Bahrain needs to learn that service is an acquired skill. When it is taught, refined and perfected, it becomes no less than an art. Commercial exchanges of goods and services are the lifeblood of any economy and a global phenomenon. Whilst goods are tangible products that customers purchase, services are intangible and frequently, consumed instantaneously. Unlike goods, it is normally not possible to exchange, return or claim refund for services rendered. It is the experience the customer pays for, and it better be a good one!
Poor service can make or break a business no less than poor quality products can earn it a bad name and prove catastrophic. So, who provides the service? Undoubtedly, it’s the employees. No wonder that organisations refer to them as human ‘resources’. These people are the assets of a business; hence the cliché: ‘employees are the most valuable resource of an organisation’. After all, it is workers who actually provide the service, and are the interface between the organisation and its customers.
A case in point is the contrast between an education provider (….be it a school, college or university) that is reputable and renowned, versus one that may be known for opposite ( ie negative) reasons. Both institutions are in the business of providing education and qualifications, but their reputation is determined by the learners’ experience, which is undoubtedly connected to the quality of teaching. Poorly qualified or inadequately trained teachers will most certainly destroy the reputation of the most well-equipped and high-tech educational institution, because they will have a direct repercussion on students’ learning and performance and consequently, on their parents’ satisfaction.
Let us observe an entirely different scenario. Residents of Bahrain enjoy a multitude of cuisines in its many cafés and restaurants. I recently visited a couple of cafés I had not tried before. The very moment I walked into the first café, I was greeted by smiling waiting staff, who readily escorted me to a table, promptly handed the menu and willingly offered to elaborate on the daily specials. Impressive service, even before the meal commenced! Shortly afterwards, the main Chef walked up to guests, politely seeking feedback on new desserts that he presented with his compliments. The meal was undoubtedly tantalising, but it was the quality of personal and impeccable service that made this dining experience stand out from others. I made it a point to go back to this café, and again, the staff just charmed with service that was par excellence.
The second restaurant also offered an attractive menu and pleasant surrounds, and the food turned out delicious. However, each waiter present was inattentive and not bothered to offer the menu until asked. The same ordeal was experienced in obtaining the bill. To give them the benefit of doubt, I re-visited this eatery a fortnight later. Things were no different this time. While food at both outlets was excellent, the service provided by employees is what defined customers’ experience.
Yet another relevant incident is when I strolled past several carpet shops. Interested in the exquisite piece displayed in a window, I enquired its price and dimensions from the salesperson standing at the door. His response was a blank look at best, and “shucks, how should I know??” at worst. No problem; I just walked up to the next store and before I could even look up, came a pleasant greeting and offer to step inside. The salesman voluntarily pointed out a stunning rug and provided relevant information. My wallet lightened in no time. The rug adorns my home.
Good service is an art. It can be taught, exemplified, practised and honed, and bears ample benefits and bounties. Organisations with foresight invest in training their staff and offer incentives for those who excel. These are the businesses that build a good reputation and flourish.
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