Becoming a successful CEO at a client services company doesn't just happen overnight. It can be easy to overlook the hard work, failure, and sometimes even loneliness that comes with the territory. You might assume people in these positions are simply naturals who were born to take on these types of high-pressure roles. But in reality, it can be a tough hill to climb. So what is it that all client services CEOs have in common that helps them reach that next level of success?

As online shopping enters a period of hyper-growth and competition for consumers intensifies, getting the customer service experience right has never been more important for retailers. Those that are ahead of the CX curve have their fingers on the pulse when it comes to the latest trends and technologies—they’re reaping the rewards, too. In fact, 66% of companies agree that there’s a direct link between customer service and business performance.

In a recent study commissioned by Zendesk, just 39% of customer service agents said they were confident they could respond to customers in a conversational, convenient way. And only 32% said they could effectively manage and monitor customer requests during the working day. Both of these findings reveal powerful truths. Customer service staff often feel overwhelmed, particularly when they have to respond to everything quickly.

We are forever being reminded that retaining existing customers is more cost-effective than going out and proactively trying to attract new customers. But at the same time, we are told that new customers are the lifeblood of any successful enterprise. So which is it?

Today, many companies worldwide are doubling down 1 on their reskilling and upskilling efforts, and equipping employees with the crucial skills that they need to thrive in the world of work today. Here, we review the key skills that customer service agents need to hone, in today’s ever-evolving landscape of work.

When done right, technology can help companies create great customer experiences. This is why 82% of top-performing businesses say they pay close attention to the human experience around digital and technology, according to a study by PwC. However, IT Services companies often view the quality of service through the lens of applications and infrastructure, while their customers are more concerned with outcomes and usage. This creates a disconnect, which can lead to low customer satisfaction.

As consumer behavior rapidly changed during the pandemic, accelerating the shift from in-person to online shopping and the expectation for speedy shipping, the Third-Party Logistics (3PL) industry has boomed. 63.5% of shippers now outsource their warehousing activities to 3PL providers1, 81% outsource domestic transportation2 (which is the most common services outsourced1), and 44% outsource freight forwarding3.

While 2020 will certainly go down in history as the year that rocked our economic foundations, it’s not the only period to have done so. Just 12 years prior, we experienced the Global Financial Crisis, allegedly the worst economic disaster since the Great Depression. Traditional retail banks were largely blamed for the 2008 crisis, and consumer trust in them plummeted—this trust has not been regained yet, according to an Accenture report.

Everyone in an organisation needs to know what it takes to keep customers happy. According to research published in Forbes, 59% of companies with a CEO who is focused on customer XP report higher revenue growth, compared to companies without a customer-focused CEO. The customer-focused culture is led from the top and should be observed and adhered to company-wide. In a fast-changing world during a global pandemic, priorities are changing.