absolutely no fault of the service teams whatsoever.
In fact, for the most part, it’s simply due to a misunderstanding of their potential, all due to a legacy of preconceived ideas as to what service teams do: fix stuff. But it’s so much more than that. Left without real IT infrastructure, the service team departments are, in fact, set up to fail—not by choice or conscious effort, but by sheer misunderstanding of perceived overall value.
In today’s hyper-connected world, service teams now represent the totality of the after-sales brand of the companies. Years ago, a bad experience in warranty or repair work went mostly unnoticed—left to be maligned by a small group of victims without reach to the rest of the world. However, with the advent of social media and all that it entails, service teams are finding themselves in a precarious situation, one that leaves them solely responsible for a customer experience that could very well mean the demise of their respective companies.
The customer experience has always been paramount to success—the service delivered by sales, the product quality—all triggers that create a brand that people either love or hate. But that has always primarily lived at the proverbial pointy end of the spear—the pre-sales and just slightly past post-sales experience that become the interaction points and brand-building blocks. However, now the idea of the message that one markets versus living up to that message brings about the full spectrum of the experience from beginning to end.
Service teams now own that space. So, what is to be done? It comes down to empowerment. Giving the same level of resources to service teams as any other department can suddenly transform the dynamics of the entire organization. Implementing such things as Service Team Automation within a service team environment means that the customer now has insight into what was a potential black hole: not knowing the status, where the item is, and what the ETA will be, all deliver a stressful and unsatisfactory experience.
Solving that alone can do wonders for an organization’s brand. But there is far more. Enabling service teams to effectively measure and manage their respective domains in a way that adds business intelligence to the organization, translates to everything from cost savings, to faster time to market, to simply creating a sense of belonging to an otherwise, sometimes dismissed and ignored group within the company.
In all, it’s a simple equation. The right tools for the job can transform departments, people, and brands—making an organization stronger and perhaps more resilient against the unstoppable juggernaut that is the social media collective and the influencing opinions of the masses.