To the customer – service at the point of interaction means nothing but meeting the expectations that she has of you as a brand. Service failure at that point to her means, that you have failed to meet her expectations of you as a brand. Therefore she is forced to revise her opinion of you as a brand and shop for options.

Leading from that – the starting point of customer service failure is the failure to align service strategy with brand promise. And Customer Interaction Management is therefore a core part of the brand management process – how many organizations view it this way?

This is the core thinking that has gone into constructing the consulting arm of Servion.

Organizations creating their customer service strategies are often at a loss – how should interactions be handled? Customers’ expectations are changing so rapidly that organizations are often unable to respond quickly or efficiently. At the same time, processes and technologies to enable interaction are frequently not able to keep up with growing customer needs. Different interactions need to be handled differently. The choice of channels, sizing, and processes need to be assessed before setting up interactions.

The risk of taking a decision without a structured approach results in either overinvestment, or poor customer experience; which leads to brand disillusionment and customer churn.

Servion consulting constitutes all structured services that enable you to

1. Understand the strategies of business, financial, operational, and technology stakeholders of customer interaction
2. Identify gaps within or across the layers
3. Diagnose the root causes
4. Design suitable solutions to reduce gaps

This ultimately helps you reduce the gap between your customers’ expectation and her experience at the moment of truth – delivering customer experience by design.

Customer Interaction Management Blueprint (CIM-B) is a knowledge framework and implementation methodology. CIM-B is

1. A specialized diagnosis methodology to assess the maturity of customer interaction management of an organization
2. An optimization model that attempts to arrive at the improvement opportunities for customer interaction based on its strategic alignment to the enterprises’ positioning
3. A ‘top down’ design methodology which cascades decision making from the business layer to the financial layer to the operation layer and then finally to the technology layer
4. A knowledge framework which has practices seen in a wide variety of centers across the world arranged and indexed by their natural influence to impact ‘cost per call’, ‘customer experience’ and ‘revenue per call’ as the key levers to optimize
5. A benchmarking tool to assess Contact Centers on their maturity to introduce and operate good practices in their centers