Greetings, everyone, and hope all is good. I’m Scott Savoy at the Sterling Creations desk. For today, our president wanders afar to give you an example of a company that really does not care about customer service, only about increasing their revenues backed by lazy employees. Read Donna J. Jodhan’s editorial and respond by writing to her at info@sterlingcreations.ca. Enjoy your weekend!
By Donna J. Jodhan
Flow, a major telecommunications company in Trinidad and Tobago, is no stranger to controversy. Known for providing internet, cable TV, and home phone services, it is a household name for many. However, there is a growing frustration among customers that, despite its extensive market presence, Flow’s customer service leaves much to be desired. From conflicting information provided by agents to technicians failing to resolve issues, it seems that Flow’s priorities are not aligned with the needs of its customers. This issue isn’t just an inconvenience—it’s becoming a nightmare for many, especially those who rely on the service for their daily lives.
A Lack of Consistency in Customer Support
One of the most significant issues with Flow’s service is the inconsistency in customer support. Call center agents often provide conflicting information, making it nearly impossible for customers to get a straight answer. This lack of clarity is particularly concerning when it comes to technical support. Different agents often suggest different solutions for the same problem, leaving customers confused about which path to take.
Technicians, on the other hand, are equally unpredictable. It is not uncommon for a technician to visit a customer’s home, assess the problem, and leave without resolving it. In some cases, they promise to return, but that often doesn’t happen. This leads to long periods of downtime for customers, sometimes for weeks, with no resolution in sight.
Prioritizing Profits Over People
While customers are struggling to get answers and solutions, Flow seems to be more focused on raising prices and increasing revenues. Recent price hikes have angered many, particularly those on fixed incomes, such as seniors and people with disabilities. The company’s apparent disregard for these vulnerable customers only adds fuel to the fire.
Instead of making improvements in service quality, Flow appears to be using price increases as a means to boost profits. This approach, while beneficial in the short term for the company, is damaging their reputation in the long term. It also doesn’t account for the fact that many customers, particularly seniors or those with limited technical skills, rely on customer service and assistance more than ever.
The Checkered History of Flow
Flow’s history is also far from spotless. Over the years, the company has faced multiple complaints about poor service, from billing issues to slow internet speeds. Despite these ongoing problems, the company has rarely made significant changes to improve the customer experience. Instead, they have been more focused on marketing campaigns and new service offerings, which many customers feel are just distractions from the real issues at hand.
There has been minimal accountability when things go wrong, and when customers attempt to voice their concerns, they often face long wait times or have their complaints dismissed. This lack of accountability and the seeming indifference to the customer experience is part of a larger pattern of service failures that has plagued Flow for years.
A Call for Change: What Needs to Be Done
So, what can Flow do to fix the issues that have caused so much frustration among its customers?
- Improved Customer Service Training: Customer service representatives should be properly trained to provide accurate and consistent information. They should be equipped to handle both technical and billing inquiries with the utmost professionalism and clarity. Agents should also be empowered to escalate issues when necessary, ensuring that customers aren’t left in limbo.
- Accountability for Technicians: Flow needs to ensure that technicians follow through on their work. If a technician cannot resolve an issue during a visit, there must be a follow-up procedure in place to ensure that the problem is handled in a timely manner. The customer shouldn’t be the one chasing down the solution.
- Focus on Vulnerable Customers: The company should offer specialized services for seniors, customers with disabilities, and those who are not technically savvy. This could include tailored customer support, simplified billing, and even in-home assistance for tech issues. This would go a long way in building goodwill and demonstrating that Flow cares about all of its customers—not just those who are tech-savvy or able to navigate the system on their own.
- Transparent Pricing: Price hikes should come with clear communication and justification. If Flow is raising prices, it should be clear to customers why the increase is necessary and what improvements they can expect in return. Customers should never feel like they’re being taken advantage of without seeing tangible benefits for their hard-earned money.
- Follow Through on Promises: Flow must build a system of accountability where commitments are not just made but also honored. Whether it’s fixing a technical issue or resolving a billing dispute, the company must ensure that their promises are fulfilled in a timely manner.
Conclusion
Flow has long been a dominant force in Trinidad and Tobago’s telecommunications market, but it’s clear that something needs to change if the company is to maintain its reputation. While raising prices may increase revenue in the short term, it will be unsustainable if customers continue to face poor service and unresolved issues. If Flow genuinely wants to retain its customer base, it must shift its focus from profits to people, prioritize service quality, and build a more customer-centric approach to business. Until then, the company’s “nightmare” will only grow.
To learn more about me as an award-winning sight-loss coach and advocate, visit www.donnajodhan.com.
