Customer service is something I deeply value. I’m willing to spend a bit more for an exceptional experience, and I’m definitely the type to share those positive encounters, even writing about them. However, it’s hard to ignore the trend of companies reducing their investment in customer service – cutting resources, skimping on training, and increasingly relying on automation. To some extent, this is understandable. Finding and keeping customer service staff is a real challenge. Training costs can be significant. Plus, many customers prefer to do their homework online before visiting a store, wanting a quick, self-service experience to get what they need and move on. This might explain the overall decline in traditional customer service interactions. But does this shift mean companies are fundamentally changing where they place their value? Let me share a recent experience that highlights this point.
I recently stopped by Home Depot needing something to repair a wooden bench damaged by weather. I had a general idea of the product and located it quickly, being familiar with the store layout. However, there were several similar products, and I wasn’t sure which was best for my specific repair. A young employee approached and asked if I needed help. I asked about the differences between two products. He was polite but admitted he wasn’t sure. He took both items to ask a more experienced colleague. Upon returning, he informed me that no one was certain about the distinctions and that the cheaper product was more frequently purchased. His recommendation was simply to look up the details online myself.
This experience isn’t unusual. More often than not, in large retail stores, when you ask an employee about product availability, location, or suitability for a specific need, they’ll use their phone to check the company website, find the aisle and location, and point you in that direction. Is this inherently bad customer service? It depends on the company’s business model and where they choose to focus their value proposition. In this case, it seems the priority is a vast product selection, readily available – essentially aiming to be the physical equivalent of Amazon for home improvement. This approach emphasizes product availability and price competitiveness over in-depth, personalized service.
Consider the contrast with a local hardware store just a few miles away. Their staff are incredibly knowledgeable experts. They are adept at problem-solving on the spot. They offer comprehensive, in-depth customer service and even provide repair services for smaller items in-house. However, their inventory is more limited, and they charge slightly higher prices, reflecting the added value of their specialized service. So, is Home Depot offering poor service, or is it simply a fundamentally different service model? Are they prioritizing breadth and efficiency over personalized expertise, creating a more self-service customer journey?
We often hear the phrase “customer service is dead,” and for some businesses, that might be true. Perhaps some companies intentionally minimize customer service, not as an oversight, but as a deliberate strategic choice. However, I argue that when a company starts to eliminate its customer service element, they risk losing a crucial differentiator – one that is increasingly rare and valued in today’s market. In an era where many businesses are streamlining and automating, investing in Msc Customer Service – mastering the science of customer connection – can be a powerful way to stand out. This involves more than just transactional interactions; it’s about building relationships, providing expertise, and creating memorable experiences that foster loyalty and advocacy. Companies that recognize and invest in this msc customer service approach are more likely to cultivate lasting customer relationships and build a sustainable competitive advantage in the long run. The question then becomes: Is your customer service strategy a Master of Science in customer engagement, or are you missing a critical opportunity to differentiate and excel?
About the Author
Andrea’s 25-year background in the field offers practical, behavioral science-based approaches to building unique, human-centric organizations. A 4x ADDY award winner, TEDx presenter, and 3x author, she has led strategic sales, marketing, and customer engagement initiatives at multinational corporations. She now leads a change agency focused on helping organizations differentiate their brands and enhance customer engagement through behavioral science.
In addition to her writing and consulting work, Andrea is a sought-after speaker for leaders and industry groups globally. Contact Andrea for information on her books, speaking engagements, research, or consulting services. More information is available at www.pragmadik.com or www.andreabelkolson.com.
