Consultoría para impulsar una cultura de servicio en Premium Home Lift desde el moldeamiento de comportamientos orientados al servicio e incluidos en un manual de experiencia al cliente durante el segundo semestre del 2023
Fecha
2025-02-21
Autores
Vargas Agüero, Fiorella
Vargas Sibaja, Silvia
Título de la revista
ISSN de la revista
Título del volumen
Editor
Universidad Nacional, Costa Rica
Resumen
El servicio al cliente es un pilar fundamental para el éxito de Premium Home Lift (PHL), una empresa dedicada a la instalación de ascensores personalizados de alta gama. La atención al cliente, tanto antes como durante y después de la instalación, resulta clave para mantenerse competitiva en un mercado que demanda confianza y seguridad. Debe entenderse, como elemento clave para el proyecto, que la atención al cliente emerge desde dentro de la organización, moldeada por la cultura organizacional. En este contexto, se elige la empresa Premium Home Lift (PHL), con sede en Madrid, España, para desarrollar una cultura organizacional centrada en el servicio al cliente. Premium Home Lift (PHL), se ha consolidado en el mercado, y no existen datos revisados que revelen problemas de servicio al cliente. En entrevistas con el liderazgo, se ratifica que la empresa cuenta con índices de servicio positivos y no existen quejas u observaciones recurrentes sobre algún tema de servicio. A pesar de ese estado de situación, dado que la empresa es relativamente nueva en el mercado, su cultura de servicio aún está en construcción, lo que brinda una oportunidad única para implementar mejoras sin enfrentar resistencias de prácticas arraigadas y potenciar el desarrollo de una cultura de servicio con la instrumentalización de los protocolos de servicio. La clave del éxito de esta implementación radica en tres factores fundamentales: 1. Oportunidad de crecimiento sin barreras: Al no tener una cultura de servicio previamente establecida, Premium Home Lift tiene la flexibilidad de adoptar esta nueva estrategia desde cero, lo que facilita su aceptación por parte de todos los colaboradores. En lugar de modificar procesos existentes, se construye una cultura de servicio desde la base, alineada con los valores de la empresa y enfocada en el cliente. 2. Enfoque en el capital humano: La estrategia incluye un plan de reconocimiento y acciones correctivas que motivan a los empleados, asegurando que los comportamientos alineados con la atención al cliente sean recompensados. Esto no solo incrementa la motivación interna, sino que también fomenta un entorno de trabajo donde todos los colaboradores entienden y se comprometen con la importancia del servicio al cliente. 3. Aplicación progresiva y adaptable: La estrategia se implementa inicialmente en la sede principal de Madrid, lo que permite un control cercano de los resultados. Desde allí, se expande de forma gradual al resto de las oficinas, incluidas las de Latinoamérica, ajustando la estrategia a las particularidades de cada sede y cultura local. Esto asegura que la implementación sea efectiva y se adapte a las necesidades específicas de cada mercado. La correcta alineación de esta estrategia de servicio, con los valores y objetivos de la empresa permite que Premium Home Lift inicie la consolidación una cultura organizacional sólida, donde el cliente es el centro de todas las operaciones. Además, la combinación de un plan de reconocimiento bien estructurado y una implementación controlada garantiza que esta estrategia no solo se adopte, sino que se mantenga a largo plazo.
Customer service is a fundamental pillar of success for Premium Home Lift (PHL), a company dedicated to the installation of high-end custom elevators. Customer service, both before, during, and after installation, is key to remaining competitive in a market that demands trust and security. It must be understood, as a key element for the project, that customer service emerges from within the organization, shaped by the organizational culture. In this context, Premium Home Lift (PHL), headquartered in Madrid, Spain, was chosen to develop an organizational culture focused on customer service. Premium Home Lift (PHL) has established itself in the market, and no reviewed data reveals customer service issues. Interviews with leadership confirmed that the company has positive service indices and no recurring complaints or observations regarding any service issue. Despite this situation, given that the company is relatively new to the market, its service culture is still under construction, which provides a unique opportunity to implement improvements without facing resistance from entrenched practices and to enhance the development of a service culture by implementing service protocols. The key to the success of this implementation lies in three key factors: 1. Opportunity for growth without barriers: By not having a previously established service culture, Premium Home Lift has the flexibility to adopt this new strategy from scratch, facilitating its acceptance by all employees. Instead of modifying existing processes, a service culture is built from the ground up, aligned with the company's values and focused on the customer. 2. Focus on human capital: The strategy includes a recognition plan and corrective actions that motivate employees, ensuring that behaviors aligned with customer service are rewarded. This not only increases internal motivation but also fosters a work environment where all employees understand and are committed to the importance of customer service. 3. Progressive and adaptable implementation: The strategy is initially implemented at the main office in Madrid, allowing for close monitoring of results. From there, it is gradually expanded to the remaining offices, including those in Latin America, adjusting the strategy to the specific characteristics of each office and local culture. This ensures that the implementation is effective and tailored to the specific needs of each market. The proper alignment of this service strategy with the company's values and objectives allows Premium Home Lift to begin consolidating a solid organizational culture, where the customer is at the center of all operations. Furthermore, the combination of a well-structured recognition plan and controlled implementation ensures that this strategy is not only adopted but also maintained long-term.
Customer service is a fundamental pillar of success for Premium Home Lift (PHL), a company dedicated to the installation of high-end custom elevators. Customer service, both before, during, and after installation, is key to remaining competitive in a market that demands trust and security. It must be understood, as a key element for the project, that customer service emerges from within the organization, shaped by the organizational culture. In this context, Premium Home Lift (PHL), headquartered in Madrid, Spain, was chosen to develop an organizational culture focused on customer service. Premium Home Lift (PHL) has established itself in the market, and no reviewed data reveals customer service issues. Interviews with leadership confirmed that the company has positive service indices and no recurring complaints or observations regarding any service issue. Despite this situation, given that the company is relatively new to the market, its service culture is still under construction, which provides a unique opportunity to implement improvements without facing resistance from entrenched practices and to enhance the development of a service culture by implementing service protocols. The key to the success of this implementation lies in three key factors: 1. Opportunity for growth without barriers: By not having a previously established service culture, Premium Home Lift has the flexibility to adopt this new strategy from scratch, facilitating its acceptance by all employees. Instead of modifying existing processes, a service culture is built from the ground up, aligned with the company's values and focused on the customer. 2. Focus on human capital: The strategy includes a recognition plan and corrective actions that motivate employees, ensuring that behaviors aligned with customer service are rewarded. This not only increases internal motivation but also fosters a work environment where all employees understand and are committed to the importance of customer service. 3. Progressive and adaptable implementation: The strategy is initially implemented at the main office in Madrid, allowing for close monitoring of results. From there, it is gradually expanded to the remaining offices, including those in Latin America, adjusting the strategy to the specific characteristics of each office and local culture. This ensures that the implementation is effective and tailored to the specific needs of each market. The proper alignment of this service strategy with the company's values and objectives allows Premium Home Lift to begin consolidating a solid organizational culture, where the customer is at the center of all operations. Furthermore, the combination of a well-structured recognition plan and controlled implementation ensures that this strategy is not only adopted but also maintained long-term.
Descripción
Maestría en Administración de Recursos Humanos Consultoría y Asesoría
Palabras clave
RECURSOS HUMANOS, HUMAN RESOURCES, SERVICIO AL CLIENTE, SERVICE CULTURE, TALENTO, TALENT, CAPITAL INTELECTUAL, INTELLECTUAL CAPITAL