One of the key components to building a happy client base is proper management of expectations. Some people think of this as "manipulation" of some kind, but it's not that at all. Every successful company has standard operating procedures. These guide your activities and keep you profitable and moving in the right direction. Where two organizations interact (e.g. you and your client), both sides have a reasonable expectation of what that interaction will look like– certainly when it comes to response times.
After all, when you receive service, one of the first questions is "When can I expect that to be done?" Part of the appeal of a 30-minute oil change is that you know the time frame without asking.
There are lots of variables here. How do you communicate with clients (PSA portal, voicemail, email, telephone)? How do clients try to communicate with you (Facebook, Twitter, LinkedIn, web form, fax)? Then there's the response times as defined in your service agreement, as defined in your PSA system, and as you've "implied" via your personal communication.
On top of all that you have unspoken assumptions . . . on both your side and the clients’. So, let's start there.
The unspoken assumptions of the client and the service provider are the biggest cause of problems. Most of the time this is YOUR fault because:
How do you set reasonable expectations? Well, you can start with a one-sheet handout that describes your priority system along with a one-paragraph summary of your written response times from your service agreement.
You should also set reasonable expectations every time you communicate with a client. You can mention your after-hours policy (for example, "We don't work evenings and weekends"). When a service request comes in you can try to schedule the work for one to two days out.
When you answer the phone and enter a new service request, you need to give the client an idea of when you'll be able to work on their issue.
Note: It does NOT have to be immediately, within 15 minutes, or within an hour. It can be this afternoon, tomorrow, or next week.
You are valuable and you schedule your time for maximum efficiency. You prioritize service requests from highest to lowest and oldest to newest. That's reasonable. Set reasonable expectations.
Now let's look at the mechanics of response times.
You need a service agreement. In your Service Agreement, you should state two or three kinds of response times. And don't just let them sit on the paper – explain them to your clients. You don't want them to think all their problems will be fixed in 60 minutes, no matter what the issue is.
NOTE: If you don't have one, my book entitled Service Agreements for SMB Consultants, will give you everything you need.)
This means that you communicate with the client and let them know that you've received their request. This is, strictly speaking, your "Response Time." You have responded and now you can give them a reasonable expectation of when you can start working on their request.
It is reasonable to promise to acknowledge all service requests within one hour. Depending on your processes, this might be by email, voicemail, or telephone. I don't recommend merely clicking "acknowledged" in your PSA tool. Your client probably doesn't hang out all day on your portal.
This is what most clients think of as “Response Time,” until you educate them. This is when the status moves from "Acknowledged" or "Schedule This" to "In Progress."
You will have different times for different priorities. You might have something like this: one to two hours for a Priority One ticket; four hours for a Priority Two; 24 business hours for Priority Three; and one business week for a Priority Four.
Of course, you might not have guaranteed times at all for working on Priority Three and Priority Four tickets as you'll want to schedule those anyway. Clients only care about fast response to urgent matters (Priority One/Priority Two). They are often concerned that Priority Three and Priority Four tickets won't ever be resolved, so you need to make sure that's not the case. But you may not need to have guaranteed response times.
We never use this. We do not guarantee that issues will be resolved within a specific amount of time. You might try this, but NEVER get yourself in a position of losing money systematically because you over-promised.
Promising a resolution time is not (usually) a reasonable expectation. You want to set reasonable expectations, so don't promise a specific time to resolution unless you have to.
All of these are "Guaranteed" response times. That means they're written down in your service agreement and you signed it. That's a promise!
In order for these response times to work, clients must use your system (see my previous blog post “How do service requests get into your system?” ). This means, the client needs to call your service phone number, or enter a ticket in the portal, or send an email that's turned into a service request.
If clients call a cell phone, that doesn't count. If they talk to a tech in the field, that doesn't count. If they Tweet something on Twitter or post a complaint on Facebook, that doesn't count. If they bitch on Yelp, that doesn't count.
When someone checks voicemail or gets a request in person, they should put in a ticket. But the clock starts when the ticket is entered, NOT when the client goes around your process. Once your team knows there's a problem, you need to enter a ticket and begin working through your process. But it is unreasonable for a client to go outside your process and then hold you responsible for your promises.
Meanwhile, at your office, you have a tighter process.
It should be your goal to acknowledge all service requests within one business hour. And if you have an office manager or someone who stays at the office most of the time, they should be able to acknowledge tickets within 15 to 30 minutes.
Technicians are NOT expected to check voicemails all day long, or to ever receive a service request by cell phone or voicemail.
Technicians are NOT expected to hang out on email all day, or ever receive a service request to their email address. Technicians check email three to five times a day.
Internally, you need to have a process to acknowledge all service requests within one business hour. This is very manageable and reasonable. Just do it.
Service delivery (actually starting to work on an issue) depends on the priority. You need to make sure you have a chart that lists your response times. In my opinion, it's okay to set internal goals that are much stricter than the promises in your service agreement. I think one hour to begin work on a Priority One, two hours for Priority Two, and eight business hours for Priority Three is very manageable and reasonable.
If your internal process is always better than your written promises, you'll have no problems keeping your written promises.
Your PSA system will automatically track how long it takes to go through each step of the service delivery process. Too many statistics can be worse than not enough. But you should track time to acknowledge, time to begin work, and time to resolution for each service request. You can then run reports by priority and get additional information about how you're doing.
There is one important exception to response times that needs a little attention. Servers almost never go down. But when there's a true emergency that needs immediate attention, you need to have a standard process for that.
Quite simply, your response time should be “As Soon As Possible”.
After hours, on weekends, or on holidays, the response time will be as soon as possible given the resources available. With luck, you have one person assigned to be "on call" for emergencies. This person must never work on non-emergencies outside of business hours.
When a Priority One emergency comes up, here's a simple process that works for us:
Note: The client must have a representative with full access present at all times in the office while your technician is onsite.
Never forget that you are running a service business. We get into this business because we want to provide a service. But if you don't stay profitable, even during an emergency, then you won't be around to provide a service in the future.
The thing about standard operating procedures is that they provide a "normalcy" to what you do every day. You CAN expect problems. You can expect emergencies. You can develop a standard response that keeps the client happy and keeps you from pulling out your hair.
Your job stress will be much lower when you realize that you can schedule work in advance and never run around putting out fires. Many people say they want that, but not everyone is willing to implement processes and procedures to make it happen.
(Used with permission of Karl W. Palachuk, SmallBizThoughts.com)