What's the best way to prioritize customer service problems?

Experience: My experience in the assessment of urgency has a lot to do with the customer product-market fit. Out of many designs and features, we spent significant time evaluating and assessing those that do not contribute to the critical function requirements within the blueprint. Solution: In my experience, careful development and deployment of products via an FMEA (failure mode effects analysis) risk assessment model factors in most of the deviations from the blueprint both in the production part approval process (PPAP) and using agile in digital product management. The FMEA would factor in the severity along with the implications associated, ranking them accordingly to meet the customers' minor, functional, and critical issues.

Primero que todo escuchar al cliente (que puede ser interno o externo), para así detectar donde se encuentra la novedad. En mi experiencia un simple cambio en un botón de un click a un doble click generó un gran, gran malestar con los clientes internos y esto no lo vio los desarrolladores.

If i had to toss a blanket on this one; i would advise… Handle the easiest problems 1st. You will get more of them behind you. Big problems are just that. Sometimes it takes a long time to iron out the big ones. Don’t get bogged down.

The best way to prioritize customer service is first by a matter of urgency. Some problems needs more attention at the moment than others. We have to identify critical issues that requires immediate response. These issues can be service outage or even transaction issues relating to the servers.

Experience: Customer service issues impact manifold outcomes in different segments and need to be carefully considered. Imminent change was to be effected in certain process aspects during a product feature release, and when it was delayed the customer had to seek out for the competitor as the switching cost was low in that scenario. Solution: A broad range of outcomes needs to be considered from customer-centric models to CLV so that all aspects of business as well as internal operations can be considered to evaluate the impact whichever is riskier for the overall business model. Solution:

En el sector que trabajo actualmente (apuestas y azar), si el cliente no puede realizar la compra, es una venta que no puedes recuperar, por esto, estar la producción 100% en horario de venta es nuestra prioridad, y priorizar los problemas es una medida que hemos desarrollado con las empresas aliadas para dar solucion lo más pronto posible.

Experience: Certain customers want a wholly customized approach to resolve issues right from start to end which may not align with the general company procedures and they are very explicit about the same. Oftentimes, this is a challenge for management in light of team and resource allocation as they are darkened to the 'complex scenario outcomes'. Solution: Pre-determine and pre-evaluate a VUCA model that is segmented for each product type/line right from the product management phase, such that, the difficulties and interdependencies involved are in the foresight when the complexity manifests. Consequently, team assignment, root cause analysis, and troubleshooting can be facilitated in a better way during the occurrence of the event.

Para este tipo de problemas tan complejos, se realiza reuniones de los equipos involucrados con las empresas aliadas, para dar una solución acertada, registrar la solución que se ha dado para no repetición.

Experience: Customer service problems in the ever-changing modern business environment need to be considered with great importance as they have access to digital, social, and multi-media tools. On top of that, they also have access to all tiers of the management directly to raise an issue. Hence a more sophisticated and dynamic matrix is needed for prioritization in the VUCA world. Solution: The Eisenhower matrix can help solve customer problems in a very conventional & procedure-oriented way, which, may not fit in with the digital revolution that customers operate and thrive on. Hence a more comprehensive prioritization technique is needed to offer the best possible support rather than restricting to a 4-Quadrant-Model.

Experience: There are two aspects to this, one being the perspective of the customer and the other from the internal operations side. And from my experience both of these viewpoints may not be wholly in alignment and sometimes there needs to be a tradeoff made in terms of feasibility while resolving customer service. Solution: User customer-centricity to focus on the critical and most important customers to the business and then communicate the priorities to all levels of management and sub-teams. This would help in timely, role-assigned, and resource-oriented laser-sharp focus internally before moving ahead to interact with the customer.

One way of reviewing performance is to conduct a periodically sent customer survey, to know exactly how you’re doing. From one point you’re evaluating your service & at the same time finding out & outlining what should be on the top of your list for new opportunities & growth.