Managing Change and Keeping Customers

Anyone will tell you that changing to a CLEC isn't that hard. We all change socks, hair, the cars we drive, and even significant others in the name of change. So to customers, changing from local service to a CLEC should be as natural as changing their minds.

Local exchange carrier will always tell customers that change is good. (Or is that only because they want them to change to their long distance services?) And marketers will always tell customers to change to save money, or convince them that a new service is more convenient than what they currently have. But what is it about a CLEC that makes someone change?

When you think about it, customers want the best service at the lowest price with no interruptions. And if customers can be given long distance and internet on the same bill, that's added gravy. The key is no hassles, and how many times do customers really notice their phone service anyway?

Much has been written and documented about the need to satisfy customers. The old Marshall Field adage "the customer is always right" seems to be seldom heard any longer, and few companies these days follow this rule. But why don't more CLECs take on the old adage?

First off, why can't change be a simple process? If all a CLEC is doing is changing the originating point of the service or billing entity, what's the problem? Whether in a resale or facilities-based mode, the fact is, local service is not all that difficult. It's the process that's difficult. Most CLECs fail to consider this basic fact.

Another point, CLECs often fail to adhere to a process that requires a specific step to be taken within specific guidelines. Often, CLECs think that a process will conform to them. But it will not.

Whatever the type of CLEC, there is always a need to satisfy the customer. For only with customers will a CLEC be a viable concern. And regardless of what they say, their basic instinct is to not follow the process, which results in a dissatisfied customer. What is that other old adage, "a customer scorned is 20 customers loss, but customer pleased is a customer forever"

Keep in mind that the process is not complete after a customer is obtained. It is a continual process that becomes even more important in the back office. It is in the back office where customers are often lost. Failure to follow the process of initiating a customer's service as requested will alienate a customer long before he or she receives the first bill. Whether it is the linkage between the prior service provider or the method of bill presentment, doing this right is actually more important than getting new customers.

In the end, servicing the customer is easy when the process is determined and followed. It's when the process fails that all hell breaks lose and the margin that you thought you would enjoy quickly erodes. Managing the process of change is not a one-dimensional element in the life cycle of a customer. It requires a continual and multi-level communication process throughout the organization. Only then can change be good.

Jim Marsh is a senior consultant for The Management Network Group, a telecom consulting organization.  Jim has worked in telecom for 15 years and is an expert in revenue assurance, risk management and fraud. Jim speaks and writes on improving operational systems and functions to improve bottom lines.