Conversations with Kustomer Podcast: How can Marketing and Customer Support Create a Consistent Experience? Featuring Sue Duris

As Customer Experience overtakes product and price as the key differentiator for many brands, it’s increasingly important that all parts of the organization work together to deliver seamless communications and service.

Our Director of Marketing Chen Barnea sat down with Sue Duris, Director of Marketing and Customer Experience for M4 Communications and a leading CX strategist, to discuss the evolution and importance of CX for B2B and B2C companies across verticals. While their chat covered a lot of ground, we’ve highlighted some of the key points below.

Investing in CX pays off. This is especially true if you’re a leader. According to a Temkin report, CX Leaders see a 17% compound average growth rate, versus 3% for laggards. Customers that receive a great experience are likely to purchase again, and 11 times more likely to recommend a product or brand.

Consistency is key, especially for retail. But it’s also very important for B2B organizations too, especially those with a long sales cycle. Both kinds of organizations need to have a C-suite that is championing that vision of the customer experience and explaining why it’s so important to rally behind it, and how everyone fits in. Without that commitment, alignment, ownership, Customer Experience initiatives just won’t work.

CX is not a shiny new toy. You need to have a strategy and purpose for tackling CX. It can’t be done piecemeal, either, with the Contact Center pioneering an initiative, but then the experience dropping off once a customer contacts Sales or Marketing. Inconsistency is one of your greatest enemies to a great experience.

Don’t neglect the employee experience. Engaging your employees and communicating what your experience should look and feel like is crucial. They’re the ones who are making that experience a reality. It takes more than just surveys. You need to speak to your employees in person and get qualitative insight, backed up by hard metrics. Once you can take those insights, build them back into your experience, optimize your CX, then look for insights again, you can create a closed loop of constantly improving experience.

There are three kinds of metrics. Metrics based on perception, description, and outcome. Perception-based metrics are about your experience and how your customer understands it. They include metrics such as NPS, CES, and satisfaction. Description metrics are based on observable events, like FCR and AHT, and ensure you’re being efficient and effective. And outcome metrics are things like how many customers renewed their contracts or upgraded their package. Bottom line: you need all kinds of metrics to cover the entire scope of experience.

Experience is a mindset. It’s more than just a strategy or process. It’s who you are as a company, and as individuals. Customer centricity needs to start before a prospect even knows about you—it’s in your bones, your culture, and it’s how you truly create consistency. Maximizing Customer Lifetime Value is the goal of any CX effort, and the only way to do that is to have a mindset where you’re putting your customers first.

Start small. If you haven’t invested in CX at all, you can always begin by sending out an NPS survey and segmenting customers based on that score. From there, you can work in more complex layers of metrics and build up your understanding.

This is just a taste of the wide-ranging discussion on the podcast, so if this sounds relevant to your needs, be sure to have a listen.

To learn more about how Kustomer can help you deliver a more consistent and effective experience, request a demo with the form below!

How CES Can Help Your CX and Product Teams Work Better Together

Brandon McFadden is Kustomer’s Customer Success & Support Manager, you can follow him on Twitter at @brandontonio.

This post was adapted from a workshop delivered at Support Driven Expo in Portland. We had a blast sharing and learning with the Support Driven audience, check out their recap here, as well one from Jeremy Watkin at FCR that discusses our presentation as well!

While they may not always understand each other, your Customer Experience (CX) and Product teams actually do want the same things. However, they speak two different languages. With the right metrics, specifically using Customer Effort Scores, you can make informed, data-backed decisions from customer feelings that will ensure you’re making the right choice.

Product goals typically focus on adding new features, achieving parity with competitors, or fixing issues that are affecting adoption, ease of use, or the ability to wow your customers. Their job is to anticipate what the customer will want next.

On the other hand, CX is usually focused on what customers say they want now—because they hear from them every day, all day. CX wants faster handle times, lower email volumes, reduced complexity, and the power to wow your customers.

When these two teams work in sync, amazing things can happen. CX has especially deep insight into customers wants and needs based on thousands of firsthand interactions, while product has the full scope of your company’s technological capabilities, business goals, and product roadmap, and are great at coming up with new innovations before customers even know what they want. However, there’s often a recurring problem in the Product / CX dynamic. When Product has the window of time to ask CX for their input on what “problems to tackle next”, the two sides can disagree. When looking at where customers spend the most time using the platform, and where they’re having the most difficulties, CX will advocate for smoothing out a more complex problem that affects fewer users. Product will often lean towards reducing the highest quantity (because that represents a larger base of users and a more frequent touchpoint), so that a greater number of users will have an even faster experience.

While seemingly different, there is one key ingredient: Both teams want to wow customers! Finally, common ground!

Another common language we all speak are shared company goals. The aim of all these features and fixes are the same: more renewals, more referrals, more repeat customers, and faster resolutions. Making decisions about how to get there can be tricky. This is because it is hard to measure the feelings of your customers, yet feelings are how humans make decisions.

At this point most teams will most likely look to NPS or CSAT to help give direction towards the issues to focus on fixing, but those traditional metrics can often be very misleading. Scenarios wherein a customer gives you an NPS score of “10” may only actually recommend you when they find someone who they feel is just like them (as smart and with the patience to put up with the complex support issues they faced). Most of the time, when the moment comes for them to make the recommendation their NPS score said they would, they don’t do it. Likewise, CSAT may provide a very high 9/10 rating of your amazing agents, but what the customer is left feeling is “why did I even have to call in the first place?”. Feelings are the gateway to actions. So while they like spending time with your agents, it doesn’t mean they will feel comfortable continuing to deal with these issues (churn) or suggesting you to a friend. This is all because of the expectation or effort gap.

So, how do you get to the root of this disagreement in expectations AND quantify feelings? It seems like the correct course should be obvious. Product is in the right on this one surely, the fix that affects the most users (in this example it’s improving refund requests) should be completed first. Why would the CX team think otherwise?

This is where CES shines. As CX pros, we see a different side to the story in this chart. The problem that is only affecting a minority of users (plan correction, in this case), is where you’re letting customers down the most. Sure, it’s lower quantity/volume than the other issues, but those customers are having a far worse experience based on their expectations, and taking up just as much of CX’s attention/time as the other issues. CX hears their complaints, and their frustration is visceral. From your customers’ perspective, it seems like making their experience way better would only require you to “just change a bit of code” (cut to thousands of engineers slamming their heads against their desks). AHT is important, but only tells part of this story, but CES makes it much clearer.

Measuring CES puts the severity of the problem in stark relief, and puts a hard number next to what your CX team has been feeling all along. Now it’s easy to see that these customers are doing more than spending more time on the phone—they’re actively struggling to deal with your company, and you’re probably losing them as a result. This issue is even greater if you’re a startup designed to “save you time” or “simplify” our lives, you’re literally training your customers to expect everything (including service) to be smarter, faster, and effortless. This problem is even worse if you are in an industry where external factors can slow up resolutions (medical, financial, insurance, etc). Improving the other issues on this list shouldn’t be neglected, but prioritize the customers who are unhappy first. Most won’t notice if their attempt to get a refund was 15 seconds faster (a 25% efficiency gain!), but they will definitely appreciate when a more complex issue becomes a breeze when the “industry norm” is so much more—and will likely save your CX team more time in the long run.

There’s even a school of thought that says you shouldn’t fix those simple problems that your team is great at handling and consistently giving that wow experience because it is another chance to exceed expectations. This is because every interaction is a chance to build a deeper relationship with your customers, and if you’re delighting thousands of them with a simple call or email, you’re deepening each one of those connected feelings in the process. This is despite having a problem in the first place. Remember, you are often judged more on your resolution than you are on the problem itself. Of course, you want every experience to be as smooth as possible and for customers to never have a problem, but by not trying to eliminate these homerun issues entirely you get easy opportunities to impress and excite your customers. Certainly, something to consider when making the case to not always simply fix the highest volume issues. And, with CES, you’ll always know if those issues are beginning to wear your audience’s patience thin.

In my experience, Product and CX are on the same page 95% of the time, but they may not always be speaking the same language. So when there is a disconnect, it’s always down to looking at the data to clear up those disagreements. Ultimately, CX deals with feelings directly more than any other team, and are therefore tasked with quantifying the qualitative. For that reason, having a platform that measures CES can drive CX and Product teams to make your customers’ experience exceed their expectations.

Conversations with Kustomer Podcast: How Do You Go From Support to Experience? Featuring Jeremy Watkin and Nate Brown

What’s the difference between support, service, and experience—how do they inform one another, and what can you do to improve each? Our Director of Marketing Chen Barnea sat down with two CX luminaries to get their perspective on how to define customer experience, the best ways to understand and deliver it, and why companies should move towards an experience-first mindset.

Nate Brown is the Director of Customer Experience at UL EHSS, as well as the Founder of CX Accelerator. Jeremy Watkin is the Director of CX at FCR, and has more than 17 years of experience in the space. Together, they had an insightful discussion about the relationship between support and experience that you can listen to yourself above. While their chat with Chen covered a lot of ground, but we’ve picked some of the highlights for you below:

What is the difference between customer support and customer experience?

Nate shared a great quote to help explain the fundamental difference between these two concepts:

“Customer service starts where customer experience fails.”

So you can view customer service a the reactive response to a point in the journey reaches out to resolve an issue.

Therefore customer experience is more of a designed element that’s meant to prevent that service interaction in the first place.

Jeremy noted that some of the confusion around the distinction comes from a recent trend. “A lot of companies have started calling their service teams CX teams, which is a little clichéd—there are so many other pieces at work in the customer experience. I appreciate the sentiment that support teams need to have a role in the customer experience, but they aren’t the entire experience itself.”

Why is the customer experience mindset becoming more prominent?

According to Jeremy, the reason is simple: good CX is good business. “Customers love having their issues solved, but they’d love it even more if the issue they had never happened in the first place. I think that’s ultimately what’s driving the transition.”

Customers are fed up, and are finally asking for the experiences they’ve always deserved, as Nate describes: “This transition is fueled by customer frustration. People are waking up and realizing that they don’t need to spend three hours on the phone with customer service to get the experience they should have had from the beginning.”

Combined with new companies that are changing the game and raising the bar by reimagining the customer experience, every business has to look to deliver a more holistic, impactful experience instead of baseline support.

How can CX leaders help bring about these changes in their organizations?

As with so many other initiatives, change has to start from within: “The only way is by starting with the employee experience.” Said Nate, “Employees mirror that experience they have internally with the customer. Improve the internal culture, and the external experience will improve as well, as agents will naturally bring that experience and excitement and project it outwards.”

Jeremy agreed, highlighting Voice of the Customer initiatives as an example. “I think it has a snowball effect too. When it comes to VoC, frontline agents have a channel to share frustrations. As companies start to listen to that and put it into practice, you naturally see employees become more engaged and excited about improving CX.”

What technologies are the most important for improving your experience?

There is no shortage of technologies meant to help improve CX, but the right one will accomplish the right goals. As Nate described, “If your agents have bad tools and no visibility into the journey because it’s all divided between different toolsets, it leads to frustration, and that will come through to the customer. Conversely, If you have good tools that enable the employee to do their job well, then that positive experience will be passed on to them instead.”

How do you measure agents as you make this shift?

Every CX metric can help give you an idea of the effectiveness of your experience, but simply measuring is not enough. “What about Average Handle Time?” Asked Jeremy, “Sometimes you actually want your AHT to go up because you’re trying to deliver a more personal experience. For metrics, the important thing is WHY it’s going up or down.”

This is just a taste of the wide-ranging discussion on the podcast, so if this sounds relevant to your needs, be sure to have a listen. If you’re looking to expand your horizon beyond your organization and broaden your perspective on CX, definitely consider signing up for CX Accelerator as well.

Want to learn more about Kustomer? Try our platform for yourself

Voice of the Customer: Are You Really Hearing What They’re Saying?

This is a guest post by Jeremy Watkin, Director of Customer Experience at FCR.

Are you in the habit of closing the loop with customers that offer negative feedback on post-interaction surveys like Customer Satisfaction or Net Promoter Score? I certainly hope so, because it’s a great practice that many companies aren’t in the habit of doing. When I led a customer service team, I was very proud of the fact that we made every attempt at closing the loop with the upset customers we knew about, and by some combination of resolving their issue and offering compensation, we managed to save a good many of them from churning.

But what about those customers that don’t complete a survey voicing their displeasure? What about those where something goes wrong and it’s “too much trouble to complain?” Or perhaps they do complain and the disinterested reply from support is enough for the customer to cut their losses and move on to a company that actually wants their business. And then there’s that statistic where upset customers tell dozens of people about negative experiences while happy customers tell a small handful of their friends. I’m convinced that someone invented that statistic to strike fear into the hearts of customer service leaders with the sole purpose of selling books, software, consulting, etc.

Regardless, it’s the upset customers I don’t hear from that keep me up at night—the unhappy ones we’ll never have the opportunity to save. There’s got to be more we can do, right? What if I told you that more customers are offering feedback about how we can improve and keep their business? It’s time that we start listening to the “voice of the customer” far beyond surveys, and the great news is that what once seemed far off in the distant future is totally possible right now. Let’s discuss further.

A Survey is Not Enough

I love surveys. The act of asking for feedback and then taking the time to act on that feedback is what fuels a great continuous improvement process, but it alone as a voice of customer program is incomplete at best. In my work at FCR, I see a wide range of response rates to surveys anywhere from 10 to 30%—and rarely beyond that.

Can a company really consider a voice of customer program robust if it doesn’t hear from 70% of its customers? If our goal is to truly understand what’s driving dissatisfaction and drive our customer churn rate down, we need to do more. Customers are giving feedback on traditional support channels and social media, and we must listen to that valuable non-survey feedback as well.

Sentiment Tells Us Much More

Consider for a moment relationships and what we know about nonverbal communication. In my own relationship with my wife, most of the feedback I receive about how to be a better husband is nonverbal. Whether it be “the look” or perhaps a tone of voice, I had better be adept at recognizing her signals long before she has to explicitly tell me she’s upset.

Natural language process (NLP) works in much the same way, by understanding not just what customers are saying but the way they’re saying it. Considering the fact that only 1 of every 26 customers actually complains when something goes wrong, the ability to capture customer sentiment from all customer interactions including social posts, voice, email, chat, and SMS significantly broadens our understanding of what customers are saying. And it allows us to recognize an upset customer—sometimes long before they give explicit feedback via a survey. Now we’re on our way to listening to 100% of customer communication with our company. But there’s still more.

But Actions Give Us the Full Picture

Traditional contact center platforms do a great job of helping us pull in customer communication from a variety of sources and respond in a timely manner. For teams of all sizes this is important, and the ability to track a myriad of KPIs helps us measure success, but these systems are almost exclusively predicated on the customer reaching out to us first. Are we to assume that if the customer doesn’t reach out, they’re happy?

If that’s your assumption, you may want to read up on customer journey mapping. This is the exercise of looking at the customer journey from A to Z, identifying all of the places customers touch your company (AKA touchpoints), and evaluating that experience. As I’ve learned about journey mapping, I’ve come to realize what a small (but important) role customer service plays in the overall customer experience.

Clearly a modern contact center platform must take into account the entire customer journey and understand what customers are telling us at each touchpoint with their actions. A few ideas where this might come in handy include:

  • Understanding whether the customer is a first-time buyer or long-time customer.
  • A regular subscription stopped or downgraded after a long history of purchasing regularly.
  • Order fulfillment or shipment is delayed.

There might be a variety of issues. The ability to see this full picture of the customer’s history allows us to take a more proactive approach and reach out to customers, sometimes before they become aggravated.

Focus on Customer Lifetime Value

Now this is starting to sound like the comprehensive voice of customer program we’re going for. We’ve moved beyond reacting to customers with known issues and are proactively acting based on patterns in the customer journey. There’s a final, invaluable ingredient, or metric, in this process that’s so often missing from the process of supporting customers: lifetime value.

Understanding how much a customer has purchased historically and potential future spending is an invaluable tool for a couple reasons. First, it allows your support team to understand what it might take to make things right when something has gone wrong. For example, if a customer spends $25 per month, a $10 coupon might be appreciated, but if they spend thousands annually, that same $10 credit might be insulting.

Second, with lifetime value, we can offer a premium level of service to those high value customers. When it comes to proactively reaching out to customers at various points in the journey we’re now working smarter, not harder by prioritizing our reach out first to those that spend the most and/or have been with us the longest.

A true voice of customer program should absolutely strive toward a 360-degree view of the customer’s experience—and this is totally possible when we can easily see support history, feedback, sentiment, actions and lifetime value. With that information, we shift our approach from a reactive to a proactive one. Once that’s occurred, I see a future where customer service leaders everywhere sleep a whole lot better at night.

Jeremy Watkin is the Director of Customer Experience at FCR. He has more than 17 years of experience as a customer service, customer experience, and contact center professional. He’s also the co-founder and regular contributor on Customer Service Life. Jeremy has been recognized many times for his thought leadership. 

What Are the Modern Metrics for Omnichannel Communication?

In our latest webinar with StellaService, we had a deep discussion about the state of modern service. The changes we’re both seeing are undeniable, but now it’s easier than ever to make sense of this omnichannel world with new, stronger metrics.

The bottom line: To succeed in an omnichannel world, you need to prioritize building lifetime value with every interaction. Here’s how to make that happen:

Service Channels Have Fragmented

There’s no use fighting it: customer service has changed. The rise of ecommerce is driving the spread of service channels over mobile, email, chat, social, and more. More interactions means rising customer expectations. To meet them, you need skilled agents who can move with the customer from channel to channel, always pushing the journey forward.

New technologies like chatbots and self-help modules are reducing the numbers of basic service inquiries. This means that agents need to be even more prepared to solve complex, emotionally nuanced problems. However, as agents have taken on more complex service tasks, their turnover rate has increased—reaching 24% for some organizations.

To be successful, agents must be empowered and ready to deliver consultative service driven by a connected experience—and have the training and tools to do so. They need to have all the information about the product or service they’re offering, and have full insight into the back-end to know product availability and other details. They need more context about customers than ever—how often they’ve reached out over different channels, whether their previous issues have been resolved, and how they’ve felt about previous interactions. And, they need to able to engage over multiple channels at the same time, switching from email to chat to phone with ease. Having a single timeline, where the whole history of customer interactions appears, is the only way agents can take an informed approach to building lifetime value.

Going from Service to Experience Requires New Metrics

With these changes in mind, to understand the value your service is bringing to your customers, you’re going to need new metrics. Average Handle Time (AHT) can give you insight into your overall efficiency, but it’s only valuable if you’re approaching your service organization as a cost-center, rather than a revenue driver. If you’re treating your service as a tool to build relationships with customers, then metrics like Customer Satisfaction surveys and QA reports have more value, but these only give you limited context and insight into how your customers really feel about their experience. What’s the right number to measure?

StellaService and Kustomer both tackle this issue from two different sides—which is why we make such great partners. StellaService Connect motivates agents and prompts a response from customers with a gamified post-engagement survey that focuses on the performance of specific agents. They even allow happy customers to tip agents for job well-done, reinforcing the positive experience. By delivering real-time feedback on performance across every channel, StellaService delivers metrics that drive measurable change. Companies like Williams-Sonoma and Swanson Health Products that use StellaService to create a better environment within their customer service organization see a measurable drop in attrition.

Kustomer’s focus is on increasing Customer Lifetime Value (LTV) and promoting First Contact Resolution—helping agents follow the customer across channels during the same conversation. Agents are empowered to connect with a customer over chat, then call them over the phone if needed, then follow up over email with next steps. This ensures that the customer journey is always progressing, meaning shoppers never have to repeat themselves or start over. From the agent’s perspective, omnichannel can increase First Contact Resolution. However your organization needs to be focusing on FCR and ultimately LTV rather than Average Handle Time, as it will take more time to deliver high-touch, conversational service.

Omnichannel Promotes Success

A fully-enabled omnichannel strategy reaps real rewards for your business. 50% of all customer interactions happen during a multi-event, multi-channel journey, so being prepared to deliver great service over multiple channels is a bare necessity. And it shows. Companies with strong omnichannel strategies retain an average of 89% of their customers, versus 33% for companies with weak strategies. A good omnichannel experience is therefore crucial for bolstering your bottom line, as a 5% increase in customer retention can increase a company’s profitability by 75%. In fact, companies see an increase in customer retention of 2-3% just by switching to Kustomer.

To make sense of this omnichannel world, you need to focus on Lifetime Value. To increase lifetime value, you need to understand and motivate your agents, and empower them to deliver a great experience over every channel at once. Together, StellaService and Kustomer help you do both.

Deliver effortless, personalized customer service.

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