Healthcare is a sensitive topic for a lot of Americans. It’s become top of mind for many who have seen loved ones sick. We all want to be healthier and have a better quality of life, but unfortunately customer service in healthcare has one of the worst reputations, and people want to veto the experience all-together.
While doctors, nurses, and all healthcare support staff are busy trying to save lives, it’s no secret they are overworked, and the priority in the patient experience can fall to the bottom of their priorities. It is often a thankless job, but fortunately, there is an opportunity to serve the community in an outstanding way that your competitors are lacking.
Why Customer Service in Healthcare Is Important
Keeping up-to-date with the latest medical advances has always been a priority for the healthcare industry, but this means new technology and the opportunity to improve the administration and patient experience can fall behind. With lives on the line, it’s almost a no-brainer where to invest when trying to allocate limited resources.
However, latest consumer trends and research make the lack of customer experience impossible to ignore. Healthcare is contending with evolving patient demands. People want more out of their experiences. Personalized experiences have become the norm in industries like retail and hospitality. According to research conducted by SalesForce, 69% of consumers say one extraordinary customer experience raises their expectations of other companies, and 57% of Americans say the healthcare industry cares more about their own needs than the patient needs.
Younger generations are prioritizing a better quality of life and they’re not afraid to go elsewhere to get treated the best. In the same Salesforce survey, 83% of millennials wanted a mobile app for health coaching and 79% wanted 24/7 text messaging abilities. Compared with other generations, they are especially accustomed to having their needs met in a personalized way and their customer experience in healthcare has been incredibly jarring.
Common Patient Complaints
Healthcare administration staff might be surprised to know that patients dealing with unfriendly staff is not the number one complaint. Although a rude receptionist can sway their entire experience at the clinic or hospital, the biggest complaints are scheduling difficulties, waiting too long, and confusion with insurance and billing. Unsatisfied patients did rank high in feeling like they weren’t heard and did not think they had enough time with the doctor, but it wasn’t the most outstanding problem.
This provides some good news for those in healthcare. A lot of the problems can be fixed with automation and technology. By hiring additional chat support staff, which tends to be cheaper than hiring in-person personnel, you can also quickly address issues and customer scheduling concerns that can be done outside of the office and in the comfort of the patient’s home.
How to Provide Excellent Customer Service in Healthcare
A patient-centric approach is critical to transforming the overall customer experience. People want a seamless experience and this can be provided to patients by offering various communication touchpoints. You might think good service begins with the people, and you’re not wrong. However, setting up good tools and efficient systems will only make the training process easier and more scalable.
People in the end want to feel like they matter and that their concerns are heard. Doctors have limited time, so this offers an excellent opportunity for customer service staff to thrive. By having the right systems and processes in place, you can collect patient feedback and address it in a timely manner.
Kustomer: The Healthcare Customer Service Solution for You
There are a number of ways Kustomer helps the healthcare industry and their patients. First and foremost is keeping up-to-date with HIPAA compliance so that patient data is safe and secure.
Additionally, through the use of AI, Kustomer automates manual tasks, routes conversations, and answers commonly asked patient questions to help people self-serve before talking to customer service.
Kustomer has developed a handy guide that outlines what consumers expect from the patient experience here. With a survey of over 550 US-based participants, Kustomer uncovered that 79% of individuals say service is extremely important when deciding where to do business. In the guide, you’ll learn how to drive more revenue through prioritizing the patient experience.
If you’re interested in requesting a demo or would like to know more about how Kustomer helps those in the healthcare industry, find more information here.
It’s undeniable — the retail landscape has changed for good. While the past year forced consumers to shop in a whole new way, it also drastically accelerated digital transformation in a matter of months. Brands and consumers alike, who may have been hesitant to buy and sell online, are now embracing digital customer experiences like never before.
But one thing hasn’t changed: consumers still want consultative, personalized experiences throughout the buyer journey. So how do you deliver in this new digital world?
On June 24th, the best and brightest gathered [virtually] to explore what the future of CX looks like for e-commerce, what consumers expect from a modern customer experience, and how to transform service organizations into a full blown revenue driver through consultative, full-funnel support. Here are our key takeaways.
Stand Out Experiences = Standing Out From the Competition
Delivering stand out experiences — personalized and human experiences that can surprise and delight a customer — is the most successful way to stand out from the competition. Many smaller brands may not be able to compete with the Amazons and Walmarts of the world, but by building personalized relationships, direct-to-consumer brands can win.
“Everyone knows that we can’t beat Amazon on price or convenience. So as long as these two metrics continue to be the primary selling point for customers, we’ll always be playing catch up and that’s a pretty rough place to be,” said Kristen LaFrance, Host of Resilient Retail and Senior Content Marketer at Shopify. “That personal, human experience that differentiate smaller brands from the existing industry giants, now that’s the key to building an engaged community that chooses you and your brand every single time. So what does it take to build a fanatical fan base in 2021? Well, it’s all about changing the stakes of the game.”
LaFrance goes on to explain that you can’t fake community. Mega corporations simply can’t provide genuine relationships with consumers, and brands should only optimize and digitize so long as they can continue to personalize the experience for the customer, for the person who wants to invest in the brand story.
Chance Riley, Director of Growth at Cuts Clothing, explained how they are able to deliver unexpected moments via text. “SMS was a great way for us to just get those urgent new product launch announcements out, or maybe a sale announcement… and we still do that of course, when those moments arise. But we’ve been able to get more personalized and deepen those customer relationships. Sometimes even despite our best efforts, customers might receive a product launch document or a sale announcement through SMS, something that we’re really excited to share with our customers and [a customer] will respond to the text saying something like, you know, that’s great and all, but my last order hasn’t been shipped yet. So what’s up with that? And as a customer we all know there’s nothing worse than the feeling of just being ignored. And before we implemented the Kustomer integration, that’s really in a way what was happening — if you replied to a message with that, “hey, what’s up with that” response, you’d received just an automated response. And now instead of being totally blown off, with the Kustomer integration we’re able to really engage with those customers in a more human way.”
Brooklinen likes to deliver surprise and delight moments with customers to build lasting relationships. Caroline Nolan, Customer Experience Manager at Brooklinen, explains with this example: “We’re trying to bring ourselves into the world of sort of the unexpected, that sort of surprise and delight for customers. Maybe someone reached out to us over Twitter to say, you know, I love your sheets. I wish you still had this specific color. It was my favorite and my cat scratched it. We might know that in the back of the warehouse there’s actually a brand new set of that color. We can send it to customers and just sort of make their day… I think that is what everyone’s looking for, that personalized experience. Someone mentioned that they’re moving into their new apartment and that’s why they’re looking at our sheets. Maybe we have a way of giving them a little something special.”
Happy Agents Mean Happy Customers
Building trust with your consumers can be difficult — especially after something has already gone wrong. But by empowering agents to address problems with empathy and humanity, and training them to truly listen and act on customer concerns, brands are able to communicate how much a customer truly means to them. Happy agents often do directly translate to happy customers. And it’s important to ensure that agents have all of the technology and strategy at their fingertips to ensure their jobs are as easy as they can possibly be.
Says LaFrance, “We need to ask ourselves what does trust actually mean? And how do we build it in a way that’s healthy and ethical for both our brands and our customers? I always try to think of relationships between brands and customers in a similar way to relationships between two average people. And that means that those connections develop gradually. So clicking on a Facebook ad for a water bottle is a lot like swiping right on bumble. It’s not a commitment but it’s an invitation to a broader conversation… Trust grows from meaningful, open dialogue. It’s really hard to trust somebody if you don’t feel like they’re listening to you. It’s hard to trust someone that says they value your input but never act on it. It’s hard to trust somebody that treats you as a data point.”
Riley agrees that the best way to build brand loyalty is through trust. “It only takes one bad experience to completely destroy [trust]. So to us, we try to remember that and put our best foot forward. Every product we put out, every marketing message, every customer service interaction. And we’re always trying to keep that in the back of our mind because if we can consistently do that, then brand loyalty follows.”
Lauren Panken, Senior Systems Manager, UNTUCKit, also understands that building trust starts with the agent, and she tries to do all she can to ensure they feel empowered. “I think that’s the biggest part of any customer service manager’s job is keeping the agents happy, because those emotions and those attitudes directly relate to how I think the customer experience will go,” says Panken. “Let’s say you start your day off super happy and excited. And then you get thrown off because you have a bad customer experience… we’ll take care of you if that ever happens and we’ll give you the tools to kind of resolve that within yourself so that you have those tools that you can take from your toolbox to know how to manage an interaction like that. I want to make sure that all of the agents are an extension of our team… and I want them to recognize that they’re not secondary.”
Laura Gramlich, Customer Experience Manager at SKIMS, thoroughly understands the importance of keeping agents happy while also ensuring they grow within their roles. “The last thing I would want to do is lower morale with my team. I think keeping up that morale and kind of having us be a front as a group, instead of individuals, is really important in terms of just working together,” says Gramlich. “If I see anyone slipping or having obviously a lower score than normal, I’ll kind of identify that together. But I never give the numbers out as a large group like: this person got this. I think just making sure everyone feels like they’re a part of that team … is really important.”
Nolan of Brooklinen thinks that CX technology tools have a huge part in making agents’ lives easier. “The ability that Kustomer has to have everything in one timeline, [the integration with] Convey updates regularly to say: here’s the tracking information… Maybe a shipment has been paused or there might be a weather delay. We can see that on the Kustomer Timeline. So our agents don’t have to be moving around from tab to tab and trying to grab the correct tracking information… I think having everything in one place especially during our busiest time is super important.”
Customer Service Channels Are Changing
According to recent Kustomer research, preferred communication channels are changing. While older generations still prefer more traditional channels like phone and email, younger generations lean more heavily on digital-first channels like chat and SMS. Direct-to-consumer brands are seeing this as well, and reflecting it in their strategies.
Dan Brady, Customer Success Manager at Pura Vida Bracelets gleaned insights on channels through networking with other DTC leaders. “I’ve actually found that the more people I talked to, it seems like a lot of direct-to-consumer brands are kind of moving away from phones and focusing on some of these other channels that are offered in this day and age… I think anyone who’s a customer service manager realizes that phones tend to be the most expensive platform to be staffed on. They also have the longest average handle time. I know … some companies will have agents doing as many as three, four or five live chats at a time. That’s not feasible when it comes to phones. So we definitely made some adjustments but we definitely still wanted to allow customers the ability to leave a voicemail and know that they were quite literally heard and replied to in a timely manner. So true omnichannel, right?”
Gramlich at SKIMS also doesn’t utilize phones. “When we launched, it was like… what will we be doing in order to really be able to understand our customer? We didn’t really know who that customer was going to be. We had an idea but you’re never going to know until it happens, right? But we didn’t have phones. We only had email and of course, social media correspondence. We noticed that, because we are a high profile company, we knew we were going to have a large social presence. We’ve continued to have that. So DMs, Facebook, Twitter, et cetera, that’s been since the beginning. But during the pandemic we’ve launched SMS messaging, which has really been that sweet spot between phones and also live chat because a customer can still pick up their phone and message us at any time.”
Cuts Clothing thinks that usage of more digital channels will continue to grow. “SMS…. when we first started using it was fairly rare,” says Riley. “I wanna say there weren’t a whole lot of brands utilizing it. But now, of course, that’s changed significantly and I’d expect that to continue to be the case especially as customers become more used to being able to interact with brands through text. It’s kind of like the more brands that utilize the channel the more customers are comfortable interacting with brands in that way. So sort of like a flywheel effect wouldn’t be a surprise.”
But the true key to success is ensuring that the entire customer journey, across all channels, is consistent and exceptional. “Remember, your customers probably haven’t heard the term omnichannel and even if they have, it’s not something that they’re thinking about when they’re shopping at your store,” says LaFrance. “Instead of trying to set up sales pitches at every single touchpoint, our focus needs to be on creating a unified funnel where the point of conversion is flexible to the customer’s needs, regardless of how they got there. Basically true omnichannel is about a unified customer experience above everything else.”
Did you miss Kustomer’s Happy Shopping Conference? Don’t fret. You can watch the whole thing on demand right here.
A business could be doing everything right, but at some point they will receive a customer complaint. It can be easy to place blame on the customer. They might be rude or have unrealistic expectations. But businesses should see the unsatisfied customer as a growth opportunity. Very few businesses actually know how to handle customer complaints in a manner that is both respectful to the customer and shows them that you care about their business. Interested in knowing more? In this article, you will uncover three ways customer complaints are actually a blessing.
How to Handle Customer Complaints
If a customer is unhappy with your service or their purchase, they will likely complain. And it’s more critical than ever to address these complaints. According to Ruby Newell-Legner’s Understanding Customers research, it takes roughly 12 positive experiences to make up for one unresolved negative experience. The same research reveals that 70% of unhappy customers whose issues were resolved in their favor said they would be willing to come back. Not only is it critical for businesses to solve a customer complaint the first time, it can truly sway a customer’s lifelong experience with that brand.
According to an American Express survey, U.S. consumers were willing to spend more when companies provided exceptional customer service. In fact, they were willing to spend about 13% more. However, in that same study, 42% of shoppers said that companies were helpful but didn’t do anything extra to keep their business while 20% thought companies took their business for granted. Furthermore, 59% of respondents said they would try a new brand just for the better customer service experience.
While there’s always room for improvement, customer service provides a huge opportunity for your business to shine. If you can deliver an exceptional customer experience, your business will be able to steal market share from the competition.
A Personalized Touch Counts
The next step to navigating customer complaints is to train your customer service team to handle customer complaints empathetically, ensuring the customer feels valued and important. Businesses must capture customer feedback and respond to the dissatisfied ones immediately.
When a business ignores an unhappy customer, it makes them feel like their voice and opinion does not matter. Writing any wrong shows that the business cares and wants to continuously improve by addressing customer feedback instantaneously.
Active Communication Is Key
Customers are turned off by being kept in the dark. If you’ve received their complaint, acknowledge it and act quickly. The best way to handle customer complaints is actively communicating with your customer and letting them know you’re working on the problem right away. Your customer is already frustrated that things aren’t going their way. Don’t add to the frustration!
It’s important to apologize and listen carefully to what their needs might be. If the problem looks like it may take a few days to resolve, be sure to list out the next action steps and what a resolution would look like. Customers don’t want to wait four days to see if they’re eligible for something as simple as a refund. If you can answer some of these questions right off the bat, it’s going to make your customer feel better about the situation.
Empower Your Support Team to Go Above and Beyond
Support teams have a tough job and their hands are often tied when it comes to how to handle customer complaints. Additional positive touches can be critical, especially when a customer has complained. Can your support team give the customer a gift without having to escalate to a manager? How can you empower your support team to go above and beyond while they are in active communication with an unhappy customer?
For example, The Ritz-Carlton is known for its high-end customer service. The tourism and hospitality company has been able to create a loyal fan base. One of the many reasons they are known for their impeccable service is because they have empowered every employee to provide additional touches to make their guests’ experience exceptional.
If the bellhop, for example, overhears a complaint, he or she is able to take it into their own hands and offer free dessert, or another positive touch point, to that client. They do not have to go to the manager for permission or to escalate the issue. This gives power to the employee to quickly react to a customer’s complaint, and they are not held back by company processes in order to make a customer feel valued.
Connect With Kustomer:
Interested in knowing more about how you can deliver excellent customer service in the modern era? Feel free to download our free ebook about four key ways to deliver on customer needs. You can also check out our free report, What Consumers Expect From the Customer Experience, so that you and your business can begin implementing a great customer experience that goes beyond what your competitors are able to provide.
The world is rapidly changing and that’s good news for businesses in the e-commerce space. In a study conducted by The Global Consumer, more than one-third of global consumers purchased products online at least once per week. This means it’s more crucial than ever to focus on the e-commerce customer service experience.
These new statistics mean there’s a lot of room for growth in the e-commerce sector. If you’re a retailer, one of the most important points of contact for new customers is your customer service team, which means it’s imperative that they’re trained and up-to-date with the latest knowledge and know how to go above and beyond for your customers.
What Is E-Commerce Customer Service?
E-commerce customer service is the act of assisting new or existing online customers when they encounter questions or challenges they may have throughout the customer journey. It is the goal for an e-commerce customer service team to provide a pain-free, digital shopping experience for consumers.
An e-commerce business should look at all the ways a customer would interact with their brand and provide assistance for them throughout the digital customer journey. This could mean answering their questions directly on the brand’s website, via social media, or by telephone calls and emails.
The ideal e-commerce customer service experience means customers are never left hanging — no matter what. If you’d like to improve your customers’ experience throughout the buyer journey, here are four important elements you should be incorporating in your e-commerce customer service strategy.
1. Reduce Redundancies and Customer Friction
According to HubSpot Research, the most frustrating thing about interacting with an e-commerce brand is having to repeat their problem to more than one customer service representative. You can prevent this from happening by incorporating an omnichannel communication strategy that allows a customer service agent to see all the ways a customer has connected and interacted with your brand. Don’t take their problem for granted. If a customer doesn’t feel like you’re able to accurately, and consistently solve their problem, they will look elsewhere for a brand that does.
2. Provide Self-Service Options
Customers often dread having to reach out to a customer service agent. They prefer to find the solution to their problem on their own before having to interact with someone. Some of the cheapest ways to improve the customer experience is by providing more self-help and FAQ documentation for that customer.
If you’re noticing a pattern within your e-commerce customer service channels where customers are asking the same questions over and over, you might benefit from creating additional documentation on the website to help customers get what they need quickly without having to ask for help.
3. Replace the Sales Rep with E-Commerce Customer Service Agents
Customer service agents are wearing a lot of hats in today’s market. They’re not only expected to solve tough customer problems, but they’re also an extension of the brand’s image. They need to know how to best service their customers’ unique needs and personal tastes.
Today’s consumers are turned off by pushy sales reps, but they do love someone who is in their corner and recommending products that are relevant to them. However, it’s a fine balance to juggle these two worlds. It’s important to provide training for your customer service team so they can understand the difference, and learn how to recommend the best products in a way that’s authentic to the brand. Consumers want a personalized experience and you can deliver by having your support team lead them down a path that’s unique and relevant without being seen as salesy.
4. Take Customer Reviews Seriously
Many customers feel like they’re shouting into a void when it comes to delivering feedback to a brand. They’ve taken their time to answer a customer satisfaction survey and, if their feedback was especially negative, often don’t see changes in how the company handles the shopping experience. This is an area where you can really stand out from your competitors.
If you notice a customer has had a bad experience, don’t let their feedback go unnoticed. Reach out to them, offer to make it right, and let them know you value their opinion no matter what. Some of your harshest critics can turn into your biggest supporters if they see first-hand that you value their business and will do anything to make sure they’re satisfied.
Connect With Kustomer:
It can be hard to stand out from the crowd and grab a bigger piece of the pie in the e-commerce market. However, Kustomer is here to help! If you’d like to know more about how to differentiate yourself in the market and improve the agent experience for the customer, you can watch our ondemand webinar here. Delivering exceptional customer service requires companies to empower their team with the tools they need to succeed. Feel free to request a free demo right here and start creating stellar customer experiences today.
To facilitate more meaningful, long-term customer relationships, companies must focus on implementing solutions that offer both valuable and seamless support. With customers relying on agents to support their entire pre- and post-purchasing journey, there is a clear opportunity to optimize the customer experience by leveraging critical insight and assistive technology.
By equipping agents to support complex interactions and promote more proactive communication, companies can secure loyal customers that drive bottom-line results and prompt consistent growth in revenue.
Focus on Omnichannel Support
To operate in the digital era, companies must be equipped to support an omnichannel experience. With customers spending more of their personal time validating their purchases with pre-transaction support, they require access to agents who can effectively understand their entire contextual journey. By focusing on an omnichannel approach, companies can work to better understand their customers intentions and adapt support as needed.
According to Gabe Larsen, VP of Marketing at Kustomer, “Omnichannel support can often seem intimidating to businesses because they think they need separate teams to manage these separate channels through separate systems. Your customer data is powerful, but it often lives in other disparate systems making it a challenge to provide a complete picture of your customers. You need to implement a support solution that unifies that data and makes it easily available and actionable for your support team. And since your omnichannel strategy connects all your channels, data on customer interactions travels with the customer and moves as easily between channels as they do.”
As customers continue to utilize different channels, switching between self-service options, live chat, and traditional phone service, it becomes necessary to gain a line of sight into every aspect of the overall journey.
Additionally, when customers increase touch points by requesting support pre-transaction, companies must work to identify these moments to piece together a 360-degree view of the customer later on.
To achieve a more seamless approach, companies must implement Al solutions that ensure flawless escalation and increased efficiency. With modern Al technology, customers using a chatbot service can be swiftly routed to the most qualified agent to receive individual support. By pinpointing the exact moment of frustration or inefficiency, Al works to seamlessly adapt to the customers’ momentary needs, while providing the agent with the necessary contextual information to adequately handle the case.
Once agents gain access to this in-depth customer insight they can more effectively handle the unique influx of questions and services they are currently expected to provide. Companies can then work to provide a simplified experience as customers effortlessly switch between channels without ever having to repeat their inquiries.
Says Ryan Patchitt, Customer Experience Manager at Waldo, “Having that 360-degree customer view, it allows the agents in one click to have an understanding of, from the beginning, from that first order that the customers had with us, has there been any pros or cons throughout their journey? When looking at that, it allows the agents to say, ‘you’ve been with us for X amount of time, we can see that you needed your contact lenses now, a month ago, you seem to be running out at this time of the month, why don’t we change your plan to this?’ and it really helps the agents get a more personalized experience for our customers and it also saves a lot of time which is great for us.”
Once agents can effectively handle a more seamless flow of interactions, they can work to provide the more personalized and empathetic version of support customers are currently seeking.
We know customers do not want to be treated like a ticket number; they want agents to consistently recognize them on every platform and actually understand their intentions and goals. Identifying the customer is one thing, but providing meaningful and personalized support at every touchpoint takes a more comprehensive approach.
This level of support requires access to detailed customer data to go beyond simple recognition and support complex, meaningful interactions. Additionally, it demands streamlined back-end processes to allow agents to direct their focus on the most substantial cases.
“There’s no need to waste the customer’s or agent’s time by asking for repeat information Instead, that information is available at the click of a button, allowing the agent to personalize the customer’s experience by giving fine-tuned advice, addressing problems proactively, and suggesting other products or services the customer might enjoy. The result? An efficient but personal interaction that builds a lifelong customer relationship,” says Gabe Larsen, VP of Marketing at Kustomer.
To leverage comprehensive customer data, empower agents with Al tools like customizable insight cards that curate the context and tools needed to facilitate an interaction. With this technology, agents can process returns, issue credits, or rebook reservations all in a single platform. This keeps the most critical information in one place, allowing agents to focus on each interaction by avoiding distracting searches and inefficiencies. Additionally, it allows agents to more effectively act in an advisory role, recommending new products and services that may align with their value-driven mentality — increasing potential revenue opportunities.
To learn more about how to transform your contact center into a profit center, download our latest report produced in conjunction with CCW, right here.
To possess a customer-first mindset is not a new concept by any means. However, the past year has exacerbated many of the vulnerabilities that organizations had within their CX organizations, and some businesses lost sight of their customer-centricity.
CX teams have always, to some degree, been the face of a business. But with the recent shift to digital-first behavior, organizations were suddenly flooded with a higher volume of inquiries and a surging obligation to manage more critical touch points within the customer journey. By now we all know that consumers demand real-time information, and CX organizations need to ensure that their customers are heard, happy, and receiving the best customer experience possible with every interaction.
The pandemic illuminated the fact that there is a lot more work to be done, and we are only at the beginning of a long road to become truly customer-centric. So now that you’ve accepted there is an opportunity to adopt an even stronger customer-first mindset, how do you get started? With your team. Given the importance of their role, you’ll want to make sure that the people you are bringing on board are able to exemplify some, if not all, of the following top customer service characteristics:
Not all customers are happy when they interact with customer service representatives, so it is crucial that your team is able to withstand the heat of the moment, push through the tough conversations, and provide a dynamite experience no matter the circumstances. Measuring sentiment through your CX software will greatly help segment out the unhappy customers and take specific action on them to allow for more positive interactions in the future.
2. Multitasking Skills
The ability to juggle multiple priorities is crucial for customer service agents. Luckily this conundrum can also be solved with stellar CX software that allows for intelligent queues & routing, and the prioritization of specific customer profiles or channels. But your team still needs to manage their time appropriately, ensuring that they are responding thoroughly to the task at hand so they can seamlessly move from one conversation to another.
3. Thorough Understanding
Knowing the history of every customer will enable your team to better understand the frustrations being brought to their attention. With a quick assessment of the customer’s order history, previous CSAT scores, general sentiment, or loyalty status, agents have the tools at their fingertips to provide more immediate and personalized responses. This fosters more empathetic conversations that help resolve the issue at hand swiftly and efficiently.
Having all of the history of your customer’s relationship with your brand is just the beginning. Being able to be personable based on social cues presented by the customer will take the conversation to the next level. Customers want fluent conversations, not just transactional interactions. By giving your team the tools to pay attention to the details and personalize interactions, you’ll build a more engaged and loyal customer base.
Positivity ties back to resiliency in many ways, but with the increasing importance of CX, and the weight these teams hold in terms of customer loyalty and increased revenue, you need positive energy to be present in every interaction with your customers.
All of these top customer service characteristics are equally important, and they all can be enhanced with the proper set of technology tools. Having the right information, at the right time, quickens response rates and eases tensions with your customers. Knowing that your customer had a bad experience last time they interacted with your brand gives your team the knowledge to be even more empathetic and understanding when engaging in a conversation with them in the future. The examples are endless, but ensuring that you set up a foundation that allows you to automate miniscule tasks, organize conversations based on complexity or priority, and understand why customers are reaching out to you in the first place, will help your team’s best qualities shine through, because they will face less blockers in their day to day. With fewer barriers in their way, agents can adopt a customer-first mindset, and prioritize the customer in everything they do.
A whole new demographic of buyers were forced to do their shopping online in the past year, and leaned more heavily on customer service teams to feel comfortable and confident about their purchases. While post-transaction support, like order status and return initiation, likely will never subside, CX teams can now take on more of a revenue-generating advisory role, answering product questions or directing customers to better alternatives.
Kustomer talked to thought leaders in the customer experience space to understand what they think the future of retail CX looks like, how to re-create the in-store experience in an online world, and what tools and strategies brands should tap into in order to achieve this. Read on for a preview, and access the full e-book here.
The Shift to Digital-First
With most businesses closing their storefronts (at least temporarily) or minimizing capacity during the global pandemic, consumers were forced to shift their shopping online. While it is inevitable that commerce will partially shift back to brick-and-mortar once things go back to “normal”, there is now a massive new pool of consumers that are comfortable shopping online, and you can expect this increased volume of e-commerce and digital inquiries to continue. In fact, according to Shopify, a whopping 84% of consumers shopped online during the global pandemic, and 48.8% of consumers will continue to shop online more frequently after the pandemic is over.
It is imperative to consider how new online shoppers will be interacting with your brand in a digital-first world. How do you make it easier for them to get their questions answered? How do you make sure you’re able to surface the correct information and resources to a customer in their times of need? How do you ensure you are able to deliver a seamless experience when consumers switch channels or move from in-store to online?
Creating a Unified and Effortless Experience
According to Alexander Richards, Director of Partnerships & Business Development at Medallia, the future of retail involves seamless and connected shopping experiences. “For a long time now, online and in-store shopping have been treated as separate entities that fall under the same brand, and sell the same goods, usually leaving advocates frustrated. Just because a brick-and-mortar store uses one POS platform, an online store uses another, and they don’t talk to each other, this shouldn’t impede the sales and support teams. Most of all, it shouldn’t impede the customer,” says Richards. “Brands are becoming smarter, more customer-centric, and know they need to meet their customers where they are in this omnichannel world. Our jobs as technology companies are to provide solutions to enable and support these effortless experiences.”
Incorporating digital-first support strategies into the overall online customer experience will make a huge difference when it comes to brand equity and loyalty. Consumers that perhaps would walk into a store to check out a product or ask a question to an in-store representative, now require that service in an online environment. Instead of tracking down a phone number or e-mail address, a chat widget or in-app messaging may be the most convenient option to get a question answered. In fact, according to recent consumer research conducted by Kustomer, live chat continues to grow in popularity with consumers, now ranking as the second most popular channel to get customer service problems solved.
Keeping Things Personal
However, digital CX should not mean impersonal CX. Customers still want to be treated like real human beings, with unique thoughts and preferences — not like anonymous transaction numbers. According to Kustomer research conducted during the pandemic, the top three most valued customer service attributes are:
In order to truly deliver the in-store experience in a digital world, retailers must not lose the human touch. Consumers expect to be treated with empathy and personalization, even when they aren’t interacting with a company representative face-to-face.
Says Blake Morgan, Customer Experience Futurist, Bestselling Author, and Keynote Speaker, “The future of retail is personalized. Retailers will use technology to create bespoke experiences that are completely tailored, at scale.”
Want to learn more from CX experts on how to recreate the in-store retail experience online? Check out the full e-book here.
Businesses Can Now Resolve the High-Frequency Needs of Digital Shoppers Faster and More Efficiently, Providing Personal, Empathetic & Helpful Chat-Based Support to More Customers
New York, NY – January 19, 2021 – Kustomer, the top-rated CRM platform for omnichannel customer experiences, today launched its next-generation Kustomer Chat platform. The intelligent, easy-to-deploy conversational messaging platform leverages AI and historical customer data to enable secure, personalized engagement from websites and mobile devices throughout their buyer journey. This reduces shopping cart abandonment, empowers customers to resolve their own issues and inspires customer loyalty with a smarter, more convenient and cost-effective support option that helps businesses stay on top of support volume triggered by the COVID-19 pandemic. It also helps businesses scale cost-effectively by replacing phone-based support that can cost over $8 per contact, with an AI-powered messaging experience at 1/10th the cost.
“Customer service has become a lifeline for consumers struggling to adapt in the post-COVID era. They need personal, informed support throughout their buying journey, and they need it on their own schedule. Unfortunately, the crushing volume and complexity of requests has left businesses struggling to keep up and searching for smarter, digital solutions to address customer demands,” said Brad Birnbaum, founder and CEO of Kustomer. “As one of the most popular and efficient support channels, chat is the answer, but it must be smarter, more personalized, and less frustrating than legacy chat experiences. That’s why we are so excited to introduce our newest version of the Kustomer Chat platform with AI chatbots powered by rich customer data to help businesses deliver highly-responsive, smart, and personalized support at a fraction of the cost of traditional channels. By allowing customers to easily resolve problems on their own and engage with CX at their convenience, Kustomer Chat provides businesses the tools to deliver on customers’ expectations and grow their business. Using AI-powered advanced triage and recommended agent actions, CX organizations can deliver faster answers to their customers’ needs.”
Brand New Kustomer Chat Platform Packed With Features
The new version of Kustomer Chat delivers benefits for both consumers and businesses by making chat-based support interactions smarter, faster, and frictionless. Businesses can now automate, deflect, or instantly resolve customer issues using chatbots powered by machine learning and customer data from the built-in CRM platform. Businesses can also improve agent productivity by using AI and the customer’s full history to eliminate guesswork, accelerate triage, and recommend or automate actions. The platform features an extensive set of capabilities, Kustomer Chat empowers businesses to deliver seamless support around the clock, dramatically improve the customer experience quality, and reduce the costs and complexity of their service operations.
Embedded Knowledge Base: Enable quick access to FAQs and deliver instant resolution with AI-Powered Knowledge Base that can be accessed from within the chat widget.
Persistent Conversation History: Keep conversations continuous even if the customer has momentarily left, with a persistent interaction history that allows anywhere, anytime engagement, without losing context or needing to repeat themselves.
CRM-Powered Chatbots: Powered by machine learning and CRM data, deploy powerful bots across the entire journey to automate routine agent interactions, deliver personalized experiences, and drive faster resolution.
In-App & Push Notifications: Reduce abandonment and churn, and eliminate frustrating waiting on hold by using in-app and push notifications to instantly notify customers when there is a response from an agent.
Multi-Brand Customization: Deliver customized experience across multiple brands. Manage unique settings to create brand-specific experiences including branding, styles, language, conversational assistant, automations, SLAs, reporting, and more.
Build Your Own Chat Widget: Create your own conversational interface and experience using turnkey tools and developer configurations.
Targeted CSAT Surveys: Collect meaningful, in-the-moment feedback by targeting CSAT surveys based on customer data.
Enhanced Performance and Reliability: Completely rewritten in industry-leading modern programming languages Swift and Kotlin, along with simplified implementation, and super-light SDKs, the new chat platform delivers top speed and reliability.
Support for the popular Dark Mode and Landscape mode.
Intelligent Agent Suggestions (Coming Soon): Using AI and entire ticket history, brands can eliminate overhead manual triage, accelerate response times, and recommend or automate actions for agents.
“Chat is the most cost-effective and fastest way to support and win over our customers,” said Becky Leader, VP of Customer Experience at Rent The Runway. “Kustomer’s chat platform is a critical part of our omnichannel support strategy. Agents can efficiently deliver seamless web and in-app chat support, quickly switch to another channel if needed, and follow up on any missed messages.”
New Research Shows Customers Want Chat-Based CX
Kustomer recently conducted a study of consumer chat preferences that can be downloaded for free at www.kustomer.com. The research showed consumers aged 18-24 rate customer service today as slower, more difficult, less personal, and less convenient than all other age groups, meaning that current customer service strategies are falling short when it comes to this generation. But their appetite for self-service via chat reveals an easy way to improve upon these negative feelings: 61% of consumers 24 and younger prefer self-service, compared with only 23% of those 65 and above.
Kustomer is the top-rated CRM platform for omnichannel customer experience, helping leading businesses create customers for life. With an advanced, AI-powered, omnichannel customer experience platform, Kustomer delivers a unified single view of the customer, automates manual tasks, and scales easily to deliver the efficient and effortless CX that businesses, agents and consumers love. Today, Kustomer is the core platform of top customer-centric brands like Ring, Glovo, Glossier, 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.
In this episode of the Customer Service Secrets Podcast, Gabe Larsen is joined by Steven Maskell, Vice President of Customer Experience at Zones, to discuss how to create a personalized, data-driven customer experience. Learn how Steven does so by listening to the podcast below.
Creating a Data-Driven Customer Experience
Steven Maskell has successfully led service teams for nearly 30 years. Throughout his time in the CX industry, he has figured out how to integrate data into providing the most excellent customer service possible. He says, “I see the people have a very high expectation and a short fuse. And so what that means is that they will give you the data or they accept that you’re going to take the data, but by golly, you had better make it worthwhile.” In discussing tips in which data can be attained, Steven mentions knowing your customer, who they are, what they’re doing, and how they interact with the brand have all proven to be greatly effective when building brand loyalty and curating to the customer persona.
Data can also be used as a helpful tool when advertising to the customer. Customer data shows shopping interests and purchases. Based on this, the company can decide how to advertise to the customer in the most effective way. Rather than advertising the product a customer has already purchased, a brand could advertise a warranty on that product, ideas for how to use that product, etc. Proactively using data to shape the customer experience can ultimately lead to brand loyalty.
Starting Small Makes a Big Impact
The next step to personalizing the customer experience after finding the data is figuring out an infrastructure to store that data and to organize it to be more useful. Steven knows that it can be overwhelming and difficult for companies to change their current methodologies to becoming more data driven. He mentions, “I wouldn’t say start an Excel spreadsheet, but start somewhere small where you can just get the literal basics structured. There’s great relational databases out there. There are some really good tools out there. As I mentioned, there’s off the shelf sort of relationship management products that are out there.” The easiest way to implement this change is to start small and to invest into the basic essentials of data storage and framework. Starting small to get the basics structured into a system is highly recommended by Steven to allow for more structural growth as new data is added. Once the company figures out what they really want to gain from each customer interaction, they will be better able to configure their databases to become more data driven for a more personalized experience.
Integration of AI into CX Operations
Artificial intelligence has become somewhat of a controversial topic in the CX realm. Becoming more normalized, AI can be found in a lot of customer service organizations as an implemented aspect of daily customer interaction. On this topic, Steven notes:
You’ve got to be very flexible in my opinion about how you react to the data and what you have and really what you’re trying to achieve. So… have very realistic expectations. Please don’t think you’re going to double the company’s revenue because you’ve done AI implementations or some nonsense like that. But please know that you can have a significant impact on it.
AI, while certainly helpful, is not without flaws. At its current state of development, AI is not a perfect system, nor is it a valid replacement for human intelligence. AI can be helpful in guiding customers to finding answers to their simple questions, similarly to questions answered on FAQ pages. However, nothing can replace the genuine human connection between a customer and a CX agent. It’s this connection that ultimately builds a sense of trust between the customer and the brand.
Steven urges CX leaders to take an honest look at themselves and to reevaluate how they amplify their brand and its products. He believes that in doing so, leaders will produce better CX outcomes.
To learn more about the secrets to personalizing the customer experience, check out the Customer Service Secrets podcast episode below, and be sure to subscribe for new episodes each Thursday.
You can also listen and subscribe to our podcast here:
Full Episode Transcript:
Using Data to Personalize the Customer Experience | Steven Maskell
Intro Voice: (00:04)
You’re listening to the Customer Service Secrets Podcast by Kustomer.
Gabe Larsen: (00:11)
Welcome everybody. We’re excited to get going today. We’re going to be talking about how you can take the customer experience, personalize it, all using data to do that. And got a special guest, Steven Maskell. He’s joining us as the Vice President Customer Experience from Zone. Steven, thanks for joining. How the heck are ya?
Steven Maskell: (00:32)
Absolutely wonderful to be here. Happy days to everyone so it’s a joy to be here.
Gabe Larsen: (00:37)
We just got Steven before he’s going on vacation so I appreciate him jumping on and doing it quick before he jumps on the week long vacation. Before we jump in Steven, can you tell us a little bit about yourself, maybe your background? Give us that quick overview.
Steven Maskell: (00:53)
Background is that I’ve been in the customer experience space for about 25 to 30 years and have spent a lot of time both on the research side, on the consulting side, and now on the implementation side. So I’ve spent my career both learning what customers want and then helping other organizations better understand how to deliver on that. Then actually being a consultant and helping organizations implement that. And now as the Vice President of Customer Experience, I am on the complete opposite end of the spectrum. Designing, building, implementing and measuring against KPIs.
Gabe Larsen: (01:27)
Yeah, such a fun background. I think it’ll be a fun talk track today. So let’s dive in, big picture as you think about this. Personalization is obviously an important word that people are using a lot more. Data is something that I think people want to use more. AI is a buzz word that people haven’t figured out. How do you start this journey? How do you start to think about using data to personalize? Because I think we all want it, but we don’t know how to do it.
Steven Maskell: (01:54)
Yeah. It’s a great place to actually start this conversation. Here’s the thing about personalization and about customer experiences as a data-driven methodology or practice, you have to, first of all, have the data. You have to know who that person is. You have to be capturing the data. You need to be in a place that they want to give you their data because there’s value in giving it to them, by giving it to you. So, where do you all start with it is what do you know about your customer? Are you able to actually see how they are interacting with you or is it anonymized? Are they sharing with you information that’s important that you can use? We can talk a lot about that in a little bit, but all of us are doing our level best to understand how to really drive a customer experience and make their lives a whole lot easier. And customers are doing their level best to say, “I don’t want you to know too much about me.” So it’s balancing that and making sure that they understand what they’re giving up and what they’re getting, but then you also have to have a robust set of data so that you don’t recommend the completely wrong product service, a path to someone just because you’re trying to put them in a persona that doesn’t make any sense.
Gabe Larsen: (03:05)
But this collision, right? Where do you typically stand? Do you feel like people are more open to give you more data nowadays, or you feel like you’re seeing kind of this tightening up where people are saying, “I don’t even care if you give me value, I don’t want to get the data to you?” What’s the trend you’re kind of seeing there?
Steven Maskell: (03:25)
I see the people have a very high expectation and a short fuse. And so what that means is that they will give you the data or they accept that you’re going to take the data, but by golly, you had better make it worthwhile.
Gabe Larsen: (03:42)
I love that.
Steven Maskell: (03:42)
If you go on a website, you do something and then you start seeing an advertisement for the item that you were looking for. Yeah, I kind of expect that. But then you show that to me six months later, no. I’ve moved on. You look really, really ridiculous. Or the next step on that will be, let’s say there’s a product that you purchased and really, stop advertising it. Start telling me what a warranty is or how to use it, or really taking it to the next step. You’re using my data, make it worthwhile. Inspire me. I bought something, now give me a recipe to make with this unusual ingredient that I might’ve purchased off of an obscure website. So people have a short fuse and then if you don’t do it right once, they can be bothered with you. You’ve lost credibility pretty quickly.
Gabe Larsen: (04:33)
Isn’t that true? I can’t argue that point. And maybe I’m acting the same way. I just, short view’s a good way to say it. It’s like people don’t, we just don’t tolerate. It’s that effort word? I just don’t deal with high effort anymore. You’ve got one chance and if it was hard, I’ll go to somewhere else. I don’t care if you’re a big brand name like Nike, I’ll go somewhere else to get my shoes. When you look at the different data sources and trying to create a customer experience that does matter, are there certain things you feel like they’re either the basics or they’re the must haves? It’s kind of like, look, if you’re going to start to take advantage of that one opportunity, that short fuse, it’s this or that type of data to really start to build that personalized experience.
Steven Maskell: (05:21)
Yeah. There’s a lot that goes into it and they fall into, I would start with two large buckets. Bucket number one is who is the person? And bucket number two is what are they doing? What’s the intersectionality of those two things? So is this person a procurement person? Are they a legal professional? Where do they sit within their profession? Where do they, who are they overall? We’re not talking about highly granular, but if you have a procurement person they’re looking for X. Generally, they’re looking to get the best deal and the best whatever. If they might be a lawyer, they might have something specific, a highly unique need that they want. So now you have an understanding of who they are a little bit about what their drivers are. The second would be then, what are they actually doing? How are they actually purchasing things? How are they actually interacting with your brand? Are they looking at your advertising? Are they responding to your blog posts? Are they actually making purchases? Are they open to conversations? What are their actual behaviors so that you can start building a good understanding of who they are? So you also want to keep testing your hypothesis. This person is A, and so this is what’s important. Their data suggests that that’s what they’re going down. That then would drive you as a deliverer of consumer or customer experience to follow that path. But the second you start seeing them doing something different, now’s the time that you have to pivot. You have to understand what’s going on. And so the two areas where I would say the best understanding is, is frame it around, who are they? And then what are they doing? And then how are they influencing each other?
Gabe Larsen: (07:01)
Yeah, I think those are great big buckets that you can kind of build around. I think as soon as you start talking about data though, the word technology kind of comes into play and you start to think about, “Okay, that makes sense.” Behavior, who they are. I don’t know how to store that stuff. I don’t know where to store it, or it’s stored in so many disparate systems that I don’t think I can bring it together to make a difference. I don’t necessarily want you to be, sell some technology with this question but, quick thoughts on building that infrastructure to actually do something with it or capture it from a technology standpoint? Because it seems like once you know what data to get then you’re going to say, “Well, how do I get it? Where do I store it?”
Steven Maskell: (07:48)
Let’s just take a deep breath on that one, because there’s so much that happens. There’s some great off the shelf products. There are bespoke products. There’s custom work that people do. The thing that is most intimidating is there’s just so much data. And it comes down to a point of taking a deep breath, in my opinion, and saying, “What do I really want to drive with this? There’s so much that I can and so many interactions.” Well, there’s these silly things like, how do you eat an elephant? One bite at a time. You boil it, you can’t boil there. So we all have these things. The exact same thing applies. You know, I wouldn’t say start an Excel spreadsheet, but start somewhere small where you can just get the literal basics structured. There’s great relational databases out there. There are some really good tools out there. As I mentioned, there’s off the shelf sort of relationship management products that are out there. But once you start actually figuring out what it is that you want to learn about, someone build that and feed it and keep it going. Then something will come along where you want to add a new entity or a new attribute, or something that’s a little bit different that’s associated about that person. Grow with them and only them, don’t try and build this behemoth of, “I want to know everything about everyone and everything.” You’re never going to succeed. Rather, just get the basics. Who are my top customers? Why are they my top customers? What do my top customers look like? What do my top customers buy? What do my top customers not buy? That’s enough. That really is enough because now you can start saying, “Okay, these seem to be my large product central services. Now I can look at my other customers that look like my top customers, maybe from two years ago, are these the same things that I should be sending to them? Should I be nurturing them in the exact same way?” Let me tell you something, that’s more than enough.
Gabe Larsen: (09:38)
Yeah. Yeah. I really appreciate the crawl, walk, run strategy. I’ve often referred to it as it does get overwhelming fast and narrow it down to some of those key points and to start to manually capture. I’ve always found if I can build it and get it in an Excel spreadsheet first, or you’d mentioned that, that’s just, I got it. I’ve kind of felt it. I’ve tasted it. I’ve touched it and may only be three data points then it’s like, “Okay, how do we automate this?” And then pretty soon I’m moving on to kind of phase two. I think that’s really important. So you kind of frame that, but I’m curious as people go down this journey, what are some of the other gotchas? We know it intuitively the data, we need it. Personalization, do it. We’re not, a lot of us aren’t doing it very successfully. Is there a couple of gotchas that, and maybe one of them is, it’s that crawl, walk, run, you don’t try to boil the ocean to start with the day. Anything else you’re seeing where people are kind of stumbling on this journey?
Steven Maskell: (10:36)
That’s like a two year podcast to have conversations around that. And I’ll just hold –
Gabe Larsen: (10:43)
Of course you’re going on a vacation tomorrow, so we don’t have to –
Steven Maskell: (10:47)
Yeah. Look, there’s so much that the people botch. I think some of the things are expectations and it’s having very realistic expectations. We hear a lot of mumbo-jumbo around machine learning and AI and all these sorts of things. And it took IBM a really long time to build Watson and Watson still screws up. And what I would say is this, don’t expect that it’s going to solve everything. Really what it’s going to do is it’s going to help you understand a little bit better, a little bit better. That’s what you’re trying to do each and every time. There’s also going to be some gotchas especially in a B2B sort of environment where the user or the person you’re trying to interact with is anonymized. And so you then have to switch your mindset around, “Okay. I was trying to do a one-on-one between me and you, Mary the buyer, or Jane the seller, but now it’s just a buyer. And how do I understand that?” That’s a bit of like, “Oh wow, I can’t succeed.” Actually, you really can. You’ve got to understand that someone’s making a purchase, and you have to switch your mindset. You’ve got to be very flexible in my opinion about how you react to the data and what you have and really what you’re trying to achieve. So the gotchas would be, have very realistic expectations. Please don’t think you’re going to double the company’s revenue because you’ve done AI implementations or some nonsense like that. But please know that you can have a significant impact on it. Two is also making sure that you have a lot of people on board with you on this data amalgamation and centralization and then pushing out of insights and, or next steps is fantastic. Yay. But really what it comes down to is you’ve got to have everybody understanding how to use that. How are you actual sellers? What is your salesforce using this information for? The wisdom for them, you’re going to make more money by knowing more about your customer, which means you have to get more so that I can help you and all that sort of thing, would be some of the other things to really consider in the entire equation. And it is an equation where one plus one plus one, there’s a lot that goes into the chain versus, “Okay, pull a lever and then suddenly something will happen,” but that’s human interaction. And my data also may suggest something, but then I’m having a bad day and I completely throw a fly net on them. So I would just keep the realistic expectations. Know that you’re not always going to get the data and that you also need to make sure that everyone’s, there are a lot of people are on board with the entire process of getting it. And please don’t think that AI is going to be the solution. Please don’t think that machine learning is going to be the solution. We’re a ways off on that. There’s some great stuff that’s being done, but it’s not perfect. And it’s never going to get rid of, never’s a strong word. It’s never going to get rid of people actually understanding someone else.
Gabe Larsen: (13:45)
Yeah. I mean, I’m guilty. I actually was one of those people who was like, “Oh, I’ll just deploy a chat bot and it’ll run itself.” And it didn’t require a full-time person to program and integrate. So I’m smiling you bring up kind of like the AI thing. So I’m guilty on that one. You’ve talked about it a lot. We hit a bunch of different topics on the data front. If you had to kind of simple it down and just mentioned starting on this journey, where or how would you recommend a CX or CX leader start?
Steven Maskell: (14:25)
When would I start? When would I recommend the CX leaders start? I would recommend that a steep CX leader needs to have a good, honest assessment of where they’re at. The function that I had the delight of being in is the result of that assessment. Where there was a goal, there was a big, hairy, audacious goal. And the bottom line is the infrastructure, the platform, the knowledge, it just wasn’t there. And that’s okay. And you know, so the first thing is the CX leader is what’s there, is there a CRM solution in place? Is there a, is there some way that it’s being fed? Is there a mechanism to better understand, are we engaging with customers? Do we have a way of solutioning and being standardized and how we try and solve for things? It’s looking at your landscape and wondering like, “Okay, what do I know about my customers?” And if it’s sitting on the backs of napkins at the end of the long night of drinking, then it’s not going to do a whole lot of good. But if it’s codified and solidified, and if I use the right nomenclature and no matter how many times I say a certain word, everyone understands exactly what that word means, now that we’re heading in the right direction. And so those would be the things that that would happen. I would also argue that you have to understand that a business, the CX leader is in a place to amplify what a business is doing well. So businesses are the results of delivering of services, goods, and products and they do that really well. So please don’t think that customer experience is going to change your product. You have to remember what your product is and you’re there to amplify it. So, I’m not going to change how airlines fly. I am going to make the whole process of engaging with, in this case an airline, as delightful as possible. I’m going to leave the wings and all that to them. And so that would be the other thing as a CX leader is I am responsible for amplifying what my business does and understanding you also have to be able to really, this is one of the hard things, you got to be able to suck it up when someone says you suck. And understand that they’re right.
Gabe Larsen: (16:37)
Yeah, yeah, yeah, yeah. Sometimes those are hard words to swallow. Sometimes those are hard words to swallow, but well said. Well Steven, appreciate you taking the time. I know you got fun stuff coming up ahead over the next couple of days. If someone wants to get in touch with you or continue the dialogue, what’s the best way to do that?
Steven Maskell: (16:56)
Find me on LinkedIn. Steven Maskell. Happy to have a conversation.
Gabe Larsen: (17:01)
Awesome. Awesome. Well again, Steven, really appreciate the time. Fun talk track on thinking through how to use data to personalize that customer experience. So thank you again and for the audience, have a fantastic day.
Exit Voice: (17:18)
Thank you for listening. Make sure you subscribe to hear more Customer Service Secrets.
In this episode of the Customer Service Secrets Podcast, Gabe Larsen is joined by Chris Warticki from Epicor to discuss meeting customer service expectations with balance. Learn how Chris balances customer satisfaction by listening to the podcast below.
Finding Balance through Customer Advocacy
Senior Director of Customer Experience at Epicor, Chris Warticki, has figured out how to lead a well-balanced customer support team through understanding customer advocacy. Balanced customer advocacy is accomplished through not overly delighting the customer, creating a company standard of customer service, and being consistent with that service. He says, “If we go ahead and super delight and over delight our customers, but we can’t consistently deliver that, we give our customers super high highs and super low lows. And certainly nobody wants to be in that type of roller coaster relationship.” Focusing on what matters most in CX situations rather than providing overboard and generalized service, Chris finds that his team has more successful customer interactions. Creating a personalized standard of service as a brand is extremely important to Chris. He highly recommends figuring out what works best for the company and the customer to provide the best CX interactions possible. The most important aspect to creating a standard of service is maintaining that standard so the customers know what to expect with the brand.
Utilizing Company Investments
Another subject that Chris thoughtfully embraces is utilizing the tools that the company has already invested in. While curating his team of CX reps, he has noticed how other companies frequently gather “the three T’s,” as he puts it, to help maximize their CX efforts. Recognizing that talent, tools, and technology, the three T’s, can aid in creating a successful customer support team, he urges companies to invest in what they already have and to use it to their advantage. He states, “Put the human capital to work for you, put the technology that you’ve already invested in to work for you. And then additionally, look at the resources, those tools that you can pull out of your tool chest in order to make those adjustments as necessary.” Utilizing the preexisting talent, tools, and technology, rather than searching for new alternatives, can vastly leverage a company’s investments by proactively searching for potential within. Doing so will promote internal growth and continuous successful customer service interactions.
Employee Empowerment Through Team Collaboration
Exemplary customer service starts with empowered CX agents. These agents typically have a comprehensive knowledge of the inner workings of customer support structure in their company. Chris finds that when questions about CX arise, brainstorming with his employees brings about the best answers. He notes, “If you ask the employee base, if you ask the line of business what they believe is the right thing to do, they’re going to come up with the solution.” Brainstorming with a collaborative approach allows for teams to narrow down the most effective solutions and to implement them with ease. This same methodology can be applied to all aspects of business, not just customer support. By asking the employees who on a daily basis handle company affairs, they will tend to produce the most resourceful and practical solutions because of their vast knowledge of internal operations.
To learn more about balancing CX expectations by not rushing to delight the customer, check out the Customer Service Secrets Podcast episode below, and be sure to subscribe for new episodes each Thursday.
You can also listen and subscribe to our podcast here:
Full Episode Transcript:
Don’t Rush to Delight Your Customer | Chris Warticki
Intro Voice: (00:04)
You’re listening to the Customer Service Secrets Podcast by Kustomer.
Gabe Larsen: (00:11)
Welcome everybody. We’re excited to get going today. We’ve got a fun talk track. We’re going to be talking about this idea of “Don’t rush to delight your customer.” It’s a little bit counterintuitive, but we’ll get to the bottom of it, I promise you that. To do that, we got Senior Director of Customer Experience at Epicor, Chris Warticki. Chris, thanks for joining. How the heck are you?
Chris Warticki: (00:30)
I’m doing great, Gabe. Thanks for allowing me to be on as your guest speaker today on your podcast.
Gabe Larsen: (00:35)
Yeah. Yeah. I think this’ll be a fun one. Epicor. Got a fun career, both at Epicor, before that. Tell us a little about yourself and your background.
Chris Warticki: (00:43)
Certainly, Gabe. I’ve been 25 years in the customer service industry, along — in parallel with information technology. 20 year career at Oracle Corporation, where I was involved in technical support management, global customer programs, the like of customer satisfaction, customer success, and more. And then just in the last two years, moved over to Epicor Software, running their customer success management team along with similar programs.
Gabe Larsen: (01:14)
Fun, fun. 25 years and then went to Epicor. Good resume, solid resume. I’ll give you that. So let’s dive in. I want to hear about it. Why not rush to delight your customers? Give us the secret here.
Chris Warticki: (01:31)
So Gabe, this is an interesting kind of thought provoking challenge to the audience. It really is kind of counterintuitive. How can I be the Senior Director of Customer Experience and then be anti-delight, right? And so I’ve created this kind of reputation where I am so for our customers, but at the same time, it’s not about super delight or over delight. And here’s the reason why. What we need to do as organizations that are focused in customer satisfaction, is take a step back and understand, have we really created a standard level of service to begin with, or at all? And if we haven’t, it’s better to create the standard and maintain the standard. And here’s why. If we go ahead and super delight and over delight our customers, but we can’t consistently deliver that, we give our customers super high highs and super low lows. And certainly nobody wants to be in that type of roller coaster relationship; certainly not within the customer base.
Gabe Larsen: (02:38)
Yeah, it does seem like this over delight can get, it can be a little bit much, and it actually can lead to sometimes an unhealthy or poor place. One of the things I’d like to hit with you, in addition to this, is let’s keep it at a high level for just a minute. So many people are having a hard time understanding different terms in this space, whether you talk about customer advocacy, or customer satisfaction, customer experience, want to see if we can kind of level set there. And then let’s talk a little about how you find that balance of not over delighting. Let’s start with customer experience. What is it, give me kind of your definition. What does it mean? How does it play out for you?
Chris Warticki: (03:22)
Great question, Gabe. So from the highest level, customer experience is defined by me and many other industry experts as the sum total of all interactions that the organization has with our customers. And often, it’s always related to just one point of presence or one relationship interaction of engagement with customers, instead of looking at how every line of business from presale, to the sales cycle, to the entire customer life cycle, and every relationship touchpoint from every line of business within your organization.
Gabe Larsen: (04:03)
Got it. That’s one. Satisfaction, where do you go on that?
Chris Warticki: (04:07)
So to kind of take a step back from a foundational level, I look at experience as that foundation. It doesn’t have to be the roof. It really is the base layer. It’s everything that’s going on in the organization. And when I came to Epicor, Epicor brought me in to help start a customer success management team. And my first question was, “Well, why do you want this?” And the answer quite frankly, was “Well, because everybody else has one, so should we,” right? So what I needed to do is break down some of the historical definitions and nomenclature that often get marbled together, interwoven, and confused. And so to start out with customer satisfaction, I look at that as the past. And so as we navigate this conversation, we’d take the past, C-SAT is a transaction that has occurred, and we look at it from an example of using a survey, right? Tell us about your experience in order to gauge what your customer satisfaction has become. And that is very tactical and it’s very transactional in nature.
Gabe Larsen: (05:22)
Chris Warticki: (05:22)
So C-SAT customer satisfaction, I look at it as a look backwards into the past.
Gabe Larsen: (05:28)
Okay. So more of a backwards look. Customer experience, a little bit of all of the sum total of all the interactions. Hit a couple of these other — you just talk about customer success, that one throws people off often. How does customer success fit into this kind of big picture here then?
Chris Warticki: (05:46)
So one of the biggest challenges I had when I first began talking about customer success, not only within the industry, but also here at Epicor, was the perception of what people thought customer success was about. And yeah, do we want all of our customers and all these interactions to be successful? Yeah. But let’s just say this, without a customer success team or program of any type, it doesn’t mean that we’re not making our customers successful. Why shoulder the burden of one team or one line of business to just be responsible for success, right? So the way that I look at looking at the past analogy for customer satisfaction, I look at customer success as a strategic, proactive, future-forward look at our customers.
Gabe Larsen: (06:35)
Mm. Okay. So I’m –
Chris Warticki: (06:37)
Understanding their business objectives, looking at the future, the 18 month, one year, 18 months, two years and beyond, how can we help partner to be –
Gabe Larsen: (06:48)
[Inaudible] the future. Okay. I like that. And then is there some for the present? So you’ve got kind of the satisfaction is past, you’ve got success for the future. Where do you go for the present?
Chris Warticki: (06:57)
Here is where most people get confused, and that is in the present. And that’s where I’ve termed the engagement model here at Epicor to be customer advocacy. Customer advocacy represents the present state. These are situations that arise that we would commonly refer to as escalation management, crisis management, again, very tactical in nature. They could be some sort of project management, enabled hand holding with your customers, but they got somewhere sideways in a ditch and they need advocacy. They need an advocate on their behalf. And that’s the biggest challenge. Most individuals confuse customer success with customer advocacy, and no matter what we’ve called these individuals in the past, present, or even now today, and what we might even call them in the future, we all want them to be successful. But at the term, but really what is the use case? Is it based on a past survey? Is it based on the present situation or do we want a future-forward look, partner and really strategically collaborate together going forward?
Gabe Larsen: (08:13)
Yeah, I like that. Okay. So we got experience, we got satisfaction, advocacy, and success. Boy, those all probably could be episodes. Probably all be episodes in themselves, but I’d love to get maybe a quick tidbit on a couple of them about how you’ve then taken that definition and started to just put it into action. How do you actually apply it, or how do you get into the brass tacks of it, so to say. So and I’m thinking about the audience here as well. So let’s start with the experience that sum total of the interactions. Is there a way you’ve thought about working with that definition in your different organizations to ultimately deliver a better experience throughout more interactions than just one or one and done type of thing?
Chris Warticki: (09:03)
We have a lot of tools that the industry uses from a service perspective and one of the most useful ones, not to throw buzzwords out there, is definitely the journey map process. That go along to follow with, shoulder to shoulder, hand in hand, with our customers and go through the journey map process, or navigating the process map internally of what our customers go through. And that’s been the most effective way of looking at the experience. I honestly don’t think you need to survey your customers or your people internally too much. You don’t want to create survey fatigue. And I definitely have come from some experiences where we’ve done that. And giving customers a break is definitely one of the best things that you can do. But here’s the thing we all know where the problems are. We all know where the bodies are buried. We all know where the issues arise. It doesn’t take a whole lot of digging to identify where some low-hanging fruit or where some really remarkable gains can be attained. And one of the biggest gains that I can share with you and this audience was just in a business process of provisioning a cloud environment for us to, here at Epicor, we journey mapped it, we process mapped it. It took three times as long as what we thought it was taking. I won’t go into the gory details, but we made some very significant power plays within a short period of time that took what the end result was and reduced it by three quarters time and in a very short period of time. Now I will also say to fully complete that process map, it’s taken a lot longer to fully systematically integrate it and automate it, but that’s where we’re going to get the greatest achievement.
Gabe Larsen: (10:55)
Yeah, yeah. Do you find it, and I appreciate the example, but I’m curious. There’ve been others, Epicor, other companies, where there have been those moments that were kind of like just big surprises where it was like, “Oh my goodness, I didn’t realize we were doing this.” or, “That was an obvious one. Should have probably caught that, but we didn’t.” Is it typically, you don’t find the elephant in the room?
Chris Warticki: (11:20)
I’ll tell you where the biggest aha moment, or maybe it was a moment like, “Oh my goodness.” Maybe it was the surprise, like you’re talking about. And that is, I guess we assume that everything is documented or that everything is going to be seamless or that you can just throw a tool or a widget or some sort of technology at something and it’s going to automatically fix it. The biggest piece here is the collaboration that’s required. When it comes down to it, everybody, like I said, wants our customers and your customers to be successful, getting the right minds to be able to sit together and quickly evaluate, “What’s the business problem we’re trying to solve? And let’s get it documented for future reference so we can lean it over time.” Go from good to great. Go from better to best.
Gabe Larsen: (12:15)
Yeah. Yeah. Yup. Yeah, and getting together with those stakeholders is often a big key in that process. Bouncing around just a little bit, wanting to see if we can tackle this idea because I felt like you set it up and I moved past it for a second, but I did want to come back to, and that’s just, this idea of not rushing to delight. We’ve hit some of these different areas, customer experience, customer success, et cetera. But, I think people really struggle to find that balance there of getting to what matters most, rather than just going overboard maybe on stuff that doesn’t. How do you actually coach your teams to do that? How do you find the balance?
Chris Warticki: (12:57)
I think one of the best recommendations is to ask the individuals in their interactions, what do they consider to be the standard of service in what they do, right? And so you might find, for example, in tech support or in personal face-to-face interaction across the register counter, that some individuals are like, “Well, I think thanking our customers everyday for their business is a standard.” And yet other people might not have even thought of that.
Gabe Larsen: (13:28)
Chris Warticki: (13:29)
Right? Just a simple thank you. But once again, if you ask the employee base, if you ask the line of business what they believe is the right thing to do, they’re going to come up with the solution.
Gabe Larsen: (13:42)
Chris Warticki: (13:43)
So really equip them and empower them to really put the brainstorming, the ideas together, and then collectively say, “Okay, now out of these 12 things, we can’t do all 12 of them, but what is the standard? What’s the consistent top five, top three things that we need to do to be good and that we know we can do every interaction?”
Gabe Larsen: (14:04)
Yeah, yeah. Getting down to those real important ones. I do feel like we try to boil the ocean, right? It gets too much, it’s too many [inaudible] but what are those things that we really need to do? What, do you feel like it is about three, five, seven, ten? What was about the right number typically you found that the team can handle and do on a consistent basis?
Chris Warticki: (14:25)
Yeah. I’m a keep it simple type of person. So following that kiss analogy, I think anywhere from three to five is, three for me personally, is the sweet spot,
Gabe Larsen: (14:36)
I love it. So we hit on a bunch of different topics today. We might have to bring you back to go deeper into some of these areas like customer success. A lot of people have asked about that and how that relates to the customer service world. No, it’s more of a B to B thing than it is B to C so to say, but as you think about the changing environment, some of the different challenges that are attacking different customer service leaders, we’re all trying to find a way to delight or a way to make it easier and keep that customer experience as high as possible. What would be that leave behind advice you’d give to those leaders?
Chris Warticki: (15:11)
My biggest advice is don’t worry about all the buzzwords. It’s not all about gamification or artificial intelligence or machine learning and don’t get absorbed or overwhelmed by all of the stuff that’s out there. Currently in everybody’s organization, you have the three T’s, I call them. You have the tools, you have the technology and you have the talent. Leverage the investments that you’ve made in those three things. In the tools, the technology and the talent. And don’t try, like you said, to boil the ocean. Put the human capital to work for you, put the technology that you’ve already invested in to work for you. And then additionally, look at what are the resources, those tools that you can pull out of your tool chest in order to make those adjustments as necessary.
Gabe Larsen: (16:10)
I love it. Alrighty. Well, really appreciate the time, Chris. Fun talk track on be a little conscientious about delighting your customers, find the balance. If someone wants to get in touch with you or learn a little bit more about some of these trends, what’s the best way to do that?
Chris Warticki: (16:26)
You can do a few things Gabe, and first of all, to the entire audience, thanks for listening. More importantly, Gabe, thanks for inviting me to this. You have a wonderful dais of professional speakers on your podcast. You can find me, Chris Worticki on LinkedIn. You can also find me on Twitter @cwarticki and I look forward to associating and connecting and linking in and speaking with all of you in the future. So many interactions to come, I’d be more than happy to come back.
Gabe Larsen: (16:57)
Hey, well yeah. We might have to take you up on that. Appreciate the time and the talk track and for the audience, have a fantastic day.
Exit Voice: (17:08)
Thank you for listening. Make sure you subscribe to hear more Customer Service Secrets.
One of the biggest shifts over the past few years? A digital-first mindset. While phone support isn’t going anywhere, when you force consumers to switch platforms in order to get their questions answered, you give them a reason to abandon their purchase or generate negative feelings. The less effort, the better — and with the digital-first consumer, chat is often better.
In an effort to understand how brands are currently using live chat for business, why some have not yet done so, and whether there is a disconnect between customer needs and brand expectations, Kustomer went out and surveyed over 100 CX professionals and compared these findings with our recent consumer research.
What is Live Chat for Business?
Live chat is a customer service widget that allows your questions to be answered effortlessly within the web browser. Live chat allows customers to effortlessly communicate with customer service representatives in real time, without having to leave the platform they are already doing business on. The live chat allows customers to communicate with customer service at stores or brands in real time without having to talk with a customer service representative.
Why Consumers Love Chat
Think about the online shopping experience. You find the perfect Christmas present for your son, but have a question about whether batteries are included. So, instead of picking up the phone or searching for an e-mail address to contact the business, there is a chat window right there on the page that can allow your questions to be answered effortlessly. While switching channels may not sound like a deal breaker, the data says otherwise.
According to recent consumer research conducted by Kustomer, 79% of consumers get frustrated when they can’t contact customer service on their preferred medium or platform, and 81% of consumers would abandon a purchase due to a poor service experience.
Chat, as well as social media messaging, allows you to instantly meet your customers where they are, whether that is browsing online for products, checking their shipping status, or perusing your social channels. Research from Matt Dixon revealed that only 9% of customers who have low effort experiences display any kind of disloyal attitude or behavior, compared to 96% of those customers with high effort, difficult experiences. And chat does a great job of delivering this effortless quality customer service experience.
The Business Disconnect
Curiously, businesses are not aligned with these consumer preferences and wants. Only 25% of surveyed customer service organizations are currently using chat, and 18% report they currently use chatbots. When taking into consideration the effortless, fast service that modern customers demand, the vast majority of businesses are missing a huge opportunity and leaving themselves open to competitors.
The top two reasons that companies have not yet adopted chat software, speak to a lack of time, resources or strategy internally: the organization does not know where to start, or they have staffing constraints when it comes to managing more channels. However, the third most popular reason speaks to the massive disconnect between CX organizations and consumers: businesses report that they don’t think their customers want or like it. However, according to Kustomer’s recent consumer research, customers rank live chat as the second most popular channel or tactic for contacting customer service, right below phone.
Top Reasons CX Organizations Haven’t Adopted Chat
Don’t know where to start
Customers don’t want / like it
Lack of customizable solutions
Lack of executive buy-in
Additionally, many organizations report that they are prevented from adopting chat because of the lack of customizable solutions. Seventy-five percent of CX teams say that matching the chat experience to the overall brand experience is important, so slapping any old chat widget on your site just won’t do. Make sure that your customer service CRM can allow your business to build or integrate chat widgets seamlessly, ensuring that all customer data and history is integrated within the chat experience, while maintaining brand guidelines.
When it comes to chatbots, the reasons for lack of adoption differ slightly from live chat:
Top Reasons CX Organizations Haven’t Adopted Chatbots
Not sure of the benefits
Lack of resources to manage chatbots
Customers don’t want / like it
Tried, isn’t effective
Lack of executive buy-in
As chatbots are quite new, and often involve buying a pricey solution or building one with an internal team, the top reasons for lack of adoption make sense. But 61% of the younger generation prefer self-service over talking to a company representative, meaning that the benefits are clear: your customers now expect chatbots as an option.
Additionally, chatbots free up agent time for more complex and proactive support. They can be used to collect initial information, provide responses to simple questions, and even complete standard tasks like initiating a return or answering an order status question. While there is always fear of losing personalization when using AI and automation, with the right platform, businesses can actually do the opposite. For instance, if a business leverages customer data properly, chatbots could ask personalized questions based on an individual’s purchase or browsing history. These interventions save time for both the customer and agent, and increase the time spent on the actual issue rather than information gathering and low-level support.
Look for a platform that leverages chatbots and AI-enabled deflection to act as a first line of defense, optimizing a customer’s ability to self-serve so agents can focus on the most important cases and deliver the highest impact.
Want the complete findings from our research on chat? Download the report here.
Customer experience (CX) is a determining factor in whether customers are loyal to a brand or not. Over 80% of companies who prioritize customer experience report an increase in revenue. So, how can businesses ensure their CX is up to scratch?
Brands must stay on top of CX trends in 2021.
2020 brought huge changes to the business world and impacted customer service and operations across the board. Next year will undoubtedly bring even more fascinating developments. Below are five emerging trends that we predict will shape customer experience in 2021.
Remember, you heard it here first.
1. Personalized Customer Service With AI
The words “artificial intelligence” (AI) conjure images of Arnold Schwarzenegger in his iconic Terminator role, or epic Hollywood showdowns between man and antagonistic machine. But don’t worry, 2021 isn’t going to feature any giant robots wielding machine guns. At least, we hope it won’t.
It’s no secret that AI is transforming the way businesses interact with their customers. Microsoft predicts that by 2025 as many as 95% of customer interactions will be through AI.
Sales and CX teams are using business VoiP services equipped with AI to quickly address customer queries and improve their communication. The transportation industry is waiting in anticipation as automated cars threaten disruption. In finance, financial services companies leverage AI to recommend personalized products and services to individuals. It’s moving fast, and businesses need to keep up with AI developments to stay on top of their game.
AI re-imagines customer experiences and end-to-end customer journeys. The result? Improved customer experience that’s both integrated and personalized..
With AI, brands can be available to their customers at every stage of their journeys, instantaneously. Leveraging AI can help businesses better understand customers and deliver better CX, resulting in higher conversions and decreased cart abandonment.
One of the biggest customer experience trends happening right now are the challenges customer service teams are having in handling an increase in customer support calls, emails, and social media inquiries. Customer service teams can employ AI to handle low-level support issues in real time, and gather initial information for live agents before intervention is needed. This results in lower wait times and fewer frustrated customers.
In a world where a good customer experience strategy can make or break a business, AI is a great tool to ensure customers feel their time is valued and stay loyal to a business. Here are some examples of how businesses use AI to streamline CX initiatives:
Intelligently routing to the most appropriate agent
Augmented messaging that allows chatbots and human agents to work in tandem. The bots handle simple queries, and the agents can take over when it gets too complicated.
Enhanced support through call monitoring and real time suggestions for representatives.
The two major growing customer experience trends in 2021 within the AI customer service software industry are chatbots and virtual assistants. Here’s a closer look at how both technologies can automate business functions and boost CX initiatives:
Businesses in various sectors have already employed chatbots to better deliver on customer needs and improve the speed at which business can help consumers.
The chatbot market size is projected to grow from $2.6 billion in 2019 to $9.4 billion by 2024. We’ll see businesses using chatbots to cut operational costs and streamline customer service processes. They can’t completely replace humans, but chatbots can:
Provide instant answers to simple customer queries, 24/7
Collect customer data and analyze it to gain insight into customer behavior
Reduce pressure on customer service staff by automating low level support, allowing them to deal with more difficult inquiries
Increase customer engagement and conversions
Virtual assistants allow users to interact with spoken language (Hey Alexa! Hey Google!) and help to relieve pressure on support staff by enabling interactive in-app support for users. AI virtual assistants are rising to new challenges and playing a vital role in automating customer service interactions.
As a top CX trend in 2021 and beyond, virtual assistants are set to become more customizable, contextual, and conversational.
Contrary to popular belief, virtual assistants aren’t being used to replace humans completely (Blade Runner, anyone?), but to streamline CX while freeing up human agents for important tasks.
2. The Future is an Omnichannel Approach is
A good customer experience strategy is becoming complex, with 51% of businesses using at least eight channels for CX alone.
In 2020, many businesses closed up shop and transferred themselves completely online. Many are still adapting to new strategies of providing digital customer service, as well as enhancing their CX initiatives to cater to customer expectations in a virtual space.
As CX organizations implement important customer experience trends for 2021, they need to focus on providing seamless, omnichannel CX to foster brand equity and drive sales.
Consumers demand consistent and highly personalized experiences as they interact with brands on various digital devices. For example, they might start interacting with a brand on Twitter and continue the conversation through e-mail. They’ll expect a seamless and integrated experience, no matter the platform.
A successful omnichannel CX seamlessly integrates online and offline communication channels to form a unified and unforgettable experience from the first to last point of contact.
If a customer base is interacting with a brand through phone, e-mail, live chat, social media, and SMS, as well as offline, a unified customer experience is a must.
In 2021 and beyond we’ll see more businesses further their digital transformation using instant communication to remove friction throughout the customer journey, and we’ll also see businesses tapping into customer data to personalize CX. As businesses plan their 2021 customer experience strategy, we’re likely to see big changes as brands acclimatize to an omnichannel customer service approach with increased virtual support.
3. Connecting Data to the Customer Experience in 2021
Businesses are becoming increasingly aware of the power of customer data in driving business outcomes and ROI. With customers expecting personalized, in-the-moment online experiences, the value of real-time data insights is paramount.
At present, predictive analytics helps retailers increase their margins by up to 60%. This number is set to grow as AI reaches greater capabilities.
Brands collect transactional, behavioral, and sensor data to form a customer ID that informs business goals as they move forward. This customer data is crucial to understanding what their CX does and does not get right.
Businesses are gaining deeper customer insights by collecting transactional customer data, analyzing customer behavior, segmenting personas, and more. Once all this data is collected and stored, predictive analytics can help businesses to understand how they’re succeeding or falling short of their objectives.
Businesses are using all this data about their customers to enhance the customer experience. How? By providing feedback in real-time, predicting customer needs, and identifying which customers they might lose. As a result, CX agents can satisfy their customers and prevent problems from arising.
As brands continue collecting meaningful data to build an omni-touch, real-time experience that allows customers to feel heard and understood, this will be one of the CX trends in 2021 that will continue for years to come.
4. Customer Service Goes Remote
With the recent advancements in technology, customer service and support have been able to optimize operations online. This has changed not only best practices and strategies, but also what customers expect from businesses.
This trend has a huge impact on businesses, employees, and, inadvertently, customers.
Remote working has plenty of benefits for all parties. Businesses can save significant costs on rent and technology, and hire from a more diverse talent pool. On the flip side, employees can work from anywhere (including their beds) and reduce commute time. No wonder most people who have tried remote work never want to go back!
Adapting to this shift can prove challenging. Remote working teams need to learn new methods of providing effective customer service from their homes or co-working spaces. It’s also essential that they find tactical ways to streamline project collaboration and to share information and customer data.
They’ll need to adapt to communicating in a virtual space, employ automated software to streamline operations, and find methods of staying motivated and on top of tasks.
As customer service goes remote, customer service teams will continue to face challenges when it comes to delivering an impeccable CX without setting foot in the office, but with the right technology, that allows for remote collaboration and oversight, it’s possible.
5. A Personalized Customer Experience Strategy Is Key to Success
As a top customer experience trends in 2021, we can expect businesses to customize their CX and meet customer expectations.
Today’s consumers expect personalized experiences to be tailored to their needs. Businesses need to focus on providing customers with relevant and valuable information. Customers demand proactive, valuable, and relevant outreach from CX teams, without having to share their personal information.What’s more, over 60% of consumers expect that companies send personalized offers or discounts based on items they’ve purchased.
The customer needs to feel valued and listened to throughout their journey with a business.
Nowadays, customer service teams can communicate with customers in their own digital spaces, through social media platforms like Facebook, Twitter, Whatsapp, and Instagram. Companies will likely increase efforts to contact customers through online platforms to provide order updates, offer support, or send promotions.
There are many ways businesses can continue to offer meaningful customer experience in 2021 and beyond. Make sure you know your customers’ communication preferences, and personalize the conversations and outreach you conduct. Personalized emails generate six times higher transaction rates, so stop treating your customers like strangers!
There you have it, five customer experience trends to watch out for in 2021. These trends have been driven by rapid advancements in AI and data collection, the advantages of an omni-channel approach, and the global shift towards remote work. In the future, we’re likely to see continuous developments in these areas which will continue to develop and shape CX.
Don’t get too comfortable, though. We expect that by the end of 2021 these predictions will look completely different! Let’s see what the future of CX holds, shall we?
Guest blog post written by John Allen, Director, Global SEO at RingCentral, a global UCaaS, VoIP and customer engagement strategies provider. He has over 14 years of experience and an extensive background in building and optimizing digital marketing programs. He has written for websites such as Vault and RTInsights.
In this episode of the Customer Service Secrets Podcast, Gabe Larsen is joined by Matt Freedman from Kustomer to evaluate the formula for high performing CX teams. Learn how Matt has successfully built brand loyalty in a new economy by listening to the podcast below.
Enterprise Account Executive Manager at Kustomer, Matt Freedman, knows how to build a company from the ground up and understands what it takes to produce successful customer experiences all while building brand loyalty. To explain the new economy, or as Matt puts it, the me-economy, he says:
It really just encompasses this on demand generation that you and I are both a part of. It’s Millennials, it’s Gen Z that grew up with Zappos, Netflix, Airbnb, Uber, everything is on demand right now at your fingertips. It never shuts off and the conversations are endless. They don’t stop and what I realized is that the me-economy really has an incredibly high set of demands that they’re putting on brands.
He finds that 57% of the me-economy says they are loyal to specific brands solely due to their experience with proactive and efficient customer service. Challenging the older CX values and tactics, this new generation cares more deeply about good experiences over poor experiences, and is more likely to give positive feedback on great CX.
5 Ways to Create a Customer Obsessed Brand
Matt and Gabe discuss the five ways to create a customer obsessed CX team: personalization, an effortless experience, adoption of self-service, being on the channel of choice (COC), and being in real time, 24/7. A customer obsessed brand starts with personalization. Actions such as knowing the customer by name, showing empathy towards their questions, and using customer data to tailor each experience results in better customer care. Customers are happier when their experience requires little to no effort on their part; they expect the care agent to adapt to their needs. Low effort experience can also be accomplished through self-service and filtering customer issues through the proper channels. Additionally, Matt notes that personalization is no longer just a suggested strategy. “It is absolutely required. 72% of me-economy consumers expect you to know who they are and what their issue is regardless of what the channel is when they’re coming to talk to you”. To further expand on this point, Matt discusses how CX representatives should be available in real time to their customers, meaning that they are readily available and empathetic to their needs.
Difference Between High and Low Performing CX
Matt explains that there are two strategies to keep CX teams competing in the me-economy at a high performance level. The first being tech and the second being strategy. Not only is it important for brands to have the technology aspects of CX up and running, it is imperative that brands develop strategies on how to implement such technology into building customer relationships. He notes,”Stick with what has worked, but as you’re moving and maturing and evolving your CX organization, these are the things that you should be thinking about that others in your industry will be thinking about.”
Matt expresses that a self-service supportive CX team will help the customers quickly find a solution to their question by funneling issues through self-service, bots, and agents. If a customer has a question, they can turn to the brand website and look for information on the help page. If their question is not answered there, they can live chat with a bot who can solve low effort issues, further funneling more complex customer questions to agents. Matt explains that the main goal of CX is to treat the customer as a human, as family, as someone known personally by the company. He says, “People want to be treated as a human, not as a ticket number, not as a case number. And that’s that huge barrier between high performers and low performers.”
Matt urges brands to take advantage of the current me-economy and to adapt their CX teams to better suit the new customer.
To learn more about the formula for high performing CX Teams, check out the Customer Service Secrets podcast episode below, and be sure to subscribe for new episodes each Thursday.
You can also listen and subscribe to our podcast here:
Full Episode Transcript:
The Formula for High Performing CX Teams with Matt Freedman
Intro Voice: (00:04)
You’re listening to the Customer Service Secrets podcast by Kustomer.
Gabe Larsen: (00:09)
Hi, welcome everybody. Today, we’re going to be talking about the formula for high performing CX teams. I think this is going to be a fun one. To do that, we brought on Matt Freedman. Matt’s an expert in customer experience and really a focus on building brands so Matt, you and I have been going back and forth. I’m excited to jump in, but thanks for joining. How are you?
Matt Freedman: (00:31)
Doing great, Gabe. Thanks for having me.
Gabe Larsen: (00:33)
Tell us just real quick, maybe just a little bit about yourself and kind of the passion that you have around content, brand building, and customer experience.
Matt Freedman: (00:42)
Yeah, I appreciate it. So back in about 2012, I founded a direct to consumer brand that was selling golf shoes online over Shopify and built an e-commerce company. So, just fell in love with that process; then just being super customer obsessed and trying to build human relationships with everyone that was buying shoes from us. We were a small scrappy startup and really caught the bug at that point. So I’ve been sort of at the intersection of technology, e-commerce, and customer data ever since throughout my career and landed here at Kustomer for all of those reasons. So really excited to be here.
Gabe Larsen: (01:21)
I love it. Alright, man. Well let’s dive in. You got some slides. I’m going to ask some questions as we go through, but let’s start talking big picture of the formula for high performing CX teams.
Matt Freedman: (01:34)
Yeah, for sure. So in a lot of ways this is just really some learnings and some things that I’ve found correlations between really high performing CX teams, companies, and just this general customer obsession. And it seems like there’s some tethered synergies or strategies around these brands that seem to outperform or outpace the rest of their industries. So I’ve spent a number of years really compiling all of this data, putting it together and something that I was trying to just get a modern take on. Obviously in this current Corona economy, everything’s a little bit different, but some of these general themes resonate and have stayed the same regardless. So I just wanted to put something out there that might be helpful for others trying to become customer obsessed or build that really high performance CX team. So a couple of things that we found, there are distinct and clear strategies or almost philosophies that brands are adopting that outpace or outperform their industry. It’s not necessarily always right in front of you, or what they serve, or the channel that they’re on, or the type of service. We’ve obviously all read The Effortless Experience and learned that going above and beyond, surprise and delight is not always a great future indicator of loyalty. So I started to really take that to heart and try to understand, okay, well if people really just want what’s expected of your brand, why are some companies so far ahead and have such higher C-SAT, NPS, loyalty scores than others? And I dove a ton into the data across a bunch of different industries and really kind of surfaced something really interesting that I never thought about before. And it really had nothing to do with the function or the tactic. There’s a lot of tools out there. Obviously Kustomer is the world’s leader right now in conversational CRM and the things we’re doing. But the brands that seem to be really outpacing the rest of their industries have understood and built their support organizations around this thought of what I’m calling the me-economy and what the me-economy is, is 22 –
Gabe Larsen: (03:53)
You better be defining this here. You better define what the me-economy is, but I like the term. I like it.
Matt Freedman: (03:59)
Thanks. It’s something I’ve been jamming on here for a little while, but it really just encompasses this on demand generation that you and I are both a part of. It’s Millennials, it’s Gen Z that grew up with Zappos, Netflix, Airbnb, Uber, everything is on demand right now at your fingertips. It never shuts off and the conversations are endless. They don’t stop and what I realized is that the me-economy really has an incredibly high set of demands that they’re putting on brands. And what we’re seeing is the brands that are optimizing their entire CX organization from tech stack to philosophy, to agent training and coaching are really the ones that are outpacing and really outperforming the rest of their industry. So I’ll just take a pause there and any thoughts or what you think on just kind of the general gist of this me-economy and what we’re seeing?
Gabe Larsen: (04:59)
I mean it resonates, I think, right? I mean, right now you feel like there is, if you look at the makeup. Yes, I love that 50%, right? That’s the problem that we’re running into now is that with the change of guard, which basically means a change of genetic makeup, Millennials, that group is taking over. They’re taking over leadership positions, they’re taking over companies, they’re taking over a lot of the population. They are a lot of the buying power now and as that group starts to take over, this has been talked about a little bit, but when it comes to our world of customer success, I feel like it’s been talking about more than the buying side. I don’t know if we’ve talked about it enough in the customer experience side. And so I think it’s super relevant knowing that the numbers are encroaching. It’s like, whether you like it or not, it’s now coming. The question is, how do you deal with it? But I love the framing of the me-economy because the numbers are proving that this is a different population than it was obviously just a few years ago.
Matt Freedman: (05:56)
You’re a hundred percent right. These are no longer fringe cases. We now make up the biggest consumer group of, with buying power with the actual populace. And just when you’re thinking of this and trying to internalize it, it’s really the on demand generation really comes to mind. So as you’re setting expectations, now, obviously going through this new world virus economy that we’re living in, it’s a great time to kind of pause and reset and just rethink, “Man, am I really set up and optimized for not only these fringe cases anymore, but this gigantic new wave of demand, expectation that this on demand economy has?” So I think it’s a perfect setup, just a little bit of the performance playbook that we found across all of these brands that are outpacing everybody. There’s really five basic things that we saw that were key themes in terms of the demand. And it comes back to a number of these stats, but personalization is no longer just a suggested strategy. It is absolutely required. 72% of me-economy consumers expect you to know who they are and what their issue is regardless of what the channel is when they’re coming to talk to you. You know, the second being low effort experiences. 96% of customers across the board throughout this generation who have high effort experiences will be disloyal to your brand. So if loyalty is important to you, low effort experiences have to be one of the key tenets of what you’re trying to drive. The other incredibly interesting thing that was really eye popping to me was the amount of adoption among the me-economy around self service. Obviously there’s a number of different tools, starting with chat and such, but self service is a requisite of being a high performance CX team when dealing with the me-economy and I think we’ll talk a little bit more about that and being on the channel of choice, we have a fun little acronym for this, but this is one of the biggest shifts and trends that we saw throughout the data. Currently, it sits about 32% of me-economy consumers require you to be on their desired channel. Now overseas, we’re seeing way more adoption in China, in Brazil of WhatsApp and social messaging apps as the preferred channel for CX to be handled on. From the data, the U.S. is almost a laggard in this group, and it’s interesting to see more adoption here, but that is a massive opportunity here in the States for you to outpace your industry and CX is to adopt social messaging channels now, and the 24/7, “be in real time,” always on, always listening for everybody everywhere. It’s incredibly difficult to just say that and to adopt it immediately. But you need to start thinking about these things, no longer fringe cases, now, requisites of what’s happening with industry leaders in CX today.
Gabe Larsen: (09:08)
Yeah. I like this summary, Matt. I think it’s great to see these on one sheet. Certainly we’ve heard personalization, right? That word has been in use over the last couple of years. “Be in real time,” 24/7, that’s a little different flavor there, probably a little newer with your point me-economy, the channels. We’ve started to see that expansion of channels, but the way you framed it there being on the channel of my choice, basically, is different than just being omnichannel. It’s like, “Be where I am, you punks.” Certainly we’ve seen a rise, I think in this self service. That is a real push for the trend, but I like how you’ve kind of framed. These are the five real playbook pieces that you’re going to need to be able to do to win in this kind of me-economy dominated society. Got it. I like it.
Matt Freedman: (09:58)
Yeah. The funny thing, Gabe, is you mentioned omnichannel and everybody, it’s such a buzzy term and everybody’s trying to solve for omnichannel. And to me, it’s a big puzzle that if you kick it up a level and think more strategically about what your customer wants, your customer isn’t asking you for omnichannel, your customer is asking for you to be on my channel. So if you’re able to take a look at these trends of where the me-economy is going, omnichannel may not include phones for some brands as this generation trends away from wanting to sit and get passed around with live agents. It’s almost a really good time to rethink what omnichannel actually means because some of those channels that may be dated, may not make the cut. So it’s interesting.
Gabe Larsen: (10:51)
I like it.
Matt Freedman: (10:52)
Awesome. So one of the things that really stood out to me in this me-economy and some of the stats that we got through are, 57% of the me-economy says that customer service is one of the main reasons they feel loyal to a brand. And what’s really interesting about this is that there is a tremendous amount of loyalty with the me-economy. They tend to really, they’re 78% loyal to brands that they feel that they’ve chosen as sort of their brand of choice for a particular category. There’s a ton to be gained by winning this market over. But the biggest driver, other than price that we found is that customer service is the biggest sticking point with this generation of folks.
Gabe Larsen: (11:39)
Ah, wow. I see that. I wonder if the audience would be surprised at that. That feels, if you are surprised, I love it. I have a handful of people watching that comment. That sometimes I think with this new age mentality that maybe customer service isn’t as important, right? That it maybe should play a lesser role, but that certainly is the majority of that group is more or less kind of saying, “Hey, that is still true. We still care a lot about this.” Which is maybe interesting in this light, Matt, that for a long time, we have relied a lot on loyalty around brand building. Then you have all people know this. So, you know I shop at Nike because I’m a Nike guy. I just always have been and there’s this loyalty to brands, but in this me-economy, these five pillars become more important. Like honestly, I don’t care where I can get it, direct to consumer style, right? I don’t care where I can get it as long as it’s effortless, right? As long as they can do this piece, right? So maybe that’s the big takeaway on this slide is that although brand is important and it always will be, this me-economy is starting to put some things over brand building like the five plays you talked about, right. Effortless experience, et cetera.
Matt Freedman: (12:56)
Sure. You just think about the way that we shop. Everyone goes to Amazon for everything just as a first touch point to see if you can get it there. You can’t compete with next day, same day or two day in most cases. So that experience and what you’re promising me, the brand promise of when you’re going to deliver it, can I guarantee that it’s going to be here on time? You look at the rise of the subscription economy now, especially more than ever, people not really wanting or being able to leave their homes. That on demand mentality is more important in some cases that the data shows than the brand or the product itself. It’s more, “When am I going to get it? Can I rely on you and is your price competitive?” That almost outweighs the brand or product itself.
Gabe Larsen: (13:43)
I like that. I like that takeaway. I think that’s a big, it’s something we got to just continue to just, that is real. We need to adapt. Not probably fight.
Matt Freedman: (13:54)
Sure, and what’s interesting too, I don’t across again, just this first pass at looking through some data, less than 30% of brands really feel that they’re equipped and ready from a technology perspective with things like those on demand chat channels, social messaging, having a really highly intelligent knowledge base, the self service factor. People don’t feel that they’re necessarily ready for this or haven’t fully adopted. And I know it’s a newer concept, but there’s just so much room right now while we’re all sitting in our homes, working from home, to just maybe rethink, “What does the next two to five years from my company look like? Are we really set up to solve and really engage with this new market?”
Gabe Larsen: (14:46)
I love it. All right. Keep going.
Matt Freedman: (14:48)
Here’s the one big takeaway of some of the value drivers. If you’re a CX manager or a leader, and you’re trying to sell up the chain to your e-team, or to try to get some funding for some of these tools and this new philosophy to inject some new life into your CX organization, here’s some of the things that you stand to gain. And a lot of these stats are just public domain that we know about high performing CX teams. This is tailored towards Millennials and Gen Z, but we touched on one, the loyalty factor is massive. 78% of me-economy consumers feel more loyal to brands. The one thing that really struck me that I thought was crazy that I almost didn’t believe when I saw it was up to a 98% C-SAT score appears just by plugging in some of these social messaging channels as a primary channel, which was absolutely stunning to me.
Gabe Larsen: (15:43)
Why do you think that is? Is that just because of, I mean those are the channels that we’re familiar with. We know them. So once I’m able to use them in a platform, it makes more sense. It’s easier for me.
Matt Freedman: (15:53)
Yeah, absolutely. To me, it’s the channel of choice.
Gabe Larsen: (15:56)
Say no more.
Matt Freedman: (15:57)
We as peers, that’s where we’re talking.
Gabe Larsen: (16:00)
Matt Freedman: (16:01)
This generation tells more people when they get great care than they tell people when they don’t get great care. And that’s the first generation to do that. Typically you’ve seen in older generations up to 20 people will hear about a bad experience. The me-economy is kind of bucking that trend. So another interesting little nugget there. In the last to really come down to the balance sheet, here’s really, if you’re talking to your CFO and you’re trying to gain more momentum around your organization, these people spend up to 21% additionally for great customer service. And it’s proven around 70% of this me-economy says they already have spent more money to do business with brands that offer great customer support. So I’ll pause there really quick, Gabe. Any thoughts there? We’re going to start to dive into more of the model of how to sort of adopt or build a framework of how your CX organization can start to build the tenets of what this looks like to solve for this me-economy. But anyway –
Gabe Larsen: (17:05)
No, I think you’ve set it up well. I think you’ve set it up well. I think the big next question is, got it. That maybe is a problem I wasn’t seeing as much before. Some of these types of elements, the question is, “How do I start to move in this direction and maybe adopt some of these principles in a real way to tactically or tangibly change the way I deliver service?”
Matt Freedman: (17:24)
Yeah, sure. There’s a lot of different information out there. There’s a ton of opportunity of different ways outside of just this. Just kind of taking a baby step, crawl, walk, run approach. But if you’re speaking specifically and candidly to this me-economy market and the demands that they have to be competing with these high performing, outpacing industry leaders, these are kind of the two basic things you can do today to start thinking about. And the first is the technology stack. Obviously at Kustomer, we’re a bit biased here of the things that we offer, but irregardless, we built a model that we’re going to talk about in a moment called SLS. And that’s a funny little acronym for self-service, live support, and the last S being social messaging channels. So we’ll dive into that in a moment. But from a strategy perspective, if you were to weigh these two, technology and strategy, it’s almost 50-50. I mean the technology can get you so far, but if you’re not going to adopt it as the source of truth and the source of just having this new generation lead the way for your company, we’ve built this model called the Now Philosophy that you and I, Gabe, have talked about. But it really is, it’s adopting the always, everywhere, for everybody model that the demand is being driven by this me-economy. So split this right down the middle. Half goes to tech, half goes to strategy. That’s the two basic fundamental tenets of how we can split this up.
Gabe Larsen: (19:00)
Yeah. I liked that. The funny, the way when you project that, right? I think for a long time, we’ve talked about people, process and technology as being like the fork, some of the fundamental principles of driving an effortless experience, great customer experience. The way you kind of framed that was technology, it needs to be brought to the forefront that it almost is at the core and then you build your strategy, in a lot of cases, around that because it’s playing such an active role. Again, it often felt like people, process, and then add some technology on. Now it’s almost more like, no, no, no. Get the technology. Build around that technology [inaudible], which I think that’s a slightly different frame of mind than we have in the past.
Matt Freedman: (19:45)
Yeah, you’re probably right. The people, process model dates back to what, Henry Ford and even beyond. So maybe this is a little bit disruptive, but at least from what the data tells us, if you want to serve this new market, which is now the majority, not the minority here, these are the two basic things you can enact now. So let’s dive into what that means really quickly. From the technology side, again, you’re looking at self-service, live, and social are the three basic tenets of how you can win here. We are certainly not suggesting that you abandon things like phone and certainly email. Stick with what’s worked, but as you’re moving and maturing and evolving your CX organization, these are the things that you should be thinking about that others in your industry will be thinking about. So there’s a lot to this to unpack because within each of these categories, there’s several different types of widgets or platform products that you can stand up that can build your own version of this stack. But what we’ve heard is that an intelligent knowledge base is where the me-economy starts. Almost 80% of those inquiries are now starting on a self-service basis. So the first place they will go is a knowledge base that’s public on your website. So if they can’t find the answer of what they’re looking for there, the second piece of that is enacting some kind of live chat that could be with a bot to deflect or suggest an answer first with a conversational CRM that Kustomer offers, obviously the data component of that being hyper-personalized and understanding, and even anticipating why that order may have been missed or why that person is reaching out to us. These are those little tiny micro nuggets that are the difference between high performers and low performers. So having all of that experience connected on the back end. So when the agent walks in, in the morning, they know they’re set up to succeed because when someone comes in, they can almost anticipate and say, “Hey, Gabe. Saw you reached out. You don’t have to give me your order, number, your account number. I see that you’re waiting for a package. I get it. It’s a grill. It looks great. Is that what you’re reaching out about?” That’s the difference of being reactive versus proactive and that’s what this economy is demanding of you. And the final bit being the social messaging piece. This is the channel of choice. Be where I am. And this is where peer to peer, we’re talking. We’re talking over Facebook app and WhatsApp and other apps, and that’s how people want to be treated as a human, not as a ticket number, not as a case number. And that’s that huge barrier between high performers and low performers.
Gabe Larsen: (22:37)
Yeah. I feel like on this one; some of this, you’ve heard, but it is some of the adoption of it. As I look at some of the expectations I have as a consumer, when I email a ticket or email in, and if someone creates a ticket, I’d probably have in my frame of mind, it’s, I don’t know, maybe a 24 hour response time. When I Facebook message someone, I’m probably thinking a handful of hours. When I’m live chatting with someone that’s a tough, that’s that real time. You’ve got to be real as soon as they feel like you’re playing with multiple tabs and jumping around you’re out of it. But it’s like, what this has really forced us to do is I think you’ve got to then take these concepts and be able to almost dive into some of them individually and teach your agents some of the best practices and strategies, because it isn’t just email anymore.
Matt Freedman: (23:27)
Gabe Larsen: (23:27)
It’s not. And so, yes, you’ve maybe heard some social messaging. Like I got to do that. Maybe some of you flipped it on, but I’m telling you, if you flipped it on and then haven’t kind of gotten with the, this is not email, this is something. So there’s a recognition that these are key components. And I think you’ve laid that out well, but I think the second point is, as you think about implementing this, know that it’s just like when you first implemented the email channel or the phone chat, this takes a full different mindset because expectations of consumers are different.
Matt Freedman: (23:57)
100%, and it’s the perfect setup for the following. It’s the other half, it’s that other 50% of why this is important, how it can be implemented? How many of us in our history, and it dates me back to having our own brand, how much technology do you buy and only adopt 10% of it? So you have this shelf collecting dust of all these technologies that you should be using more of that you’re wasting money on. So it’s almost the philosophy adoption and the strategy around using the technology almost has to be aligned to the same north star as the tech itself. So, I’ll end with this, but on the other flip side of the coin is adopting this philosophy. And the demand again, of the me-economy is just this. This is a derivative of what the demands are. It’s always, everywhere, and for every one; we have to be 24/7. We know that being everywhere on the channel of choice or on the COC, this will strip away the omnichannel thing for a moment and just realize the me-economy, wants you’re exactly where they are and they want an answer fast and they’re not willing to wait. Otherwise, that equals an effortful experience. 96% of those people will not shop with you again or become disloyal. So again, the tech is great to have it, but if you don’t have the strategy and the personnel to man those chat lines properly, it’s going to be all for not. And the final thing obviously is the biggest component of this, is treating your family, your brand’s family, like that, like they’re customers. They’re not ticket numbers and cases. When they reach out to you, it’s one thing to say that you can be empathetic, but how can you do that without data about that person right in front of you? When agents have to go fishing around in ten different systems, it totally negates your ability or your promise of being customer obsessed. So the data being right in front of you with that CRM is absolutely paramount to adopt this type of a philosophy as well.
Gabe Larsen: (26:05)
Yeah. I think these are the, I really like the always, everywhere, everyone. It’s great, because that’s one that isn’t as much on my mind, but you’re right. It’s the 24/7 one just keeps coming back. Like how do we always be around there? So that’s kind of one that I feel like I’ve got to wrap my head around probably more. It’s resonating most with me. Really liked that you brought in that build a community. This interaction, I feel like it’s happening more and more. People are talking Slack channels, people are talking Facebook groups, people are talking. And maybe that is also like be on a channel because for a long time it was, let’s build a community on our website. It’ll be hidden somewhere and they’ll never log in and know what happened with it. Now that we’re going with that channel of choice and we’re starting to integrate Slack communities or Facebook communities. Well, they’re being more adopted, but I don’t know if we’ve got ahead of that enough. I feel like you got some modern people doing that, but I think you’ve got a lot of people still lagging there, big time. People want to talk to each other and they’re scared. We’re scared to do it in some instances because that’s a live real time community that they –
Matt Freedman: (27:17)
Gabe Larsen: (27:17)
So how do you monitor it and how do you make sure that people don’t post bad stuff? And that’s kind of like, I can see that hesitancy to go there, but the importance on the flip side of kind of that real time, collaborative, interactive between people, not just you and them, but them and them, meaning them and the other customers, I think is pretty important. So, Matt if you were to kind of summarize, a lot of great points, companies, people who are trying to figure out how we navigate this kind of me-economy, what would be kind of the summary statement there?
Matt Freedman: (27:51)
Yeah, for sure. I threw it into a quick slide. I was hoping you would ask that.
Gabe Larsen: (27:58)
I promise I did not know that.
Matt Freedman: (28:03)
All good. We’re totally in lockstep here. So just some of the key takeaways, again, the big thing for me is to realize that this is a seismic shift that’s happening underneath our feet in real time, especially right now, while people are sitting at home, re-evaluating ways to take their businesses to the next level. So it was only a matter of time where this data surfaced. Where the economy of the Millennials and the Gen Z and the demand that they have, the on demand lifestyle that they’ve lived is driving a brand new generation or economy worth of requirements of your CX team. So we can take baby steps towards that over time. But I would almost recommend taking the weekend or taking a week and just really doing a hard eval on how you’re positioning and how you’re setting up your CX team for success. The first thing is just ditch the ticket. If we’re still referring to customers as tickets or cases, it’s just unacceptable in the me-economy. We’ve seen it proven. Adopting the SLS tech stack, the self service, the live and the social, continuing to focus on low effort experiences. Thank you again, Matt Dixon for putting that out.
Gabe Larsen: (29:24)
Trademark. Trademark Challenger.
Matt Freedman: (29:24)
God, I owe him so many times for having used that phrase. Know every customer by your name. One of the coolest exercises that you can do to prove to yourself or your company that you are customer obsessed. If somebody, if that term is even floating around your CX team, go to your leadership team and say, how customer obsessed are we or are we committed to being? And if they think they are now ask them point blank, who’s our best customer. If you’re a direct to consumer brand, prove it to me. Name our best customer and why they are our best customer? And what are we putting in place to know every single person that’s in our base like they’re our family? They’re the people paying our bills. It should come to that level of obsession. The now philosophy we talked about that encompasses a number of these, but the big takeaway for me, and I’ll tie it off with this, is really there are brands performing at this level of standard, and we’re going to continue to see them grow and put content out and to continue to see examples of them winning. But the resources are out there for any brand that wants to commit to being customer obsessed to do this now. It doesn’t take a radical change where you have to go completely turn everything upside down. There is a formula and approach based on what we just laid out that any brand can achieve this. And selfishly, to my understanding, Kustomer is really the ones leading the charge on how to get people to that level of customer obsession.
Gabe Larsen: (31:07)
I agree. I love it, man.
Matt Freedman: (31:09)
Again, I’m biased.
Gabe Larsen: (31:12)
You’re fine. You’re fine. Well, Matt really appreciate you taking the time. I like the idea. I think you’ve really laid it out well, the formula for how CX teams can win, especially in this kind of me-economy that you put forward. So thanks for joining and for the audience, I hope you have a fantastic day.
Matt Freedman: (31:32)
Thanks Gabe. Appreciate it.
Exit Voice: (31:34)
Thank you for listening. Make sure you subscribe to hear more customer service secrets.
If the past year has taught the CX world anything, it’s that building and maintaining customer relationships is the key to survival during tough times. In fact, according to recent Kustomer research, empathetic customer service was the most valued customer service attribute during the global pandemic. Unfortunately, many companies are still relying on ticketing systems like Zendesk, where each new interaction is treated as a separate event handled by different people across a variety of siloed platforms. This old model of customer service makes it nearly impossible to personalize a customer’s experience and treat them as a valued individual, with thoughts, feelings and feedback.
A platform that brings all the data about a customer into one place helps customer service agents understand the context of a customer’s conversations and enables them to deliver more empathetic, proactive and relevant service, leading to lifelong customer relationships. Before switching from Zendesk to Kustomer, Amy Coleman, Director of CX at Lulus.com, felt the humanity of customer service was being lost.
To create these meaningful relationships, companies need to adopt technology that allows them to see customer history, issues and behavior in context, no matter the platform. By leveraging automation for tedious and analytical tasks, customer service agents can provide customers with prompt and personal customer service at scale.
Eric Chon, Community Support Manager at Zwift, made the switch to Kustomer because his team was looking for a platform that was more human, and allowed them to interact with their members in a more organic way.
An effective CRM should allow you to fully understand the relationship that your business has with each and every customer, and leverage data in order to do that. Legacy CRMs were built to manage cases, not customers. And you shouldn’t have to pay more for operational solutions AND modern communication tools in order to provide effective, personal support. Before making the switch to Kustomer, Lulus didn’t have any data because their platforms weren’t talking to each other, and that was a big issue.
One thing is clear across the board: consumers expect retailers to know how they’ve interacted in the past, what issues they’ve encountered, and they want organizations to actively make amends. And with the right technology in place, delivering on consumer expectations and building lifelong relationships is within reach. A modern customer service CRM should be designed to connect seamlessly with your other data sources and business intelligence tools, while taking the place of your support platform, contact center routing software, and process management solution.
It’s time to say goodbye to ticket management, complex searches, and legacy CRMs that frustrate customers and agents. Wow your customers with effortless, personal conversations across all channels. Learn more about how making the switch to Kustomer can be a game changer for your business here.
Optimal customer service is a must for companies that want a stellar reputation that keeps business flowing. In fact, according to our own research, 79% of consumers say customer service is extremely important when deciding where to shop, so delivering on consumer expectations has never been more important. Retailers need to tailor the way they interact with consumers in a way that exceeds their expectations in an effort to not only maintain their business, but also to gain customer loyalty. It’s not just about delivering on consumer expectations — it’s about exceeding their anticipated desires to drive loyalty.
Focusing on opportunities that go above and beyond, personalizing interactions and providing services that ensure a competitive advantage are imperative to surviving and thriving as a business today.
Let’s take a closer look at some of the most common new and existing consumer expectations, the importance of meeting these desired outcomes and how your brand can properly deliver on exceptional customer service and engagement:
What Do Customers Expect From Customer Service?
When it comes to creating the optimal customer experience, brands know how important it is to embrace technology. The digital age has made it easier than ever to connect with customers via outlets like social media, solve issues in a timely fashion, and build brand loyalty and awareness. Taking advantage of technology to address, manage and resolve traditional problems is essential for businesses that want to thrive in 2020 and beyond.
“It’s clear that the digital age has transformed what the modern day consumer expects from retailers,” Brad Birnbaum, CEO of Kustomer, explained. “The younger generation not only wants instant resolution to their problems, they also demand personalized interactions and availability across all channels. Retailers must put a customer service strategy in place, and leverage the right tools, to deliver on these expectations.”
According to data gathered from The Customer Service Situation, a 2019 customer satisfaction survey conducted by OnePoll for Kustomer, there are opportunities for brands to bounce back from a mistake, but not all consumers are willing to give businesses more than a few chances. In fact, our research shows that the average customer gives a retailer three mistakes before he or she decides to return to the business or never make a purchase with them again. This information may show that customers are willing to give brands the benefit of the doubt, but additional majority data might say otherwise — 80% of shoppers agreed they wouldn’t continue business with a retailer if they had a bad customer service experience.
So what should companies focus on when it comes to providing optimal customer service? Be attentive to quality control and making as few mistakes as possible to retain customers and gain their loyalty.
In our Customer Expectations During the Holiday Season man-on-the-street video, consumers said that if they had a bad customer service experience, they would return their product and go somewhere else. Another said she would call the bank and dispute the charge, while another customer admitted to the willingness to go elsewhere and shop outside of his budget knowing that it’ll be a worthy exchange because he’s going to get optimal customer service. This ties right back into our survey, where 59% of customers agreed they’d be willing to pay more money if it meant better customer service.
Timeliness is also a must. Our survey found that customers tend to get annoyed with customer service agents if they’re placed on hold for more than 3.5 minutes, which means representatives need to have solutions ready as soon as possible.
Consistency in great service is a major expectation for consumers. Failure to do so could result in permanently lost business — according to the survey, the average consumer admits to swearing off at least four businesses after having bad customer service experiences.
What Does It Take to Deliver Exceptional Customer Engagement?
Creating a personalized customer experience is essential for businesses to flourish in today’s fast-paced world. As covered in a previous blog The Importance of Empathy, Compassion and a Truly Human Customer Experience, simple moments of kindness in customer service, like a laugh over the phone, a smiley face emoji via chat or an e-mail that asks how the customer is doing, can facilitate a positive reputation for any brand and can be one of its greatest assets, especially today.
In another one of our man-on-the-street videos, Personalization in Customer Service, consumers shared that they expect a certain level of personalization from a customer service agent, especially when personal information is provided during the initial conversation. When you don’t have to reiterate your issues over multiple instances with an agent, the interaction between the customer and agent becomes more worthwhile.
In essence, delivering on consumer expectations is all about understanding what the consumer wants and creating personalized customer service experiences based on those needs. A mixture of automation and human interaction allows you to meet said expectations while providing quality assistance that leads customers back to your business.
Every consumer has a different expectation as to how they believe they should be treated by organizations they do business with. Perhaps I wouldn’t hesitate to ask for a full refund and an apology when I feel I’ve been wronged, whereas you wouldn’t be caught dead being so demanding.
But while we all have our minute differences, it is also true that consumer expectations generally shift with the times, and have clear generational differences. This past year has brought a significant amount of changes, and businesses may feel more in the dark about what their consumers are demanding. We wanted to pull back that curtain.
Kustomer surveyed over 550 US-based consumers to better understand what they expect from the customer experience, where organizations are falling short, and how expectations have shifted across generations. According to our research, 79% of consumers say customer service is extremely important when deciding where to shop, and many consumers are more picky with where they spend their money than ever before. Read on for the findings from our research, and for strategies to deliver on consumers’ growing demands. You can download the full report here.
We Must Treat Customers as Humans
If 2020 has taught us anything, it is that empathy is of the utmost importance when dealing with customers. As the world has drastically changed, and individuals feel more stress and anxiety than ever before, the potential to brighten someone’s day with a simple support interaction is hugely impactful.
According to our survey, 69% of consumers expect an organization to prioritize their problem if they are upset. Through a combination of sentiment analysis and intelligent routing, your customer service platform should be able to move upset or loyal customers to the front of the line and immediately get them help from the most appropriate agent.
Additionally, 53% of consumers expect a business to know about them and personalize how they interact. To create these meaningful relationships, companies need to adopt technology that allows them to see customer history, issues and behavior in context, no matter the platform. According to Amy Coleman, Director of CX at Lulus.com, the humanity of customer service is often lost in call center environments. “I think that one of the downfalls to old school ticketing systems is that it’s no longer about people. It almost becomes like data entry for those agents that are working on the same thing. It’s how many tickets there are,” said Coleman. “We were never thinking of it in terms of the human beings that are on the receiving end. And I think that’s what Kustomer has really done for us, it’s allowed us to spend the time with the human beings that are on the other line and spend more time developing our team.”
One thing is clear across the board: consumers expect retailers to know how they’ve interacted in the past, what issues they’ve encountered, and they want organizations to actively make amends. A whopping 76% of consumers expect companies to proactively follow-up and reach out to them if there is a problem. Whether it is a winter storm delaying a shipment, a new safety policy, or a fulfillment issue, proactive outreach is not only a nice benefit, it is now an expectation. Proactive communication can provide even more value when you use it for actions like reengaging unhappy or complacent customers, and building brand loyalty with targeted offers. Make sure your platform can power bulk messaging, targeting specific customer segments based on your unique data, like orders, location, or CSAT. In no time your customer service team will turn from a cost center into a profit center.
The Need for Speed in CX
We’ve all been there. Too much to do, too little time. This turn of phrase is even more pertinent for customer service organizations. Delivering real-time service is inherently difficult without endless resources, especially during peak shopping periods. But it is truly what your customers expect.
Seventy-one percent of consumers believe their problem should be solved immediately upon contacting customer service, but 52% report that they’ve experienced hold times longer than fifteen minutes. That’s a massive amount of consumers whose expectations are not being met.
Luckily, thanks to automation and artificial intelligence (AI), businesses now have the opportunity to provide more self-service options, freeing up agent time for complex and proactive support. In fact, 53% of consumers prefer self-service over talking to a company representative, meaning AI-powered experiences fulfill their needs. Tools like chatbots are growing in popularity with both businesses and consumers, with 53% of consumers saying that chatbots improve the customer experience. They can be used to collect initial information, answer simple questions, and direct customers to a help center if human intervention is not needed.
These tools save time for both the customer and agent, and increase the time spent on the actual issue rather than information gathering and low level support. Additionally, 42% of consumers reported that they would be willing to buy a product or service from a chatbot. This transforms AI-powered chatbots from a deflection tool into a revenue generator, with the ability to suggest similar products, or answer questions consumers need clarification on before buying.
To read the full report, including industry and demographic data, click here.
I was beyond excited. I had the perfect gift for my wife for our anniversary planned out. After doing some initial research I had an ad pop up on my Instagram feed that provided exactly what I wanted — a personalized canvas with our wedding song on it. I pictured my wife opening up the package on the day of our anniversary and being overcome with emotion. I was sure that I had “husband of the year” in the bag. Unfortunately, it didn’t work out as I had planned.
The order process for this personalized canvas was very straightforward. I specified how I wanted the canvas to look and provided the exact wording, the canvas size, and the design. It was three weeks until our anniversary so I believed I had plenty of time. I put in the order and they sent me an email that said it would take them 1-2 days to provide me a proof and then 1-2 days to complete the canvas before shipping it. It was exactly what I saw on their website before I ordered. I knew I was cutting things a little tight but wasn’t worried. After four business days, I approved the proof they sent me, I kept waiting to get the confirmation that my order was shipped. After four more days I emailed them on a Friday asking where my order was. I started to freak out as I was down to a week before our anniversary.
I finally heard back from them on the following Monday (as they don’t work on the weekends): “We are a little backed up on our orders. We had more orders come in that we weren’t prepared for “. While they were extremely apologetic in their response they were putting my “husband of the year” award in jeopardy. Two days later I emailed them again asking when my order would be shipped. They responded quickly that it would be shipped the next day and to my relief, it was. It’s too bad that it was shipped on the same day as our anniversary. My wife is very understanding and wasn’t upset. I was disappointed though as this whole situation could have been avoided. Organizations need to consider how they can be more proactive in their approach to the customer experience so they don’t let down their customers and create lifelong customers. This is at the core of becoming an intelligent customer experience (CX) organization.
What Is an Intelligent Customer Experience?
Intelligent CX involves leveraging the technology and data that exists today to create a better overall customer experience. This includes sharing data between the different teams such as marketing and customer service, creating new roles to act on the data, and leveraging new technology such as AI.
Eliminating the Silos
Too often, organizations suffer from a lack of communication between different functions such as marketing, customer service, sales, and manufacturing. The loser in all of this is the customer, and ultimately the business, as companies will lose potential revenue and customers.
Intelligent CX organizations have more open communication and data transparency which creates a more fluid transition between the discovery and buying customer journey stages. As an example, the manufacturing team at the customized canvas company should have informed the marketing and support teams that orders would be delayed. They then should have updated their website and order emails so I would be aware of any delays and sent proactive communication of these delays while I anxiously waited for updates. Instead, I was the one that had to reach out to their customer service team a few times for updates. The friction points that existed in my customer journey could have been avoided by breaking down the silos within this organization.
Use Data to Provide a Differentiated Experience
The second component of an intelligent CX organization is leveraging the data you have about the customer to provide a better customer experience. This was the first canvas that I was purchasing from this company, yet there didn’t seem to be an acknowledgment of that. I felt like any of their other customers. If this data was appropriately used they could have:
Proactively reached out when they realized that my order was going to be delayed
Routed my issue immediately to the next available agent
Provided me with an exclusive and personalized offer as a first-time buyer to help drive repeat business.
We’re seeing organizations with an intelligent CX mindset collect more data at each touchpoint. They are also creating new roles that combine CX and analytics to help deliver on an organizations’ CX vision.
Embedding Artificial Intelligence
The last component of an intelligent CX organization is applying AI to inject automation and machine learning into the customer experience. AI takes advantage of the data that you have and helps organizations act on it in ways that could never be done before. This not only generates additional revenue but can result in significant cost savings.
During the purchase of my customized canvas, AI powered technology could have detected a delay in the processing of my order and proactively sent me an email without having to reach out to the customer service team. Another example is having an AI-powered chatbot on their website that could have provided me with an updated status so I didn’t need to wait until Monday to receive a response. These examples are just a small slice of what AI can do. Smoothing out these areas of the customer journey by leveraging an intelligent CX mindset is what transforms a good customer experience into a great one.
The Time for Intelligent CX Is Now
We need to go beyond providing a great customer experience — customers are expecting more. Intelligent CX organizations break down the silos that exist between different departments, they collect more data and better leverage existing data, and they embed AI into their CX processes. This ultimately creates an extraordinary, frictionless experience for your customers that will result in brand loyalty and ultimately drive a more profitable business.
PS: While it was late, the canvas has a special place in our home and reminds my wife and me of our wonderful wedding.
In a world that’s so heavily focused on utilizing digital technology and social media to create convenient experiences for consumers, making your customer service communication lines as simple, seamless and tailored as possible to specific members of your audience is a must. A personalized customer service strategy is just one way to make a measurable impression on consumers. In fact, according to an ROI of Customer Experience report by Qualtrics, 77% of customers agree that they’re more likely to recommend a brand to someone after having just one positive experience with the company.
But how can you make each digital customer service encounter a customized one? What is personalized customer service, and how can you deliver personalized customer care that’s beneficial both to your customers and your business? Let’s take a closer look at the advantages of this customized solution and how Kustomer can make it happen for your business.
Diving Deeper: What Exactly Is Personalized Customer Service?
In a recent article, we highlighted personalized customer service and how it works well with an omnichannel approach. Artificial Intelligence magazine defined personalized customer service as the assistance provided by a customer service agent that is tailored to each individual customer, based on their specific wants and needs.
But this approach doesn’t simply bring in more business by chance. There’s a psychology behind personalized customer service. Research shows that customers are keen on personalization, as it helps them remain in control in customer service conversations, reduces feelings of stress and defeat, and helps them feel more empowered as a customer. With more than 50% of customers admitting that they’ve had to re-explain issues to customer service agents in the past, this can have a major impact on business, enabling customers to feel an instant disconnect that leads to distrust and uncertainty with the brand.
What Are the Major Benefits of Providing Personalized Customer Service?
When it comes to customer relationship management, weaving personalized customer service into your strategy is a must for many reasons. In fact, it’s not only beneficial to the well-being of your customers, who could potentially become returning customers, but also to the bottom line of your business. Let’s take a closer look at some of the advantages of personalized customer service on both ends of the spectrum:
For the Consumer
From adding more depth to initial conversations to increasing trust and satisfaction with a brand, the benefits of customer service personalized to the consumer can change the way they look at your business.
More meaningful conversations. When customers enter a conversation with an agent, they want to get as much out of the conversation as they can. Agents who are willing to take a dive deep into the issue and curate a resolution that’s specific to the problem at hand provide an unparalleled experience for customers that can have a major impact on their impression of your brand.
Enhanced trust in a company. It’s very natural to want to spend more time with someone you trust and can confide in. The same idea can be used in a customer service encounter between an agent and a customer. As perfectly stated by HubSpot, “loyalty is rooted in trust, and customers can trust real-life humans more than the ideas and values of a brand.” When customer service agents take the time to analyze a personal customer issue, it shows an element of caring and understanding that fuels trust and compassion from the other end.
Improved overall satisfaction with service. Customers expect quick, reliable service when they reach out to your agents. HubSpot found that 90% of customers say an immediate response from customer service agents is important or very important when they bring a question to the table. What qualifies as an “immediate” response? Research shows that customers want to be answered in 10 minutes or less.
For Your Company
Brands can see a major return on investment when they incorporate personalized customer service into their strategy.
Consistent business. When it comes to making a customer feel valued and appreciated, personalized customer service goes a long way. Pleasing a customer does more than put a smile on his or her face — it often leads to return business for you. Research by HubSpot found that 93% of customers are more likely to become repeat customers at a business that provides optimal customer service, and 90% agreed that they would at least be more likely to purchase more items from said company.
Increased customer loyalty. In our research, we’ve found that curating a personalized customer service experience over one that’s less customized could be the resolution to a disconnect; if a customer doesn’t feel heard in their conversation with one of your agents, they could be less likely to show brand loyalty and more likely to purchase products and services from a company that will, in fact, listen to what they have to say.
Better leverage to improve your current strategy. Because you’re creating more personalized experiences for your customers, you’re getting a better idea of not only what they expect out of that initial conversation, but what they anticipate to get out of your business as a whole. While you may be the expert of your business, the people who purchase your products or services are the same people who are fueling your company with revenue to keep the engine pumping and their opinions are invaluable.
How Kustomer Can Help You Deliver a Personalized Customer Service Strategy
Creating and delivering a top-notch customer service experience for consumers should be top of mind for your company. If your current strategy doesn’t seem to have the impact on your customers that you’d like, Kustomer can help.
Optimal customer service is more important than ever, and learning how to customize each and every interaction with customers is imperative to your success. Our on-demand webinar, Importance of Personalizing Your Customer Service, can teach you everything you need to know about achieving a personalized customer service strategy. We take a deep dive into why customers value personalization, challenges that may occur that can keep you from delivering this type of customer service, and real-life case studies that showcase how Kustomer has transformed strategies for clients in the past.
Banking has changed drastically over the years. Today, you don’t have to drive to the bank and meet with a teller to make a withdrawal or move money from a checking to a savings account. Instead, you can use a secure app to take care of these menial tasks from the palm of your hand.
These features in online banking demonstrate just a few of the many ways customers feel satisfied by the convenience the digital world offers. Add automated customer service opportunities to online banking and it becomes even more advantageous — to both the customer and the business offering the service.
Let’s take a closer look at some of the benefits that come with adding automated online customer service options to online banking:
Seamless Communication Efforts
For most customers, instant communication provides immediate gratification. According to an Accenture Financial Services Banking Report, 49% of customers agreed that instant support is a key factor in building loyalty with a bank. Customers have always had the option to call into their banks to speak with a representative about an inquiry, but are oftentimes left on hold. With an instant online customer service option, customers can get the answers they need in real-time, whether from an agent, a chatbot or a knowledge base.
Preferred Way of Banking
Today, many consumers live in a fast-paced environment and expect as much convenience in their daily lives as they can get. According to PwC’s 2018 Digital Banking Consumer Survey “Mobile users set the agenda,” with 15% of customers preferring to utilize mobile banking and agreeing that most of their banking is done digitally.
Furthermore, a Gartner survey revealed that 44% of respondents choose their phones as the preferred device for resolving a problem with a company. Through customer service automation, banks can provide quick answers to customer questions on their preferred mobile channel, while saving valuable agent man hours for more challenging customer problems.
Personalization is Key
Automated customer service can make sure customers’ demand for speed aremet. One way to ensure this is by investing in a customer service CRM platform that understands the digital age as well as customer expectations. Kustomer, for example, has worked with companies to help them achieve efficient and effective customer service that enhances the overall customer experience. Using artificial intelligence and intelligent automation, Kustomer can transform online banking into an even more convenient option for consumers who want immediate service and total control of their personal finances on any channel they choose.
Although many companies bill themselves as purveyors of exceptional, personalized customer service, the reality is markedly different. In fact, for most, a typical customer service experience can devolve to tropes often reserved for speed dating. Too frequently, customers find themselves having to reshare their name, history, and problem ad nauseum when communicating with a brand’s customer service team. And so, what should be a straightforward and personalized experience often becomes a fragmented, impersonal one.
The numbers paint a bleak landscape. According to the CCW Digital Market Study, 49% of organizations felt their biggest concern was a lack of 360-degree view of their customers—as a result, they couldn’t provide a unified experience across all channels. What’s more, insufficient data and disconnected systems make it a challenge for businesses to know enough about their customers to personalize the customer service experience.
Think about it: can you truly deliver on the promise of personalized customer service when that personalization happens inconsistently—or incompletely even? It stands to reason then that customer service cannot be truly personalized without also being truly omnichannel as well.
Let’s take a look at what defines personalized customer service, the benefits of personalization, how you can provide a more personalized customer service experience and the role omnichannel plays.
What is Personalized Customer Service?
Conversations connect people—they always have. And customer service agents must be encouraged and enabled to establish genuine connections with their customers. To do so effectively, they must also have adequate background information and context—on any client, on any platform, in any market, and at any moment. Silos will only inhibit them from delivering on customer expectations and forming a loyalty-building bond. They should understand who they’re servicing and how—and they should have that knowledge at a moment’s notice.
Artificial Intelligence magazine defines personalized customer service as the service provided by an agent that caters precisely to what the customer is looking for. This enables the consumer to gain a connection to your company and feel confident that you have a tailor-made solution that leaves them feeling satisfied after the interaction.
The Omnichannel Approach
In today’s hyper-connected world, you can’t simply think like the customer, you must communicate like them too, and be channel agnostic.
People today connect asynchronously. They have no allegiance to any platform or any one service. And their channel proliferation is happening at breakneck speed. One moment they can be @mentioning your brand on Twitter, while another they’ll be shooting over a screenshot of said @mention over text.
They communicate with friends and family in this manner, perhaps even with co-workers and superiors as well, and expect the same sort of nimble, contextualized, and convenient communication in other facets of their lives. And while they may have a channel of choice, companies must understand that said channel can change over time. Or, over the course of a week.
To put things further into perspective, today’s average consumer uses 10 separate channels to connect with companies. You heard that right—10. By giving customers an omnichannel approach, you increase the chances of reaching them and making it easier for them to reach you.
Benefits of Providing Personalized Customer Service
Delivering top-notch customer service is of the utmost importance. Doing so in a personalized manner, via the combination of human interaction and automation, can bring success to your business in more ways than one. Some of the benefits of providing personalized customer support include:
Enhanced customer loyalty
Increased customer satisfaction
More meaningful conversations that help you improve your strategy
Quality customer service is an ambitious tactic. In fact, according to research from Dimension Data, 81% of organizations believe that customer service is a major competitive differentiator. By personalizing the customer experience, more companies can enhance the quality of service they are providing and get a leg up on the competition.
1. Get to Know Your Customer.
If your business utilizes a platform that has access to all customer information in a single view during the interaction, customer service agents have the context they need to provide personalized experiences This cohesion allows agents to deliver quality, personalized service, and the ability to solve a customer’s problem in a timely manner.
2. Always Meet Customers Where They Are.
When it comes to increasing customer satisfaction and solving issues simultaneously, companies need to incorporate an omnichannel approach. When customer service agents can meet customers wherever they are, whenever they need assistance and not lose context as customers switch channels, they’ll be able to solve issues quickly, efficiently and personally.
3. Use Artificial Intelligence to Your Advantage.
Companies that are ready and willing to thrive in the digital age understand the value that comes with automation. Using resources like chatbots allows technology to take care of the analytical and manual work, giving agents more time and flexibility to handle complex tasks and issues presented by customers. Not only does this free up human resources, but it also enables your customer service team to build stronger connections with customers, building strong customer loyalty.
How Kustomer Enables Omnichannel Customer Service
For too many brands, the need to keep up with the growing number of channels has meant adding solutions at the expense of the customer experience. This multichannel approach has created silos of customer service agents and information. Each channel is staffed with its own team and creates its own record of customer information that isn’t broadly shared among the rest of the customer service organization. For example, if a customer had interacted with an agent earlier on chat and now via email, the chat team and email team would have no record of each other’s conversations or the solutions they each offered, leading to potential agent collision.
Truly omnichannel platforms like Kustomer enable agents and customers to have a single-threaded discussion about a topic that spans all of the channels their customers may use. Agents and customers can seamlessly switch from one channel to the next as needed during a conversation while seamlessly progressing the discussion. And customers never have to repeat information because agents always have the context of every conversation through a comprehensive timeline of previous interactions, purchases, and customer data all in a single view, on a single platform. As a result, you can deliver truly personalized, omnichannel customer service even as the constellation of channels continues to grow.