How To Be Successful

Transcription

1 HOW TO INTEGRATE TRADITIONAL CUSTOMER CARE AND THE NEW KIDS ON THE BLOCK BY DR. NATALIE L. PETOUHOFF

2 Dr. Natalie s Background Analyst Rankings: PWC Management Consultant Chief Strategist for Social Media & Digital Communications PR & Marketing Agency Top Forrester Customer Service, Social Media, CRM Analyst Instructor at Center for Entertainment, Media and Sports Summer Institutes at UCLA Anderson

3

4 Write Books or Chapters In OPB

5 So many Social Media Tools; Tough to know which one to choose Interac9on Channel: Social Media Tools: Chat / IM Voice/Fax SMS/Mobile Twi%er Facebook

6 Social Media on Your Brand 65% OF CUSTOMERS PREFER TO CONTACT COMPANIES ON SOCIAL MEDIA RATHER THAN VIA A CALL CENTER Pew Internet Research 60% OF COMPANIES DON T RESPOND TO CUSTOMERS VIA SOCIAL MEDIA, EVEN WHEN ASKED A DIRECT QUESTION Cap Gemini 60% OF COMPLAINTS MADE BY CUSTOMERS ON SOCIAL MEDIA, GO UNANSWERED AT Kearny 7 of 20 OF RETAILERS ACTUALLY ERASED THE CUSTOMER S QUESTION ON THEIR FACEBOOK PAGE STELLA Service Companies can't keep pace with the volume of customer interactions and lack coordination of who should respond. Customer Service Sales Marketing Product Development Back Offices OF PEOPLE OF PEOPLE WHO HAVE USED SOCIAL MEDIA FOR CUSTOMER SERVICE HAVE WALKED AWAY FROM INTENDED PURCHASE BECAUSE OF POOR CUSTOMER SERVICE EXPERIENCE. American Express 83%

7 But the amount of information can feel like an insurmountable

8 Feel behind?

9 Wondering how to take your take your Contact Center initiatives to the next level? Do more of the right things Put structure around what is unstructured Benchmark As Is Create a strategy and plan Track the progress Gather the right metrics Create and sustain a world-class customer experience? How to show your customers you love them 9

10 Provide a framework To TAKE THE CHAOS TO ssss

11 Where are we on the Customer Experience Adoption Curve? What steps do I take to get to the next level? How do I justify these next steps? 5

12 We Created A Customer Experience Contact Center Capability Calculator So you could know you are doing the best you can What s your score? OPTIMIZE = 500 INTEGRATE = 400 LISTEN = 100 LEARN = 200 ENGAGE = 300

13 A STRATEGY FOR TRADITIONAL + SOCIAL CUSTOMER EXPERIENCE Step 3: Knowing Your Audience Step 2: CreaCng a Measurement Program Step 1: Gathering Insights by Monitor & Listening 7 Steps To Fast Track Success Step 7: Iterate and Pivot Based on the UCLA Anderson Course Step 6: Stopping the PoliCcs; Gaining Org Alignment Step 5: Designing Great Customer InteracCons Step 4: CreaCng Business- Outcome Driven Content 13

14 ROI Of Customer Experience ROI = Benefits - Costs x 100 Costs Chalk it up to the Witness factor

15 A STRATEGY FOR TRADITIONAL + SOCIAL CUSTOMER EXPERIENCE 7 Steps To Fast Track Success Step 1: Gathering Insights by Monitor & Listening

16 Step 1: Gather Insights by Monitoring & Listening The problem is: We suffer from the Rodney Dangerfield Affect We don t always get enough respect We may not be empowered with budget and resources to make the changes we know we want to & the company needs to make Don t have the support of executive management Level 6: Organizational Alignment Step 5: Interaction Level 4: Content Step 3: Audience

17 It s always been true The Contact Center is Like a Canary in Coal Mine

18 Most everything the business needs to know What s working What s not working What would be better if Can be seen by evaluating customer conversations But it s been difficult to get senior management to understand that

19 But Social Media has Changed the Game In the Contact Center s Favor The difference? We call it the Witness Factor!

20 Go Back In Time People Were Predicting This There would be A place in time Where the Customer s voice Employee s voice Would start to mean something And there would be an enabling technology That is web 2.0 social media We are here now This is your opportunity

21 GO BACK FURTHER MANY SCHOLARS HAD ADVOCATED TO LISTEN TO CUSTOMERS, EMPLOYEES

22 GO BACK FURTHER MANY SCHOLARS HAD ADVOCATED TO LISTEN TO CUSTOMERS, EMPLOYEES Integrating That Feedback Back Into Products & Services Means you d have better products, services, a better company, more engaged employees & more loyal customers

23 Word-of-mouth in social media tends to be very direct & authentic Most everything the business needs to know What s working What s not working What would be better if Can be seen in social networks

24 Witness Factor Describes the idea that with social media customer feedback is now public And like cave paintings, it s permanent for millions of people to see, forever

25 Social Customer Service: Not only good at providing mission critical information to the company But its public nature is helping executives understand why the Contact Center is so important Canaries in Coal Mine

26 How many of you have a Facebook account Posted on Yelp or Amazon? How many of you are customers? Today Customer s Post Comments online On review sites like Yelp, Amazon On Facebook On Twitter In Forums & Communities Just because a company is not listening online, doesn t mean that customer s are not posting

27 % complain 9% respond to complainer 90% read but don t post Most of your customers are in the 90%

28 Remember the book: Who Moved My Cheese? Social Media is not going away It s not about: If the cheese is going to move Or where it s moving It s what are you doing about it Do you want to learn about it now? Or be in a reactive, PR nightmare?

29 Are you using. Use social media monitoring tools? Are you listening to word-of-mouth in social networks? What do you do with information you learn?

30 Step 1: Gathering Insights by Monitoring & Listening What are customers saying about your company? What did you learn Would be better if From the customer s point of view? What are your CSAT- type scores telling you? \

31 MARY ELLEN BEGAN GATHERING INSIGHTS What her customers were saying What employees were saying It was not positive She gathered screenshots Put them in a powerpoint Gave them to her CEO She got to report directly to the CEO and lead social media

32 Best Practices are: Using real-time monitoring data to manage the business Share that information with: Executives (CEO, COO, VPs, Directors ) Functional Department leads in all departments PR, Marketing, Sales, Service, Production Innovation, Back Office A digital dashboard for real-time monitoring, listening, interaction, engagement

33 CALCULATING THE BENEFITS Decreasing Agent Handle Times Background Often answer question we know customers have And our knowledge bases are full of known solutions But issues changes more quickly than ever before And result in a large number of issues that have not been "unearthed These can lead to lower FCR Social provides a quick way to know what happening, what s changed and to quickly pivot

34 ROI of Step 1: Gaining Insights = Benefits - Costs x 100 Costs Support Interaction Volume = 30,000/ mo Cost of first call = $7 Cost of the second call = $8 Percentage of calls not resolved on the first contact = 20% With social, calls not resolved on first contact = 15% Benefit: Increase FCR by 5% with an $8/call 30,000/mo x.05 = 1,500 x $8 = $12,000/mo

35 A STRATEGY FOR TRADITIONAL + SOCIAL CUSTOMER EXPERIENCE 7 Steps To Fast Track Success Step 2: CreaCng a Measurement Program

36 Step 2: Crea9ng a Measurement Program The problem is often: Drive the wrong behaviors: AHT Haven t set-up measurement program to give attribution to social media.don t know how to measure social media

37 MISCONCEPTIONS OF ROI You may have heard Would you calculate the ROI of your mom or your pants? Then why would you calculate the ROI of social media? It s obvious! That s funny But ROI is not obvious to everyone And your boss would like a

38 BENEFITS TO THE COMPANY OVERALL CREATING PRODUCTS & SERVICES WITH INPUT FROM THE YOUR CUSTOMERS? Creating experiences customers want means Reducing the cost of PR & Marketing Increasing the lead conversion rates Reducing the cost of sales Reducing returns and/or churn Reducing the cost of customer service Increasing customer lifetime value Reduced employee attrition Increased employee productivity

39 AND Because the customer: - Feels heard - Getting what they need - Has ownership because they had input Increased positive online ratings Increased customer loyalty Increased customer advocacy Increased customer referrals via WOM Increased sales Chalk it up to the Witness factor

40 BENEFITS TO CUSTOMER SERVICE A STUDY TO DETERMINE HOW SOCIAL CUSTOMER EXPERIENCE RESULTS IN AN ROI Decreasing Agent-Related Interactions Handling More Customer Support Requests Without Adding Staff Increase Knowledge Base Efficiency and Relevancy Increase Agent Productivity (Decrease AHT) Increase First Contact Resolution Increase Customer Sat/ Reduce Churn Decrease Spikes in or Calls Increase Customer Lifetime Value Reduce Set-up Time / IT Interactions

41 You can calculate the ROI of things most think are too squishy or couldn t be calculated ROI of Human Capital Innovation Social Media With Dynamic ROI Visualizer Calculators & Dashboards

42 A STRATEGY FOR TRADITIONAL + SOCIAL CUSTOMER EXPERIENCE 7 Steps To Fast Track Success Step 3: Knowing Your Audience

43 Step 3: Knowing Your Audience The problem is Don t know our customers like we should Don t have social identities matched to phone / records Have not enrolled Brand Ambassadors To drive better customer experiences & loyalty, advocacy and referrals

44 THERE ARE SIX DIFFERENT CONSUMER GENERATIONS: aka Silent Generation Golden Generation aka Millennials Generation Date of Birth Number Age Pre-Depression Before M 81 and above Depression M Baby Boomers M Generation X M Generation Y M Generation Z After M Less than 16 Boomers- Largest buying power Gen Y- Largest potential buying power Source: Williams, Page: Marketing to the Generations,

45 MILLENNIALS: CAN U UNDERSTAND WHAT THEY ARE SAYING TO YOU? *Source:

46 MILLENNIALS: CAN U UNDERSTAND WHAT THEY ARE SAYING TO YOU? *Source:

47 DIFFERENT GENERATIONS: REQUIRE DIFFERENT CHANNEL FOCUS 80% 70% Can you deliver on the right channel to the right audience? 60% 50% 40% 30% 20% Older Boomers & Golden Gen (56+) Gen X & Younger Boomers (36-55) 10% Gen Y & Younger (18-35) 0% Phone Web Social SMS 47

48 DIFFERENT GENERATIONS Prefer Different Devices: REQUIRES SERVICE ON A RANGE OF DEVICES Golden Generation Phone Service Generation Z Edutainment Baby Boomer & Gen X / Smartphone / Tablet / Business Social Productivity, Entertainment Millennials Texting (Store Promotion) / Social Networks Can you deliver great Customer Experiences on all these devices, easily?

49 Step 3: Knowing Your Audience Best Practices are to Have Social Identities in the contact management / customer record system Study their target audiences Values, biases, attitudinal behaviors, psychographics, motivations and social Always uses this information when interacting with them To make the interactions or events or offerings relevant to them Customer Name

50 Step 3: Knowing Your Audience Best Practices The interactions are so meaningful that it creates a galvanizing bond And Brand Ambassadors Answer questions Defend the brand when an online crisis starts to brew

51 ROI of Step 3: Knowing Your Audience = Benefits - Costs x 100 Costs Support Interaction Volume = 24,000/ mo Cost Per Transaction = $8 Reduce $8 interactions by 9,000 After the launch of community and brand ambassadors = 15,000/mo Benefit = 9,000 x $8 = $72,000/mo

52 A STRATEGY FOR TRADITIONAL + SOCIAL CUSTOMER EXPERIENCE 7 Steps To Fast Track Success Step 4: CreaCng Business- Outcome Driven Content

53 Step 4: CreaCng Business- Outcome Driven Content The problem is that the content is not relevant.does not help customers get what they need Doesn t answers questions, provide help, how-to s and the format and distribution are not effective

54 Some companies create content Based only on what they think the customer needs The answers are static FAQs And they only update the knowledge base once a month, resulting in limited success with self-service And customer s figure that out and call instead.

55 Customers Go To Google To Find the Answers Content in online communities shows up in Google-type searches 55

56 Step 4: CreaCng Business- Outcome Driven Content Top Reasons Consumers Participate in a Branded Customer Community 56

57 Step 4: CreaCng Business- Outcome Driven Content = Benefits - Costs x 100 Costs Support Interaction Volume = 30,000/ mo Cost Per Transaction = $8 Cost of Interactions = 30,000 x $8 = $24,000/mo Percent Reduction in Interactions = 20% $24,000 x.2 = $4,800/ mo 20% reduction of $8 calls making self-service actually work Having your Content Provide Better Self-Service: $57,600/ year Chalk it up to the Witness factor

58 A STRATEGY FOR SOCIAL + TRADITIONAL CUSTOMER EXPERIENCE 7 Steps To Fast Track Success Step 5: Designing Great Customer InteracCons

59 Step 5: Designing Great Customer Interactions The problem is that the technology, platforms and systems use to interact with customers to deliver content, capture feedback and enhance interactions fall short. Not to mention what do we do about all the freaking channels

60 Step 5: Designing Great Customer Interactions Some companies have a: Home-grown customer contact record & CRM database With no ability to interact in social, mobile or interactive channels And often the channels were designed: From the company s point of view Not from creating a customer-centric customer experience

61 How extensive and well developed is the delivery of customer care and customer experience?

62 What are the Customer Satisfaction Scores? Traditional customer service channels like phone, , fax, self-service Interactive care, including chat and click-to-chat, desktop screen sharing Mobile capabilities, interactive service, SMS (text) Social channels, Twitter, Facebook, Pinterest, etc What level is the integration of channels and interactions? One view of the customer record Agent can see the other channels the customer has interacted with

63 Best practices are: Do a day-in-the-life-of a customer service agent Know how technology affects the agent s productivity, attitude and attrition Conduct customer life-cycle mapping Know how efficient or effective the customer experience is Increase agent s productivity, enable a positive attitude & reduce attrition

64 BEGIN TO MAKE SENSE OF THE RANGE OF OPTIONS Interaction Channel: Social Media Tools: Chat / IM Voice/Fax SMS/Mobile Twitter Facebook

65 Agent Assisted Calls Call Transferred Call Length

66 A STRATEGY FOR TRADITIONAL + SOCIAL CUSTOMER EXPERIENCE 7 Steps To Fast Track Success Step 6: Stopping the PoliCcs; Gaining Org Alignment

67 Step 6: Stopping the Poli9cs; Gaining Org Alignment The problem is No established personnel, model, committee, group, task force to create a social media policy No training Single individuals in various departments: Are taking it upon themselves Are the force behind interacting with customers in social media

68 WHO SHOULD ANSWER THE SOCIAL CUSTOMER: COORDINATION & ENGAGE & TRIAGE People: Who should interact: Old way:

69 WHO SHOULD ANSWER THE SOCIAL CUSTOMER: COORDINATION & ENGAGE & TRIAGE New way: New Way MARKETING PR PRODUCT SALES R&D BACK OFFICE CUSTOMER SERVICE

70 Step 6: Stopping the Poli9cs; Gaining Org Alignment Best practices Conduct a social media readiness assessment Have executive s champion strategies, plans, resources & budget to: Drive cross-functional collaboration Designate community managers & agents to: Interact with target audiences on all presences Resolve / respond in ways that enhance engagement

71 Best practices Offer social media training Especially Gen X & Gen Y They ve never not been connected Make sure to work with Legal Provide at least a 1 hr compliance training

72 A STRATEGY FOR TRADITIONAL + SOCIAL CUSTOMER EXPERIENCE 7 Steps To Fast Track Success Step 7: Iterate and Pivot

73 Step 7: Iterating & Pivoting & Update Social Media Scorecard & Optimize Goals & Plan The problem is They don t have a scorecard They don t continually iterate their policies and procedures Around people, processes and technology Or pivot to make continuous, measurable improvements To reach business goals While staying in compliance and Providing a great customer experience

74 A STRATEGY FOR TRADITIONAL + SOCIAL CUSTOMER EXPERIENCE Step 3: Knowing Your Audience Step 2: CreaCng a Measurement Program Step 1: Gathering Insights by Monitor & Listening 7 Steps To Fast Track Success Step 7: Iterate and Pivot Based on the UCLA Anderson Course Step 6: Stopping the PoliCcs; Gaining Org Alignment Step 5: Designing Great Customer InteracCons Step 4: CreaCng Business- Outcome Driven Content 74

75 CUSTOMER EXPERIENCE ASSESSMENTS Determine where you are compared to best practices & your competitors Top Brand Social Media / Customer Experience Capability Report You get An objective assessment Recommendations Short & long term strategic Short & long term tactical plan

76 With your scorecard, You re ready to go to the next level Customer Experience Capability Score Level Step 1: Gather Insights by Monitor & Listening 200 Learn Step 2: Creating a Measurement Program 100 Listen Step 3: Finding Your Audience 300 Engage Step 4: Creating Engaging Content 200 Learn Step 5: Designing Sticky Interactions 200 Learn Step 6: Stop the Politics; Gain Org Alignment 100 Listen Step 7: Iterate and Pivot 100 Listen

77 You ll be in a leadership posicon Clear answers and strong guidance A discnccve voice A compeccve advantage 5

78 This is your opportunity to: Lead at the executive level Start educating yourself Be the resource the company goes to understand social media for business

79 THANK YOU