Forrester Research on Customer Success: Support Practices for Creating a Profit Center
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Transcript of Forrester Research on Customer Success: Support Practices for Creating a Profit Center
Aaron FulkersonFounder and CEO, MindTouch
Customer Support Practices For Creating A Profit Center
Tuesday, April 8, 14
© 2014 Forrester Research, Inc. Reproduction Prohibited
WHAT TYPE OF SERVICE DO CUSTOMERS EXPECT FROM BUSINESSES THAT THEY INTERACT WITH?
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Customers want support when they want it, where they want it, and how they want it. Otherwise it will be hard
to keep them.Tuesday, April 8, 14
© 2014 Forrester Research, Inc. Reproduction Prohibited
Fifty-two percent of consumers agree: “I am very likely to abandon my online purchase if I cannot find a quick answer to my questions”
Source: Understand Communication Channel Needs To Craft Your Customer Service Strategy, March 2013
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Fifty-two percent of consumers agree: “I am very likely to abandon my online purchase if I cannot find a quick answer to my questions”
Source: Understand Communication Channel Needs To Craft Your Customer Service Strategy, March 2013
Tuesday, April 8, 14
© 2014 Forrester Research, Inc. Reproduction Prohibited
Seventy-one percent of consumers agree: “Valuing
Source: Understand Communication Channel Needs To Craft Your Customer Service Strategy, March 2013
Tuesday, April 8, 14
© 2014 Forrester Research, Inc. Reproduction Prohibited
Seventy-one percent of consumers agree: “Valuing
Source: Understand Communication Channel Needs To Craft Your Customer Service Strategy, March 2013
Tuesday, April 8, 14
Common Challenges
Fragmented and Inconsistent“Useful information is spread over more than 30 systems and seven
formats. Every department is using something different.” – Remington
Hard to Update
Tuesday, April 8, 14
Common Challenges
Fragmented and Inconsistent“Useful information is spread over more than 30 systems and seven
formats. Every department is using something different.” – Remington
Hard to Update“It takes us 18 months to update knowledge across our support channels. We can’t say for certain that it has been updated.” – HP
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Common Challenges
Fragmented and Inconsistent“Useful information is spread over more than 30 systems and seven
formats. Every department is using something different.” – Remington
Hard to Update“It takes us 18 months to update knowledge across our support channels. We can’t say for certain that it has been updated.” – HP
Collaboration and Feedback“The people closest to our customers need to contribute to and provide feedback on product information, but we’re still using PDF and old printed materials.” – Verizon
No analytics, no SEO“I can tell you which articles support is using, but we have no clue what else is being used by customers and prospects or how this affects our business.” – Blackboard.com
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© 2014 Forrester Research, Inc. Reproduction Prohibited
WHY IS MEETING CUSTOMERS EXPECTATIONS FOR GOOD
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First, good customer experiences are good for business
March 2012 “The Business Impact Of Customer Experience, 2012”
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© 2014 Forrester Research, Inc. Reproduction Prohibited
And, second, poor service is costly
Your customers switch to more expensive channels when
August 2012 “Websites That Don’t Support Customers Waste Millions”
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Your customers talk negatively about your brand which is amplified with social technologies
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Right Knowledge, Right Now
• Centralize
• Connect All Support Channels
• Capture and Reuse
• Empower Experts
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© 2014 Forrester Research, Inc. Reproduction Prohibited
CostCustomer
satisfaction and loyalty Revenue
Compliance
Customer service centers must balance customer needs with business needs
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Companies want contact centers to deliver good customer service; but many manage them as cost centersWhat is the strategy for your contact center
Sample size: 808
What are the main drivers for your contact center
Sample size: 808
Source: Dimension Data Contact Center Benchmaking Report, 2013
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Why Can’t Support Be A Profit Center?
79% of buyers self-educate online
Product knowledge: • Improves organic site traffic
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Why Can’t Support Be A Profit Center?
79% of buyers self-educate online
Product knowledge: • Improves organic site traffic• Increases prospective buyer traffic
Tuesday, April 8, 14
Why Can’t Support Be A Profit Center?
79% of buyers self-educate online
Product knowledge: • Improves organic site traffic• Increases prospective buyer traffic• Improves Net Promoter Score
Tuesday, April 8, 14
© 2014 Forrester Research, Inc. Reproduction Prohibited
HOW DO CUSTOMERS WANT TO ENGAGE WITH CUSTOMER SERVICE
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Customers want to use an increasing number of channels
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Knowledge-as-a-Service
Knowledge Center Contextual Knowledge
Chat IntegrationSocial Channels
CRM and Case
ManagementCommunityIntegration
Ticket Deflection
KaaS
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© 2014 Forrester Research, Inc. Reproduction Prohibited
IS IT JUST ABOUT CHANNELS, OR IS IT SUPPORTING THE
Tuesday, April 8, 14
© 2014 Forrester Research, Inc. Reproduction Prohibited
You must support your customers through the entire journey that they expect to have with a company
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Example: cross-channel journeys are growing in popularity across Europe
February 2013 “European Online Retail: Five Trends To Watch In 2013”
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Most of the time this journey is fractured. Why?
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Most of the time this journey is fractured. Why?
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Most companies are a mess of disconnected technology
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Most companies are a mess of disconnected technology
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Elevating Customer Success
Elevated Knowledge Layer
+ Analytics + Marketing Automation
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Elevating Customer Success
Elevated Knowledge Layer
+ Analytics + Marketing Automation + Process! --------------------------------
! Customer Success & Upsell Opportunity
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© 2014 Forrester Research, Inc. Reproduction Prohibited
WHAT ARE THE FOUNDATIONAL
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Customer service organizations must provide efficient, personalized and proactive service at a cost that makes sense to the business
Pain-freePersonalizedProactive
Productive
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Proactive: Elevated Knowledge Layer
Deployment in days/weeks, not months
Time-to-Value within days of deployment:! ! ! Organic traffic! ! ! Net Promoter Score!
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Proactive: Elevated Knowledge Layer
Deployment in days/weeks, not months
Time-to-Value within days of deployment:! ! ! Organic traffic! ! ! Net Promoter Score! ! ! ! Ticket Deflection
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Knowledge-as-a-Service
Knowledge Center Contextual Knowledge
Chat IntegrationSocial Channels
CRM and Case
ManagementCommunityIntegration
Ticket Deflection
KaaS
Tuesday, April 8, 14
Capture and Reuse
Knowledge Center Contextual Knowledge
Chat IntegrationSocial Channels
CRM and Case
ManagementCommunityIntegration
Ticket Deflection
KaaSwith
Capture
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A Self-Improving Cycle
Knowledge Request
TransactSelf-Service or
Agent
OptimizeHelpRankTM and
Collaboration
Synchronize
Tuesday, April 8, 14
A Self-Improving Cycle
Knowledge Request
TransactSelf-Service or
Agent
OptimizeHelpRankTM and
Collaboration
Synchronize
Continuously Improving:
Tuesday, April 8, 14
A Self-Improving Cycle
Knowledge Request
TransactSelf-Service or
Agent
OptimizeHelpRankTM and
Collaboration
Synchronize
Continuously Improving: • Deflection
Tuesday, April 8, 14
A Self-Improving Cycle
Knowledge Request
TransactSelf-Service or
Agent
OptimizeHelpRankTM and
Collaboration
Synchronize
Continuously Improving: • Deflection• First call resolution
Tuesday, April 8, 14
A Self-Improving Cycle
Knowledge Request
TransactSelf-Service or
Agent
OptimizeHelpRankTM and
Collaboration
Synchronize
Continuously Improving: • Deflection• First call resolution
• Average handle time
Tuesday, April 8, 14
A Self-Improving Cycle
Knowledge Request
TransactSelf-Service or
Agent
OptimizeHelpRankTM and
Collaboration
Synchronize
Continuously Improving: • Deflection• First call resolution
• Average handle time
• User adoption
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Support that Creates Revenue
Consistent, searchable and discoverable
Open to feedback and collaboration
Tuesday, April 8, 14
Support that Creates Revenue
Consistent, searchable and discoverable
Open to feedback and collaboration
Fast to update
Tuesday, April 8, 14
Support that Creates Revenue
Consistent, searchable and discoverable
Open to feedback and collaboration
Fast to update
Drives organic site traffic
Tuesday, April 8, 14
Support that Creates Revenue
Consistent, searchable and discoverable
Open to feedback and collaboration
Fast to update
Drives organic site traffic
Adaptive and context sensitive
Tuesday, April 8, 14
Support that Creates Revenue
Consistent, searchable and discoverable
Open to feedback and collaboration
Fast to update
Drives organic site traffic
Adaptive and context sensitive
Self-learning and analytics rich
Informs automated success and upsell campaignsTuesday, April 8, 14
© 2014 Forrester Research, Inc. Reproduction Prohibited
Cloud deployments are increasing
Nearly 70% of organizations are using, or are interested in, SaaS solutions for horizontal processes like CRM
…Forrsights Services Survey, 2011 Base: 1031 North American and European IT services decision-makers
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© 2014 Forrester Research, Inc. Reproduction Prohibited
The drivers of cloud adoption are improved business agility, speed-to-value, and vendor delivered innovation
Base: 920 packaged application decision-makers
Source: Forrsights Software Survey, Q4 2012
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Some Critical Requirements• Standards adherence – avoid lock in• REST API first – future proof
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Some Critical Requirements• Standards adherence – avoid lock in• REST API first – future proof • Drag-and-drop easy feedback and authoring
! Rich media support – no code!
Tuesday, April 8, 14
Some Critical Requirements• Standards adherence – avoid lock in• REST API first – future proof • Drag-and-drop easy feedback and authoring
! Rich media support – no code!• CRM and CEM interfaces
Tuesday, April 8, 14
Some Critical Requirements• Standards adherence – avoid lock in• REST API first – future proof • Drag-and-drop easy feedback and authoring
! Rich media support – no code!• CRM and CEM interfaces• Avoid flat knowledge
! Hard to manage! Poor discovery, decision tree
Tuesday, April 8, 14
Some Critical Requirements• Standards adherence – avoid lock in• REST API first – future proof • Drag-and-drop easy feedback and authoring
! Rich media support – no code!• CRM and CEM interfaces• Avoid flat knowledge
! Hard to manage! Poor discovery, decision tree
• Easy to brand
Tuesday, April 8, 14
Some Critical Requirements• Standards adherence – avoid lock in• REST API first – future proof • Drag-and-drop easy feedback and authoring
! Rich media support – no code!• CRM and CEM interfaces• Avoid flat knowledge
! Hard to manage! Poor discovery, decision tree
• Easy to brand• Adaptive to group and channel
Tuesday, April 8, 14
Some Critical Requirements• Standards adherence – avoid lock in• REST API first – future proof • Drag-and-drop easy feedback and authoring
! Rich media support – no code!• CRM and CEM interfaces• Avoid flat knowledge
! Hard to manage! Poor discovery, decision tree
• Easy to brand• Adaptive to group and channel• Speed matters
Tuesday, April 8, 14
© 2014 Forrester Research, Inc. Reproduction Prohibited
EVERYONE IS STRUGGLING WITH
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Customer service operations should be managed
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Skew your scorecard to align with your brand
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Start with your business outcomes
Reduced operational costs
Increased revenue
Increased compliance
Increased customer satisfaction
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Choose the KPIs that map to business outcomes
Reduced operational costs
Increased revenue
Increased compliance
Increased customer satisfaction
Increased agent productivity
Number of cross and upsells
Regulatory compliance fees
NPSCustomer effort score
Customer service executive
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© 2014 Forrester Research, Inc. Reproduction Prohibited
Align the operational measures to business
Reduced operational costs
Increased revenue
Increased compliance
Increased customer satisfaction
Increased agent productivity
Number of cross and upsells
Regulatory compliance fees
NPSCustomer effort score
Customer service manager
AHT, ASA, shrinkage, turnover, schedule adherence
Sale/agentSale/product
Non-compliant cases/agent or queue or channel
Abandon rate, FCR, survey sat scores, social sentiment analysis
Tuesday, April 8, 14
© 2014 Forrester Research, Inc. Reproduction Prohibited
Align the operational measures to business
Reduced operational costs
Increased revenue
Increased compliance
Increased customer satisfaction
Increased agent productivity
Number of cross and upsells
Regulatory compliance fees
NPSCustomer effort score
Customer service manager
AHT, ASA, shrinkage, turnover, schedule adherence
Sale/agentSale/product
Non-compliant cases/agent or queue or channel
Abandon rate, FCR, survey sat scores, social sentiment analysis
Tuesday, April 8, 14
Business and Project Planning
MindTouch is rapidly transforming how companies support customer success by revolutionizing product knowledge.
Tuesday, April 8, 14