Keys to complying with the regulation while improving response times, experience, and cost control in the service model
The new Customer Service Law represents a significant shift in how companies must manage their relationship with customers. It is no longer just about offering a service channel, but about ensuring that this service is accessible, agile, traceable, and measurable.
In this context, many organizations are already working on adapting. However, the real challenge lies not in understanding the regulation, but in implementing it without creating operational strain or unnecessary cost increases.
Who does this new regulation apply to? Industries affected by the new Customer Service Law
The new regulation broadly impacts the business landscape. It applies to both public and private entities that provide services considered essential for citizens, regardless of their size, as well as large companies operating in the consumer market in Spain.
In the latter case, the law targets organizations with a significant structure—those exceeding 250 employees and reaching certain economic thresholds, either in annual turnover or balance sheet figures.
It is important to understand that this law does not replace existing regulations. Its application is complementary, meaning it coexists with general consumer protection laws and with sector-specific regulations. This is particularly relevant in industries such as banking or telecommunications, where specific regulatory frameworks already exist and continue to take precedence.
What is considered a service of general interest?
The scope of the law includes services that have a direct impact on citizens’ daily lives and whose continuity and quality are essential.
These include energy and water supply and distribution services, as well as different transport models—air, rail, maritime, and road. Postal services and telecommunications are also included, although in the latter case, sector-specific regulations remain predominant.
The financial sector is also within the scope of the law, although it acts in a complementary manner to existing financial regulation.
Public Administrations are also affected from a dual perspective: as service providers in a consumer relationship and as entities responsible for safeguarding consumer rights.
What really changes in customer service: requirements of the new law
The Customer Service Law introduces a set of specific measures aimed at improving efficiency, accessibility, and personalization in customer service. These requirements build on existing consumer protection regulations, raising the level of demand for companies.
Among the most relevant aspects is the obligation to always guarantee the possibility of personalized service. Automated systems cannot be the only contact channel. In addition, a clear service target is established: at least 95% of personalized service requests must be resolved within an average time of under 3 minutes.
Regarding channels, companies must offer full omnichannel service. This includes, in addition to the contracting channel, telephone support, postal service, and at least one electronic channel that enables agile interaction.
The regulation also requires service to be provided in the official languages of each autonomous community, reinforcing accessibility.
Another key point is traceability. Every query, complaint, claim, or incident must have an identifier that allows customers to track the status of their request clearly and at any time.
In terms of availability, the law differentiates depending on the type of service. For services of general interest, support must be available 24/7 throughout the year. In other cases, service must align with business hours, unless contracting is available without time restrictions, in which case support must also be continuously available.
The need to ensure accessible and inclusive service is also reinforced, including specific support measures for vulnerable groups such as the elderly or people with disabilities.
The law also requires the implementation of customer satisfaction measurement systems, as well as quality control and evaluation mechanisms, which may include external audits.
Additionally, limitations are introduced on the commercial use of service channels. Interactions related to queries, incidents, or complaints cannot be used to offer products or services unless the customer has given explicit consent. Service channels must also be clearly differentiated from commercial activities.
Regarding resolution times, the regulation establishes specific deadlines. As a general rule, requests must be resolved within a maximum of 15 working days. This is reduced to 5 working days for billing-related complaints. In cases of массов incidents, companies must respond within a maximum of 2 hours, at least in terms of informing customers about the situation.
A level of demand that requires reviewing the model
This set of measures represents a significant increase in operational requirements. It is not just about meeting specific criteria, but about ensuring that the entire service model can respond with agility, consistency, and control.
For many organizations, this implies a real transformation. Failing to act in time may not only lead to financial penalties but also to a direct impact on reputation and customer experience.
The key lies in adapting the model structurally, not incrementally. In this new context, compliance is not enough—it must be achieved efficiently.
Where inefficiencies usually lie
From MST HOLDING’s experience, these inefficiencies often have a structural origin. In many cases, the classification of interactions does not allow proper prioritization, making it difficult to route cases effectively from the outset. This is compounded by internal workflows with too many handoffs, which extend resolution times and increase operational workload.
Additionally, there is often a lack of real visibility into the cost of each interaction or case type, preventing informed decisions on where to optimize.
Adapting without increasing costs: the real approach
In this scenario, adapting to the law should not be based on adding more resources, but on deeply reviewing the operating model.
This involves rethinking how interactions are classified, how cases are assigned, and how internal workflows are managed. The goal is not to do more, but to do it better: reducing rework, simplifying processes, and improving first-contact resolution.
When approached from this perspective, it is possible to comply with the regulation while simultaneously improving efficiency.
The role of technology and the hybrid model
Technology plays a key role in this process, especially in automating tasks and improving traceability. However, the new regulatory framework makes it clear that service cannot rely solely on automated systems.
Therefore, the most effective model is one that combines intelligent automation with specialized human intervention. Technology helps organize, classify, and streamline processes, while people provide resolution capability and quality in interactions.
An opportunity beyond regulation
Although many companies are approaching this change from a compliance perspective, the Customer Service Law actually presents a clear opportunity to transform the service model.
Organizations that are using this moment to redesign their processes are not only adapting but also improving efficiency, reducing costs, and delivering a better customer experience.
How can MST HOLDING help you?
Adapting to the Customer Service Law is not just a matter of regulatory compliance—it is fundamentally an operating model challenge.
At MST HOLDING, we support organizations through this process with a comprehensive approach, combining operational expertise, technology, and business vision. Our focus is not on adding more resources, but on redesigning how interactions are managed to improve efficiency.
We work on the areas that truly impact results: refining classification to enhance prioritization, optimizing workflows to reduce handoffs and rework, and providing visibility into the real cost of each type of interaction. This enables organizations not only to meet new requirements but to do so with greater control and sustainability.
We also help integrate technology and automation in a practical way, ensuring a balanced model where operational efficiency coexists with high-quality personalized service, as required by the regulation.
The result is a more agile, traceable, and efficient service model, ready to meet SLAs without straining the structure or increasing unnecessary costs.
Because adapting to the law is mandatory.
But doing it right is what makes the difference.