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B2B and B2C customer service organizations can learn from one another. Back in September 2011, I wrote my first blog post on this topic. Since that post has the highest average readership of my InFocus posts to date, here is a sequel. I recently stumbled upon an interesting YouTube video from a B2B Consultant. In the video, the consultant makes the point that customer service levels in the B2C world are a function of the competition. Service norms and expectations are largely defined by competitors and prior experiences. For example, there are certain service norms in the fast food industry set by the big players and reinforced by our prior experiences at fast food outlets. On the other hand, in B2B, size and capabilities dictate service levels. He makes great points in the video, but I’m not totally sold on his comparison or the limitations of each definition. Separating B2B and B2C customer service approaches from one another can stifle organizations from adopting best practices from each “silo”. As an example, it can prevent an IT company from learning customer service lessons from an online shoe retailer. Here’s more:
B2C If I’m in B2C, acting in response to the competition relegates me to becoming a “fast follower” rather than coming up with innovative ways to serve my customers. Last June, fellow InFocus blogger Frank Coleman wrote about how In-N-Out Burger takes customer service seriously rather than simply replicating how other fast food chains approach it.
He pointed out that “usually [at other fast food chains] efficiency seems to be the only goal, often at the expense of customer satisfaction.” In-N-Out has made customer service a top priority alongside food quality, differentiating them from the competition. The company could have made the decision to emulate service norms in the industry but I’m willing to bet they would not be as successful.
B2B While it’s incredibly important to recognize size and geographic limitations to effectively communicate customer service delivery capabilities, this thinking can stifle innovation. As an EMC Customer Services offer marketing manager, many factors enter into decisions related to new offering creation and branding (not just size and geographical constraints). The competition is certainly one of those factors. Based on previous experience, it’s all too easy to fall into a trap of focusing on what you can’t do versus focusing on your customer service organization’s potential. Whether you are in B2B or B2C, it’s important to recognize that service excellence does not materialize when you draw limitations on what can work based on the competition. Service excellence does not materialize when you focus on the limitations of your organization’s size or geographical constraints. Service excellence comes from focusing on what’s possible. “The opinions expressed here are my personal opinions. Content published here is not read or approved in advance by EMC and does not necessarily reflect the views and opinions of EMC nor does it constitute any official communication of EMC.” |
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