It is quite common for companies to have internal and/or external customer service teams that take different positions in response to requests, complaints or suggestions.
Here are some types that could help you identify and take actions to increase the positive perception of the work team:
Pivot
People with good availability but lacking the necessary knowledge. With the best intentions and transfer the need to the team that actually does the managementThey usually give quick answers, such as: "we are evaluating your requirement", "we will review it immediately", but in reality the analyses are basic due to their knowledge of the product.
They result in a "pivot" for someone else to solve. They can even generate in the client a wrong perception of a prompt solution, in the face of requirements that are not feasible due to their complexity. These people can lead to a loss of reliability in the entire work team. and generates wear and tear on the team that receives and finally resolves the request. They require a much more arduous work, since they must be constantly trained, accompanied and taught how to solve each type of request.
Spring
Same as the previous type, have partial knowledge of the product, but try to retain the need without shifting the responsibility to someone else and your responses to the customer may be unfounded. This could generate an adverse effect, skepticism from the client and the need results in being escalated to someone else, producing a cancellation that implies a constant rotation of interlocutors.
At this point, it is important to reinforce training on the product, since the purpose of solving is already immersed in its management.
Connector
These people involve different stakeholders in order to communicate and build 360° solutions.The customer who suffers the consequences in the end is the customer, who does not receive a timely response.
This type of management can be interesting since it generates a knowledge of the product and a joint approach to problems. To be effective, it implies synchronized teams with defined structures, where responsibilities must be sufficiently clear to manage the client's requirements in a timely manner.
Disperser
These people activate different work fronts for the same solution and unlike the group of the connectorsThe lack of a teamwork strategy generates isolated efforts in the work teams, unproductivity and nullifies synergy. This type of management can have a good effect only if the teams involved do not have a natural connection and the root cause is still unknown and an initial diagnosis is being attempted in order to make an action plan.
Shock absorbers
These are the customer service people who put the customer at the center of their work, and feel the need as their own, to the point of appropriating the solution to the point of total closure.. This buffering of the customer's need must come with a differentiated action in each case.
The secret of effective management is to carry out a correct analysis that leads to the best decision to derive, assume, connect or activate different work fronts to obtain the most opportune solution for the client. The constant follow-up in case of delegations is one of the most important aspects for the success of this type of people, even in cases where they do not have sufficient knowledge. It is the natural way to be trained in the different characteristics of the product without the need to make structured plans, where they may not reach the details they find when dealing with a specific case. The above characteristics together with a correct documentation of the cases as a lesson learned, is a combination that should be practiced by everyone in the customer service area of the companies, making the day-to-day work an incremental value generation for the entire organization and for the welfare of customers.
