1. COVER STORY
started greeting all customers at the execs practice the concept of on providing a fair and just solution."
door with a smile. First, they found customer orientation. Also, questions She adds further, "Also, we firmly
that walk-in customers wanted to like how far the customer need believe that a correct and timely
communicate to an individual behind knowledge transforms into positive response is far better than a delayed
the counter. Secondly, one regular customer outcomes? Whether and incorrect response to avoid
customer eyed the researchers customer need knowledge alleviates escalations and a possible change that
apprehensively, placed his order the application of customer service can stand by us."
cautiously, and said "Something is concept at the employee-customer Since different industries have
not normal today...it looks as if interface? Recognizing what kinds of different business models, the style
suddenly McDonald's was taken over customer need knowledge serve the of handling customer service is also
by genuineness." A profound lesson objectives of customers in an different, although the same theory
was learnt here about employee-customer interaction and of customer need knowledge is
personalization. Some managers whether customer service execs applied, but, differently. At Kotak
think that personalization means really obtain this knowledge Mahindra Bank Ltd., some of the
influencing superior acquaintance (antecedents of customer need personality traits that are looked for
with a customer like "Hi, I'm Shekar. knowledge) and whether doing so customer interface roles include
I'm going to be your waiter today." facilitates in satisfying their willingness to serve, individuals who
Nevertheless, personalization is interaction objectives (getting are outward turning, warm with
about custom-fitting service positive customer outcomes). Since emotional stability, knowledgeable,
interactions to individual customers' customer centricity is the most vigilant, are open to changes, have
great communication ability, etc.
Subhro Bhaduri, executive vice
FACE-TO-FACE INTERACTION WORKS president, human resources of Kotak
Bank says, "We believe that
personality traits required for doing
Captures attention the same job undergo small changes
The range of stimuli with an in-person interaction–creates novelty across organizations. The cultural
that aids people to be more open-minded and creative. umbrella provides for that change.
For example, at Kotak Bank we have
Inspires positive reaction defined behaviours we value which
are interrelated to our employee
It enables a positive emotional experience. Those positive emotions value proposition (EVP). So for
become attached to the organization’s interaction through anyone joining Kotak Bank it is
customer service agents, and contribute in making customers important that he/she aligns himself/
herself to the organizational
more open to new experiences. requirements (including behaviours
Builds relationships and EVP) to deliver. When that
happens, Kotak Bank as an
To build great relationships, there is a need for in-person human organization can deliver its customer
interaction. Research shows relationships forged in person are value proposition, thus, resulting in
stronger. As McEuen notes, “Trust is built more effectively stakeholder benefit. Therefore, it is
important that our customer service
face-to-face.” executive reaches out to the
(Source: Face-to-face meetings matter) customer (outward turning) rather
than the customer looking for him.
preferences and even to individuals' important trait that HDFC Life looks At the same time, the customer
changing needs in altering situations. for in a customer service executive service executive needs to be more
Owing to extensive heterogeneity the quality of service provided to aware of implications of his/her
of customer needs, it has become customers is what serves as a actions will cause (vigilant), especially,
increasingly vital to productively differentiator in the industry. Hence, during financial crisis. Furthermore,
tackle the requirements of every akin to the customer need knowledge in an environment as dynamic as we
customer. Thus, customer service theory, Metilda Stanley, senior vice operate in today, flexibility and the
execs have to figure correct president - operations, HDFC Life agility of movement decides who
perceptions of individual customer's concurs, "We look for people who survives (openness to change). With
hierarchy of needs i.e. they have to can pre-empt customer so many banks and many more
develop a high level of customer requirements, understand the issues customer service executives, it is
need knowledge. However, a crucial faced by the customer correctly, and important that the knowledge level
question arises in this context is to work towards providing him with a of our customer service execs is at
which degree do customer service holistic resolution. The emphasis is the level whereby they can provide
22 ■ July 2011 www.humancapitalonline.com ■