Managing Customer Expectations Like a Pro with Mike Miller and Vikas Bhambri

Managing Customer Expectations Like a Pro with Mike Miller and Vikas Bhambri TW

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In this episode of the Customer Service Secrets Podcast, Gabe Larsen is joined by two CX leaders, Michael Miller and Vikas Bhambri, to discuss managing customer expectations during a global pandemic. Both Michael and Vikas have had to adapt their teams to the new CX issues spawning from the COVID-19 pandemic. Learn how these leaders have successfully managed customer delivery expectations during COVID-19 by listening to the podcast below.

Simple Tricks to Earn Customer Loyalty

It’s no secret that COVID-19 has greatly impacted businesses across the globe. As a result of these uncertain times, a new customer has risen, the highly anxious user. In response to this, companies have had to diversify their CX tactics to keep up in the new, highly anxious user arena. To help businesses keep up, Chief Product and Strategy Manager at Convey, Michael Miller dives into three simple ways to earn lasting customer loyalty that will continue after the pandemic. The first is setting expectations for product arrival. Second, frequently providing status updates to the customer so they have an up-to-date understanding of product handling and delivery time. Lastly, the typical customer wants flexible delivery options. Various businesses have opted for curbside pick up and home delivery instead of in-store shopping. Michael concludes, “So being early, setting expectations, communicating frequently, those are the things that we are seeing not only customers expect, but the companies that do well are going to earn loyalty that’s going to carry on well beyond this period.” Businesses would do well to implement these three simple tricks to retain customers long after the pandemic is over.

Proactive Communication

SVP of Sales and CX at Kustomer, Vikas Bhambri sets the standard high for other CX teams. Vikas understands that customers are happier when they feel their needs are being handled in an effective manner. He says this is accomplished through setting delivery expectations with honesty and by being available to solve customer’s issues promptly. He adds that the concept of too much communication between the agent and the user simply doesn’t exist in the realm of CX. Proactive communication happens when product and order updates are sent at each relevant step. If this is too much communication, Vikas explains, “Give them the option to opt out. But otherwise at every juncture that’s relevant, I would make sure that I was proactive with my communication.” By showing up and being openly available, agents are better able to get to the root of the customer’s issues in a timely fashion. The more openly a business communicates right now, the better.

The Role of AI in CX

Recently a controversial concept, AI, has come to the forefront of the CX discussion. While not completely replacing the importance of human-to-human interaction, AI has infiltrated the service industry through easing the roles of CX agents by better filtering user issues. With the new COVID-19 business-scape, highly anxious customers have been on the rise and the burden of customer care agents has been significantly increased to the point where they are overwhelmed. Companies are integrating AI into their CX to get a better handle on customer care. Michael has deployed an AI program at his company to help catch carrier delivery problems before they happen. This AI is helping meet the new customer expectations previously mentioned and helps their business have proactive communication. To further explain his AI integration, Michael emphasizes:

When you can reach out to the customer, you can reassure them, you can appease them, you can reset expectations, you can talk to the carrier about the issues. So it’s really for us all about identifying stuff that the carriers aren’t telling you and that you can’t otherwise as explicitly see in the network so that you can get out in front of these issues and create better customer experiences. That’s the biggest place where we’re deploying it.

Companies can reach out to their users with AI and filter their needs so their CX agents have a better handle on incoming customer situations, resulting in happier and more loyal customers.

To learn more about how to manage customer delivery expectations and how to create lasting customers, 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:

Managing Customer Expectations Like a Pro with Mike Miller and Vikas Bhambri

Intro Voice: (00:04)
You’re listening to the Customer Service Secrets podcast by Kustomer.

Gabe Larsen: (00:11)
Welcome everybody to today’s broadcast. Today we’re going to be talking about a couple interesting topics, but specifically, how to manage customer delivery expectations during all of these challenging times. And to do that, we brought on Michael Miller, who’s currently the Chief Product and Strategy Officer at Convey, and then Vikas Bhambri the SVP of Sales and CX at Kustomer. Guys, thanks for joining. How are you?

Vikas Bhambri: (00:37)
Thanks for having us.

Michael Miller: (00:39)
Doing well. Thank you.

Gabe Larsen: (00:39)
Yeah, why don’t we just take a minute and have you guys tell us a little bit about what you do and the companies that you work for. Mike, let’s start with you.

Michael Miller: (00:49)
Sure. Hi, I’m the Chief Product and Strategy Officer at Convey. We are a delivery experience management platform, and what that means is we help some of the largest retailers in the world with a set of tools all across the buyer’s journey, all geared towards creating a better customer experience and better delivery outcomes.

Gabe Larsen: (01:07)
Love it. Vikas, just take a second.

Vikas Bhambri: (01:10)
Sure. Vikas Bhambri, head of Sales and Customer Experience here at Kustomer and we are a customer service CRM platform that enables brands to engage their customers regardless of channel, with an optimal agent experience. So really excited to have this conversation today.

Gabe Larsen: (01:31)
Yeah guys, this is such a fitting conversation. Let’s start big picture, and then let’s dive into detail. Vikas maybe let’s start with you. As we see the current environment changing, what are some of the trends, challenges that customer service organizations are facing?

Vikas Bhambri: (01:47)
Well, look. We just went to something that’s never been seen before. In fact, Mike and I were talking earlier in the week and I think one thing that really resonated was Mike telling me that we are at e-commerce projections of 2022 level here in 2020 because of the accelerant called COVID-19. Right? Because all parts of the country and really across the globe, we have moved to a pure delivery model, right? If I just think about my own experience, I haven’t been to a grocery store now in five weeks here in New York, we are getting literally everything delivered. Flowers for my wife for our anniversary, cakes, grocery items, prescriptions. So we’ve fundamentally transformed the way we shop and interact with brands, in the last 30 to 45 days. What that does for the brand is it’s created an unprecedented opportunity and some simply can’t handle it, right? Because they were not built. I was talking to a CEO of a food delivery company the other day who said that his business has grown 10,000%. 10,000% through COVID-19, which if you told any CEO of a company, “Your business is going to grow 10,000%,” he would probably, he or she would probably jump for joy. Not if you’re not set up –

Gabe Larsen: (03:24)
Yeah, that’s right.

Vikas Bhambri: (03:27)
– overnight. So what’s happening for a lot of these people, if you go to their websites, they are taking, either some of them have gone to full transparency. “We can’t take any more orders.” Which I think is commendable, believe it or not. Right? Be honest with your customers. Some, unfortunately, are taking orders and then on the back end, they’re saying we can’t fulfill them after the fact, or after you submitted your order. Now you realize orders are out seven, ten days. And then the other thing that’s happening is, there’s a heightened level of tension in the consumer base. So when I order something, I used to order something from Amazon and just sit back. It was up the next day, two days later, whatever it is. Now I’m hitting refresh because I’m worried about feeding my family. Like, “Where’s my order, where’s my order?” and so that’s the new norm, right? Both on the brand side with their experience, as well as consumer expectations, is people have a heightened level of anxiety and are really expecting brands to live up to that brand promise, which it’s hard to do when your business can grow ten thousand percent.

Gabe Larsen: (04:37)
Yeah. I love that. I mean, the refresh on the Amazon order, I didn’t mean to laugh, but I know the feeling. Mike, what would you add to that?

Michael Miller: (04:49)
I think that’s all 100% accurate and we’re seeing it really all the way through the supply chain, which is under enormous strain. So with this spike and shift to e-com, just some data that we’ve seen across our network, on-time delivery percentage at an aggregate level has slipped from about 90% to 70% over the last two months. We’ve also seen a spike in exceptions, meaning delivery problems of almost 200% over the last month. So the issues that are happening all the way through the network that is under strain and how that manifests and sort of miss customer expectations, it’s pretty dramatic.

Gabe Larsen: (05:31)
Wow. Wow. So basically, from a data perspective, if you had to pin it, are companies actually meeting expectations when it comes to delivery during COVID? It sounds like there’s struggles; that the supply chain is having problems.

Michael Miller: (05:46)
Absolutely. Absolutely.

Vikas Bhambri: (05:50)
Mike, you’ve probably seen this because I noticed something I’d seen for the first time, the other day. As I was mentioning, I bought a cake online, first time ever, cakes being delivered. And when I went to see the tracking, basically it was a tracking link to UPS and they had said that due to things beyond their control, orders were being delayed and I actually got my cake a day later than what was intended. What are you seeing from that side? Because it’s interesting. I think the delivery functions are also having their own issues, which impacts the brand doesn’t necessarily control that.

Michael Miller: (06:32)
Yeah, absolutely. So the carriers in general, and we have relationships with pretty much every carrier in North America, and they are absolutely straining to keep up with the overall surge of demand. And you see that again and slippage and on-time delivery percentage. The bigger carriers like FedEx, UPS have actually started tracking COVID related exceptions specifically, and reporting on those and those are through the roof. Week over week as you might imagine. And all of that manifests in if a retailer made their delivery promise, that the carriers are having a hard time adhering to that, that is a missed expectation and that’s where it starts to hit your world with the, “Where is my order?” calls and those kinds of experiences.

Gabe Larsen: (07:20)
Wow. Do you feel like there are certain, as you’ve looked at the data and you see different companies, are there places or industries that are excelling at this? Actually doing it right? And if so, what are some of the things, do you feel like they’re doing well to combat this?

Michael Miller: (07:40)
Yeah. I’ll jump in. We actually do a lot of customer surveying and we’ve actually ratcheted it up during this period. And, we hear pretty consistently that customers at least, are looking for three things and the first is setting an expectation around when something is going to arrive. That is harder to do today than it has been historically, but that is absolutely expectation. They want frequent updates as early as possible as to when that’s going to change, if it is going to change. And then lastly, they’re looking for flexibility about delivery options. So, this surge in people who may not want to go into a retail environment grocery or otherwise, and so the rise in curbside delivery we actually saw early on during the quarantine periods a spike in return to senders because people were trying to deliver things to offices in locations that were no longer open. So being early, setting expectations, communicating frequently, those are the things that we are seeing not only customers expect, but the companies that do well are going to earn loyalty that’s going to carry on well beyond this period.

Gabe Larsen: (08:53)
I love it. So frequency, communication, flexibility is some of the key themes you’re finding different companies are doing in order to be successful.

Michael Miller: (09:00)
For sure.

Gabe Larsen: (09:00)
Vikas, on your side, and then I want to come back to Mike on something. But that’s on the delivery side, but if I’m a CX Lead, I’m a customer service leader. How do I keep up with these changing expectations, especially as it relates to delivery?

Vikas Bhambri: (09:17)
Sure. I can’t even imagine the stress they’re under. I think number one is the more information you can give to customers. It goes back to the transparency I said, right? Which is, ideally you’d like, your brand to kind of take the step, the extreme step of maybe saying, “Look, I can’t take on any more orders,” but I know that’s difficult, right? At the end of the day, this is also an opportunity for a lot of brands to acquire customers and acquire customers away from Amazon because people are looking for new options. So I can’t expect anybody to take the stance of, “I’m not going to take on any new customers,” but if you are going to do that, right, who am I to ask? Unless it’s me. But if you are going to take on those new customers, right, and then they are going to submit orders, then I think really kind of owning up to the transparency. So when they come to your website or they engage in your portal or whatever it is, being able to see real time status updates on where their order is in the process. Is it still being packed, right? If it’s out, is it out for delivery? And if it’s out for delivery, where is it? So I think that piece of it, then look, you’re still going to have this heightened level of tension in your consumer base. They are going to reach out to you. Be available across channel. Right? Don’t make it so like, “I gotta go email you,” because nobody really trusts that you’re going to get back to them in a timely fashion. Be available in real time channels, like chat, the voice channel. Right? And if they’re going to go to social media and rip on you because you’re not giving them information, be there to answer their call there. Now when your agents then are engaged with them, let’s make sure they have the data because that’s the worst thing that can happen for a poor agent is, “Now I’m dealing with this very frustrated customer who’s asking about the flowers, the food, the cake,” whatever it is that they’ve ordered from you, and you don’t have the answers. And so you’re sitting there going, “I wish I could help you, but I don’t know where your order is.” Right? But here’s where the brands that are going to separate themselves from the rest of the pack are the ones who are proactive. The ones that reach out to you to keep you abreast of where your order is. So you don’t have to come to me. I’m sending you text alerts, I’m sending you emails, right? I’m letting you know where your order is. And then if there is any change in that, I’m also letting you know, to let you know that you can make a change. Let me give you a really quick story. Went out and ordered a ton of groceries from a delivery provider and at noon that day, I got an alert that your shopping cart is being packed. I’m like, awesome. Right? Food’s coming. I’m super excited. Five hours later, still no delivery. I go into a panic. We were running pretty low on some supplies. I went to another provider and bought groceries. At 10 o’clock at night, that original grocer delivered. Now I’m sitting there with two X because the other person also fulfilled their order. So I went from being really worried about food supply to now I’m sitting on so much food that I’m kind of worried that I’m taking away from the overall supply chain and I’ve got stuff that’s going to spoil. And so if you had just kept me posted as to where my stuff was, day one with that original order, I never would have gone out and doubled my spend unnecessarily so –

Gabe Larsen: (13:09)
You went to a competitor, right? Or went to another person, right? When it comes to your experience and your value. Do you feel like, you guys, that there is best practice when it comes to communication? What is too little right now and what’s too much? I mean, it sounds like Vikas, you experienced too little. Is it more [inaudible] does it pick up during and then once it’s delivering? Any tactical recommendations there?

Vikas Bhambri: (13:35)
Sure. I’ll start and I’ll let Mike chime in. But from my standpoint, especially in a situation like this, you can not take the position that you are over-communicating. In fact, let the consumer tell you, “You know, what, I’m going to unsubscribe or stop sending me alerts.” I’d be shocked in this event, during this event, if that would be the case, but give them the option to opt out. But otherwise at every juncture that’s relevant, I would make sure that I was proactive with my communication.

Gabe Larsen: (14:10)
I like that. Mike, anything you’d add?

Michael Miller: (14:12)
I mentioned our consumer surveys. We’ve got a data point that says 68% of consumers explicitly want more frequent updates than they did pre quarantine. So, I think absolutely the point is right. Early and often should be the bias and I think that’s what customers are looking for right now.

Gabe Larsen: (14:32)
Yeah. I’m just amazed at some of the changes companies have had to make in order to facilitate some of this. I’ve got a friend who, I think you highlighted it Mike, he closed down obviously his retail shop, and now they do tons of business curbside, but I love that flexibility. I like that frequent communication. Times have changed. We got to change it. One other thing I wanted to kind of dive into is obviously artificial intelligence is a topic of conversation and has been for a while, but boy does it feel like it kind of moved into fourth gear, fifth gear here as companies are looking for more ways to do things with less. As you think about the supply chain, as you think about the customer experience, how can AI start to infiltrate and make things better for us? Vikas, let’s start with you.

Vikas Bhambri: (15:20)
We just rolled out the biggest stress test to any customer service operation that I’ve witnessed in 20 plus years, right? Like I said, the level of anxiety, the level of expectation of volume of inquiries, right? So for every one order now people are seeing four to five inquiries coming in or tickets, or however you want to designate it. But basically customers reaching out, right? Four to five X, what is the traditional inquiry rate per order. So that’s significant and your customer’s care operation is not set up to handle that volume. And guess what? It’s really hard right now to go out and hire more agents because it’s hard to hire them. It’s hard to recruit them. It’s hard to train them. So you’re kind of making it, exacerbating the challenge. So this is where artificial intelligence can be a really powerful solution in this time. So what we’ve done at Kustomer, we kind of rolled out our Customer IQ Suite, and this allows a number of key things. One, that initial self service that I was talking about before for customers to be able to self serve and answer some of their own questions. For you to update them with your policies and procedures. And you need to be nimble. It’s not going to be static, right? So you can’t go to IT and ask them, you need a three day turnaround on updating something. You need to put it in the hands of the business users, right? Every time, if you’re, for example, an airline and you’re going to constantly be tweaking your refund policy, right? Put it in the hands of the business users to update those knowledge based items, which then get passed on. But then when the customer comes to you, how do we prioritize those requests? So using intelligence to then route those inquiries. If I’ve got an order that was delivered two days ago, and Mike’s got an order that is out for delivery right now, let’s make sure we prioritize Mike because Mike is probably really concerned about where his order is, right? Over Vikas, who got it two days ago and maybe was like, “Hey, you forgot to check.” Right? So being able to do some really cool things like that, using artificial intelligence, then when the agent gets engaged to help them suggest next best action. So yeah, if you didn’t have an AI strategy before, now’s the time because I know people are like, “No. It’s going to take me time. It’s going to take years. I don’t have the expertise.” There’s some really quick things that you can do to fundamentally change how you operate in this environment.

Gabe Larsen: (18:13)
I like that idea that [inaudible] AI basically from that customer journey [inaudible] makes it better. A little more easy. A little more [Inaudible] for the customer and for the brand. Mike, what would you add to that?

Michael Miller: (18:29)
For us, it’s all about what you guys mentioned earlier, which is getting more proactive. So we’ve got nearly four billion shipping events on our platform right now, and we’ve built machine learning models to crawl all over those specifically so that we can predict when an estimated delivery date or a promise date is going to be missed. So for example, just last week, we identified over 300,000 shipments that were going to miss their promise date and we did it up to 36 hours before the carrier even reported the problem. So you’re talking about up to a day and a half before you would otherwise know there’s a problem. When you can reach out to the customer, you can reassure them, you can appease them, you can reset expectations, you can talk to the carrier about the issues. So it’s really for us all about identifying stuff that the carriers aren’t telling you and that you can’t otherwise as explicitly see in the network so that you can get out in front of these issues and create better customer experiences. That’s the biggest place where we’re deploying it.

Gabe Larsen: (19:33)
Yeah, that’s incredible. The 36 hours. That’s a long time before obviously the carriers knew about it. Well, let’s wrap, guys, a lot of fun conversations, obviously challenging times need to figure out the best way to do that. Specifically, thinking about this idea of, “Where is my order.” Before we leave, advice for customer service leaders. Give me kind of your summary or your takeaway. Vikas, let’s start with you.

Vikas Bhambri: (19:58)
Yeah. I mean, my advice to customer service leaders is you have a once in a lifetime opportunity, right? For the last few years, every leader I speak to, not just in the customer service, but the C level in the boardroom has said, “My threat is Amazon and Walmart. When do they come into my market?” You have an opportunity here to take customers away from them because they’re having their challenges just like you are. So it’s a once in a lifetime opportunity because you have this opportunity to acquire customers. I mean, I’m seeing CACs have literally zero, right? Customer Acquisition Costs of zero. But if you drop the ball, and now the pressure’s on you Mr. or Mrs. Customer service leader, if you drop the ball, when this pandemic ends, those customers won’t be there. What do you do? Think about quick wins. What can you do? Whether it’s on the agent experience, the automation piece, the bringing in of this order data into your contact center environment, into your customer care world, to be proactive with, there are ways that you can fundamentally change your business, not just for the short term, but we’re all going to come out of this. How does this actually put you in a better stead for when we come out of this pandemic? So that would be my feedback to customer service and C level folks all across the globe.

Gabe Larsen: (21:26)
You’re right and when we come out of this, there’s going to be winners, right? And if you do it right now, you’re going to be standing on that pedestal. I can’t agree more. Mike, what would you add?

Michael Miller: (21:36)
Very similar. I think there’s a strategic lens and a more tactical lens. Strategically, it’s exactly right. I mean, evaluate your partner ecosystem and the extent to which you can identify tools that allow you to get proactive, that allow you to get more efficient, automate tasks, I think is an incredible opportunity. More tactically, if you’re in the care center, our advice is, we’re seeing specific spikes in things like general delays, address issues, COVID related delays. So if you can build targeted workflows around getting proactive and issuing customer communications and reassurances around those, that’s going to serve you really well these days.

Gabe Larsen: (22:23)
Yeah. This proactive nature, now more than ever, I think we’ve gotta be proactive. Guys really appreciate you taking the time today to talk about COVID and all the different challenging times we’re participating in. And for the audience, I hope you have a fantastic day.

Michael Miller: (22:37)
Thank you so much.

Vikas Bhambri: (22:37)
Thanks Gabe.

Exit Voice: (22:38)
Thank you for listening. Make sure you subscribe to hear more customer service secrets.

Benchmarks: What We’re Seeing For Average Handle Time and First Resolution Time in Q2 & Q3 2020

Benchmarks: What We’re Seeing For Average Handle Time and First Resolution Time in Q2 & Q3 2020 TW

“Unprecedented times” feels like such an overplayed phrase at this point, but it’s true. As a Customer Success Manager at Kustomer, I’ve had a front-row seat to how the pandemic has impacted (and still impacts) the businesses that are under my care. Some are struggling, some are booming. As I collaborate with my clients in building out business strategies, examining year-over-year performance trends is a tricky endeavor. It’s a bit like trying to judge the size of a hurricane when you’re sitting in the eye of the storm. 2019 feels like aeons ago at this point, and what does it really tell us if a business’ first response time increased by 30 seconds from 2019 to 2020?

As a personal project, I began studying the performance of our clients from March 2020 to August 2020. Many companies have been focused on this window of time as it relates to their performance in a post-COVID world. While there are several metrics that I could have focused on for this project, I chose to spotlight two: First Resolution Time and Average Handle Time. In my opinion, these metrics are some of the most impactful when it comes to judging your team’s performance.

First, I gathered the Average Handle Time (AHT) and First Resolution Time (FRT) metrics for each of our clients. Then, I defined the industry category of each organization. I used the following overarching categories:

  • Delivery
  • Marketplace
  • Retail
  • Services

Once I had the data, I first explored it by sorting clients by their industry categories. I built a pivot table and gathered the minimum value, maximum value, mean, and median of those respective categories. Then, I explored the data without pre-emptively sorting them into industries – this is important because I didn’t want my industry sorting from the first exercise to lead me to any false conclusions. For the second exercise, I re-sorted the data into ranges of values for both Average Handle Time and First Resolution Time metrics without grouping by industry. I then took note of how industries aligned or did not align to my first analysis. Finally, I documented the correlations I observed.

As I began analyzing the data, I approached my research with a central hypothesis: Average Handle Times will be higher for clients in our Marketplace and Service industries and lower for clients in our Delivery and Retail industries. Additionally, First Resolution Times will be higher for Marketplace and Service clients and lower for Delivery and Retail clients. At a high-level, I found that my hypotheses were supported.

There is a wide spread of data for Average Handle Time and First Resolution Time across all of our clients. There are organizations that operate at opposite extremes within the same industry, ultimately skewing the data. A quick example: the retail category of clients has a minimum value of 0.82 minutes for Average Handle Time but a maximum value of 46.6 minutes for the same metric. To circumvent this skewing, I used the median values of these metrics as they are better indicators for general benchmarks.

I developed the following recommendations for client benchmarks as they relate to Average Handle Time and First Resolution Time:

  • Delivery: 4.45 minutes AHT | 10.2 hours FRT
  • Marketplace: 7.5 minutes AHT | 106.8 hours FRT
  • Retail: 6.25 minutes AHT | 9.15 hours FRT
  • Services: 8.7 minutes AHT | 22.2 hours FRT

To supplement my research, I also read about academic studies on benchmarking (and how to successfully apply them to improve team performance). A fascinating read that I uncovered was a study completed by Peter Dickson that examines the competitive advantage businesses gain by implementing customer improvement practices. Benchmarking is considered to be a customer improvement practice, and it was enlightening to learn more about how this particular project could lead to more successful outcomes for our clients. Dickson writes the following: “Both management and evolutionary economics describe a behavioral theory of the firm where an organization’s routines determine its competitiveness. Higher-order search and learning processes improve organization routines that are defined as ‘ways of doing things that show strong elements of continuity.’ According to these theories, the long-term survival, evolution, and growth of organizations in competitive markets depends, in large part, on the superiority of an organization’s routine process improvement practices”.

While I don’t believe that using these benchmarks will make or break the future success of an organization, it is important to consider the implications of encouraging customer service teams to think about improvements. These improvements promote successful businesses, and giving your agents pursuable goals builds accountability and ownership.

Something important to consider: There may be times when an organization willfully ignores benchmarking – particularly if they are implementing a cost-saving strategy. Always consider what’s best for your brand and your team.

 

Your Curated Guide to Virtual CX Events

Your Curated Guide to Virtual CX Events TW

Where’s the party at?…. In front of your computer.

With the coronavirus not ceasing anytime soon, what options do conference attendees have? Go virtual! You are now able to attend brilliant learning and networking opportunities, from the comfort of your couch.

Now more than ever, companies are searching for technology to deliver on customers’ growing demands. Circle these CX events on your calendar to gain insights about the latest CX innovations, how COVID-19 is changing customers’ expectations, and dive into the smartest strategies to deliver standout customer experiences.

Here is our curated list of must-attend events.

Customer Contact Now Virtual Roundtable

Date: July 28, 2020
Description: Free half-day online event for 25 senior-level customer service professionals with a keynote by Shep Hyken.
Request to attend here.

Flower Arranging with Kustomer and Alice’s Table

Date: August 20, 2020
Description: Stuck at home? Miss traveling? Miss the camaraderie with industry peers? Trust us, we get that it has been tough being at home all day, but in the spirit of #alonetogether join Kustomer & Alice’s Table for a fun flower arranging workshop!
Request to receive farm-fresh flowers here.

Consero’s Knowledgebridge: The Contact Center Consero

Date: August 20, 2020
Description: Consero brings the world’s most senior executives together to build relationships and share knowledge through uniquely valuable events.
More info here.

CCW at Home

Date: August 24-28, 2020
Description: Learn from the most innovative brands in the world. Discover the latest CX technology. Join sessions on today’s challenges, priorities, and focuses on impacting customer contact executives and business leaders most.
Bring CCW experience home here.

Consero’s Knowledgebridge: The CX Program

Date: September 1, 2020
Description: Consero brings the world’s most senior executives together to build relationships and share knowledge through uniquely valuable events.
Register here.

ElevateCX Denver

Date: Septemper 4-5, 2020
Description: Learn from your industry peers about trends in CX, hear thoughtful advice on growing and scaling teams, and get insight into how legacy brands are evolving their customer support solutions.
This is still an in-person event. Register here.

CCW Online Summit: Customer Experience Trends, Challenges & Innovations

Date: September 22-24, 2020
Description: At CCW Online: Customer Experience Trends, Challenges & Innovations, we’ll reveal the latest on what customers are expecting from the experience — and what it takes to deliver. From journey mapping, to analytics, to technology, to digital engagement, to agent empowerment, you’ll know how to create the unbreakable connections that drive customer loyalty, advocacy and revenue.
Free online event registration here.

Kustomer Conference

Date: October 2020
Description: We’re back for our most exciting event of the year, The Kustomer Conference! Join us for a jam-packed all-online experience as we reveal new product updates, Kustomer’s roadmap for the future and more. We will bring you insights from the brightest minds in the CX space and give you interactive opportunities to network with your peers. You don’t want to miss this event!
Stay tuned for more details as we reveal the date, agenda and speakers.

Shoptalk’s Retail Meetup

Date: October 20-22, 2020
Description: Shoptalk Meetup is retail’s first digitally native event! It’s a fun, productive way to connect online with the people you know and meet the people you don’t–in a friendly and open environment. It’s like being at Shoptalk, but without going through TSA.
Register here.
 

Stay up-to-date on new and upcoming events throughout the year here.
 

The Kustomer Internship Experience in a Remote World

The Kustomer Internship Experience in a Remote World TW

A lot has changed in the past six months, including the way that we all work. As a rising senior at Franklin & Marshall College, majoring in business, I’m finishing my second summer as an intern in the sales operations department. As I reflect on the internship experience here at Kustomer, I’ve expanded my knowledge and stretched my skill set, while also learning to work in this new, remote normal. Here are some insights I picked up along the way.

Diving Into the Sales Operations World

My first summer at Kustomer was a great learning experience. I was finishing up my sophomore year of college, had just switched my major from biochemistry, and was looking for a way to learn more about working in a business environment. Working in sales operations, my job centered around Salesforce administration at first, but has since evolved to include more interdepartmental and substantive work. I’ve been fortunate enough to work on projects alongside marketing operations, customer experience, sales enablement, and sales leadership. The projects have covered a wide range of areas, including tracking pipeline, researching CPQ software, and reassigning sales territory, among others. My time at Kustomer has given me the chance to gain insights and experience in several areas of the business.

Interning in a Remote Environment

When I was asked to return for a second summer, I was thrilled to rejoin the Kustomer team. This time, however, due to the coronavirus pandemic, my second summer at Kustomer looks very different from the first. On the plus side, not having to commute from New Jersey means I get to sleep much later, and I certainly don’t miss the crowds at both Newark and New York Penn Station. I do, however, really miss the one-on-one interaction I had with my team at Kustomer last summer. While working from home and not seeing my coworkers at the office has been different, Kustomer has made it a smooth transition with the help of Slack and Zoom meetings, and I’ve been able to continue to get my work done and to keep in touch with my team and the company as a whole. Other than not being able to go to the office and meet in-person, my internship experience has been similar to last summer. I’m able to work on the same kinds of projects, build upon the same skills, and continue to make similar contributions, while learning new skills and about how the business works holistically.

Being a Part of the Kustomer Community

I very much value the opportunity I have been provided to get so involved in the day-to-day operations of the company as an intern. I don’t think that I would have gotten so involved if I had been interning somewhere else. I have been given the opportunity to truly see what working in sales operations full-time is like, and am much more involved in major projects and tasks than I expected to be going into an internship. This involvement is a huge source of motivation for me.

Most importantly, however, has been the interactions I have had with my colleagues at Kustomer. I’ve been made to feel like part of the team, which was another major reason I wanted to return for this summer. I have learned so much from the colleagues I worked alongside, and admire the vision of the company and its leadership. I felt welcomed from the start. On my first day, Brad Birnbaum, Kustomer’s CEO, invited me and the other three new hires who were starting that day to breakfast. I see this as one of the best examples of the Kustomer environment and the values of the leadership team. Before I had officially started my first day at 9:00 AM, I had not only met the CEO of the company, but had been given the opportunity to talk to him and hear about Kustomer from his perspective. The company as a whole shares this sense of community and welcoming that far exceeded my expectations, even in a remote environment. I’m excited to finish out my second summer at Kustomer in a few weeks, and I am so glad I was able to gather valuable experience and meet so many interesting and special people. I’m excited to see what the future holds for me personally, as well as for Kustomer!

 

How to Use Kustomer Data to Help Forecast Headcount

How to Use Kustomer Data to Help Forecast Headcount TW

As COVID-19 cases began to spike in February and March of 2020, the economy slowed. Many companies were faced with the difficult decision to layoff or furlough a percentage of their workforce to stay afloat. As we move into the summer months, there have been modest gains in economic activity and employment growth. Reuters reports that approximately 25% of private-sector jobs have since been recovered out of those lost in March and April. Still, recovery has been slow as many contemplate future waves of the virus.

Considering the uneven terrain of our current economy, workforce management has become even more critical to maintaining profitability. It also promotes the health of your customer service team. If you’re running a skeleton crew and looking for ways to justify an increase in headcount for your team, read on.

How Kustomer Data Can Help

There are a handful of important metrics within the Kustomer platform that can help you understand whether your team is over- or under-staffed: inbound messages, average handle time, and agent capacity. For the purposes of this exercise, we’ll focus primarily on a single channel: chat.

Here is the major question to consider: what does the data tell us about staffing needs and restrictions? Additionally, how many agents do we need to staff so that all chat customers are served immediately?

Let’s say that you’re an up-and-coming retailer in the Atlanta area. You currently have a 10-person team that handles all of the incoming chat conversations on your website. Each of these agents is trained to handle five chat conversations at a time. Collectively, their average handle time is five minutes.

Every agent works an eight-hour shift. They take multiple breaks throughout the day that add up to approximately one hour; they work for approximately seven hours per day. Thus, every agent is capable of performing approximately 420 minutes per shift (seven hours is equal to 420 minutes). Sixty minutes divided by an average handle time of five minutes means that each agent could theoretically complete 12 conversations per hour (if not multitasking). If we multiply that number by agent capacity (five, in this case), we can speculate that an agent can handle 60 conversations per hour.

If an agent can resolve 60 conversations per hour, and each of those conversations has a collective average handle time of five minutes, then an agent is capable of performing 300 minutes of work in an hour (in the eyes of our reporting). Finally, when thinking through the amount of work an agent can handle in a shift, that number is 2,100 minutes of chat work (300 minutes multiplied by seven hours).

As the lead of this team, you begin by pulling the average inbound messages per hour within the Conversations tab of your Standard Reports. Break up the data by day of the week. You notice that Mondays, on average, see a typical volume of 6,000 inbound chat messages. Again, if we multiply the total number of messages by our average handle time (five), this represents 30,000 minutes of chat work that needs to be completed on each Monday. If we divide those 30,000 minutes of chat work by the 2,100 minutes that an agent is capable of completing each shift, we can guess that we need approximately 14 agents working on Mondays to serve all of the chat customers as they arrive.

You can replicate this process across all days of the week, or certain seasonal spikes, and even apply this method to other channels. With further calculation, you could provide an hourly view of necessary coverage for inbound chats as well.

One final disclaimer: the important thing to remember here is that we are using past performance to forecast the future. Thus, it will not always be a perfect predictor of future staffing needs. It’s important to regularly monitor the ebb and flow of inbound messages to ensure that your team is adequately staffed.
 

6 Mental Health Tips for Working Remote

6 Mental Health Tips for Working Remote TW

Remote work can be challenging and hard on us as individuals. Many of us are learning how to manage our home lives and work lives in a time of uncertainty. And while we’re adjusting to the ‘new normal’ of working from home, many of us are also adjusting to working in environments where we are isolated from each other. Together, all of this can take a hit on our mental health. And while often ignored, as you are managing other aspects of your life, it’s important that you prioritize your wellbeing and practice self-care in order to stay happy and productive.

Here are some ideas to help boost your mental health during this time:

Create a Routine

While there are many factors beyond your control right now, it’s important that you keep and establish structure where you can. This includes building a new schedule; including setting your wake up time, core work hours, scheduling breaks and carving out ‘you’ time. Building out your day in a thoughtful way may take time, but test out what feels right for you and your needs. And while it’s important to outline your goals and tasks for the day, it’s also important to schedule breaks and fun activities. Time away from your screen will give your body and mind a well-deserved break. These routine’s are essential in maintaining boundaries between work life and home life, as well as keeping us productive, on track and feeling good.

Stay Active and Incorporate Wellness Into Your Day

Maintaining an active lifestyle may seem tough during these times, but now is the time to incorporate wellness and activity into your routine. If you used to go to the gym before commuting to work, try building out time for an online fitness class prior to turning your computer on in the morning. If you feel comfortable going outside, going for a walk is another great way to incorporate exercise, break up your day and get some fresh air. This is also a good time to try something new as many apps and websites offer free trials and subscriptions to get you started. Yoga and meditation are two practices that promote balance and can allow you to mentally clear your head. No matter what you choose to do to stay active, regular exercise and wellness activities are a great way to boost your mood and keep you grounded when in isolation.

Stay Connected

Many of us can no longer rely on regular run-ins by the coffee machine or lunch dates to stay connected to each other. It’s important that while in isolation and working remotely that we maintain healthy relationships with our coworkers, family members and friends. Take time to think about how you can stay in touch with each other and find ways to virtually check-in. Whether that be a phone call, zoom date, virtual coffee or happy hour, staying in touch is vital to combat loneliness. Being able to lean on others and support one another goes a long way during this time.

Recognize Your Needs

We are all different, with different situations, needs and responsibilities. What works for one person may be much different than what works for another. Now is the time where you may need to sit down and assess, what is working and what is not working for me? Do you need to define ‘heads down’ work time? Are you finding you need to make adjustments to your work space in order to be more productive? Do you need to adjust your schedule due to family needs? Making these adjustments to create an environment that supports your needs will positively impact your mental health, stability and productivity.

Cut Yourself Some Slack

During this time, many of us may feel the added pressure to prove we’re being the best employee, family member and friend that we can be. Add in a global pandemic and this can result in added stress and times when we feel overwhelmed. And while some days will be harder than others, it’s important that we recognize these emotions and remember that it is okay to not be okay sometimes. Listen to your body and mind and take physical and mental breaks when you need to in order to make tomorrow a better day.

Try a New Hobby

It’s no surprise that week after week our lives can feel like we’re continuously spinning on a hamster wheel. If you feel like you’re in a rut but find yourself with free time that you did not have before, think about picking up a new hobby. Have you been wanting to learn how to cook a new dish? Are there home improvement projects that you’ve always wanted to complete? Have you always wanted to try brewing your own kombucha? Use the time you normally spent commuting to and from the office to pick up a new hobby or skill. There’s no time like the present!

We are all trying to get used to a “new normal”, and it’s sometimes easier said than done. Try to practice patience and compassion with both yourself and those around you, and prioritize your wellbeing when possible. For more remote work best practices, check out our infographic here.
 

Kustomer Acquires Automation Technology Company Reply.ai, Accelerating Kustomer IQ’s Intelligence Platform To Help Companies Effectively Scale Customer Service

Kustomer Acquires Reply.ai TW

Reply is the first acquisition for Kustomer, reinforcing Kustomer’s commitment to AI and machine learning capabilities throughout the customer journey. With Reply, Kustomer will now offer enhanced chatbot and deflection capabilities through its customer service platform.

New York, NY – May 14, 2020 — Kustomer, the omnichannel SaaS platform reimagining enterprise customer service to deliver standout experiences, announced today it has signed an agreement to acquire Reply.ai, a customer service automation company founded in 2016 that helps companies scale intelligent customer service without compromising experience. Reply leverages artificial intelligence and machine learning models to improve agent efficiency through self-service chatbot and deflection capabilities. This announcement comes on the heels of the expanded roll-out of Kustomer IQ, the artificial intelligence engine embedded across Kustomer’s CRM platform. With Reply, Kustomer can provide even deeper intelligent self-service and assistance via Natural Language Processing (NLP) based chatbots, enhanced omnichannel customer deflection and machine learning based response suggestions. Madrid based Reply will also accelerate Kustomer’s European growth by significantly increasing its presence in the region.

“We believe artificial intelligence is essential to helping today’s enterprises scale customer service and efficiently deliver exceptional results. We recently rolled out Kustomer IQ to meet the growing need for companies to have access to the power of AI, and with today’s acquisition, we continue our investment in bringing self-service tools and intelligence capabilities to our clients,” said Brad Birnbaum, CEO and Co-Founder of Kustomer. “Reply has built deflection and self-service chatbots that help companies effectively deflect initial customer communications at an astounding rate of 40 percent. This means that almost half of all initial customer communications can be successfully resolved without requiring live interaction with a service agent, bringing greater efficiency to the entire customer service function. We are excited to welcome co-founders Omar and Pablo Pera and the entire Reply team of world class data scientists and engineers to the Kustomer Krew.”

The Reply suite of tools include deflection capabilities that look at historical and contextual data, continuously improving over time, as well as deflection widgets that can be embedded in forms and email, and features a powerful information retrieval system that extracts relevant answers to customer questions from a company knowledge base. Reply also features a platform to build chatbots that can be deployed across multiple channels and languages, and agent-assist tools that suggest relevant answers to messages and subsequent actions, such as routing or auto-tagging conversations.

“We are excited for Reply to join Kustomer and share its mission to make customer service more efficient, effective and personalized. As a long-time partner of Kustomer, we are able to seamlessly integrate our deflection and chatbots technologies into Kustomer’s platform and help brands more cost-effectively increase efficiency. We look forward to working with Brad and the entire team,” said Omar Pera, Co-Founder of Reply.

“By leveraging advanced AI capabilities and Kustomer’s robust CRM platform, combined with self-service deflection tools, Kustomer is uniquely built for the needs of today’s enterprise companies,” adds Birnbaum. “Since 2015, we have been committed to revolutionizing customer service and today’s acquisition of Reply marks one more step in our journey.”

For more information about Kustomer, visit www.kustomer.com

About Kustomer
Kustomer is the omnichannel SaaS CRM platform reimagining enterprise customer service to deliver standout experiences. Built with intelligent automation, Kustomer scales to meet the needs of any contact center and business by unifying data from multiple sources and enabling companies to deliver effortless, consistent and personalized service and support through a single timeline view. Today, Kustomer is the core platform of some of the leading customer service brands like Ring, Glovo, Glossier and Sweetgreen. Headquartered in NYC, Kustomer was founded in 2015 by serial entrepreneurs Brad Birnbaum and Jeremy Suriel, has raised over $174M in venture funding, and is backed by leading VCs including: Coatue, Tiger Global Management, Battery Ventures, Redpoint Ventures, Cisco Investments, Canaan Partners, Boldstart Ventures and Social Leverage.

About Reply.ai
Reply.ai helps brands scale customer service by providing AI-powered solutions that instantly resolve common customer questions on chat and ticketing channels. The two core products, Deflect for Ticketing and Deflect for Chat, reduce consumer frustration and deliver 24/7 personalized service, ultimately increasing self-service effectiveness and support team capacity. Reply’s customers, like The Cosmopolitan Of Las Vegas, Vail Resorts, Honeywell, Glovo and Paula’s Choice, rely on Reply for innovative and industry-focused solutions to customer service problems. Reply was founded in 2016 by former Google and CERN engineers and is headquartered in New York City and Madrid, Spain.

Media Contact:
Cari Sommer
Raise Communications
cari@raisecg.com
 

How to Stay Sane While Working Remote

How to Stay Sane While Working Remote TW

Remote work has long been controversial. While tools that support remote work have been widely available for some time, prevailing attitudes have not been disrupted as quickly. Companies have tried to create balanced policies everyone can agree on, but the issue is complex because each employee is different. Opinions can also differ greatly by department or even by job function. Your sales manager’s personal policy will not be the same as your engineering lead — trust me. All of this is to say that there’s no silver bullet that will put this debate to rest. But let’s be honest, many of us won’t be working in an office for quite some time, so here are a few simple ways to make the most of a week while working remote.

Create a Space to Work

Swapping your commute for the distance between your bed and home desk might seem like a win, but it’s important to not undervalue what a commute provides. A commute signals that it’s time to clock in or clock out. It forces you to plan ahead and keep a schedule. It gets you out of bed at an exact time so you’re not late for that 9am meeting. And once you show up to work, you show up. There’s very little tolerance for napping or strutting around without pants on in an office––not so much while working remotely! This is why it’s so important to create a dedicated home office and routine.

First, dedicating part of your home into an office should not be more involved than it has to be. It doesn’t make sense to buy an Aeron chair and a wall of monitors if you live in a small apartment or are on a tight budget. Refrain from renovating your living room into a corner office. Instead, appreciate that your work-life balance is now a work-life harmony. The two are sharing the same space and must coexist. So if this simply means having a chosen area for your work computer, then great! (But maybe put a potted plant or two down while you’re at it). Your dedicated work space will let you know when it’s time to work and will help keep you organized.

Speaking of being organized, it’s incredibly important to keep your office space clean. We’re living in extraordinary times and if you read the news on a daily basis it will quickly feel like everything is out of control. Your work space shouldn’t feel equally out of control. Maintaining a clean space will help you keep a sense of order and, frankly, it will give you something to do. I don’t know if you’ve noticed, but the list of available activities has shrunk dramatically in 2020. If there’s one takeaway from reading this, learn to love to clean and thank me later.

Shut Off in the Evening

Most people understand what time they’re going to start working in the morning, but less plan for when they’re going to wind down. Since you now work where you live, it can be harder to know when your work day ends. And it can often feel like companies today are “always on.” Whether it’s a new email, slack message, or even a Kustomer notification, there’s no shortage of applications vying for your attention. And while being virtually available and super connected always gives us ways to be productive, individually we need to recharge. It’s just as important to schedule this time as it is to schedule your next meeting. So before you open up your laptop to start a new work day, have an approximate goal of when you plan to close it.

Share What Works

Lastly, understand that while you’re creating a routine around this new normal, your colleagues are experiencing their own version of the same thing. It’s important to stay connected with them and talk about what is working and what isn’t. Nobody is expected to have all of the answers right now, and for many of us this working environment is very new. But remember that teams are built to solve problems together.

Check out our infographic for more tips on how to successfully work in a remote environment.
 

3 Ways Customer Service Teams Must Adjust During COVID-19

3 Ways Customer Service Teams Must Adjust During COVID-19 TW

Life has become a series of trade-offs and workarounds in light of the pandemic. Curbside pick-ups are my new norm. My inbox is a litany of order confirmations and estimated delivery times. Last weekend, I drove to a local hardware store and found the following handwritten message on a sign at their front door: “Know what you want. Get in and get out.” At times, my interactions with people feel purely transactional.

The world has changed, and customer service is changing right along with it. Businesses are being challenged with a paradoxical conundrum: how do we retain our humanness? How do we maintain trust in a time of uncertainty? Below are three ways customer service teams must adjust in light of the global pandemic.

Empathy Is #1.

Companies who approach customer service with a deeper level of empathy are more likely to maintain loyalty and win new business. This concept is not a newfound revelation. In fact, The Empathy Business has studied the efficacy of empathy in business for years. And what have they found? Organizations that focus on the “emotional impact” they have on employees, customers, and society are valued higher and earn more than their counterparts.

In the world of COVID-19, empathy is even more desperately needed. Quarantine measures and social isolation mean a rise in loneliness and other mental health issues. Think about it this way: what if your organization delivers the only social interaction an individual will experience for a full day? Armed with that information, how should you change your customer journey?

Start small. Use your data. Study the way your customers use your tools and services. Where are they running into roadblocks? Where are you making your customers’ lives easier? Take note and adjust. Document your FAQs in an accessible location, like a Knowledge Base. Have the patience to clearly explain the nuances of your business and policies. Above all else, practice kindness in all of your communication.

“One-Size-Fits-All” Won’t Succeed.

As the pandemic spreads, we’ve seen a spike in conversations for many of our clients. And according to a recent survey by Kustomer, there has been a 17% increase in inquiries across industries. With this influx in communication, it no longer makes sense to force every customer to call the same number to contact your company. Instead, it’s time to get smart about the channels you employ to manage customer interactions, and it’s time to invest in a fully-fledged omnichannel experience.

But beware: you should avoid blindly adding new service channels without a strategy in place. Dig deep into your customer personas and understand their respective beliefs and behaviors. McKinsey notes that “not all customers are the same, and it’s how they differ in their behavior and preferences—particularly on digital—that should have an outsize influence on how service journeys are designed.” Keep this in mind, too: a small percentage of customers — classified as the “offline society” -— may suddenly be forced into adopting digital communication in light of shelter-in-place orders. Take these different customers into account when adapting your customer service strategies.

Automation Is a Necessity, Not a Luxury.

As we’ve seen an increase in the number of inquiries, we’ve also seen an increase in the need for artificial intelligence and machine learning technologies. Agents can become easily overwhelmed by an onslaught of new messages. AI can automate some of the more tedious tasks that those agents might encounter, thereby freeing their time for more important work.

Consider how you can deflect commonly asked questions and save your agents valuable time. Let’s say you’re an airline in today’s world. With the rise of the pandemic, you’re being flooded with requests for information about your refund policy. Instead of directing your team to answer each inquiry individually, you could use automation to serve up pre-written articles that align with the inquiry’s keywords. Not only do you protect your team’s time, but you also deliver a better customer experience as customers receive near-instant answers to their questions. Beyond that, unsuccessful deflections can provide a treasure trove of data to guide your future content.

Those who adapt and adjust their strategies now can influence their fate in the post-pandemic world. The opportunity is there. We have to be good stewards of our time and resources to capitalize on it.

Predict Customer Needs with Kustomer IQ

 

Save your team time and money with AI for Customer Service

Customer service teams are being asked to do way more with much less, and here at Kustomer we want to ensure that your team has all the tools to be as efficient and effective as possible. It’s impossible for teams to achieve this without eliminating manual, time-consuming work, like sifting through queues, escalating issues, or processing transactions.

Identifying the intent of every conversation might be step one in a service interaction, but automating this process transforms how you operationalize support, driving efficient customer service that keeps customers and agents happy.

 

 

Intent Identification, the newest and most powerful feature of Kustomer IQ, analyzes and classifies inbound conversations, and uses those new attributes to trigger process automation that takes work off your team’s plate. In other words, machine learning analyzes your historical data to predict a customer’s intent for contacting customer service. It can also tag spam conversations, as well as automatically flag urgent conversations that need to be prioritized.

Here’s how it works.


  • STEP ONE: First, users select what they want to predict.
  • STEP TWO: Once you select what you want to predict, the tool checks to see if there is enough data that can be used to accurately make a prediction.
  • STEP THREE: If everything checks out, the system is trained to detect specific language in messages.
  • STEP FOUR: Users review the model for expected accuracy.
  • STEP FIVE: Once the training is complete, the model is ready for use and deployed. Intent Identification will tag inbound messages which can then trigger process automation.

Emily Marcogliese, Head of Customer Service from our partner at thredUp recently shared, “Kustomer IQ has had a tremendous impact on my team’s efficiency. Machine learning instantly identifies the purpose of every inbound conversation, then intelligently routes each customer to a specific team based on their contact reason, such as orders, returns, or clean out. Rather than spend time manually routing conversations, my team can focus on delivering personalized service and resolving issues quickly to decrease customer effort.”

Intent Identification in action.

Once conversations are analyzed and classified, Intent Identification can unlock powerful automation. Here are a few of the ways it can be put into action:

  • Automate Rules: Our rules engines can automate any process, like escalating unhappy customers to more knowledgeable teams, or execute transactional interactions like refunds, returns or status updates.
  • Route Conversations: Instantly and accurately route conversations to specialized teams based on how you classify customer outreach, such as by contact reason or product line.
  • Send Auto-Responses: Responses to your most common questions can be automated, freeing up valuable time and energy.

Read more about Intent Identification in our Help Center, and check out our pricing page to view our Kustomer IQ packages.

 

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