Alright? I’m James Whitmore, Offshore CX Specialist at Customer Experience Online. If you’ve ever tried to catch a Tube at Oxford Circus during rush hour, you’ll have a fair idea of what managing demand in customer service feels like for most UK brands today. It’s fast, it’s loud, and if you aren’t prepared, things can get a bit messy, quite frankly.

In my time helping businesses navigate the complexities of the British market, I’ve seen that the “want it now” culture isn’t just a phase—it’s the new baseline. Whether you’re a boutique shop in Marylebone or a massive travel firm, the way you handle the ebb and flow of demand in customer service defines your brand’s reputation. Today, I want to talk about how we can move from just “coping” to actually thriving when the queues start to build up.

The 2026 Landscape: Why is Everyone in a Hurry?

Let’s look at the cold, hard facts. According to the January 2026 UK Customer Satisfaction Index (UKCSI), customer satisfaction in the UK has seen a slight uptick to 78.2, but the pressure is higher than ever. Customers are increasingly prioritizing value and speed, with over 35% of Brits stating they prefer excellent service even if it costs more.

The demand in customer service we’re seeing isn’t just about volume; it’s about complexity. People aren’t calling to ask about opening hours, they’ve found that on Google. They’re calling because their situation is nuanced, and they need a human who actually listens. This is where many companies trip up. They treat demand in customer service as a numbers game, focusing on how quickly they can end a call rather than how well they can solve a problem.

Scaling Up: When the “Out of Office” Isn’t Enough

We’ve all been there: a bank holiday weekend hits, or a sudden flash sale goes viral, and your support team is suddenly buried. If you haven’t planned for this demand in customer service, your CSAT scores will drop faster than the temperature in November.

One sector that feels this more than most is the travel and hospitality industry. When a flight is cancelled or a booking goes awry, the demand in customer service becomes urgent and emotive. This is why I always suggest that firms in this space look into specialized travel bpo services to help shoulder the load. It’s about having a “flex” capacity: the ability to scale your team up when the sun is out and the bookings are flying in, without the overhead of permanent London salaries.

The “Right First Time” Philosophy

One of the most interesting findings in recent CX research is the power of the “Right First Time” approach. The UKCSI reports that 83.2% of customer experiences were right first time in early 2026, the highest recorded. When you get it right the first time, you effectively reduce the future demand in customer service because the customer doesn’t need to follow up three times.

To achieve this, your agents need more than just a script; they need expertise and authority. This is a core pillar of E-E-A-T. If an agent has the power to issue a refund or change a booking on the spot, they’ve solved the problem and ended that “demand chain” right there.

James’s Pro Tip: Audit your internal “authority levels.” If your agents have to ask a manager for permission to do anything over £20, you’re creating artificial demand in customer service through unnecessary transfers and call-backs.

The Logic of Modern Service: AI vs. Human Touch

In academic circles, we often talk about “Customer-Dominant Logic” (CDL). Research published in Science Direct suggests that consumers don’t just “receive” service; they embed it into their own lives. This means that your demand in customer service is dictated by the customer’s timeline, not yours.

This is where AI becomes your best mate. In 2026, we’re seeing “Agentic AI” take the lead. This isn’t just a chatbot that says “I don’t understand”; it’s a system that can proactively reach out to a customer before they even realize there’s a problem. For example, if a delivery is delayed, an AI can send a WhatsApp message with a new tracking link. By being proactive, you effectively “kill” the demand in customer service before the customer even picks up the phone.

However, mind you, AI should never be a wall. It should be a filter. Let the tech handle the mundane, so your humans can handle the “heart.” If you want to dive deeper into this, check out how AI impacts customer service in call centres.

5 Steps to Audit Your Demand Management Strategy

If you’re feeling a bit overwhelmed by the current demand in customer service, here is a quick, “no-nonsense” audit you can run this week:

1. Identify the “Repeaters”: Look at your data. What percentage of your demand in customer service is coming from customers calling back about the same issue? If it’s over 15%, your “Resolution” process is broken.
2. Test Your Self-Service: Try to solve a common problem on your own website using only your smartphone. Is it easy? If it takes more than three clicks, your customers will just call you instead, adding to your demand in customer service.
3. Monitor “Burnout” Signals: High demand in customer service leads to stressed agents. Stressed agents lead to poor service. Are your “Average Handle Times” creeping up? This is often a sign of exhaustion, not complexity.
4. Evaluate Your Tech Stack: Are your systems helping or hindering? A slow CRM is a silent killer of efficiency. We’ve discussed before the structural weaknesses that cause service breakdowns.
5. Review Your Outsourcing Strategy: Are you trying to do it all yourself? Sometimes, bringing in a partner who specializes in travel bpo services or general CX can give your local team the breathing room they need to be brilliant.

Finding the Sweet Spot in 2026

At the end of the day, managing demand in customer service is about balance. You need the right technology to filter the noise, the right data to predict the peaks, and the right people to deliver that “London-standard” care when it matters most.

We’ve seen that outsourcing customer service is the best choice for companies looking to stay agile. It’s not about shipping jobs away; it’s about expanding your reach and ensuring that no matter when a customer reaches out, there is a friendly, capable voice waiting for them.

The British public is more discerning than ever. They’ve got plenty of options, and they won’t hesitate to jump ship if they feel like just another number in a queue. By mastering the demand in customer service, you aren’t just surviving the rush hour, you’re making sure every passenger has a first-class experience.

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FAQ: Tackling demand in customer service