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CHAPTER 13 • Managing Communication and Information 431
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time of the sales force by 15,000 hours, making them more efficient and effective. This one communities of practice
example, among many others, shows how managers can use communication tools to manage Groups of people who share a concern, a set of
this valuable organizational resource called knowledge. problems, or a passion about a topic and who
In addition to online information databases for sharing knowledge, companies can create deepen their knowledge and expertise in that area
communities of practice, which are groups of people who share a concern, a set of problems, by interacting on an ongoing basis
or a passion about a topic, and who deepen their knowledge and expertise in that area by
interacting on an ongoing basis. To make these communities of practice work, however, it’s
important to maintain strong human interactions through communication using such essential
tools as interactive Web sites, e-mail, and videoconferencing. In addition, these groups face
the same communication problems that individuals face—filtering, emotions, defensiveness,
overdocumentation, and so forth. However, groups can resolve these issues by focusing on
the same suggestions we discussed earlier.

What role Does Communication Play in Customer Service?

You’ve been a customer many times; in fact, you probably find yourself in a customer ser-
vice encounter several times a day. So what does a customer service encounter have to do
with communication? As it turns out, a lot! What communication takes place and how it
takes place can have a significant impact on a customer’s satisfaction with the service and
the likelihood of being a repeat customer. Managers in service organizations need to make
sure that employees who interact with customers are communicating appropriately and
effectively with those customers. How? By first recognizing the three components in any
service delivery process: the customer, the service organization, and the individual service
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provider. Each plays a role in whether communication is working. Obviously, manag-
ers don’t have a lot of control over what or how the customer communicates, but they can
influence the other two.
An organization with a strong service culture already values taking care of customers—
finding out what their needs are, meeting those needs, and following up to make sure
that their needs were met satisfactorily. Each of these activities involves communication,
whether face-to-face, by phone or e-mail, or through other channels. In addition, commu-
nication is part of the specific customer service strategies the organization pursues. One
strategy that many service organizations use is personalization. For instance, at Ritz-Carlton
Hotels, customers are provided with more than a clean bed and room. Customers who have
stayed at a location previously and indicated that certain items are important to them—such Communication is an important part of the
as extra pillows, hot chocolate, or a certain brand of shampoo—will find those items waiting customer service strategy of Metro Bank
in their room at arrival. The hotel’s database allows service to be personalized to customers’ in London. Recognizing that how
communication takes place has a great
expectations. In addition, all employees are asked to communicate information related to impact on customer satisfaction, the bank
service provision. For instance, if a room attendant overhears guests talking about celebrat- expects all employees to greet guests with
ing an anniversary, he or she is supposed to relay the information so something special can a smile and a friendly greeting and teaches
them how to treat guests with warmth,
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be done. Communication plays an important role in the courtesy, and respect.
hotel’s customer personalization strategy.
Communication also is important to the individual
service provider or contact employee. The quality of the
interpersonal interaction between the customer and that
contact employee does influence customer satisfaction,
especially when the service encounter isn’t up to expecta-
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tions. People on the front line involved with those “criti-
cal service encounters” are often the first to hear about or
notice service failures or breakdowns. They must decide
how and what to communicate during these instances.
Their ability to listen actively and communicate appro-
priately with the customer goes a long way in whether
the situation is resolved to the customer’s satisfaction or
spirals out of control. Another important communication
concern for the individual service provider is making sure
that he or she has the information needed to deal with cus-
tomers efficiently and effectively. If the service provider
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