Managing customer service delivery for a growing water utility can easily become a numbers game. Field service managers count service orders completed, customers connected, and meters read. Customer service managers analyze calls handled, bills mailed, and revenue collected. All are solid performance metrics, but they frequently support separate pages on the organizational chart. Every day, field and customer-service delivery teams cross these organizational divides with the common goal of serving customers. They understand their customers' needs and how service processes work and fail. Uniting these teams, with a charter to exchange knowledge and improve the processes they share, can re-energize and enhance the entire customer-service delivery process.
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