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In this episode of the Customer Service Secrets Podcast, Gabe Larsen is joined by Chris Warticki from Epicor to discuss meeting customer service expectations with balance. Learn how Chris balances customer satisfaction by listening to the podcast below.
Finding Balance through Customer Advocacy
Senior Director of Customer Experience at Epicor, Chris Warticki, has figured out how to lead a well-balanced customer support team through understanding customer advocacy. Balanced customer advocacy is accomplished through not overly delighting the customer, creating a company standard of customer service, and being consistent with that service. He says, “If we go ahead and super delight and over delight our customers, but we can’t consistently deliver that, we give our customers super high highs and super low lows. And certainly nobody wants to be in that type of roller coaster relationship.” Focusing on what matters most in CX situations rather than providing overboard and generalized service, Chris finds that his team has more successful customer interactions. Creating a personalized standard of service as a brand is extremely important to Chris. He highly recommends figuring out what works best for the company and the customer to provide the best CX interactions possible. The most important aspect to creating a standard of service is maintaining that standard so the customers know what to expect with the brand.
Utilizing Company Investments
Another subject that Chris thoughtfully embraces is utilizing the tools that the company has already invested in. While curating his team of CX reps, he has noticed how other companies frequently gather “the three T’s,” as he puts it, to help maximize their CX efforts. Recognizing that talent, tools, and technology, the three T’s, can aid in creating a successful customer support team, he urges companies to invest in what they already have and to use it to their advantage. He states, “Put the human capital to work for you, put the technology that you’ve already invested in to work for you. And then additionally, look at the resources, those tools that you can pull out of your tool chest in order to make those adjustments as necessary.” Utilizing the preexisting talent, tools, and technology, rather than searching for new alternatives, can vastly leverage a company’s investments by proactively searching for potential within. Doing so will promote internal growth and continuous successful customer service interactions.
Employee Empowerment Through Team Collaboration
Exemplary customer service starts with empowered CX agents. These agents typically have a comprehensive knowledge of the inner workings of customer support structure in their company. Chris finds that when questions about CX arise, brainstorming with his employees brings about the best answers. He notes, “If you ask the employee base, if you ask the line of business what they believe is the right thing to do, they’re going to come up with the solution.” Brainstorming with a collaborative approach allows for teams to narrow down the most effective solutions and to implement them with ease. This same methodology can be applied to all aspects of business, not just customer support. By asking the employees who on a daily basis handle company affairs, they will tend to produce the most resourceful and practical solutions because of their vast knowledge of internal operations.
To learn more about balancing CX expectations by not rushing to delight the customer, check out the Customer Service Secrets Podcast episode below, and be sure to subscribe for new episodes each Thursday.
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Full Episode Transcript:
Don’t Rush to Delight Your Customer | Chris Warticki
Intro Voice: (00:04)
You’re listening to the Customer Service Secrets Podcast by Kustomer.
Gabe Larsen: (00:11)
Welcome everybody. We’re excited to get going today. We’ve got a fun talk track. We’re going to be talking about this idea of “Don’t rush to delight your customer.” It’s a little bit counterintuitive, but we’ll get to the bottom of it, I promise you that. To do that, we got Senior Director of Customer Experience at Epicor, Chris Warticki. Chris, thanks for joining. How the heck are you?
Chris Warticki: (00:30)
I’m doing great, Gabe. Thanks for allowing me to be on as your guest speaker today on your podcast.
Gabe Larsen: (00:35)
Yeah. Yeah. I think this’ll be a fun one. Epicor. Got a fun career, both at Epicor, before that. Tell us a little about yourself and your background.
Chris Warticki: (00:43)
Certainly, Gabe. I’ve been 25 years in the customer service industry, along — in parallel with information technology. 20 year career at Oracle Corporation, where I was involved in technical support management, global customer programs, the like of customer satisfaction, customer success, and more. And then just in the last two years, moved over to Epicor Software, running their customer success management team along with similar programs.
Gabe Larsen: (01:14)
Fun, fun. 25 years and then went to Epicor. Good resume, solid resume. I’ll give you that. So let’s dive in. I want to hear about it. Why not rush to delight your customers? Give us the secret here.
Chris Warticki: (01:31)
So Gabe, this is an interesting kind of thought provoking challenge to the audience. It really is kind of counterintuitive. How can I be the Senior Director of Customer Experience and then be anti-delight, right? And so I’ve created this kind of reputation where I am so for our customers, but at the same time, it’s not about super delight or over delight. And here’s the reason why. What we need to do as organizations that are focused in customer satisfaction, is take a step back and understand, have we really created a standard level of service to begin with, or at all? And if we haven’t, it’s better to create the standard and maintain the standard. And here’s why. If we go ahead and super delight and over delight our customers, but we can’t consistently deliver that, we give our customers super high highs and super low lows. And certainly nobody wants to be in that type of roller coaster relationship; certainly not within the customer base.
Gabe Larsen: (02:38)
Yeah, it does seem like this over delight can get, it can be a little bit much, and it actually can lead to sometimes an unhealthy or poor place. One of the things I’d like to hit with you, in addition to this, is let’s keep it at a high level for just a minute. So many people are having a hard time understanding different terms in this space, whether you talk about customer advocacy, or customer satisfaction, customer experience, want to see if we can kind of level set there. And then let’s talk a little about how you find that balance of not over delighting. Let’s start with customer experience. What is it, give me kind of your definition. What does it mean? How does it play out for you?
Chris Warticki: (03:22)
Great question, Gabe. So from the highest level, customer experience is defined by me and many other industry experts as the sum total of all interactions that the organization has with our customers. And often, it’s always related to just one point of presence or one relationship interaction of engagement with customers, instead of looking at how every line of business from presale, to the sales cycle, to the entire customer life cycle, and every relationship touchpoint from every line of business within your organization.
Gabe Larsen: (04:03)
Got it. That’s one. Satisfaction, where do you go on that?
Chris Warticki: (04:07)
So to kind of take a step back from a foundational level, I look at experience as that foundation. It doesn’t have to be the roof. It really is the base layer. It’s everything that’s going on in the organization. And when I came to Epicor, Epicor brought me in to help start a customer success management team. And my first question was, “Well, why do you want this?” And the answer quite frankly, was “Well, because everybody else has one, so should we,” right? So what I needed to do is break down some of the historical definitions and nomenclature that often get marbled together, interwoven, and confused. And so to start out with customer satisfaction, I look at that as the past. And so as we navigate this conversation, we’d take the past, C-SAT is a transaction that has occurred, and we look at it from an example of using a survey, right? Tell us about your experience in order to gauge what your customer satisfaction has become. And that is very tactical and it’s very transactional in nature.
Gabe Larsen: (05:22)
Chris Warticki: (05:22)
So C-SAT customer satisfaction, I look at it as a look backwards into the past.
Gabe Larsen: (05:28)
Okay. So more of a backwards look. Customer experience, a little bit of all of the sum total of all the interactions. Hit a couple of these other — you just talk about customer success, that one throws people off often. How does customer success fit into this kind of big picture here then?
Chris Warticki: (05:46)
So one of the biggest challenges I had when I first began talking about customer success, not only within the industry, but also here at Epicor, was the perception of what people thought customer success was about. And yeah, do we want all of our customers and all these interactions to be successful? Yeah. But let’s just say this, without a customer success team or program of any type, it doesn’t mean that we’re not making our customers successful. Why shoulder the burden of one team or one line of business to just be responsible for success, right? So the way that I look at looking at the past analogy for customer satisfaction, I look at customer success as a strategic, proactive, future-forward look at our customers.
Gabe Larsen: (06:35)
Mm. Okay. So I’m –
Chris Warticki: (06:37)
Understanding their business objectives, looking at the future, the 18 month, one year, 18 months, two years and beyond, how can we help partner to be –
Gabe Larsen: (06:48)
[Inaudible] the future. Okay. I like that. And then is there some for the present? So you’ve got kind of the satisfaction is past, you’ve got success for the future. Where do you go for the present?
Chris Warticki: (06:57)
Here is where most people get confused, and that is in the present. And that’s where I’ve termed the engagement model here at Epicor to be customer advocacy. Customer advocacy represents the present state. These are situations that arise that we would commonly refer to as escalation management, crisis management, again, very tactical in nature. They could be some sort of project management, enabled hand holding with your customers, but they got somewhere sideways in a ditch and they need advocacy. They need an advocate on their behalf. And that’s the biggest challenge. Most individuals confuse customer success with customer advocacy, and no matter what we’ve called these individuals in the past, present, or even now today, and what we might even call them in the future, we all want them to be successful. But at the term, but really what is the use case? Is it based on a past survey? Is it based on the present situation or do we want a future-forward look, partner and really strategically collaborate together going forward?
Gabe Larsen: (08:13)
Yeah, I like that. Okay. So we got experience, we got satisfaction, advocacy, and success. Boy, those all probably could be episodes. Probably all be episodes in themselves, but I’d love to get maybe a quick tidbit on a couple of them about how you’ve then taken that definition and started to just put it into action. How do you actually apply it, or how do you get into the brass tacks of it, so to say. So and I’m thinking about the audience here as well. So let’s start with the experience that sum total of the interactions. Is there a way you’ve thought about working with that definition in your different organizations to ultimately deliver a better experience throughout more interactions than just one or one and done type of thing?
Chris Warticki: (09:03)
We have a lot of tools that the industry uses from a service perspective and one of the most useful ones, not to throw buzzwords out there, is definitely the journey map process. That go along to follow with, shoulder to shoulder, hand in hand, with our customers and go through the journey map process, or navigating the process map internally of what our customers go through. And that’s been the most effective way of looking at the experience. I honestly don’t think you need to survey your customers or your people internally too much. You don’t want to create survey fatigue. And I definitely have come from some experiences where we’ve done that. And giving customers a break is definitely one of the best things that you can do. But here’s the thing we all know where the problems are. We all know where the bodies are buried. We all know where the issues arise. It doesn’t take a whole lot of digging to identify where some low-hanging fruit or where some really remarkable gains can be attained. And one of the biggest gains that I can share with you and this audience was just in a business process of provisioning a cloud environment for us to, here at Epicor, we journey mapped it, we process mapped it. It took three times as long as what we thought it was taking. I won’t go into the gory details, but we made some very significant power plays within a short period of time that took what the end result was and reduced it by three quarters time and in a very short period of time. Now I will also say to fully complete that process map, it’s taken a lot longer to fully systematically integrate it and automate it, but that’s where we’re going to get the greatest achievement.
Gabe Larsen: (10:55)
Yeah, yeah. Do you find it, and I appreciate the example, but I’m curious. There’ve been others, Epicor, other companies, where there have been those moments that were kind of like just big surprises where it was like, “Oh my goodness, I didn’t realize we were doing this.” or, “That was an obvious one. Should have probably caught that, but we didn’t.” Is it typically, you don’t find the elephant in the room?
Chris Warticki: (11:20)
I’ll tell you where the biggest aha moment, or maybe it was a moment like, “Oh my goodness.” Maybe it was the surprise, like you’re talking about. And that is, I guess we assume that everything is documented or that everything is going to be seamless or that you can just throw a tool or a widget or some sort of technology at something and it’s going to automatically fix it. The biggest piece here is the collaboration that’s required. When it comes down to it, everybody, like I said, wants our customers and your customers to be successful, getting the right minds to be able to sit together and quickly evaluate, “What’s the business problem we’re trying to solve? And let’s get it documented for future reference so we can lean it over time.” Go from good to great. Go from better to best.
Gabe Larsen: (12:15)
Yeah. Yeah. Yup. Yeah, and getting together with those stakeholders is often a big key in that process. Bouncing around just a little bit, wanting to see if we can tackle this idea because I felt like you set it up and I moved past it for a second, but I did want to come back to, and that’s just, this idea of not rushing to delight. We’ve hit some of these different areas, customer experience, customer success, et cetera. But, I think people really struggle to find that balance there of getting to what matters most, rather than just going overboard maybe on stuff that doesn’t. How do you actually coach your teams to do that? How do you find the balance?
Chris Warticki: (12:57)
I think one of the best recommendations is to ask the individuals in their interactions, what do they consider to be the standard of service in what they do, right? And so you might find, for example, in tech support or in personal face-to-face interaction across the register counter, that some individuals are like, “Well, I think thanking our customers everyday for their business is a standard.” And yet other people might not have even thought of that.
Gabe Larsen: (13:28)
Chris Warticki: (13:29)
Right? Just a simple thank you. But once again, if you ask the employee base, if you ask the line of business what they believe is the right thing to do, they’re going to come up with the solution.
Gabe Larsen: (13:42)
Chris Warticki: (13:43)
So really equip them and empower them to really put the brainstorming, the ideas together, and then collectively say, “Okay, now out of these 12 things, we can’t do all 12 of them, but what is the standard? What’s the consistent top five, top three things that we need to do to be good and that we know we can do every interaction?”
Gabe Larsen: (14:04)
Yeah, yeah. Getting down to those real important ones. I do feel like we try to boil the ocean, right? It gets too much, it’s too many [inaudible] but what are those things that we really need to do? What, do you feel like it is about three, five, seven, ten? What was about the right number typically you found that the team can handle and do on a consistent basis?
Chris Warticki: (14:25)
Yeah. I’m a keep it simple type of person. So following that kiss analogy, I think anywhere from three to five is, three for me personally, is the sweet spot,
Gabe Larsen: (14:36)
I love it. So we hit on a bunch of different topics today. We might have to bring you back to go deeper into some of these areas like customer success. A lot of people have asked about that and how that relates to the customer service world. No, it’s more of a B to B thing than it is B to C so to say, but as you think about the changing environment, some of the different challenges that are attacking different customer service leaders, we’re all trying to find a way to delight or a way to make it easier and keep that customer experience as high as possible. What would be that leave behind advice you’d give to those leaders?
Chris Warticki: (15:11)
My biggest advice is don’t worry about all the buzzwords. It’s not all about gamification or artificial intelligence or machine learning and don’t get absorbed or overwhelmed by all of the stuff that’s out there. Currently in everybody’s organization, you have the three T’s, I call them. You have the tools, you have the technology and you have the talent. Leverage the investments that you’ve made in those three things. In the tools, the technology and the talent. And don’t try, like you said, to boil the ocean. Put the human capital to work for you, put the technology that you’ve already invested in to work for you. And then additionally, look at what are the resources, those tools that you can pull out of your tool chest in order to make those adjustments as necessary.
Gabe Larsen: (16:10)
I love it. Alrighty. Well, really appreciate the time, Chris. Fun talk track on be a little conscientious about delighting your customers, find the balance. If someone wants to get in touch with you or learn a little bit more about some of these trends, what’s the best way to do that?
Chris Warticki: (16:26)
You can do a few things Gabe, and first of all, to the entire audience, thanks for listening. More importantly, Gabe, thanks for inviting me to this. You have a wonderful dais of professional speakers on your podcast. You can find me, Chris Worticki on LinkedIn. You can also find me on Twitter @cwarticki and I look forward to associating and connecting and linking in and speaking with all of you in the future. So many interactions to come, I’d be more than happy to come back.
Gabe Larsen: (16:57)
Hey, well yeah. We might have to take you up on that. Appreciate the time and the talk track and for the audience, have a fantastic day.
Exit Voice: (17:08)
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