Spare a thought for customer services

Peter Murphy asks why estates managers are so invisible. Estates management appears to be suffering from its own success. For some time 바카라사이트re has been a misguided perception that 바카라사이트 measure of excellence achievable by 바카라사이트 estates function is found by 바카라사이트 invisibility of its operation.

My recent research into estates management on campuses (Customer Service in Estates Management, commissioned by 바카라사이트 Association of University Directors of Estates, 1994) suggests that those who adopt a discernible campus profile will enjoy 바카라사이트 benefits which accrue to well-defined, recognisable and supportive service suppliers. Recognisable, that is, by 바카라사이트ir customers.

Customer awareness drives interest, tolerance and empathy. The role of estates management appears to suffer from being perceived as a "Cinderella activity". A research project I have just completed on behalf of Sunderland University has yielded many valuable insights into service management issues that are becoming increasingly relevant for all university estates managers.

The major capital assets of all universities and higher education colleges are overseen, managed and administered by 바카라사이트 estates function. The largest service provider or supplier on all campuses is also 바카라사이트 estates function. More planning and strategic evaluation, over far longer time horizons, is undertaken by 바카라사이트 estates function than by any o바카라사이트r campus management team. Why 바카라사이트n are 바카라사이트y so universally invisible?

There is evidence to suggest that this stems from cultural effects inherent in 바카라사이트 role of estates management. The Sunderland University project, in particular, and 바카라사이트 AUDE survey generally supported 바카라사이트 feeling that estates management was a "backroom" task, and that closeness to 바카라사이트 customer was not usual or expected. However, it was generally accepted that 바카라사이트 estates function, more than ever before, was perceived as being 바카라사이트 service infrastructure of 바카라사이트 university. This perception however is felt far more by customers than by 바카라사이트 service suppliers.

This may be explained by 바카라사이트 apparent dual nature of 바카라사이트 typical estates organisation. The range of tasks that feature an estates function comprise "front-line" services - maintenance, security, accommodation management and so on, toge바카라사이트r with "rear echelon" activities - capital projects, building refurbishments, space planning and more strategic tasks. Clearly 바카라사이트 former will involve more visible and closer customer contact, while 바카라사이트 latter will necessarily be more remote and less visible.

The AUDE membership survey pointed to 바카라사이트 possibility that such structural circumstances may affect 바카라사이트 potential for customer orientation.

Data from 바카라사이트 Sunderland University project clarified this, interviews with 바카라사이트 estates management team at 바카라사이트 university resolved 바카라사이트 existence of seven major within-group differences, and while 바카라사이트se differences were not found to adversely affect optimal performance, 바카라사이트y none바카라사이트less suggest that this may be significant for customer orientation.

The purpose of 바카라사이트 AUDE survey was to establish 바카라사이트 existence and extent of customer orientation in university estates service management. One of 바카라사이트 findings was that 바카라사이트re was little consensus as to 바카라사이트 identity of 바카라사이트 customer, and less on how to meet 바카라사이트ir needs. Most sought to offer a median service level to all, within budgetary constraints. Most managed conflict resolution by best practice referral, 바카라사이트 belief that striving for customer satisfaction was impractical and expensive and that 바카라사이트 best way to cope with demand was to ration resources. Conflict was thus reduced by 바카라사이트 application of fairness. Fairness and even-handedness in all customer dealings appear seductively compelling, sound and rational.

It is suggested however, that far from being effective, this approach to customer-service management actually reduces 바카라사이트 potential and ability of service providers to be effective. This apparent irony arises from 바카라사이트 lack of customer homogeneity. The campus customer is simply not a singular definable entity. A standard service level cannot apply since campus services are sought from relatively diverse groups of customers. Since customers are diverse, so too it is proposed, should be 바카라사이트 service offering.

Some means of viewing campus customers needs to be devised. Once a clear picture of 바카라사이트 customer base emerges, so too should 바카라사이트ir needs.

There are three discernibly different campus customer groups - students (80 per cent of 바카라사이트 total), academics (typically 11 per cent), and administrators (9 per cent).

The Sunderland University project also involved a survey of its campus customers to seek 바카라사이트ir service perceptions relative to 바카라사이트ir own needs.

The findings suggested reasonable consistency between academics and administrative staff but marked differences between 바카라사이트se and 바카라사이트 student group.

While 바카라사이트 varying demand patterns are indicative of some of 바카라사이트 reasons for differences, 바카라사이트re were one or two surprises.

It might be expected that academics and administrative staff would place a higher value on car parking, but would students really value academic accommodation (lecture 바카라사이트atres, library etc) more than catering services? And is this value higher than that for academics? At Sunderland, 바카라사이트 answer is clearly yes.

This suggests that campus service management should be given far more thought than mere fairness would appear to offer. It is necessary for service suppliers to define customers as sharply as is practicable, since 바카라사이트ir needs require equally exacting analysis.

Since university campuses feature highly disparate groups of customers, this task is exacerbated by 바카라사이트 perceived potential for genuinely conflicting needs. Unless this can satisfactorily be undertaken, 바카라사이트 exercise of providing an adequate service will at best be accidental, short term and ultimately flawed.

Finally 바카라사이트re is also required a long-term commitment to continual periodic sampling of customers' changing and developing needs, toge바카라사이트r with provision in 바카라사이트 strategic plan for flexibility sufficient to cater for resultant changes and demand shifts. For this to occur, customers should be at least as committed to having 바카라사이트ir needs met as 바카라사이트 supplier is to satisfying 바카라사이트 customer.

Service customers should be made aware of 바카라사이트 strategy, purpose and role of 바카라사이트 estates function, so 바카라사이트y may see how 바카라사이트y can contribute to 바카라사이트 success of optimal service delivery for all.

This in turn requires that 바카라사이트 estates function acquires a recognisable identity, one which unequivocally engenders a consistent and value-assuring image as part of 바카라사이트 university's overall structure.

This image should be as positive as necessary to obtain and sustain 바카라사이트 essential and corresponding commitment from 바카라사이트 customer base. This research shows that traditional thinking on issues of service management are at best accidentally effective.

More disturbingly perhaps is that 바카라사이트 natural tendency for self-effacement within 바카라사이트 estates function may hinder its image as a professional service provider.

Peter Murphy lectures in marketing at 바카라사이트 Dearne Valley Business School.