The best way to provide a quality service to clients is to learn how to give them what they’ve come for. It seems to be a simple and obvious idea. However, putting it into practice requires considerable effort. We know it because we’ve had experience building processes targeted at identifying a client’s needs as precisely as possible and always delivering the result they expect. This is the basis of our service model. We’d like to tell you about the reasons for its creation and explain how it works.
The Engagement Management Cluster: Reasons for Creation
After restructuring, the company experienced a number of changes. Some of the processes had been altered, while others had been eliminated altogether. We had switched from working with orders to working with clients. Different values and service principles had been given priority. We had reconsidered the very notion of cluster orientation. For us, it had acquired the meaning of a deep understanding of a client’s needs and willingness to be on the same page with them. This means that we find it important to know what problems they’re now trying to solve and what their final goal is. An approach like this helps us have a deeper understanding of a client’s expectations and build our interaction with a predictable outcome.
After we revised our relationships with clients, we realized that the company required a process that would include more than just simple support. This is when the Engagement Management Cluster came into existence.
The employees, top executives, and the company’s founders were involved in the cluster’s creation. The entire process was being rebuilt from the ground up. The workflows, approaches, and values were being developed in practice, as we had to deal with new requests, non-trivial tasks, and problem situations.
Before the Engagement Cluster was created, clients had been welcomed by the support department. It handled simple, standard tasks well enough, passing them on to the teams. However, the situation changed as the projects grew in complexity. Clients’ requests got more complex, and their expectations were not so obvious. We had to modify our processes, and we succeeded.
The Main Goal of the Engagement Management Process
The Engagement Management process is aimed at identifying a client’s needs. This is its key feature. For example, we often receive requests from companies that regard us as intermediaries in their workflows. In a situation like this, it’s crucial to understand how our work will fit into the general context. Understanding the task a client wants us to handle, we can offer them the best solution. The more precisely a client’s needs have been identified, the more relevant to their request the end result will be.
In contrast to the ordinary support, the Engagement Management process implies that a manager monitors every request until it’s fulfilled. To achieve this goal, the manager needs to be attentive and empathetic with every client, analyzing, and at times even anticipating their expectations. This is the only way to guarantee that the client will get what they want with a bare minimum of elicitations and subsequent revisions.
The Main Stages of the Engagement Management Process
If this is your first contact with our company, you’ll be welcomed by one of our Engagement Managers. As we’ve mentioned above, his or her main task is to identify your needs and expectations precisely. Let’s go over this process in more detail.
The analysis of an incoming request implies the elicitation of all the technological and process requirements as well as a client’s expectations regarding the cost of development, workflow, and deadlines. This is an important stage in an Engagement Manager’s workflow. He or she is the first employee to learn about a client’s needs. It’s the manager’s responsibility to pass on these needs to a development team in the proper way.
After the request has been processed and all the requirements have been elicited, the Engagement Manager can identify exactly which of our clusters can handle the project. It’s assigned to a team that can address the client’s needs in the best way possible. For instance, if it’s a rush project, the request is redirected to the ASAP (as soon as possible) Cluster. If it’s a Shopify project, it will be assigned to the E-Commerce Cluster. We find it very important to assign our clients’ projects to the teams that possess all the required expertise and can guarantee on-time, quality delivery.
The Engagement Managers’ work doesn’t stop at the project assignment stage. They also supervise and monitor the requests. After a development team to implement the project has been named, the Engagement Manager may maintain active communication with it. It’s necessary to ascertain that the client’s request is being fulfilled in compliance with the expectations.
The Bottom Line
The well-adjusted Engagement Management process is one of the key prerequisites that guarantee the end result of invariably high quality. By knowing what problem a client is trying to solve, not only can we develop a project, but we can also offer the best solutions to a client’s problems. In this case, a client’s needs represent a core around which value is formed. Understanding it, we can manage this value by offering our clients something more than just a well-working product.