Building Brand Value Through Social Customer Service
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Transcript of Building Brand Value Through Social Customer Service
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Building Brand Value Through Social Customer Service Social Fresh West
August 23, 2013
#socialfresh
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#socialfresh/@chuckhemann
Remember when this was the norm?
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Then this guy came and changed the game
#socialfresh/@chuckhemann
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Now we are comfortable doing this instead
#socialfresh/@chuckhemann
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Two reasons why this shift in customer expectations matters
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First…
Second…
Customers tell, on average, 15 people about a positive customer service experience and 24 people about a bad one
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It all sounds so easy, but media is fragmented
#socialfresh/@chuckhemann
Customers have a plethora of choices
to engage companies
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Resource challenges within companies abound
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Also… MORE THAN 77% of companies SPEND LESS THAN $50,000 in social customer care
Not enough people like
Sabrina
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Three other reasons companies are not adopting this approach more frequently
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Integration– Ensuring a seamless experience between online and offline is critical
Inefficiency– Customers expect near immediate responses from companies
Education– The business case for social customer service and its value isn’t always
clearly articulated
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Building the Business Case
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Building your online customer profile
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• Understanding your consumer demographics
• Knowing what they preferred method of engagement has been in the past
• Analyzing where most of your customers reside
• Researching how your customers are searching for information
• What the sentiment is toward your brand today
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Understanding overall customer intent
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• Performing an inventory on existing customer service requests
• Mapping the right channel for the job – easy vs. complex issue resolution
• Analyzing path to purchase for the majority of your customers
• What are your customers asking you most often and do they want to engage with you at all?
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Personalizing the customer experience
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Knowing Which Model is Right For You
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Three-stage maturity model for social customer service
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Ad-Hoc– The most typical starting place for companies interested in helping customers through online channels
Limited– More coordinated and organized involving multiple people with the
organization
Enterprise– Full-scale support for all products and service across the business
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Ad-hoc stage of customer service
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Typically driven by a single individual interested in changing the perceptions of the company. Call this the “Frank Eliason Model”
Alternatively forced into action by a vocal customer or customers who have unmet needs
Informal, inefficient and wont change long-term foundational gaps in the company
No formal analytics, objectives, policies or education
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Limited stage of customer service
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Enterprise stage of customer service
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Case Studies - @DeltaAssist + more
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@DeltaAssist has evolved over time
Originally launched in May 2010 with 4 agents
Staffed M-F from 8am – 6pm
Program has evolved to 15 agents who provide coverage 24/7
Goal has remained the same – “Serve as a way to meaningfully interact and engage with customers where they live
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Very clear content strategy/approach
#socialfresh/@chuckhemann
Policies/Procedures Questions
Travel help/Rebooking Assistance
Complaint Resolution
Random/Fun Information
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Measurement is critical to the Delta team
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Core metrics include: Sentiment Number of issues
raised Number of issues
resolved Resolution time Differentiating
terms Response rates
Cant forget about the survey
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The @DeltaAssist approach has paid dividends
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Lowest response times in the category by a fairly wide margin
Concentrated customer issues to prevent from having to respond on multiple channels
Improved customer satisfaction
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#socialfresh/@chuckhemann
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Where did this come from?
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Currently available on Amazon.com - http://amzn.to/UF4qKj
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Contents are W2O proprietary and confidential