Customer expectations

This section continues to show answers to the question what has to be introduced to meet customer expectations. As wellness technology is developing, it provides customers with more services and with new ways to receive services. Customers did not necessarily know what services they needed before the services were provided. It was not always useful to ask them about their expectations either. Some elderly individuals had difficulties in defining their expectations when asked. The expectations and problems of customers had to be revealed and thoroughly understood by the means of using call data log. This contributes to an alternative way of evaluating and improving productivity.

A fact, which prevented safety telephone organisations from solving the problems of their customers, was that there were customers with dementia, who did not know how to use a safety telephone although they had a device. This subgroup of customers did not make alarm calls even if in physical need. They did not understand why they had the wristband button.

There were also customers with weakened cognitive abilities, who created some difficulties for the work of the safety telephone organisations.

436 Doyle, P. (1998). ‘Marketing Management and Strategy.’ London, England: Prentice Hall.

437 Lovelock, C. , Wandermerwe, S. and Lewis, B. (1999). ‘Services Marketing. A European Perspective.’

London, England: Prentice Hall.

5.3 Service logic

In this section, the second research question of what does not constitute real value and can be eliminated is looked into. The study showed that service logic approach would give a win-win result for an organisation and its customers.

Safety telephone users had divergent views of what services should be delivered. According to this study there was much customer-introduced variability and it created operational issues for the service producer. Organisations have a choice whether they want to accommodate this variability or reduce it; whether organisations want to adopt service logic or emphasise operational simplicity. The two approaches can be in conflict. Some safety telephone service customers’ behaviour was difficult to influence because of the limited cognitive abilities of the customers. Furthermore, some calls took place unintentionally and that seemed to bring stress to those users who recognised the service’s meaning of giving only physical help.

How to serve two distinct segments of customers, those who expected physical help in 24 % of the customer calls, and those who did not expect it, namely 76 % of customer calls?

However, those who did not expect physical help most of the time, when they made an alarm call, may expect it some other time. This makes it difficult to present a solution that divides services on the basis of service product type.

The elderly expected effective services, which are correctly targeted from the customer’s point of view. The safety telephone service organisation had considerable information about customers and the information was relatively easy to use. The rich information from the alarm calls and other sources would be useful for the service organisations and for elderly services more generally without elaborate customer opinion surveys. This gives a new way to analyse customers’ value-in-use and answers the research question: What has to be introduced to meet customer expectations?

It was shown in the study that call centres can play a major role in answering the problem of recognising customer expectations beyond physical help expectations. The approach was taken here to look at customer satisfaction through call centre operations. The reasons for the

alarm calls to safety telephone service call centres represent here the customers’ expectations.

Recognising the expectations and assessing the help required represent key elements in the strategy of providing help for elderly customers. The recognition of expectations is typically complicated because the customers in services for the elderly can be physically, recursively, or mentally impaired.

Because call centre work was hectic, there was hardly any time for operators to contribute to innovations. However, call centre operators were in a prime position to act as relationship promoters, because they saw customers’ expectations first hand. There were skills behind the services and there were proper operational systems but innovation was lacking. Lack of value-in-use was seen in this study through the fact that the incoming safety telephone alarm calls were different from the services offered.

There was little or no attempt for spontaneous problem solving in the safety telephone call centre, when customers did not request physical help, even though there was a great demand for new ways to handle the calls, these calls were considered a nuisance. In services for the elderly, new ways of service could be built into the given service selection. This could enhance the provision of efficient services.

It was seen that elderly customers demanded flexible responses from the service supplier.

Customers also needed quick responses on the safety telephone. Organisations needed to offer guidance. The elderly, for instance, needed advice on operating the safety telephone.

Employees were authorised to make their own assessments, so they had to have the knowledge needed to do that. Technology helped both service providers and their customers.

Technology needed to be as good as possible, but it was the skills of employees that were the drivers behind successful services. Employees could have acted as consultants, who are prepared to do their duty when customers need them and in the ways customers want.

In safety telephone service systems, interaction between operators and users was direct and immediate action had to be decided upon and taken by the operator. If an operator noticed that there was no physical danger, the operator tried to end the conversation very quickly. Users were not served properly for whatever reason they were calling for other than their physical

needs. Users were left without any non-physical service and they had a tendency to return with the same needs on the safety telephone lines. This left unsatisfied customers, overloaded the lines, and repeatedly gave operators unnecessary work. The work was neither effective nor efficient, and it was not as productive as it could be.

For the services to function efficiently, these user expectations should have been answered by someone. Safety telephone service organisations could benefit from taking care that the 76 % of customer alarm calls receive satisfactory responses from the safety telephone organisation or by someone else in the network. This would eliminate much of the so called ‘unnecessary’

alarm calls. In services for the elderly, adjustable and flexible ways of services could be built into the given service selection. This answers the research question: What does not constitute real value for service users and thus could be eliminated?

It should be seen as an opportunity for safety telephone service organisations to use the call centre data of their customers, and the call centre log database of their users’ needs, to develop more customer-oriented and value-enhancing services and to create complete service offerings. Going through and analysing the log database of alarm calls can ease the operators’

work. Analysing the log database also gave answers concerning the customer expectations and directions as to how to help create value for customers. Both these means can increase the efficiency of a technologically enabled service organisation. The results of this study clearly showed that service providers can improve things for their customers and, at the same time, also increase their own efficiency. This means increased productivity, which is the aim of every organisation.

As this study showed, safety telephone call centres collected a considerable amount of information about their customers, but the data was not used within the organisation - or more generally within social and health services to gain a better understanding of customer expectations or to give better services for customers. Such customer information could also become part of a systematic planning and evaluation of elderly services in general. The role of call centre operators could be taken to a novel level in that user needs through call centres would have a real impact on social and health services produced. This would be a new approach to such social service related work.

5.4 Social contact

One problem was that the customers often expected other services than those that had been promised to them. Customers of safety telephone services were mainly elderly people, some with cognitive disabilities, some others otherwise unable or unwilling to act according to the designed services. From the customers’ perspective, it was not always easy to comprehend for which needs the customer was allowed to make safety telephone alarm calls, and for which the customer was not supposed to make alarm calls. A social need could be as strong as a physical need from the customers’ point of view.

Customers did not always understand who to turn to. The elderly cannot be expected to be trained to distinguish between service providers. Making a distinction between service providers is often difficult even for those with all their cognitive abilities functioning well.

The elderly expected help and if they did not get it, they pushed the safety telephone device button over and over again. In 76 % of customer alarm calls no physical help was requested by the customers. This can be interpreted as meaning that in most of the alarm calls made by users, their problems remained unsolved. As a result the effectiveness and efficiency of the safety telephone service organisation suffered.

Safety telephone services were built solely to answer customers’ physical help requests. Call centre operators had little time to be on the line in each alarm call. In that time they had to decide if the user calling expected physical help and how quickly he/she expected to receive that help. However, it was also shown that the operators would have had more time to be on the line with the users during other than the busiest hours from 10 am to 3 pm.

In order to operate in the best interest of customers, an organisation serving the elderly should take into consideration that customers often do not understand what all the different organisations in elderly services are offering. It is the duty of the organisation to develop its operations, not only the customers need to be ‘educated’. Call centre services could meet customer expectations much better than they do presently. Organisations could develop services individually and together with networks of other service providers in order to provide complete services.

This study showed that in Finland elderly people suffer from loneliness, for which no one has been able to provide much help. A gap between expectations and the services received exists.

Loneliness seems to be the cause for much of the gap. The loneliness of the elderly can create problems also for many service sectors other than safety telephone services. Safety telephone service providers cannot alone fill this gap. Besides all the different points to estimate for the quality criteria of safety telephone services, a new important function, social contact, also emerged from the ideas of the experts using the Quality Function Deployment method. In the section on quality assessment structure, which discusses receiving alarm calls, there is the request that the operator knows where to direct the alarm call for social contact. This result is in line with the results of the collected alarm call data from the call centre. Figure 8 below shows a suggestion for a solution for call centres.

Figure 8 A suggestion for a possible call centre