Most organisations expect managers to make customers their No1 priority. In fact, when it comes to decisions about promotion, an individual's customer focus or orientation is now viewed as one of the main criteria. The reason is clear: customers drive a business and, therefore, success ultimately depends on providing what the client wants.
In this respect, all managers, regardless of whether they hold a frontline or back-office position, have a part to play in ensuring high levels of customer satisfaction.
The IT department, accounts section or warehouse team may not meet clients every day, but their efforts still have a direct bearing on how the company is perceived and whether it has a customer-focused culture.
When new to his or her role, a manager should begin by examining how the work of the team affects the customer and where the main points of contact are. For sales and customer service teams, that should be straightforward. Even so, it pays to look beyond the obvious and examine factors such as speed of follow-up, handling complaints and flexibility on price. These can have a significant impact on sales and the company's brand image.
In back-office operations, the link to the customer may be less direct, but it still exists. Take the case of a purchasing team. Its decisions will determine the choice, price and availability of products in a retail store. If the office assistant has forgotten to confirm orders with a factory, goods may be manufactured late and not arrive in time for a special promotion.
Therefore, you should map out the service supply chain for your area of responsibility and clarify any uncertainties. Start by defining who your customers are. This is a matter of knowing who relies on you and vice versa. If necessary, sketch out a full supply chain map and put it on your department notice board, so that no one is in any doubt that their work has an impact on the end user.