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Transcript of ArnoldOn: Service-How Technology Is Reshaping Customer Service
7/30/2019 ArnoldOn: Service-How Technology Is Reshaping Customer Service
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SERVICEHow Technology Is Reshaping Customer Service
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Arnold on
explores cultural, social
and consumer trends that are
directly impacting businesses today.
through a combination of cultural
observation and proprietary qualitative
and quantitative research, we aim to
uncover meaningful shifts in consumer
attitudes and behaviors and provide
marketers with ways to harness
these trends to benefit their
brands and businesses.
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Service has traditionally focused on a
face-to-face specic interaction, but now
it’s about creating an experience that
transcends the transaction. Today, many
brands are elevating service from basic
(addressing a specic question or service
issue) to exceptional or luxury levels of
service. And importantly, technology is
helping brands to move beyond basic
customer service to deliver these more
elevated service experiences. From
enabling more efcient and cost effective
service interactions, to building stronger
relationships with consumers through
social programs, to using customer data
to anticipate needs – brands have
leveraged technology to alter the service
dynamic.
ONTENTS
The Twin Pillars of Service 3
levating the Service Experience 11
he Impact of Technology 25
mplications 33
Still, many brands are failing to deliver.
According to a survey conducted by Arnold
Worldwide, 80 percent of consumers
expect good service, but 20 to 30 percent
of respondents say they aren’t getting it.
Most important, 71 percent have stopped
doing business with a brand due to poor
service.
So, what separates fan favorites, like
Apple, FedEx, Toyota and John Lewis,
from struggling brands, like AOL, Best
Buy and Blockbuster?
In this issue of Arnold: On Service , we
explore three themes that are shaping
the service experience:
1. The Twin Pillars of Service:
How Technology is Redening
Responsiveness and Personal Attentio
2. Elevating the Experience from Basi
to Exceptional to Luxury
3. The Impact of Technology: Three W
Brands Should Refocus
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se rv ice
3
The spirit of service remains unchanged
in the 21st century. According to Arnold’s
survey on service, consumers worldwide
regard responsiveness and personal
attention as the twin pillars of positive
service. But technology has revolutionized
how brands should deliver service now
that the Internet has reset consumer
expectations, requiring brands to befaster and more targeted than ever.
THE TWINPILLARS OFSERVICE: HOW TECHNOLO IS REEFININRESPONSIVENESS AN PERSONAL
ATTENTION
Q. Please describe your best service experience.
Q. What makes good service unforgettable?
“Immediate resultswithout hassle isgood service.”
–U.S.
“Solving theproblem in atimely manner isgood service.”
–China
RESPONSIVENESS
SERVICE
PERSONAL
ATTENTION
“ood service isunforgettable whenthey know thecustomer’s wantsand needs.”
– Brazil
“ood servicemeans they aregenuinely caring,listen to my needsand make me feellike my purchasesare important tothem.”
– U.K.
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RESPONSIVENESS
According to our survey, 76 percent of consumers feel that a speedy response
s the surest route to customer satisfaction. The Brazilians and Chinese felt this
most strongly, rating a quick answer as most important 80 to 84 percent of the
time. One Brazilian respondent said, “I went to a store and had immediate
attention. They answered all of my questions politely and gave me the necessary
nstructions for service to be performed quickly and with quality.”
Consumers expect an immediate and helpful response to their inquiries,
regardless of whether it’s in person, over the phone or online. Failure to provide
one can cost an enterprise repeat business and result in negative word of mouth.
More and more, a consumer’s rst interaction with a brand is online, not in
a brick-and-mortar store. If consumers cannot have a speedy and satisfying
experience online, they may never set foot on a sales oor. Brands must develop
strong customer relations across all brand properties, in store and online, in order
to woo consumers who can tap in across multiple devices and channels.
EPECTATIONS OF SPEE SERVICE
BENEFITS OF SPEE SERVICE
Q. How fast do you expect a brand to respond to a service issue?
Q. How do the following service attributes impact your relationship with a brand?
Of people globally would be more likelyto purchase a brand that provides aspeedy response to a service issue
U.S. China
43%Brazil
57%U.K.
39% 56%
Want a brand to respond to a serviceissue in one hour or less
of people globally would tell others about a brand that provides a speedy responseto a service issue
of people globally would be more loyal toa brand that provides a speedy responseto a service issue
49%
50%
37%
34%
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Personal attention is the second service pillar, with 74 percent of people
wanting to be treated as individuals by the brands they do business with.
I made a hotel reservation, and the manager remembered me, made sure I
was treated well because of my past business,” said one American respondent.
Our survey also revealed that this kind of individual recognition drives loyalty
and purchase intent. About 48 percent of consumers told Arnold that theywould be more likely to purchase a brand product because they were given
personal treatment. And 36 percent said they’d remain loyal to that brand and
tell others about it.
PERSONAL ATTENTION
EPECTATIONS OF PERSONAL ATTENTION
BENEFITS OF PERSONAL ATTENTION
U.S. China
73%Brazil
73%U.K.
75% 78%
Of people globally would bemore loyal to a brand that provides personal attention
Of people globally would tellothers about a brand that provides personal attention
Want the brands they prefer totreat them like an individual74%
48%
36%
36%
Of people globally would be morelikely to purchase a brand that provides personal attention
Q. To what degree do you agree with the following statements?
Q. How do the following service attributes impact your relationship with a brand?
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TECHNOLO ISREEFININ SERVICE
Companies are beginning to understand the role technology plays in developing
personal relationships. Recently, a igiday article reported that Marc Pritchard,
global marketing and brand building ofcer of P&, is deeply committed to
ensuring that the organization forges deeper personalized connections.
He said, “To address these [technology] forces, our vision is to build our brands
through lifelong, one-to-one relationships in real time with every person in the
world…Technology will mean that people will increasingly expect brands tounderstand their unique needs and deliver.”
While technology allows for tailored experiences online, good old-fashioned human
ntuition delivers the best results ofine. Most retail chains have intricate employee
handbooks and policy guidelines that aim to ensure a consistent experience at all
ocations. But shackling employees to company policy can discourage employees
rom delivering warm, personal service.
Companies that are known for delivering responsive and attentive service train
employees and empower them to make decisions. Brands like Southwest Airlines
and Four Seasons trust employees to anticipate customer needs and then to act
on their judgment. At the Four Seasons, for instance, a concierge who sees a family
with small children scheduled to check in may call ahead to see what fruit juices
should ll the mini-fridge.
As more people become brand agnostic, brands must better understand howtechnology and employee empowerment are redening “responsive” and “personal
attention” online and off.
SERVICE IN ACTION
Online eyewear purveyor Warby Parker
was conceived in a ush of consumer
indignation, so it’s no surprise that
customer service is one of the pillars
of its brand. Fed up with paying up
to $300 for prescription glasses, the
founders set out to design and sell
spectacles directly to consumers forless than $100 a pair.
Warby Parker has ourished with the
stylish set, but its reputation really turns
on its 21st-century-style service. The
company provides online tools that
recommend what styles will look best
on what types of faces and provides an
online try-on tool. Customers can order
up to ve sample frames to try on at
home for ve days, 100 percent free.
The policy keeps Warby Parker
competitive with the traditional
eyewear brands sold through
opticians and shows that the compan
understands today’s consumers.
Warby Parker realizes that consumers
might be reluctant to purchase frame
online since they’re afraid they’ll windup with the wrong ones. Its policy,
therefore, anticipates the wishes of its
customers, who want to try on their
stylish, inexpensive frames before
buying. There isn’t a esh-and-blood
sales rep helping with an in-store
selection, but Warby Parker gives
customers a personal experience by
letting them customize their sample s
and then buy the specs that suit them
WARB PARKER
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Personal attention and responsiveness may be
at the core of all positive service experiences,
but in the 21st century they’re just table stakes.
Brands need to surprise and delight customers
if they want their reputations to shine. Oursurvey results showed that there are three
levels of customer service – basic, exceptional
and luxury – and that moving up takes focus
and commitment.
ELEVATINTHE SERVICEEPERIENCE
FROM BASIC TOECEPTIONALTO LUUR
BASIC
ECEPTIONAL
LUUR
approachable, honest, expected
caring, personal, exible
innovative, proactive, exclusive
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BASIC SERVICE:APPROACHABLE,HONEST, EPECTE
The basic level of service is transactional and aims to solve problems as they
arise. It is dened by approachable associates, honest communications and
common courtesy. Consumers that expect only a basic level of service frombrands engage with limited expectations. Interactions that are friendly, if
perfunctory, generally satisfy people at the basic service level.
When you go to the supermarket and you’re looking for a tube of toothpaste, the
ikelihood that you’ll engage with people when you pull something off the shelf is
not very high,” said Milton Pedroza, CEO of The Luxury Institute and a speaker on
the topic of customer service. “ou’re looking for price and convenience.”
While basic service used to be most closely associated with big-box stores,
mass-market chains and quick-service restaurants, brands that go a step
urther can outpace competitors in any category. Supermarket chains Waitrose
and Marks & Spencer in the U.K., and Costco and Wegman’s in the U.S., for
example, consistently rank among the best customer service companies across all
categories. They’ve transcended basic service by offering high-quality products,
treating their employees well and adding personal touches to the service
experience. Customers may walk in for toothpaste, but they walk out with
a greater love for the brand.
SERVICE IN ACTION
ORANE
NEWE
Orange, a telecommunications company
in the U.K., has a very comprehensive
online help-and-support center meant
to problem-solve for all of its customers.
The support is segmented into topics
such as mobile, broadband/home phone,
business help, traveling and calling
abroad, and then these categories are
further segmented into more specic
subcategories. The site is approachab
and comprehensive, and it enables
customers to solve their issues. But it
does not allow for the brand to conne
with the consumer on a personal leve
Newegg, a technology e-commerce site,
has a very in-depth online customer
service presence. Their website
features a very organized and detailed
FAQ page as well as easily accessible
contact information for service via
email, mail, chat or phone. Customers
can also easily check the status of
their orders online and see a list of
rebates they might be able to apply to
current, or even previous, orders. Since
Newegg is selling products they don’t
make themselves, they also provide
contact information for every major
electronics manufacturer. Newegg’s
site seems to be adequately prepared
for any customer service issue, and
their customers may naturally be “do-
it-yourself” technology types. Howeve
Newegg is not proactively providing
service or going out of their way to
connect with customers – they’re
providing static information for those
who seek it out.
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Attributes
EmotionalBenefits
FunctionalBenefits
Approachable and honest, butalso impersonal and expected
Problem solvingfor the masses
Makes people feelsatised and calm
Traditional
51%
Treats me as
well as other
people
47%
49%Approachable
45%Provides me with
a simple way to
get what I need
49%Expected
43%Helps me sol
my problems
Satisfied
43% 41%Calm
40%Content
48%Impersonal
47%Honest
5
BASIC SERVICE
Q. What characteristics do you associate with the following types of service?
Q. Which of the following attributes below do you associate with the following types of service?
Q. How do the following types of service make you feel?
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ECEPTIONAL SERVICE: CARIN,PERSONAL AN FLEIBLE
To elevate service from basic to exceptional, brands that have mastered efciency
must mix in emotion. Enterprises have to teach employees protocol, but they
should also encourage them to be “caring,” “personal” and “exible.” In our
survey, respondents told Arnold that they associated these three words with
exceptional service, building on speed and personal attention. Forty-one percent
said a brand with exceptional service also rewards them for their patronage.
Web retailers like Amazon, Patagonia, L.L. Bean and Zappos achieve exceptional
evels of service by injecting a human element, offering personal attention
and exhibiting a higher level of expertise. Customers are more likely to expect
he brand and its associates to understand them and their needs and provide
knowledge that will point them in the right direction. These companies
consistently invest in enhancing their product and service offering as well as in
raining their employees. In addition, they often go above and beyond by offering
perks like free or expedited shipping and no-hassle returns to ensure that the
customer completes the service experience feeling valued and appreciated by
he brand.
Zappos is often a go-to example for 21st-century exceptional service, and for good
eason. It has 500 employees in a call center in Las Vegas who receive seven
weeks of training on how to make their customers happy. In addition, Zappos
offers new employees a $3,000 bonus to quit if they no longer want to work
here. As a result, they are known for delivering very personalized attention to
heir customers, with some employees going so far as to send a free pair of shoes
o a best man who arrived shoeless at a wedding. Zappos goes beyond basic,
mpersonal service to connect with its customers, understand their needs and help
meet those needs in whatever way possible.
SERVICE IN ACTION
JOHN LEWIS
No one expects turn down service at a
department store, but in 2009, that’s
just what shoppers got at John Lewis in
High Wycombe, U.K.
When a heavy snowstorm blocked roads
and stranded shoppers, the staff opted
to close the store but let shoppers stay
the night. Associates made hot
chocolate, unpacked fresh linens and
made up display beds for their overnight
guests, according to BBC reports. They
kept children entertained by providing
television and kept adults informed via
regular reports over a PA system.
It is hard to imagine such treatment
elsewhere. John Lewis, which is
regularly voted Britain’s favorite retailer,
has a company culture that empowers
staff to follow protocol but make their
own decisions.
First, John Lewis has no employees.
They’re all partners who share in the
company’s prots. The better the
service, the more they make. Second,
one of the company’s core values is to
“show enterprise.” Staff can make
service decisions on the spot, allowing
them to step up and be exceptional a
occasionally, historic – as they were
during the great sleepover of 2009.
Finally, the company’s customer servic
ethic carries over online, where reps
answer tweets in an average of 3 hou
and 23 minutes and respond to rough
a third of Facebook postings.
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Provides
me with
personalized
attention
42% 41%Provides me
with a speedy
response
41%Rewards me
for do ing
business wit
a brand
41%Provides me
with expertise
Cared for
44%Confident
42%44%Appreciated
42%Rewarded
43%Satisfied
Reliable
41% 41%Caring
40%Personal
40%Flexible
40%Expertise
Attributes
EmotionalBenefits
FunctionalBenefits
Reliable, exible and smart
Personalized, responsiveand rewarding
Makes people feel caredfor and condent
9
EEPTIONAL SERVICE
Q. What characteristics do you associate with the following types of service?
Q. Which of the following attributes below do you associate with the following types of service?
Q. How do the following types of service make you feel?
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LUUR SERVICE: INNOVATIVE,PROACTIVE, ECLUSIVE
Luxury customers not only want to feel cared for, they want to feel pampered and unique.
Sales associates at all levels are an extension of the brand, but none more so than at the
uxury level. As Pedroza has said, luxury associates must “out-behave” their retail peers by
“bringing your humanity to work every single day.”
Luxury service builds on exceptional service by layering on innovation, initiative and
exclusivity. The Ritz-Carlton, a paragon of customer service, teaches its associates to call
guests by name, escort them door-to-door and anticipate unexpressed needs, like a hot cup
of tea after a full day of skiing. Apple has modeled its own retail service around the Ritz
Carlton, also greeting “guests” at the door, addressing them by name and setting up a
concierge-like help desk.
nnovation is also key to luxury service, as 20 percent globally expect luxe brands to deliver
new experiences. Automotive brands, such as BMW, Mercedes, Lexus and Volvo, may be at
he head of the pack here. Mercedes has adopted a “riven to elight” philosophy that has
become the guide for each and every interaction with the customer. The automaker views its
customers as exceptional and believes that they deserve incomparable, personal treatment.
ts employees pledge that every day they will look for opportunities to surpass expectations
and delight their customers.
Technology is helping to blur the lines between luxury and exceptional service. Brands that
deliver exceptional service are using technology to better anticipate customer needs and bemore proactive at delivering superior service to customers. Brands that deliver luxury service
will need to continue to push the boundaries, providing customers with experiences that are
completely unexpected and tailored even more precisely to the individual.
And when it comes to service in general, one thing is certain: Consumer expectations will
only rise. Whatever service a brand currently provides, it must continually explore ways to
keep ahead of customers through better and better service.
SERVICE IN ACTION
AMERICAN EPRESSCENTURION CAR
QUINTESSENTIALL
The American Express Black Card,
ofcially named the Centurion Card, is
known as a paragon of luxury service.
Members are personally invited to join
the exclusive club of cardholders. While
airline and hotel upgrades and access to
airline lounges are seen as great perks
for those carrying lower-tiered American
Express cards, those carrying the
Centurion Card – many of whom have
their own private jets and homes arou
the world – seek something more.
A 24-hour concierge service is dedicat
to Centurion Card holders. The
Centurion Concierge is shrouded in
secrecy, but the rumor mill suggests t
company has gone so far as to gather
and ship ead Sea sand for inclusion
in a London student’s school project.
Quintessentially is a luxury concierge
service that is receiving global attention
for specializing in “extreme service, from
the elite to the impossible.” Billed as
wish-fulllment, the service provides
well-connected experts 24 hours a day
to engineer the most exclusive and
unique experiences for their members.
They also have an online, invitation-only
social network, ELEQT, where membe
can wheel and deal with hundreds of
like-minded (and similarly well funded
peers and gain access to exclusive
events. From high-end travel to
exceptional gifts to everyday services
Quintessentially promises to provide
exceptional and uniquely tailored
experience for all of its members.
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Provides me
with personal
attention
36% 31%Provides me
with
personalized
recommendations
and guidance
30%Provides me
with expertise
29%Provides me
with new
experiences
30%Anticipates
my needs
and delivers
proactive
service
Pampered
43% 38%Special
36%Unique
Exclusive
44% 33%Expertise
30%Caring
30%Personal
29%InnovativeAttributes
EmotionalBenefits
FunctionalBenefits
Exclusive and innovative
Proactive and unexpected
Makes people feelpampered and unique
23
LUUR SERVICE
Q. What characteristics do you associate with the following types of service?
Q. Which of the following attributes below do you associate with the following types of service?
Q. How do the following types of service make you feel?
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THE IMPACT OFTECHNOLO:
In today’s world, the service experience extendsbeyond the transaction. Technology has
enabled brands to move beyond basic customer
service to deliver 24/7 service experiences.
Consumer expectations have grown, too.
Consumers want more than a solution to a
problem. They want to understand how their
brands can improve their lives.
Brands can harness technology in numerous
ways to deliver a superior service experience,
but there are three key areas on which we
believe every brand should focus.
THREE WAS BRANSSHOUL REFOCUS Integrating technologies to make service
more efcient and cost-effective
Building social programs to forge stronger
relationships and dialogue with consumers
Using data to anticipate customer
needs and deliver better service
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INTERATIN TECHNOLOIESTO MAKE SERVICE MOREEFFICIENT AN COST-EFFECTIVE
Brands that are tapped into the latest technologies have a huge advantage
n providing better service to their customers. In addition, it’s easier than
ever for companies to integrate new software and platforms into the serviceexperience; there are countless startups specializing in niche services for
brands, from e-commerce solutions to digital in-store enhancements to
mobile payments. However, brands must be willing to experiment.
Starbucks, for example, recently announced a deal with mobile-payment
startup Square to speed up the checkout process. By downloading an app
to smartphones, customers show a barcode to the barista to have payments
automatically deducted from their accounts. Eventually, customers will be able
to pay for their grande skim latte simply by saying their name. The mobile app
will use PS technology to sync with Starbucks’ registers. When customers
enter a store, their names will automatically appear on the registers’ screens.
TECHNOLO ELIVERS BETTER,MORE, RESPONSIVE SERVICE
Q. To what degree does each of the statements below reect how you see technology i mpacting the
service you receive from brands today?
Globally believe technology improves thespeed of service they receive
76%
78%
Brazil
72%
U.K.
74%
U.S.
75%
China
84%
U.S. China
78%
Brazil
71%
U.K.
77% 85%
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BUILIN SOCIAL PRORAMSTO FORE STRONERRELATIONSHIPS AN IALOUEWITH CONSUMERS
When it comes to social media, according to Arnold’s survey, 59 percent of people globally have posted either a positive or negative comment about a
brand regarding a service experience. Social media provides a unique
opportunity for brands to have a direct and casual conversation with
consumers, and many companies have beneted from great PR due to the
personalized relationships they’ve built with customers. However, social
media has the potential to go far beyond Twitter banter, and it’s important
or brands to explore how they can uplift the service experience through
social programs.
Singapore-based AirAsia, for instance, is working with Eptica, which provides
multichannel customer-interaction management software, to put customer
service at the heart of its online and social media strategy. The software is
ntegrated into the low-cost airline’s website and provides customers with
mmediate answers to their questions. It’s also integrated into the airline’s
Facebook page, where users can receive additional information.
n addition, U.K. supermarket giant Tesco is experimenting with its loyalty
program through a Facebook integration called Share & Earn. A test run of
the program in July allowed savvy online shoppers to earn double points by
using Facebook to like, share and buy products. In exchange, Tesco learned
more about its consumers’ likes and interests through Facebook analytics.
Plus, its products are shared across every customer’s friend base, amplifying
the brand’s reach.
TECHNOLO ALLOWS FOR ANONOIN LEVEL OF IALOUE
Q. To what degree do you agree with the following statements?
Q. Have you ever posted comments through so cial media about a positive o r negative service experience?
Q. How often do you expect a brand to respond to comments made through social media?
U.S. China
48%Brazil
68%U.K.
45% 74%
BrazilU.K.U.S. China
39% 40% 83% 74%
U.S. China
62%U.K.
60% 84%Brazil
79%
71%
59%
59%
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USIN ATA TO ANTICIPATECUSTOMER NEES ANELIVER BETTER SERVICE
One of the greatest benets to arise out of the digital revolution is the ability
to capture a wide range of consumer data that helps brands deliver better
service. Brands can use data to better understand customer behavior andshopping habits and to build highly targeted and effective customer-relationship
management programs. A sophisticated, well-planned CRM program allows
brands to relate to current customers while also pursuing new ones. More than
ever, consumers are open to providing personal information. According to our
survey, 67% of people globally are willing to share personal information with
brands that are relevant to them in order to improve the service they receive.
Carnival Cruise Lines, with the help of Arnold Worldwide, revamped its CRM
process by creating an email series that was highly personalized, educational
and interactive. Through its website, Facebook page and other channels, the
company identied potential cruise-goers and provided them with content
geared toward their interests and requirements. The effort has helped to
increase lead conversions by a staggering 56% over previous emails.
TECHNOLO ELIVERS MOREPERSONALIZE EPERIENCES
Q. How willing are you to share personal information with brands that are relevant to you to
improve the service you receive?
Q. To what degree does each of the statements below reect how you see technology impacting
the service you receive from brands today?
SERVICE IN ACTION
BIRCHBOBirchbox is an online beauty company that
supplies its members with personalized
beauty samples once a month. Birchbox
asks customers to ll out a prole to
customize their experience, with questions
including age, ethnicity, skin type, hair color,
eye color, level of beauty knowledge, be
style and special interests, to name a fe
Birchbox then uses all of this informatio
send products to the customers that t
their needs and deliver a personalized
beauty product experience.
U.S.
U.S.
China
China
56%
54%
86%
77%
Brazil
72%
U.K.
50%
U.K.
52%
Brazil
59%
67%
60%
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IMPLICATIONS
BE RESPONSIVE ACROSS MULTIPLE CHANNELS
Consider all of the channels that you can use to respond to your customers, and
how quickly you can address their needs. Consumers are looking for service in
the channels that best t their lives. And brands that prioritize responsiveness
score highest among today’s Internet-enabled consumers. Our survey revealed
that 46 percent of consumers worldwide said they respect brands that respond
and contribute to discussions about customer service. Online and off, consumers
expect answers at ber-optic speed, and your brand will need to maintain
contact by every means available.
GET PERSONAL
Consumers spoiled for choice are uninterested and downright annoyed when
brands don’t take the time to get to know them. By providing a tailored experience,
brands are showing an interest in consumers’ lives, targeting the right customers
with the right service and wasting no one’s time. Thanks to shared data, you might
already know your customers better than you think you do – harness what you’re
already collecting to ratchet service up a notch.
PROACTIVELY LISTEN
Find ways to pre-empt customer service requests and proactively listen for your
customers’ needs. Today’s consumer demands more than reactive service. The
good news is that there are more ways than ever to listen to the consumer.
Through surveys, social media, face-to-face conversations, email and beyond, there
is no limit to the amount of feedback consumers can offer when it comes to
helping brands meet their needs. In fact, your customers are likely already talking
about your brand – you just need to nd out where, and tune in.
BE CREATIVE AND IMAGINATIVE
Brands that surprise and delight customers in unique ways are those th
win a lot of love. Especially when they provide consumers with highly
personalized, innovative experiences that make them feel special.
Creativity and imagination are critical components of elevating a brand’
service experience from basic to exceptional or luxury.
ANALYZE AND OPTIMIZE
Any platforms, software or programs that brands integrate into their se
offering should have a layer of data capturing and analysis that allows t
to better understand their customers and iterate how they operate. The
ultimate goal is to become proactive, instead of reactive – learning from
your past interaction with customers is a key step in this process.
INTEGRATE SOCIAL AND DIGITAL
There are no boundaries to today’s service expectations. Brands need to
seamlessly integrate their mobile and social strategies with their overal
service offering, using these channels as ways of engaging and, mostimportant, interacting with consumers. Consumers are demanding an
ongoing conversation with the brands they love through mobile and soc
channels. However, while opting out of these technologies is a surere
to get left behind, treating them as a throwaway add-on to “real” (i.e.,
in-person or call center) interactions can be just as bad. Approach them
same way you would any other customer communication – the online w
and the “real” world are one and the same now.
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ARNOLSTRATEICINSIHTS
ROUP
Arnold On is brought to you by the Arnold Strategic Insights roup. This edition is
based on the results of a global online survey of 2,400 adults conducted in April 2012
on general attitudes and behavior, as well on secondary research.
The Arnold On series provides analysis and consumer insights across a variety of topics
and their relevant impact on how marketers communicate with consumers.
The content of this edition of Arnold On was developed by Sean O’Neill, VP, irector,
Business Strategy; eanna Zammit, irector, igiday Content Studio; Neela Pal,
Managing Partner, lobal irector of Brand and Business Strategy; and Lisa Borden,
EVP, lobal irector of Human Nature.
f interested in further discussion or a workshop, please contact us:
Lisa Unsworth
Chief Marketing Ofcer
617.587.8242
S T R A T E G
I C I NSI G H T
S G
R O U P
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