Often customer service is the most critical link to any customers and is the most pivotal in keeping customers loyal for the long-term. In assessing the performance of your company's customer service department, there are areas of exceptional strength and employees who are creating their processes that connect with and exceed the expectations of customers. There are also those processes, procedures, and attitudes that impede the ability of your company to gain the trust of customers over the long-term. Research has consistently shown that for any company to become the leader in their industries they must attain the role of trusted advisor in their core areas of expertise (Salamon, Robinson, 2008).
             Changing processes, systems and redefining the roles of key people in customer service can redefine how trustworthy your organization also appears as well (Eisingerich, Bell, 2008). The redefining of these processes, procedures, systems, and roles all need to be re-engineered with a strong focus on perfecting the customer experience each customer has with your company (Bielski, 2004). The intent if this analysis is to give you a series of recommendations, anticipated results, and conclusions for redefining the key process areas in your company that need to be modified, so your organization has greater opportunity to become a trusted advisor with your present and future customers.
             Starting with an assessment of the processes that your organization relies on for the majority of customer interactions, from online and telemarketing-based ordering to first-level order status and order expediting, the key processes of how you are educating your customers need to be first thoroughly analyzed (Eisingerich, Bell, 2008). Redefining these processes by making them more efficient by trimming back what could very well be many extra steps that slow down your company's response times is an excellent area to initially co
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