Is#your#customer#service#fitfor# purpose? · Genesys!Telecommunica9ons!Laboratories.)!! 78%...
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Is your customer service fit for purpose? Elaine Lee ReynoldsBusbyLee Ltd
Transcript of Is#your#customer#service#fitfor# purpose? · Genesys!Telecommunica9ons!Laboratories.)!! 78%...
Is your customer service fit for purpose? Elaine Lee
ReynoldsBusbyLee Ltd
Elaine Lee
q Co-‐founder and Director, ReynoldsBusbyLee
q Consultant specialising in customer engagement
Customer experience
Consultancy Customer engagement
Client side
§ MarkeBng Database Manager at Manweb
§ MarkeBng and ConBnuity Ops Manager at Direct Wines
§ MarkeBng Manager at HCI
§ European TelemarkeBng Director at Time Life
§ Global TelemarkeBng Director at IMP
§ DMA Contact Centre and TelemarkeBng Council Chair; DMA Governance
CommiMee; InsBtute of Fundraising and Advisory Forum Member FRSB
Since 2005
q Focussed on driving ROI through building lasBng relaBonships with customers
q Working in both commercial and charity sectors
In the old days...(1990’s!)
In the old days...(by the late 1990’s!)
Now
Where did we go wrong?
Henry Ford
Le[ behind
The largest global players in the mobile market
...5 years ago....
As a result
q UK businesses lose a total of £15.3bn each year when customers defect and abandon their purchases, as a direct result of poor customer experiences
(The economic impact of the Customer Experience, Genesys Telecommunica9ons Laboratories.)
q 78% of consumers have bailed on a transacBon or not made an intended purchase because of a poor service experience (American Express Survey 2011)
q 86% of consumers had stopped doing business with a company because of a bad customer experience (Customer Experience Impact Report, Harris Interac9ve/ RightNow)
Customers took control
“The rise of the ciBzen review site is a sobering development. No longer are we at the top of the mountain, blasBng your markeBng message down to the masses through your megaphone. All of a sudden, the masses are conversing with one another. If your service or product isn’t any good, they’ll out you”
David Pogue, ScienBfic American 2011
COMMON MISTAKES
Offshore baMle
Contact centres within OperaBons and Fulfilment
q Customer service teams reporBng to operaBons and fulfilment
q Focus
q Keeping costs down q Improving efficiencies q Standardising processes
q Technology ‘soluBons’
q IVR q CRM
Silos
q Created silos to increase producBvity and specialists
q Phone q Email q Mail q Online q Social media
q De-‐skilled the agents (and outsource account managers)
MulB-‐call handling
q Failed to achieve our holy grail ‘ First Contact ResoluBon’
“79% of UK consumers have to contact and talk to 2-‐5 people with 1 single complaint” (Source: Interac9ve Intelligence Survey for Censuswide 2014)
Customer feedback
q The top two reasons for customer loss;
1. Customer feels poorly treated
2. Failure to solve a problem in a Bmely manner (Customer Experience Impact Report, Harris Interac9ve / RightNow 2010)
Customer feedback
q 75% of customers believe it takes too long to reach a live agent (Harris interac9ve)
q In the last year, 67% of customers have hung up the phone out of frustraBon that they could not talk to a real person (American Express Survey 2011)
Customer feedback
q De-‐humanised the service
40%
20%
15%
15%
7%
5%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
BeMer Human Service
Integrate more channels
Enriched content
Web Assistants or Avatars
Other
Support Social CommuniBes
Service improvement requests from customers
(The Cost of Poor Customer Service, Genysys Global Survey 2009)
Customer feedback
q The most cringe worthy phrases customers do not want to hear;
1. We’re unable to answer your quesBon. Please call xxxx-‐xxx-‐xxxx to speak to a representaBve from xxx team
2. “We are sorry but we’re experiencing unusually heavy call volumes. You can hold or call back at another Bme”
3. “Your call is important to us. Please conBnue to hold” (American Express Survey 2011)
Customer feedback
Source: Future FoundaBon 2014
Customer feedback
Source: Future FoundaBon 2014
SOLUTIONS FOR NOW AND THE FUTURE
Start with ....
q A change in culture and belief...
Cultural change
People want this level of engagement from the companies with which they do business.... Even the best of what formerly passed for good customer service is no longer good enough.
You have to be no less than a customer concierge, doing everything you can to make every one of your customers feel acknowledged, appreciated and heard. ... You need to make people who aren’t your customers wish they were” (Gary Vaynerchuk, The Thank You Economy)
Cultural change
“Customer service shouldn’t just be a department, it should be the enBre company” (Tony Hsieh, CEO of Zappos)
Cultural change
“Ask your customers to be part of the soluBon, and don’t view them as part of the problem” (Alan Weiss)
Cultural change
q Genuinely put the customer at the heart of your business
q When implemenBng business change ask yourself
q Is this a change that the customers want? q How will this add value to the customer service offering?
See the value not the cost
q See the value in customer service
q Increased customer saBsfacBon q Increased customer retenBon q Increased sales q Increased brand advocacy q Happier workforce – less staff churn
Wear your customer hat
Think like a customer
“80% of companies say they deliver ‘superior’ customer service”
“8% of people think these same companies deliver ‘superior’ customer service” (Lee Resources)
Take Bme to listen
Contact centres = MarkeBng
q Customer service teams are the voice and tone of your organisaBon
q Aim to idenBfy sales opportuniBes and convert interest to sale
q Consistency
q MarkeBng messages q Tone of voice and terminology
q MUST be well briefed and integrated into markeBng
Be human
q When customers reach out...
q Allow customers rapid access to human beings who can;
q Add value to the exchange q Interact with customers throughout and post buying cycle don’t just
handle a transacBon
q "A good customer experience causes customers to spend 40% more at the (retail) checkout“ (SMG survey of 359k UK shoppers 2013)
Be joined up
q MulB-‐skilled well trained agents
q Can pick up a conversaBon across channels and conBnue it q Supported and briefed by markeBng q Shared tone of voice and consistency of message irrespecBve of
communicaBon channel
q Build a team that are valued by the customer and the business
Be accurate... first Bme
“27% of email inquiries are answered incorrectly” (Zak Stambor, Internet Retailer, 2010)
“79% of UK consumers have to contact and talk to 2-‐5 people with 1 single complaint”
(Source: Interac9ve Intelligence Survey for Censuswide 2014)
Be fast
q Phone
q “75% of customers believe it takes too long to reach a live agent” (Harris interac9ve)
q Email
q Within 24 hours is widely accepted as being an acceptable email response Bme
q “The average speed of response to an email from top 100 retailers in the USA is 17 hours”
(Source:Internet Retailer/STELLAService, 2011)
q “41% of consumers expect an e-‐mail response within six hours” Forrester Research Inc 2008
Be fast
q Social media
q “32% of customers expect a response on social media within 30 minutes”
Source Social Habit
Remember your compeBBon
“Although your customers won’t love it if you give bad service, your compeBtors will” (Kate Zabriskie)
The experts view...
The experts view...
“It’s very logical: There is proven ROI in doing whatever you can to turn your customers into advocates for your brand or business. The way to create advocates is to offer superior customer service.” (Gary Vaynerchuk, “The Thank You Economy”)
When you get it right
q 18% increase in inbound telephone revenue
q Outbound revenue increase by 25% in a year
q Updated website and online journey improved navigaBon and sales
q Online/offline markeBng teams integrated leading to integrated campaigns
q ReducBon in complaints by 80%
And if you don’t believe me
“There are many who subscribe to the convenBon that service is a business cost, but our data demonstrates that superior service is an investment that can help drive business growth. InvesWng in quality talent, and ensuring they have the skills, training and tools that enable them to empathize and acBvely listen to customers are central to providing consistently excellent service experiences.” (Jim Bush, Execu9ve VP at American Express)
FINALLY
Mahatma Gandhi
“A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him.
He is not an interrupBon in our work. He is the purpose of it. He is not an outsider in our business. He is part of it.
We are not doing him a favour by serving him. He is doing us a favour by giving us an opportunity to do so”
Any quesBons?
