CUSTOMER SERVICE

In every strategic vision, in every corporate mission or branding campaign, customer service is always present. It is the silent protagonist of slides and presentations, the constant reference when we talk about innovation, digitalization, or the customer journey.

And yet, too often this term is used more as decoration than as a real guide for action. We speak of customer service, but rarely confront its true essence: deeply understanding the customer.

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Many talk about service, few truly listen

 

In many organizations, “customer service” means providing a hotline, automating responses, or tracking a few KPIs (Key Performance Indicators). But authentic service does not come from standardized processes or software—it starts from one fundamental question:

 

What really matters to the people who rely on us?

 

Understanding the customer requires attention, empathy, and the ability to see beyond the data. It means reading between the lines of a review, grasping the meaning of silent feedback, analyzing behaviors and expectations, and—when necessary—having the clarity to question oneself.

Often, the customer does not ask for extraordinary experiences. They seek clarity, simplicity, and reliability.

They are not looking for forced emotions but a smooth, obstacle-free journey, where every interaction has purpose and value.

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Three assumptions to reconsider

 

1. “The customer is at the center of our decisions”

A noble and widely shared principle. Yet if internal processes are designed without real engagement with those who experience them, the customer may be “at the center” only in words, not in action.

 

2. “We already have tools to measure satisfaction”

Data, surveys, and metrics are valuable tools but not always sufficient. A high score can conceal latent dissatisfaction. The real signal often comes from those who do not fill out questionnaires, who do not return, or who choose silence.

 

3. “We have a dedicated support team”

A specialized team is essential. But even the best support will always be limited if problems originate earlier: from unclear communication, a complicated website, or internal workflows designed without the customer’s perspective.

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How to truly improve customer service

 

1. Listen where the customer really speaks

Feedback isn’t only found in surveys. It lives in spontaneous comments, support chats, reviews, and even in silence. Interpreting these signals means identifying real needs, which are not always explicitly stated.

 

2. Design experiences, not just interactions

Customers don’t experience a company by department—they experience a continuous journey, composed of moments that influence each other. From the first click to problem resolution, every step should be part of a coherent, smooth, and intuitive flow.

 

3. Measure what matters to the customer

Internal metrics (like SLA or response times) have value but must be aligned with actual expectations. True performance is measured by the ability to anticipate needs and reduce friction, not just by meeting predefined standards.

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From principle to culture

 

Customer service is far more than a written promise—it is a culture to be nurtured day by day.

It doesn’t necessarily require large investments, but it does require a profound shift in how we listen, decide, and act.

Organizations that truly make a difference are not those that talk about customer care—they are those that live it in every detail.

 

It is not about impressing but about being present: with competence, attention, and respect.

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Final note: context matters

 

It’s important to remember that customer expectations vary depending on culture and local context. Service experiences cannot be universal; to be truly effective, they must reflect the specificities of each market and the people who inhabit it.

For this reason, it is essential to involve those with direct contact with customers and local realities. Only then can a service be built that is not only efficient but genuinely relevant.