Customer Service In Information Technology



  customer service in information technology: The Compassionate Geek Don R. Crawley, Paul R. Senness, 2011-05-05 Note: There is a newer version of this book available. Please look up ISBN 978-0983660736. A real-world, plain-language how-to guide for delivering amazing customer service to end-users. Now in its second edition, The Compassionate Geek was written by tech people for tech people. There are no frills, just best practices and ideas that actually work! Filled with practical tips, best practices, and real-world techniques, The Compassionate Geek is a quick read with equally fast results. Here's what you'll find: Best practices for communicating with email, including examples The four intrinsic qualities of great service providers Best practices for communicating using chat and texting Ten tips for being a good listener Two practical ways to keep your emotions in check A flow chart for handling user calls What to do when the user is wrong How to work with the different generations in the workplace All of the information is presented in a straightforward style that you can understand and use right away. There's nothing foo-foo, just down-to-earth tips and best practices learned from years of working with IT pros and end-users.
  customer service in information technology: Strategic Customer Service John A. GOODMAN, 2009-05-13 The success of any organization depends on high-quality customer service. But for companies that strategically align customer service with their overall corporate strategy, it can transcend typical good business to become a profitable word-of-mouth machine that will transform the bottom line. Drawing on over thirty years of research for companies such as 3M, American Express, Chik-Fil-A, USAA, Coca-Cola, FedEx, GE, Cisco Systems, Neiman Marcus, and Toyota, author Goodman uses formal research, case studies, and patented practices to show readers how they can: • calculate the financial impact of good and bad customer service • make the financial case for customer service improvements • systematically identify the causes of problems • align customer service with their brand • harness customer service strategy into their organization's culture and behavior Filled with proven strategies and eye-opening case studies, this book challenges many aspects of conventional wisdom—using hard data—and reveals how any organization can earn more loyalty, win more customers...and improve their financial bottom line.
  customer service in information technology: Information Technology-enabled Global Customer Service Tapio Reponen, 2003-01-01 Recently there has been increased demand for combining locally customized services to the economies of the scale of worldwide operations. In this environment competitiveness calls for integrating the potential of information technology to well functioning global logistics. Information Technology Enabled Global Customer Service combines theoretical consideration and practical experiences in implementing new customer service models.
  customer service in information technology: Strategies for eCommerce Success Fazlollahi, Bijan, 2001-07-01 Annotation Examining key components and concepts in e-commerce, this study identifies critical factors relating to success in the global business environment. It also describes the economics of e-commerce and the practical issues concerning its application. Specific chapters discuss privacy, structure, policy concerns, customer loyalty, trust, internal audits, payment mechanisms, mobile communications, and costs. Contributors include scholars from North America, Europe, Saudi Arabia, and China. Annotation c. Book News, Inc., Portland, OR (booknews.com).
  customer service in information technology: A Guide to Customer Service Skills for the Help Desk Professional Donna Knapp, 2004-11 This detailed look at the soft skills needed to succeed as help desk professional will provide students with proven customer support techniques for the workplace.
  customer service in information technology: The Effortless Experience Matthew Dixon, Nick Toman, Rick DeLisi, 2013-09-12 Everyone knows that the best way to create customer loyalty is with service so good, so over the top, that it surprises and delights. But what if everyone is wrong? In their acclaimed bestseller The Challenger Sale, Matthew Dixon and his colleagues at CEB busted many longstanding myths about sales. Now they’ve turned their research and analysis to a new vital business subject—customer loyalty—with a new book that turns the conventional wisdom on its head. The idea that companies must delight customers by exceeding service expectations is so entrenched that managers rarely even question it. They devote untold time, energy, and resources to trying to dazzle people and inspire their undying loyalty. Yet CEB’s careful research over five years and tens of thousands of respondents proves that the “dazzle factor” is wildly overrated—it simply doesn’t predict repeat sales, share of wallet, or positive wordof-mouth. The reality: Loyalty is driven by how well a company delivers on its basic promises and solves day-to-day problems, not on how spectacular its service experience might be. Most customers don’t want to be “wowed”; they want an effortless experience. And they are far more likely to punish you for bad service than to reward you for good service. If you put on your customer hat rather than your manager or marketer hat, this makes a lot of sense. What do you really want from your cable company, a free month of HBO when it screws up or a fast, painless restoration of your connection? What about your bank—do you want free cookies and a cheerful smile, even a personal relationship with your teller? Or just a quick in-and-out transaction and an easy way to get a refund when it accidentally overcharges on fees? The Effortless Experience takes readers on a fascinating journey deep inside the customer experience to reveal what really makes customers loyal—and disloyal. The authors lay out the four key pillars of a low-effort customer experience, along the way delivering robust data, shocking insights and profiles of companies that are already using the principles revealed by CEB’s research, with great results. And they include many tools and templates you can start applying right away to improve service, reduce costs, decrease customer churn, and ultimately generate the elusive loyalty that the “dazzle factor” fails to deliver. The rewards are there for the taking, and the pathway to achieving them is now clearly marked.
  customer service in information technology: Online Customer Care Michael Cusack, 1998 A timely resource for any organization attempting to set up and maintain a world-class customer care operation, this book provides a comprehensive introduction to the emerging technologies in customer care. Cusack explains how process-driven system design, user interaction, content provisioning, and data gathering can help your organization achieve best in class customer care.
  customer service in information technology: Managing Information Technology Francisco Castillo, 2016-07-15 There are two different, interdependent components of IT that are important to a CIO: strategy, which is long-term; and tactical and operational concerns, which are short-term. Based on this distinction and its repercussions, this book clearly separates strategy from day-to-day operations and projects from operations – the two most important functions of a CIO. It starts by discussing the ideal organization of an IT department and the rationale behind it, and then goes on to debate the most pressing need – managing operations. It also explains some best industry standards and their practical implementation, and discusses project management, again highlighting the differences between the methodologies used in projects and those used in operations. A special chapter is devoted to the cutover of projects into operations, a critical aspect seldom discussed in detail. Other chapters touch on the management of IT portfolios, project governance, as well as agile project methodology, how it differs from the waterfall methodology, and when it is convenient to apply each. Taking the fundamental principles of IT service management and best practices in project management, the book offers a single, seamless reference for IT managers and professionals. It is highly practical, explaining how to apply these principles based on the author’s extensive experience in industry.
  customer service in information technology: Information and Communication Technologies in Tourism 2022 Jason L. Stienmetz, Berta Ferrer-Rosell, David Massimo, 2022 This open access book presents the proceedings of the International Federation for IT and Travel & Tourism (IFITT)’s 29th Annual International eTourism Conference, which assembles the latest research presented at the ENTER2022 conference, which will be held on January 11–14, 2022. The book provides an extensive overview of how information and communication technologies can be used to develop tourism and hospitality. It covers the latest research on various topics within the field, including augmented and virtual reality, website development, social media use, e-learning, big data, analytics, and recommendation systems. The readers will gain insights and ideas on how information and communication technologies can be used in tourism and hospitality. Academics working in the eTourism field, as well as students and practitioners, will find up-to-date information on the status of research.
  customer service in information technology: Strategic Information Technology Plan United States. Patent and Trademark Office, 1998
  customer service in information technology: Customer Service Robert W. Lucas, 2009 Customer Service, 4/e by Lucas features how-to topics for the customer service professional. It covers the concepts and skills needed for success in business careers, including listening techniques, verbal and nonverbal communication, and use of technology. Emphasis is given to dealing with customer service problems and how to handle conflicts and stress. Insights and tips are also provided for customer service supervisory personnel
  customer service in information technology: PTO Strategic Information Technology Plan for Fiscal Years ... United States. Patent and Trademark Office, 1997
  customer service in information technology: IT Problem Management Gary S. Walker, 2001 Preface In the past three decades, businesses have made staggering investments in technology to increase their productivity and efficiency. The technological infrastructure of these companies has become increasingly sophisticated and complex. Most companies today are extremely dependent on their technological infrastructure. Operating without it is like trying to run a business without a telephone or electricity. Businesses depend on their technology at least as much as, perhaps more than, any other utility. However, unlike the telephone and electric industries, technology has not had the benefit of 100 + years to mature under the control of a handful of companies. Thousands of companies contribute to technology, each doing whatever they think will sell the best. Extreme and rapid innovation is the rule, not the exception. Change is the rule, not the exception. The resulting complexity has posed a new challenge for companies: how to realize the potential and anticipated benefits of the investments in an environment of constant change. Businesses are so reliant on technology that they need it to operate as reliably, consistently, and universally as the telephone and electricity. We are a long way from achieving that level of service. Businesses face rising costs because of constant failures that result in lost productivity. It is very difficult and expensive to find the resources with the expertise to manage and repair their infrastructures. It is extremely difficult and expensive to keep those resources trained to manage a constantly evolving environment. But guess what. There is no choice but to invest in technology, because it has to be done. Business cannot stop investing in technology or they will be crushed by the competition. So what have they done? They have standardized to limit the diversity, the expertise required, and the problems associated with diversity. They have striven to make the infrastructure as reliable as the telephone and to keep employees productive. And they have created a team that has the skills, the facilities, and the charter to fix existing problems and reduce future problems. That team is the service center, and this book shares how the best of those teams are doing just that. Technology impacts more than just a business's internal operations. What about the company's customers? They often need support, as well. More companies are realizing the value of providing quality service to its customers. Some studies have indicated that keeping a customer costs one-tenth the price of getting a new one, while the return business from satisfied customers count for substantially more than one-tenth of a company's revenue. It makes good economic sense to spend money on keeping existing clients satisfied. For many companies, that means providing customers with quality support for the products and services they purchase. So who in the company provides that service? You guessed it—the service center. What is a service center? It is an organization whose charter and mission are to provide support services to internal or external customers, or to both. It is a concentration of expertise, processes, and tools dedicated to taking customers' requests and fulfilling them in a timely and cost-effective manner, leaving the customer delighted with the experience. A service center has a defined range of service offerings, from fixing problems to providing value-added services, and everything in between. This book is intended to help a company set up that service center and deliver those services cost effectively. The book focuses on structuring the organization and building the processes to move service requests efficiently and effectively through the organization to deliver quality service to the customer. It discusses the pitfalls that afflict many service centers and offers techniques and solutions to avoid those pitfalls. The book discusses the tools available to help a service center manage its business and deliver high quality cost-effective services to customers. The traditional help desk is still around, but many have evolved into service centers. As more businesses are faced with increasing technology costsand increasing pressure to be productive and efficient internally—while delighting external customers—many more help desks will be forced to evolve. For a well-run help desk, the evolutionis natural and not overly difficult. Most help desks were originally designed to provide one type of service, technical support. Help desks traditionally helped customers by fixing their problems and answering their questions. The help desk concentrated technical expertise, problem management processes, and tools to track and resolve customer problems, answer customer questions, and deliver that support as cost effectively as possible. Many help desks have done this quite successfully, and many have not. As their companies reengineer and look to streamline operations, many company executives have asked the simple question, Today, you provide one type of service—technical support. How hard would it be to add additional services? It's a fair question, because the help desk already takes service requests, tracks them, makes delivery commitments to customers, delivers the services, and charges the customers. The organization, the processes, the tools are in place. The evolution usually starts small, with simple, technology-related, value-added services, such as ordering PCs. You need a PC, contact the help desk. They'll figure out what you need, order it, track the order, install it when it arrives, and then support you if you have any questions. Voila, the help desk is now providing value-added services. Since you are ordering the equipment and maintaining and fixing it all the time, how about keeping track of it? No one else does. Again, voila, you're providing a value-added asset management service. Since you have all of that valuable information, can you report on it quarterly to the insurance and risk anagement department and the finance and accounting group? Yep, another—value added service. Hey, you guys are pretty good at this stuff. We need computer training. Can you make arrangements for that and then handle the scheduling? Its happened. You are no longer just a help desk—you are a service center, offering both traditional help desk support and value-added services to your customers. This goes along for a while, and you tweak the processes and improve your delivery capability. Then, someone in the company gets the idea that a single point of contact for many internal services would be handy, and since you're already capable of handling value-added servicesand you do it so well, you should consider handling many more. That certainly sounds reasonable. For example, how about a service for new employees. Instead of the HR department contacting the telecom department, the help desk, and the facilities department every time a new employee is hired, why don't they just contact the service center and let them coordinate the rest. Like magic, you've added a service called New Employee Setup, or maybe even better, Amaze the New Employee. You gather the vital information—her name, who she works for, when she starts, what budget to charge, where she'll be sitting. You order her PC, you contact telecom to set up her phone and voice mailbox, and you contact facilities to set up her workspace. Then, you notify security and set up her appointment to get a badge, you schedule her into the next orientation class, and you schedule her in the next PC and Networking in Our Company class. Finally, you generate the standard welcome-on-board letter that tells her the classes she is scheduled for and where they are located. You have standard attachments that explain how to use the phone and how to log on to the PC, and most importantly, how to reach the service center. You email the package to HR, who is merely awaiting her arrival, secure in the knowledge that all is well, everything is ready, and that the new employee will be duly impressed with her new company. Just as you do with the problems you handle, you follow up on this service to make sure the work is done on time. Now your follow-up includes telecom and facilities, who essentially act like any other tier 2 group. Instead of generating a trouble ticket, you generate a tracking ticket, which is associated with another new type of ticket, a work order. One work order is sent to telecom and another to facilities. The new tracking ticket looks amazingly similar to a trouble ticket. It has the same contact information—the customer name and location, the desired delivery date, the name of the agent who took the order, when the order was placed, the current status, and who else is involved. Work order tickets really aren't much different than a traditional trouble ticket to dispatch, for example, a hardware support technician that includes information on where to go, what needs to be done, when it needs to be done, who is handling it, its current status and priority, and so on. The work order ticket even goes into a queue, just like a problem ticket dispatched to any tier 2 support group. And just as with trouble tickets, you have processes and tools in place to escalate the tracking and work order tickets, and to send notifications if there is a problem or if more work to be done. The entire process is, logically, very similar to managing problems. The information must be tracked, people are assigned to do the work, the work is prioritized, time commitments are in place, processes are in place to handle work that can't be done in the agreed upon time frame, additional levels of expertise are available to handle difficulties. Perhaps most importantly, it is all initiated, tracked, and closed centrally. Many help desks resist this evolution. If their house is not in order and they are struggling to handle technical support, they should resist. Get the technical support in order first. Work on your problem management processes and take advantage of your existing tools. When your problem management processes are working, they'll work just as well for other value-added services. That is the secret. If you can make and meet time commitmentsfor technical support to customers, you can easily add new value-added services to your repertoire. Value-added services are like the simplest, most common, recurring problems your customers call about. They're easy because the request is common, so everyone is familiar with it. The solution is known; its predefined. Processes to deliver the solution are already in place. Processes to deal with unexpected complications are already defined and in use. Simple. You have the tools, the people, the processes, the organization, and the experience. Overview This book was written because problem management is one of the most important processes for any IT organization. Yet, of the hundreds of companies we have worked with, it is most often not done well. It seems that many companies consider problem management only as an afterthought, a necessary evil, overhead, or worse, all of the above. So what is problem management? Problem management is a formal set of processes designed and implemented to quickly and efficiently resolve problems and questions. Those problems and questions come from customers, both internal and external. Why is problem management important? Because how well you do at resolving those problems and questions determines how your customers perceive you. Further, how you provide those services can make an enormous difference in your overall costs—not only your costs, but also the costs your customers incur. Do a poor job on your problem management processes and your customers will think ill of you. Internal customers can be the most vicious, because they know who to complain to. They also complain to each other, and before you know it, the entire company believes you to be incompetent, at least as far as problem management goes. Worse, that attitude can easily fail over to the entire IT department. Let's face it—most of the IT department's exposure is through the problem management function (the help desk) and that is where your reputation will be made or broken. It isn't hard to justify spending to improve problem management when you calculate the number of hours of internal downtime and the average cost per hour the company absorbs for that downtime. Run the numbers and see for yourself. External customers can be less vicious on a personal level, but from the business perspective, their impression is even more important. If they don't like the way you handle problems, they may complain, but worse, they will most certainly vote with their dollar by taking it elsewhere—and will probably tell everyone they know to do the same. Your company worked hard and spent significant dollars to win that customer. To lose them because you provided poor service is an enormous waste. What will it cost you to win them back? Can you win them back? Can you ever win their friends and associates? Many studies have found that it is much cheaper to keep a customer than to win a new one. If your company hasn't seen this light yet, you need to convince them. This book was written to tell you what you can and should consider doing to improve your problem management processes. It is based on experience gained at many different sites and focuses on improving service delivery and efficiency. It's true—you can do it better and cheaper. You may have to spend some capital up front, but a standard project cost/benefit analysis will show that you can recoup those costs quickly, and in some cases, can generate significant dollars. This book was written for CIOs, vice presidents, help desk and service center managers, and the senior-level internal customers of the problem management department—anyone who can influence the problem management function and wants to understand more about what can and should be done to improve performance. I appreciate any feedback you wish to provide. You can reach me at eithergarywalker@home.comorxogsw@hotmail.com. Best of luck to you, Gary Walker
  customer service in information technology: PTO Strategic Information Technology Plan for Fiscal Years 1997-2002 : Appendix to the FY98 Corporate Plan United States. Patent and Trademark Office, 1997
  customer service in information technology: Strategic Information Technology Plan FY 1999-FY 2004 United States. Patent and Trademark Office, 1998
  customer service in information technology: Reengineering Through Information Technology National Performance Review (U.S.), Al Gore, 1993
  customer service in information technology: Accelerating Customer Relationships Ronald S. Swift, 2001 Preface Corporations that achieve high customer retention and high customer profitability aim for: The right product (or service), to the right customer, at the right price, at the right time, through the right channel, to satisfy the customer's need or desire. Information Technology—in the form of sophisticated databases fed by electronic commerce, point-of-sale devices, ATMs, and other customer touch points—is changing the roles of marketing and managing customers. Information and knowledge bases abound and are being leveraged to drive new profitability and manage changing relationships with customers. The creation of knowledge bases, sometimes called data warehouses or Info-Structures, provides profitable opportunities for business managers to define and analyze their customers' behavior to develop and better manage short- and long-term relationships. Relationship Technology will become the new norm for the use of information and customer knowledge bases to forge more meaningful relationships. This will be accomplished through advanced technology, processes centered on the customers and channels, as well as methodologies and software combined to affect the behaviors of organizations (internally) and their customers/channels (externally). We are quickly moving from Information Technology to Relationship Technology. The positive effect will be astounding and highly profitable for those that also foster CRM. At the turn of the century, merchants and bankers knew their customers; they lived in the same neighborhoods and understood the individual shopping and banking needs of each of their customers. They practiced the purest form of Customer Relationship Management (CRM). With mass merchandising and franchising, customer relationships became distant. As the new millennium begins, companies are beginning to leverage IT to return to the CRM principles of the neighborhood store and bank. The customer should be the primary focus for most organizations. Yet customer information in a form suitable for marketing or management purposes either is not available, or becomes available long after a market opportunity passes, therefore CRM opportunities are lost. Understanding customers today is accomplished by maintaining and acting on historical and very detailed data, obtained from numerous computing and point-of-contact devices. The data is merged, enriched, and transformed into meaningful information in a specialized database. In a world of powerful computers, personal software applications, and easy-to-use analytical end-user software tools, managers have the power to segment and directly address marketing opportunities through well managed processes and marketing strategies. This book is written for business executives and managers interested in gaining advantage by using advanced customer information and marketing process techniques. Managers charged with managing and enhancing relationships with their customers will find this book a profitable guide for many years. Many of today's managers are also charged with cutting the cost of sales to increase profitability. All managers need to identify and focus on those customers who are the most profitable, while, possibly, withdrawing from supporting customers who are unprofitable. The goal of this book is to help you: identify actions to categorize and address your customers much more effectively through the use of information and technology, define the benefits of knowing customers more intimately, and show how you can use information to increase turnover/revenues, satisfaction, and profitability. The level of detailed information that companies can build about a single customer now enables them to market through knowledge-based relationships. By defining processes and providing activities, this book will accelerate your CRM learning curve, and provide an effective framework that will enable your organization to tap into the best practices and experiences of CRM-driven companies (in Chapter 14). In Chapter 6, you will have the opportunity to learn how to (in less than 100 days) start or advance, your customer database or data warehouse environment. This book also provides a wider managerial perspective on the implications of obtaining better information about the whole business. The customer-centric knowledge-based info-structure changes the way that companies do business, and it is likely to alter the structure of the organization, the way it is staffed, and, even, how its management and employees behave. Organizational changes affect the way the marketing department works and the way that it is perceived within the organization. Effective communications with prospects, customers, alliance partners, competitors, the media, and through individualized feedback mechanisms creates a whole new image for marketing and new opportunities for marketing successes. Chapter 14 provides examples of companies that have transformed their marketing principles into CRM practices and are engaging more and more customers in long-term satisfaction and higher per-customer profitability. In the title of this book and throughout its pages I have used the phrase Relationship Technologies to describe the increasingly sophisticated data warehousing and business intelligence technologies that are helping companies create lasting customer relationships, therefore improving business performance. I want to acknowledge that this phrase was created and protected by NCR Corporation and I use this trademark throughout this book with the company's permission. Special thanks and credit for developing the Relationship Technologies concept goes to Dr. Stephen Emmott of NCR's acclaimed Knowledge Lab in London. As time marches on, there is an ever-increasing velocity with which we communicate, interact, position, and involve our selves and our customers in relationships. To increase your Return on Investment (ROI), the right information and relationship technologies are critical for effective Customer Relationship Management. It is now possible to: know who your customers are and who your best customers are stimulate what they buy or know what they won't buy time when and how they buy learn customers' preferences and make them loyal customers define characteristics that make up a great/profitable customer model channels are best to address a customer's needs predict what they may or will buy in the future keep your best customers for many years This book features many companies using CRM, decision-support, marketing databases, and data-warehousing techniques to achieve a positive ROI, using customer-centric knowledge-bases. Success begins with understanding the scope and processes involved in true CRM and then initiating appropriate actions to create and move forward into the future. Walking the talk differentiates the perennial ongoing winners. Reinvestment in success generates growth and opportunity. Success is in our ability to learn from the past, adopt new ideas and actions in the present, and to challenge the future. Respectfully, Ronald S. Swift Dallas, Texas June 2000
  customer service in information technology: Managing Information Technology for Business Value Martin G. Curley, Martin Curley, 2004 Annotation A call for IT and business managers to reformulate the way they manage IT, this book contends that if IT is to deliver business value, it should be measured in core business terms such as customer satisfaction, revenue growth, and profitability. Leading academic research and industry best practices are synthesized, and principles and strategies are presented for managing for optimum IT business value, the IT budget, and the IT organization's capability. In a time when IT spending is reduced and IT organizations are often perceived as cost centers, a necessary and timely counterbalance is provided, and the argument is made that IT investments can and should be linked directly to enterprise business indicators. Also discussed is how IT spending should improve corporate profitability and how the relationship between IT initiatives and business indicators should be explicit and empirical.
  customer service in information technology: Hooked on Customers Robert G. Thompson, 2014 Talk is cheap. A cliché, perhaps, but the idea that what we do is more important than what we say is a fundamental truth. It applies in our personal lives and can extend into our professional work, too. Learning to let your actions do the talking can be revolutionary to a company that struggles to create enduring customer relationships. People who own operate, manage, or otherwise lead a company are always looking for ways to improve productivity, beat the competition, and ensure long-term success. Learning how to put words and ideas into action can be a key to success in the business world. Hooked on Customers is not about finding the right words, whether labeled as a strategy or not. It is an insightful, highly informative book that propels businesses into action. It explores successful customer-centric businesses, examines the ways they execute their strategies, and provides practical recommendations for business leaders to more effectively outperform their competition. A must-have for any business leader who wants to have a healthy relationship with customers, this book avoids the pitfalls that often plague others that offer business advice. Frequently, company leaders turn to consultants and other resources to recommend strategies that sound great but ultimately don't have any real meaning because they are a series of words without a tie to actions. Combining his own professional experiences working as a CEO with his extensive research and expertise as an international authority on customer-centricity, author Robert Thompson has identified the five routine organizational habits successful customer-centric businesses use when executing strategy. Legendary leading customer-centric businesses: LISTEN to their customers' values and feedback. THINK about the implications of fact-based decisions on customers EMPOWER employees with the freedom they need to please customers CREATE new value for customers, without being asked DELIGHT customers by exceeding their expectations Crucial to Thompson's discussion of these habits is the premise that there are no quick fixes. Customer-centricity takes time, determination, and company-wide commitment. It must be maintained and constantly pursued to ensure that it becomes part of the fabric of a business. In the end, the results are well worth it. Hooked on Customers helps leaders understand, adopt, and implement the five crucial habits that enable companies to not only survive in highly competitive, overcrowded markets but to dominate them, creating a legacy of success and inspiration along the way.
  customer service in information technology: A Career in Customer Service and Tech Support Jeff Mapua, 2014-12-15 This resource provides information for tech-savvy readers about the ins-and-outs of customer service and technical support, including education requirements, job duties and skills, and how to get started in these fields. This practical guide reveals the best educational and experiential paths to a career and emphasizes the importance of professional networking. It also delves into the statistics most relevant to job-seekers in these fields, examining what the career market looks like long-term and what job-seekers must do to land the career that they want.
  customer service in information technology: The Customer Experience Edge: Technology and Techniques for Delivering an Enduring, Profitable and Positive Experience to Your Customers Reza Soudagar, Vinay Iyer, Volker Hildebrand, 2011-10-28 “This excellent book makes it quite clear that your business has to focus on customer experience for 21st-century business success. It’s more than refreshing to read the multiple case studies and well thought out approach and to hear the experienced voices of these authors. You’ve spent way too much time reading this endorsement. Read the book instead. It’s so worth it.” —Paul Greenberg, author of CRM at the Speed of Light “To differentiate yourself and delight your customers, you must manage your customers’ experience with your goods or services, and your company. This invaluable book will show you why you must do this, and how to do it well.” —Henry Chesbrough, author of Open Innovation and Professor at the Haas School of Business, University of California Berkeley “Technology advances are raising the human expectation of what an experience with a company can and should be. Finally, a book has been written that combines behavioral psychological, micro-economic, and technological considerations defining the customer experience edge.” —Paul D’Alessandro, Partner, PricewaterhouseCoopers “As we move from Customer Experience 1.0 to Customer Experience 2.0, organizations and practitioners need a solid blueprint for success. Reza, Vinay, and Volker have created a clear and concise guide based on global best practices and proven principles. If you are ready to transform your organization, start by reading this book.” —Lior Arussy, President, Strativity Group, and author of Customer Experience Strategy “The Customer Experience Edge is an excellent book to gain insights on how to leverage customer experience as a competitive advantage. The case studies serve as recipes that can be added to, modified, or simply baked into business plans to improve or deliver an exceptional customer experience.” —Deb Dexter, Customer Service Director, Cardinal Health About the Book: Globalization and advanced technologies have given ever greater power to the person who decides if your business will succeed or fail—the customer. Whether your company serves consumers or other businesses, you can no longer compete on price and quality alone. To gain profits and market share, you have to deliver an experience that makes customers want to come back—and that sets you apart from the competition. You need to seize The Customer Experience Edge. Drawing on over sixty years of experience in shaping customer centric strategies and technologies for leading companies, three innovators bring you practical and proven ways to create your customer experience programs and overall business strategies. The key is to strike a balance between programs that are effective but prohibitively expensive and programs that fail to dedicate enough resources to be effective. In the middle ground lie the tools that everyone overlooks—foundational and disruptive technologies. These are the authors’ main fields of expertise, and these are what make the customer experience profitable. The Customer Experience Edge explains how to combine strategy, leadership, organizational change, and technology to: Develop products and services that are highly valued by customers Form bonds that keep clients from turning to competitors Transform customers into your best advocates It’s a new world of business, and customers are keenly aware that their loyalty is valuable currency. The Customer Experience Edge gives you a cost-effective, sustainable way to provide an unforgettable experience that builds loyalty and turns it into real, measurable profits.
  customer service in information technology: Information Technology and Data in Healthcare David Hartzband, 2019-12-09 Healthcare transformation requires us to continually look at new and better ways to manage insights – both within and outside the organization. Increasingly, the ability to glean and operationalize new insights efficiently as a byproduct of an organization’s day-to-day operations is becoming vital for hospitals and health systems to survive and prosper. One of the long-standing challenges in healthcare informatics has been the ability to deal with the sheer variety and volume of disparate healthcare data and the increasing need to derive veracity and value out of it. This book addresses several topics important to the understanding and use of data in healthcare. First, it provides a formal explanation based on epistemology (theory of knowledge) of what data actually is, what we can know about it, and how we can reason with it. The culture of data is also covered and where it fits into healthcare. Then, data quality is addressed, with a historical appreciation, as well as new concepts and insights derived from the author’s 35 years of experience in technology. The author provides a description of what healthcare data analysis is and how it is changing in the era of abundant data. Just as important is the topic of infrastructure and how it provides capability for data use. The book also describes how healthcare information infrastructure needs to change in order to meet current and future needs. The topics of artificial intelligence (AI) and machine learning in healthcare are also addressed. The author concludes with thoughts on the evolution of the role and use of data and information going into the future.
  customer service in information technology: Electronic Services DIANE Publishing Company, 1995-07 Covers: current activities, critical factors, & an analysis of both the Oregon & Minnesota Lottery's networks & terminals. Forms & glossary.
  customer service in information technology: Customer Service Over the Phone Stephen Coscia, 1999-01-11 Exceptional customer service is crucial to a successful phone-based business. Quality service can secure customer loyalty, while poor service can lose it. This concise guide examines various important scenarios that a customer service representative is likely to encounter and shows how to best handle each situation. This guide also explains how to make effective use of voice mail, email, fax, and letters.
  customer service in information technology: Technology in Services National Academy of Engineering, 1988-02-01 Beginning by dispelling some of the myths about services, this provocative volume examines the growth in services, the way technology has shaped this growth, and the consequences for the American economy. Chapters discuss such topics as the effects of technology on employment patterns and wages, international trade in services, and the relationship between services and the traditional manufacturing industries.
  customer service in information technology: Information Technology Digest , 1995
  customer service in information technology: Marketing of High-technology Products and Innovations Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater, 2010 This title provides a thorugh overview of the issues high-tech marketers must address, and provides a balance between conceptual discussions and examples; small and big business; products and services; and consumer and business-to-business marketing contexts.
  customer service in information technology: Human Services Technology Simon Slavin, Richard Schoech, 1999-06-21 Featuring new and updated information on computer technologies, including networking and using the Internet as a necessary tool for professionals, Human Services Technology: Understanding, Designing, and Implementing Computer and Internet Applications in the Social Services will help individual human service professionals and agencies understand, design, implement, and manage computer and Internet applications. Combining several relevant fields, this informative guide provides you with the knowledge to effectively collect, store, manipulate, and communicate information to better serve clients and successfully manage human service agencies. Human Services Technology explains basic technological terms and gives you the history of technology uses before you explore other areas of Information Technology (IT). This essential guide will also improve your ability to find and understand recent research and information on important topics. Human Services Technology will expand your technical know-how and help you better serve clients by offering you proven methods and explanations, such as: describing terms--such as hardware, networking, and telecommunications--with easy-to-understand analogies and examples using IT applications to support social policies, improve service coordination among agencies, efficiently manage agencies in order to save time, support workers’decision making with information, and assist clients solving the problems that internal and external issues cause when determining IT needs, such as working with federal reporting requirements understanding and dealing with the 10 most critical IT issues for management Containing dozens of graphs, tables, and figures, this knowledgeable book will help you with any IT problem you encounter. Symbols by certain subjects in the book indicate that you can find more information and references on that issue through links on the book?s accompanying Web site. Human Services Technology will enable you to thoroughly understand and use IT to help you offer improved services to clients and manage agencies with increased efficiency and effectiveness.
  customer service in information technology: Communication and Information Technology in Society Jolanta Kowal, 2015-05-13 This book discusses a number of issues related to the various dimensions of the use of information and communication technologies (ICT) in management, and their economic and psycho-pedagogical uses. It answers several important questions concerning this research area, and its interdisciplinary approach serves to answer a number of key questions in this field. It offers a contribution to the wider social and scientific discussion on the theoretical and practical use of ICT, in management, econ ...
  customer service in information technology: Ignore Your Customers (and They'll Go Away) Micah Solomon, 2020-01-14 The ultimate guide to transforming your customer service, company culture, and customer experience, endorsed by all the top names in the field. Great customer service may be today's most essential competitive advantage. This book gives a step-by-step plan to craft a customer service culture and customer experience so powerful that they'll transform your organization and boost your company's bottom line. You'll enjoy inspirational and hilarious tales from the trenches as author Micah Solomon, one of the world's best-known customer service consultants and thought leaders, brings you with him on hands-on adventures assessing and transforming customer service in a variety of industries. In Ignore Your Customers (and They'll Go Away), you will find: Exclusive customer service secrets and proven turnaround methodologies showing you how to perform effective and lasting customer service transformation within your company. A dive into one of the hottest topics in business today: company culture, specifically how to build and sustain a customer-centric company culture. Case studies and anecdotes from the great customer-centric companies of our time. Each chapter concludes with a Business Reading Group Guide and a point-by-point summary to maximize your memory retention and make every insight actionable. Drawing on a wealth of stories assembled from today's most innovative and successful companies including Amazon, USAA, The Ritz-Carlton Hotel Company, Nordstrom, MOD Pizza, and more, Solomon reveals what it takes to turn an average customer interaction into one that drives customer engagement and lifelong loyalty.
  customer service in information technology: Customer Relationship Management Strategies in the Digital Era Nas?r, Süphan, 2015-03-31 In today’s global economy, social media and technological advances have changed the way businesses interact with their clientele. With new forms of communication and IT practices, companies seek innovative practices for maintaining their consumer loyalty. Customer Relationship Management Strategies in the Digital Era blends the literature from the fields of marketing and information technology in an effort to examine the effect that technological advances have on the interaction between companies and their customers Through chapters and case studies, this publication discusses the importance of achieving competitive advantage through implementing relationship marketing practices and becoming consumer-centric. This publication is an essential reference source for researchers, professionals, managers, and upper level students interested in understanding customer loyalty in a technology-focused society.
  customer service in information technology: Departments of Labor, Health and Human Services, Education, and Related Agencies Appropriations for 2003 United States. Congress. House. Committee on Appropriations. Subcommittee on the Departments of Labor, Health and Human Services, Education, and Related Agencies, 2002
  customer service in information technology: A Guide to Customer Service Skills for the Service Desk Professional Donna Knapp, 2014-05-12 A GUIDE TO CUSTOMER SERVICE SKILLS FOR THE SERVICE DESK PROFESSIONAL, the definitive service desk text now available in a fully revised fourth edition, teaches technical professionals the skills and work habits needed to successfully interact with customers and achieve job satisfaction. Each chapter describes a specific business skill, soft skill, or self-management skill required to deliver effective technical customer support while providing proven, how-to techniques for mastering that skill. Research and references have been updated in each chapter, and the latest ITIL vocabulary and concepts are reflected throughout the text. Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version.
  customer service in information technology: INFORMATION technology issues & challenges Editor: V K Jain, 2009
  customer service in information technology: Customer Relationship Management Francis Buttle, 2009 This title presents an holistic view of CRM, arguing that its essence concerns basic business strategy - developing and maintaining long-term, mutually beneficial relationships with strategically significant customers - rather than the operational tools which achieve these aims.
  customer service in information technology: New Perspectives in Information Systems and Technologies, Volume 1 Álvaro Rocha, Ana Maria Correia, Felix . B Tan, Karl . A Stroetmann, 2014-03-18 This book contains a selection of articles from The 2014 World Conference on Information Systems and Technologies (WorldCIST'14), held between the 15th and 18th of April in Funchal, Madeira, Portugal, a global forum for researchers and practitioners to present and discuss recent results and innovations, current trends, professional experiences and challenges of modern Information Systems and Technologies research, technological development and applications. The main topics covered are: Information and Knowledge Management; Organizational Models and Information Systems; Intelligent and Decision Support Systems; Software Systems, Architectures, Applications and Tools; Computer Networks, Mobility and Pervasive Systems; Radar Technologies; Human-Computer Interaction; Health Informatics and Information Technologies in Education.
  customer service in information technology: United States Patent And Trademark Office, Strategic Information Technology Plan, FY 2000 - FY 2005, February 2000 , 2000
  customer service in information technology: Total Quality Management Poornima M. Charantimath, 2011 The enlarged and revised second edition of Total Quality Management blends the fundamental principles and historical foundation of total quality with practical applications and examples. The coverage of high-performance practices and developments in the quality management arena enables students to develop a basic appreciation of quality management concepts while retaining their focus on the goal of continuous improvement.
  customer service in information technology: MBA in Finance - City of London College of Economics - 10 months - 100% online / self-paced City of London College of Economics, Overview You will be taught all skills and knowledge you need to become a finance manager respectfully investment analyst/portfolio manager. Content - Financial Management - Investment Analysis and Portfolio Management - Management Accounting - Islamic Banking and Finance - Investment Risk Management - Investment Banking and Opportunities in China - International Finance and Accounting - Institutional Banking for Emerging Markets - Corporate Finance - Banking Duration 10 months Assessment The assessment will take place on the basis of one assignment at the end of the course. Tell us when you feel ready to take the exam and we’ll send you the assignment questions. Study material The study material will be provided in separate files by email / download link.
  customer service in information technology: Encyclopedia of E-Commerce Development, Implementation, and Management Lee, In, 2016-03-31 The convenience of online shopping has driven consumers to turn to the internet to purchase everything from clothing to housewares and even groceries. The ubiquity of online retail stores and availability of hard-to-find products in the digital marketplace has been a catalyst for a heighted interest in research on the best methods, techniques, and strategies for remaining competitive in the era of e-commerce. The Encyclopedia of E-Commerce Development, Implementation, and Management is an authoritative reference source highlighting crucial topics relating to effective business models, managerial strategies, promotional initiatives, development methodologies, and end-user considerations in the online commerce sphere. Emphasizing emerging research on up-and-coming topics such as social commerce, the Internet of Things, online gaming, digital products, and mobile services, this multi-volume encyclopedia is an essential addition to the reference collection of both academic and corporate libraries and caters to the research needs of graduate-level students, researchers, IT developers, and business professionals. .
consumer、customer、client 有何区别? - 知乎
对于customer和consumer,我上marketing的课的时候区分过这两个定义。 customer behavior:a broad term that covers individual consumers who buy goods and services for their own use and …

Consumer与customer有区别吗?具体作什么区别? - 知乎
Mar 18, 2014 · 一般把 customer 翻译做 “客户“ 比如你是杜蕾斯的生产商,那么中国总代,上海曼伦商贸有限公司,就是你的customer,然后从曼伦进货的全家就是曼伦的customer,然后隔壁小张买了 …

Windows 10 business 和 consumer 中的专业版有什么不同? - 知乎
Mar 14, 2020 · Windows10 有business editions 和 consumer editions 版。其中每个都有 专业工作站版,可这2个专业工作…

想问一下大家web of science文献检索点不动 只能用作者检索怎么 …
手机电脑打开都是这样 我想用文献检索 不想用作者检索啊啊啊啊啊

什么是CRM系统?它的作用是什么? - 知乎
CRM(Customer Relationship Management),即客户关系管理系统.。 是指利用软件、硬件和网络技术,为企业建立一个客户信息收集、管理、分析和利用的信息系统。通俗地讲, CRM就是帮助企业 …

请问金融系统中提到的KYC是做什么用的? - 知乎
KYC看着高端,其实我们每个人都经历过。例如,当你去银行开户的时候,都必须要提交身份证件,甚至有时候还要提交家庭住址证明。这便是一个最简单的KYC。(也叫做CIP - Customer Identification …

什么是SCRM?为什么企业要做SCRM? - 知乎
SCRM翻译后的全程是:Social Customer Relationship Management ,可以看到这里的“S”原来是“Social”,也就是“社交”的意思。 尽管只是多了一个S,却将原先CRM呈现的客户管理行为转移到了 …

什么是跨境电商,你们了解多少? - 知乎
跨境电子商务是指不同国度或地域的买卖双方经过互联网以邮件或者快递等方式通关,将传统贸易中的展现、洽谈和成交环节数字化,完成产品进口的的新型贸易方式,当前主流的跨境电商形式主要 …

有大神公布一下Nature Communications从投出去到Online的审稿 …
知乎,中文互联网高质量的问答社区和创作者聚集的原创内容平台,于 2011 年 1 月正式上线,以「让人们更好的分享知识、经验和见解,找到自己的解答」为品牌使命。知乎凭借认真、专业、友善的社区 …

新媒体的KOL、KOC是什么? - 知乎
KOC有双重身份,即Customer和Creator,KOC是消费者的同时也是创作者,是对消费者的消费决策起到关键作用的群体。 KOL与KOC在本质上截然不同,是两个群体。前者是推,而KOC是晒。从本质 …

consumer、customer、client 有何区别? - 知乎
对于customer和consumer,我上marketing的课的时候区分过这两个定义。 customer behavior:a broad term that covers individual consumers who buy goods and services for their own use …

Consumer与customer有区别吗?具体作什么区别? - 知乎
Mar 18, 2014 · 一般把 customer 翻译做 “客户“ 比如你是杜蕾斯的生产商,那么中国总代,上海曼伦商贸有限公司,就是你的customer,然后从曼伦进货的全家就是曼伦的customer,然后隔 …

Windows 10 business 和 consumer 中的专业版有什么不同? - 知乎
Mar 14, 2020 · Windows10 有business editions 和 consumer editions 版。其中每个都有 专业工作站版,可这2个专业工作…

想问一下大家web of science文献检索点不动 只能用作者检索怎么 …
手机电脑打开都是这样 我想用文献检索 不想用作者检索啊啊啊啊啊

什么是CRM系统?它的作用是什么? - 知乎
CRM(Customer Relationship Management),即客户关系管理系统.。 是指利用软件、硬件和网络技术,为企业建立一个客户信息收集、管理、分析和利用的信息系统。通俗地讲, CRM就 …

请问金融系统中提到的KYC是做什么用的? - 知乎
KYC看着高端,其实我们每个人都经历过。例如,当你去银行开户的时候,都必须要提交身份证件,甚至有时候还要提交家庭住址证明。这便是一个最简单的KYC。(也叫做CIP - Customer …

什么是SCRM?为什么企业要做SCRM? - 知乎
SCRM翻译后的全程是:Social Customer Relationship Management ,可以看到这里的“S”原来是“Social”,也就是“社交”的意思。 尽管只是多了一个S,却将原先CRM呈现的客户管理行为转 …

什么是跨境电商,你们了解多少? - 知乎
跨境电子商务是指不同国度或地域的买卖双方经过互联网以邮件或者快递等方式通关,将传统贸易中的展现、洽谈和成交环节数字化,完成产品进口的的新型贸易方式,当前主流的跨境电商形 …

有大神公布一下Nature Communications从投出去到Online的审稿 …
知乎,中文互联网高质量的问答社区和创作者聚集的原创内容平台,于 2011 年 1 月正式上线,以「让人们更好的分享知识、经验和见解,找到自己的解答」为品牌使命。知乎凭借认真、专业 …

新媒体的KOL、KOC是什么? - 知乎
KOC有双重身份,即Customer和Creator,KOC是消费者的同时也是创作者,是对消费者的消费决策起到关键作用的群体。 KOL与KOC在本质上截然不同,是两个群体。前者是推,而KOC是 …