The nature of the customer experience within e-commerce has never been more vital to the life of a brand than it is at this moment. While e-commerce (buying over the internet) has been growing in leaps and bounds before the pandemic, online shopping quite simply exploded in 2020. In August and September, Digital Commerce 360 asked 100 e-commerce executives what their budgetary priorities were for the coming year and 51% reported back that e-commerce platforms were at the top of their list. So while research showed that prior to 2020, 15% of Americans purchased products online at least once a week, and 28% shopped online a few times a month, that number has expanded exponentially with the onset of the pandemic and doesn’t appear to be slowing.
At the close of 2020, e-commerce sales accounted for 14% of all US sales. And while 2020 was a year that had very specific limitations, the e-commerce landscape continues to grow and thrive. At the forefront of this growth and expansion is the customer experience. With a world of options, the ability exists to forge bonds with a brand and cultivate ongoing, consistent consumer loyalty. Successful customer interactions translate to yielding higher profits, and position a brand to enjoy success in the long term. E-Commerce customer service trends tell us that consumers value their experience over goods and services they receive. They expect highly personalized interactions which demonstrates the importance of actual connection over generic, robotic responses.
How Can You Make the E-Commerce Customer Experience Work
There are several avenues that can not only improve the customer experience but also enhance brand visibility. From social media to return/exchange instructions, to clearly articulated warranties to shipping practices to software solutions to an empowered customer service team, these factors can all make a profound impact on the customer’s experience with your brand.
Leveraging a customer-centric, omnichannel approach for e-commerce retail is key to addressing service issues, 24 hours a day, 7 days a week. Not only is the omnichannel system not confined to typical business hours or time zones, it imparts a personalized experience each time the customer engages with a brand. Incorporating digital-first support strategies, like utilizing a chat widget, in-app messaging, and efficient email practices will ensure that assistance and resolution are just a click away. Helping consumers resolve issues quickly and reducing the need for direct communication vastly improves brand equity and customer loyalty.
When interaction beyond self-service support is necessary, an omnichannel approach also empowers your team members. An omnichannel strategy, versus multi-channel, links all customer touchpoints for a seamless rather than siloed and disjointed experience. Whether via live chat or phone, this strategy provides context for the service agent. For example, if a customer sends an email on a Sunday night, and then reaches out again via live chat on Tuesday, omnichannel support software can capture the history of communication, no matter tha channel, in a single view. When the agent reaches out, they have a full context to immediately address the customer issue in a personalized manner. An agent who is empowered with knowledge can deliver a positive brand image while going that extra distance on behalf of both the consumer and company.
No matter what stage your e-commerce business is in (whether starting or scaling), it is important to set the foundation for success within your e-commerce customer service team.
Working the System
In addition to enhancing the e-commerce experience by establishing a comprehensive software system, there are other facets that will assist in supporting and bolstering overall customer experience. Refining and clarifying each step of every interaction, not just the product pages themselves and point of sale, will encourage and maintain those important customer impressions. Avoid hiding or minimizing information that will assist any customer in handling and resolving an issue, even if it is returning a product.
• Policy Information: Documentation gives your team a set protocol to refer to when they have questions, as well as seamless access to information needed to answer questions without delay.
• Shipping & Delivery Policies: Eliminate second-guessing with clear shipping updates and options as well as delivery notifications.
• Exchanges & Returns: Making the policies clear and understandable from the start of the shopping experience will foster customer trust and clarity in the event of a return or exchange.
• Warranties: Providing detailed and accurate product information is key. This includes clearly defined specs and descriptions of each item as well as transparent warranty information.
Consumers value brands that are honest and transparent. More and more they are gravitating toward brands that stand for something, have a strong mission or ethos, and share similar values. Social media is a powerful way to engage your customers and share your business’ victories, social justice work, and even any brand challenges. This is certainly true of last year. The pandemic created all kinds of interruptions, delays, and shortages. Communicating challenges and delays via social media became an important facet of customer relations. Your customer will always appreciate transparency and knowing what’s going on, and why, will impact their impressions of the brand and buying experience.
Proactive rather than reactive support measures are optimal. Better to anticipate needs rather than be in the position of constantly reacting to complaints or issues.
While we emerge from the limitations of Covid19, e-commerce shopping remains embedded in our new normal. It’s become part of our collective lifestyle rather than merely a novel or occasional shopping choice. It is critical that your customers receive quick, personal responses to their questions and issues in order to maintain customer satisfaction and loyalty.
In this episode of the Customer Service Secrets Podcast, Gabe and Vikas are joined by Laurent Pierre from Microsoft Azure to learn the secrets to making a CX team valuable. Listen to the podcast below to discover how Laurent and his team at Azure use customer-centric strategies to create the best experience.
Guiding Customers to Solutions Using Empathy
No longer are the days of bank teller-esque transactions where each experience is done as quickly as possible with little consideration for customer satisfaction. Situations like these leave the customer feeling like another ticket number or a tick mark while the teller counts down the minutes until they’re off for the day. Many companies, particularly in the tech sector, recognize that there needs to be a radical shift in how they approach modern CX. Azure is a branch of Microsoft that was created for the benefit of the customer through every step of their journey. Laurent attributes its success to the mindset of being customer obsessed since the very beginning and carrying that concept throughout the entirety of the brand’s decisions. Keeping the customer in mind or being truly customer obsessed means that each team member has empathy and passion for solving problems and guiding people to solutions. Rather than just solving the initial problem, Laurent emphasizes the importance of being proactive for the customer. “We’ve got to go out there and look at what’s going on with the customer’s environment and pick up the phone and say, ‘Hey, we noticed this is about to happen. We need to do something now.’” A proactive approach gives companies a huge advantage over the competition because it shows the customers how much the brand cares about their experience and what they’re willing to do to keep them around for the long haul.
Employee Experience: The Missing Ingredient
A key component to the ultimate customer experience that many companies often forget is the employee experience (EX). This is just as important as CX in many ways. Providing an excellent EX starts with hiring the right talent. This is where leaders can make a difference in the employee experience early on by selecting the kind of people they want on their team. “I look for lazy problem-solving. What I mean by that is I look for people who love fixing problems, but don’t want to solve them more than once.” From there, it’s easy for leaders to deliver EX that boost office morale and employee satisfaction with their hand picked team of agents, further leading to higher NPS scores and customer loyalty. The employee experience is an integral part of CX because if your employees aren’t happy, your customers surely won’t be happy either. We’ve all been there, waiting on the phone for forever, hoping an agent picks up soon, only to be met with someone on the other end of the line who sounds like they couldn’t care less about the product issues. A little bit of friendliness goes a long way with customers and when they feel like their problems have been addressed and listened to, they’re more likely to continue shopping with your brand. When employees are passionate about the company, their role, the product, and the customer, lasting success happens as a result.
Partnering with Leaders Across the Board
Customer experience shouldn’t be the role of solely the CX team, rather, leaders from different departments should consider joining forces with leaders from CX and finding ways to incorporate the customer into all aspects of business decisions. Aligning departments is a great tactic to get the company as a whole on the same page of customer expectations. For Laurent, he has members of the Sales team jump on calls with Support and identify gaps where their software doesn’t work for the consumer. “You have to have that mentality of looking at the customer journey from end to end and make sure that everyone is on the same page about it. Make sure that everyone is engaged so you have a customer for life.” By involving people who manage different branches of the company, it builds a sense of empathy for the customer and for the CX team on a much larger scale. At the end of the day, we’re all human and each customer interaction should be treated with a compassionate response.
To learn more about Laurent’s work and how to add value to CX, 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:
How to Drive Business Value With Your CX Team | Laurent Pierre
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 CX transformation, really this idea of driving business value with your CX team and to do that, we’ve got a special guest: Laurent Pierre. I’ve been calling, I’ve been saying that wrong and he corrected me just a minute ago in a true Americano/American accent or whatever. But do you mind just taking a minute and introducing yourself? Tell us a little bit about your background.
Laurent Pierre: (00:43)
Sure. Hi, my name is Laurent Pierre. I’m the general manager for Azure CXP and that’s the customer experience wing in engineering for Azure. I joined here about 10 months ago after a 14 year stint at IBM.
Gabe Larsen: (00:57)
Awesome. I’m excited. I think you’ve got a fun background. It would be fun to tap into that, talk about CX. Vikas, over to you.
Vikas Bhambri: (01:04)
Vikas Bhambri, Head of Sales and Customer Experience here at Kustomer. Gabe’s partner in crime.
Gabe Larsen: (01:09)
Awesome. Then I’m Gabe. Run growth here at Kustomer. So let’s dive in. I’m wanting to talk big picture and start with this. It does seem like when it comes, I’m hearing this more and more, that CX, we are just having a hard time figuring out how to talk to the CEO and really drive that kind of business value. They talk about things like CSAT, they talk about things like NPS and they are important often, but when they go and try to get money or they try to get buy in from that executive level, sometimes that CEO is like, “What does NPS mean? I talk dollars and cents, like, how is this affecting our top, the bottom line?” And there is a little bit of a disconnect. Vikas, I wanted to maybe start with you. What would you add to this? I mean, you play a bulk here as a CX leader and you had executive experience. Why is this? Is this a problem? Why is it a problem?
Vikas Bhambri: (02:03)
I think it goes back to the very nature of looking at a contact center customer experience team, a call center. And that, I think, ties to a very antiquated way of thinking about how you do business with your customer. It’s a transaction, right? I do a transaction. I sell you something and in a nirvana world, I never see or hear from you again, right? And, oh my goodness, you have a problem. And now you want to reach out to my team, you know what? I just want them to solve it and I want them to make you go away. So I think that that kind of paradigm is shifted because at the end of the day now, every business is a subscription business. Every customer has to have high lifetime value because we, it doesn’t matter what industry you’re in. You’re spending so much to acquire that customer on the front end then if you don’t sell them more or you don’t retain them, you’ve lost money on that. It doesn’t matter that they bought something from you. So now, it’s not that I need these people to actually sell anything necessarily, if they don’t deliver that exceptional experience, I won’t be able to ever sell that customer again. That is –
Gabe Larsen: (03:17)
I like that framing. Laurent, how would you kind of think about this, Laurent? I mean you, big picture. How should CX teams be thinking about driving that value or what, is this a problem you’ve seen?
Laurent Pierre: (03:27)
Absolutely. It’s a great question because when I look at where I, when I started in the industry 20 some years ago, it was all about the metrics and I always hate using this phrase but it fits here, where often sales teams are referred to as coin operated people, right? And so one of the things I learned over time is that you have to pull the sales team into the process and you have to understand what their targets are. Not only from a number perspective, but from a customer view of one of their projects. And so, as I evolved and grew up in support, I realized that, let’s park the metrics. Let’s get involved with the customer, understand their projects, connect with the services team that’s delivering it because oftentimes, we find customers spend ten, 20, 30 million dollars, but they don’t have the skillset to do it.
Laurent Pierre: (04:14)
And so what we ended up doing is we started taking our support team leaders and plugging them into the monthly calls with the sales teams. Then in addition to that, we started identifying gaps where the customer purchased technology, but couldn’t maintain it, which ended up in a support call, which ended up in a bad experience, which also ended in customers coming to support to solve things that should have been solved via services. And so if you don’t connect those dots along the way, through the CX journey, you’re going to have multiple touch points that are problematic, full of friction, and then ending up with a customer who says, “Give me my money back.”
Vikas Bhambri: (04:50)
Right and you know this, Laurent, in the early days, particularly in software, right, salespeoples’ mentality was, and literally, “I’m shipping you a disk then I’m done.” And I remember in the early days of my career, I was a sucker who was left [inaudible]. It was a nightmare because the customer was like, “Wait, this is what he or she told me it did. Oh, wait, I have these three other requirements that aren’t addressed here and all of those other things.” But at the end of the day it was a, I mean, what were they going to do? Like sending the disc back? No, but now as a service world, it’s like, “Wait a minute. If you don’t have what I need, I either won’t renew or even worse, I’ll call out material breach and I’ll just shut you down completely.”
Gabe Larsen: (05:38)
Do you feel, Laurent, I want to go into some of the details that you’re talking about, how do you start to connect that business? How do you get the value to the forefront? And some of the ways and methods you found this to be successful in previous lives or in your current life? You talked about a couple of them, but maybe start at the top. What, how do you, where do you, where would you start to advise people to start as they want to get down to this kind of business value?
Laurent Pierre: (06:01)
I think the biggest thing is identifying and knowing where you are in your CX maturity model and your journey, right? Some people are just getting started. Some people are dabbling. Some are pretty mature. You have your startups, your mid-size companies, and you have large companies like Microsoft. And so you often have a lot of things that are culturally based, but then when you start looking at it, you have to tie the CX program to the business objectives, right? Because in most cases, I’ve been at companies where the CX budget was a million dollars and they said, “Good luck, Laurent.” I’ve been at places where it’s ten, I’ve been at places where it’s been 20 million. And each time when finance comes back and says, “Okay, what did we get for the ten million dollars we just gave Laurent to run CX?” And so what we ended up doing is we started attaching ourselves to those projects where we were influencing what was happening quarter by quarter.
Laurent Pierre: (06:47)
So it wasn’t enough to wait until the end of the year to get funded. Every quarter, we were sitting there with the sales team, identifying the projects, the digital transformation projects with the customers, and then looking at how we can partner with education and services. And then what we started doing was had the sales team actually tag in the system our influence from a CX perspective. And so sometimes a customer didn’t have, for example, the highest level of support and they needed it. So I just partnered with the sales team and said, “You know what, I’m going to give you my best guy and put a SWAT team together. Anything that happens this quarter, our SWAT teams are going to swarm on top of it and make sure that it’s not an impediment to close the deal.” And as we started doing that, we started finding new ways to engage with the customer. And customers actually started inviting us to the technology selection and other vendors were there as well. And so that’s what we started doing to change the dynamic and not see us just as the break-fix reactive support organization.
Gabe Larsen: (07:43)
I like it. I do feel like if you told most CX leaders, one of the keys to driving value is to go hang out with salespeople, I don’t know if they’d like that. Those two are sometimes oil and water. What do you say to that, Vikas?
Vikas Bhambri: (07:57)
Well, look, we’ve taken a very unique approach at Kustomer. At Kustomer, the buck stops with me. Sales and CX report into one leader. Now that might not necessarily be operationally feasible that a company like Microsoft or a large-size company like that, but it’s more around the premise, right? For us, the reason we did this and we did this intentionally when we set up the organization, was having one throat to choke or hand to shake. It says, I own the customer journey from beginning to end, right? From the moment we have that first discovery call all the way through their life cycle, that partnership being cemented, but more importantly, as a software service business, that continuing iteration with our customer success team, our support professional services team, and actually our sales team as well because our sales team is also always engaged.
Vikas Bhambri: (08:52)
For me, having that end to end leadership and visibility is extremely important, particularly in a software service business. But as I said earlier, whether you know it or not, and if your CEO doesn’t know it, shame on you, every business is now a software as a service. You have to have that mentality of looking at the customer journey from beginning to end and making sure that every piece of the puzzle, everybody on your side and the customer side, as in forwarded, is engaged in how we want to make sure that we have a truly a customer for life, or look at that lifetime value also.
Gabe Larsen: (09:27)
I do think that will [inaudible]. Bringing the post-sales into that sales role and finding tangible ways to do it, like you’re saying, Laurent, because I think some people may say, “I get it but every week the role gets a little bit harder than tagging actually records or being part of the conversation, or actually getting part of the sales conversation.” Wherever it happens, that’s a differentiator of vendors, to your point, didn’t have that. I love it. Where do you go next? What other ones have you found that drive that value?
Laurent Pierre: (09:56)
So, I think the biggest thing for me is I always tell folks when we’re having these debates and discussions that you can’t deliver customer experience without EX. So, you can’t deliver CX without EX. And so if your employees are not understanding the process, they’re not skilled, they’re telling the customer some wacky things on the phone that really upset them, right? Just the little, the smallest things that you would think wouldn’t upset them would kill a deal. And so one of the things that we’re looking at, as well as making sure that our employees are equipped to deal with these enterprise-level challenges, these mission critical things that they know the customer, know the product, and probably one of the biggest complaints I’ve heard from customers is like, “Every time I call the support center, I have to, re-explain my environment. I have to re-explain my architecture.” And so that’s why it becomes important to understand your customer. Segment them but also align industry-related technologists that can speak not only the technical language, but the business language, whether you’re in banking or retail or manufacturing and aligning those together.
Gabe Larsen: (10:57)
Wow. Wow. So you’ve actually got the place. I mean, we’ve talked a lot about routing and trying to get the right person to the right person, right employee for the, the right customer to the right employee. But you’ve gone pretty deep on what it sounds like. You’ve gotten the ability where one, we’re trying to motivate the employees, but you’ve gone pretty deep in getting the right person. Technical knowledge, business knowledge, so that when that customer is actually interfacing with the employee, it’s a very real conversation because there’s a lot of knowledge transfer happening. Is that, did I get that?
Laurent Pierre: (11:27)
That’s exactly right. And so, for example, in retail, we have Black Friday coming up. For during the summer, we have these flash sales on their websites or throughout the year and aligning people who understand what that looks like and the October, November, December months are make or break for a lot of retail customers. You can’t afford to have a subscription down or a service down. So you have to align people with plan A, B and C to make sure if a region goes down or there’s a place impacted, that we are quickly there. And so monitoring and being proactive. Gone are the days of let’s wait for the case to come in to solve it. We’ve got to go out there and look at what’s going on with the customer’s environment and pick up the phone and say, “Hey, we noticed this is about to happen. We need to do something now.” And that’s what I’m finding. Even here at Microsoft. Again, I’ve been here 10 months, but those are the kind of things that we’re putting in place and are in place in many areas.
Gabe Larsen: (12:23)
Yeah, interesting. I wonder, sometime you mentioned the Microsoft thing and I think one, excuse, you probably hear, Vikas, you’re doing a little better at saying this than I am, but it’s well, yeah, we’re at Microsoft, so everything is possible, you know? I mean, you can throw resources at it. I don’t have that ability to be flexible, be proactive. How would you respond to that statement? I don’t know if it’s, I don’t believe it’s true, but it’s not always just about the brand and the resources. It’s gotta be something else.
Laurent Pierre: (12:53)
So, I mean, for me, I go back to when I worked for a a hundred million dollar company 20 years ago, and there’s smaller, maybe 300 people worldwide, right? And basically at that time, we didn’t have the resources. And as a matter of fact, we had to be creative with the small resources that we had. And so for example, to ask a customer who just spent a million dollars, a small business, on software to spend another $200,000 for premium support to get a technical account manager, was often not feasible. There was always this little gray area of, I’d like to have it, but I can’t afford it. So it was, we said, “You know what, let’s give them 60 days as they’re coming up or whatever time frame it needs to fill that gap, get them on the tracks and get them into a steady state. And then if they can afford it later, great.” If not, we disengaged and let them go to the regular process, but we don’t want to drain them as well.
Gabe Larsen: (13:44)
I notice all the time, people making excuses. I don’t want to use that word, excuses, for not delivering a great customer experience because we don’t have the resources. We don’t have, how do you react to something like that? How do you coach people through it?
Vikas Bhambri: (13:57)
You know this, we’re not Microsoft, but I didn’t get to finish yet. Here’s the key thing. At a company at our stage, versus even at Microsoft, it’s all about the mentality and how you’re thinking about it. And I’m sure Laurent’s only been at Microsoft for ten months, but I think anybody who’s read what’s in the public domain understands that there has been a fundamental shift at Microsoft. The thing we think about the customer experience, particularly under Nadella, right, the transformation that Microsoft is going through. We at Kustomer, by the very nature of our business and our mission from day one, if our mission is to help brands deliver amazing customer experience, then we as a company, we’re customer obsessed from day one. So, as I said before, we very proactively thought about even the leadership structure and the organizational structure, but then mapping out that customer journey, and that customer journey is constantly iterating on it as our customers change. They grow, we go global, we have to do different things. And then maturing each of the functions. The sales function and how they think about selling, the professional services team, the customer success and support, boosts that mentality of how will you really think what is the currency in the business? And for us, and it sounds like Microsoft as well, currency is that customer. As long as you’re thinking around that, it doesn’t matter whether you have the funding resources of Microsoft or that of Kustomer, or even that of [inaudible].
Gabe Larsen: (15:41)
I like that. Laurent, I want to come back to you on that. I mean, it does seem like Microsoft in general has kind of shifted from more of a product company to really just a customer obsessed company. I’m putting words in your mouth here a little bit, but let’s go like more of a whole company initiative. Any insights you would add of how companies can turn because, to Vikas’s point, if you don’t have the focus is the customer from the top down, bottom up, sideways in, whatever you want to call it, you just can’t really get there. Any insights in how Microsoft or your division has been able to really bring that to the forefront and execute on it?
Laurent Pierre: (16:17)
Absolutely. So interestingly enough, the division that I joined is specifically too, it was formed specifically to address that question, where we wanted to bring empathy into engineering and support. So understand what the customer’s journey is and not treat the interaction like a bank teller transaction, and no offense to the banking industry, but a transactional way, right? It’s basically, we wanted to get into the journey of the customer, lifting and shifting, understanding what it costs from a skill development standpoint to run their organization. And so our team, basically we start with the customer and Jason Zander, our EVP, has a phrase. “We want our customers to love Azure.” How do we do that, is we make sure that our people, when you talk to them, when you’re emailing them, when you’re engaging, they feel it coming off of our team members and how we’ve done that is we’ve assigned people, specifically to customers to get deep into that journey, not at the surface level, but all the way down to their projects, their delivery, and how that project ties into the business objectives for that particular year or forward.
Gabe Larsen: (17:22)
I love that.
Vikas Bhambri: (17:24)
I love that you touched on empathy because to me, and you mentioned the employee experience, if your employees aren’t excited and passionate about product, mission, etc., it’s very hard for themselves to deliver empathy well. I think what gets lost in all of this, Gabe, at the day, is push come to shove. We talked about $30 million deals. And this project that, at the end of the day, when this conversation happens, it’s between two human beings.
Laurent Pierre: (17:55)
Vikas Bhambri: (17:55)
That’s all it is, right? And if somebody in our world, in the customer experience world, more than likely is coming to you because they have a problem. And so how you on the other side are equipped, intelligent and capable also to show them empathy, I understand you’ve got a problem. And I think that whole thing, the very definition of a customer is somebody who does a transaction. I think that a fundamental flaw in this whole thing is that the very definition of a customer is somebody who does a transaction, but at the end of the day, it’s just somebody who wants help. And I think that empathy is extremely critical and kudos to you, Laurent, and your team, for kind of bringing that into the discussion in a tech world, which can sometimes be very unsympathetic.
Laurent Pierre: (18:43)
Gabe Larsen: (18:43)
Very no empathy, right? So Laurent, we’ve got a couple of good secrets from you. Before we end, I want to see if we do one more. You talked a little bit about this idea of bringing sales into the conversation. We talked a lot about kind of empathy and employee, bringing the EX to the CX. What other things have you found getting this value to the top and making the CX team just really who they can be?
Laurent Pierre: (19:03)
I think the biggest thing is that when we’re on the phone solving problems or engaging with them online, one of the things that we find is that it’s not enough, again, to fix the problem. You also have to listen to other things that are going on in the background. And so when you fix that one break fixed issue, you say, “Hey, by the way, I also noticed that’s happening. Let me send you some best practices around this so at 2:00 AM when your system goes down, here’s what you can do.“ Second place is education and skilling. Oftentimes that’s also a coin operated part of the business where the education team is trying to sell education services. Throughout the weeks and months we have that material in house. We actually go out and do, we can do some workshops. At one of the companies before Microsoft, we actually went and created a webinar for one of our customers because they were asking for it. They just hired about a hundred people that weren’t skilled in our product. And we said, “You know what, let’s go in there and help them.” And guess what? Our tickets went this way. Our MTF went that way, because we are able to enable them, not that, it was at our cost, but that’s what we identified to say, “You know what, let’s just go get it done to make them better at using our product.”
Gabe Larsen: (20:14)
Yeah. I mean, so it’s a little going above and beyond, right? It’s not –
Laurent Pierre: (20:19)
Gabe Larsen: (20:19)
Not just watching your handle time or whatever, it’s providing, I think, using some, stealing your words, you’d mentioned before, these kind of memorable moments. I just don’t know how you teach that. How the, have you figured out any, I loved your example of the webinar, but it just seems like it’s hard to get CSRs to see those moments or see those things. Because they’re very focused on just solving the problem often and to then go above and beyond, any thoughts on getting people to see more than just the problem at hand?
Laurent Pierre: (20:51)
For sure. So for us, the proof in the pudding was when our NPS shot 30 points after a year of doing this, right? So that got everybody’s attention because that’s unheard of to have something like that happen, but we got it done. And it’s through those things. So in support, what, some of the times, especially when I was at smaller companies, we basically would mark some people and say, “Okay, you’re off the queue, you’re off support. You’re going to go and do these ten minute how to videos.” And we’re going to upload them to their website. We’re going to go through and collect. When I started working with AI at IBM, we said, “Let’s go find out what our customers are reporting issues about every week, the repeatable cases that show up time and time again.” We took our top 30, converted them to videos, and guess what? Those areas of the business, those calls went down. Our video hits on YouTube went to a hundred thousand a month in those same areas, right? And this is something that everyone’s like, “Oh, Laurent. Stop wasting your time. Don’t do this. No one’s going to watch them.” And we start, we saw it steadily ticking. And again, we didn’t ask for extra funding. I just carved out this small team at the time. I think it was maybe 60, 70 people, at the time. I said, “You two, you three, we’re going to go do this little [inaudible] project.” And that’s what, you have to be brave enough to do that. Take the pain in the front and know that the returns are going to be in the end. And if it fails, hey, you fail fast and you start all over again to something new.
Vikas Bhambri: (22:10)
I agree, Laurent. And the one thing I would add to that is for leaders like Laurent that are over these operations is it also starts at the hiring. And the one thing that I look for, in fact, I was on an interview with a potential member of my CX team for a while. I look for lazy problem-solving. What I mean by that is I look for people who love fixing problems, but don’t want to solve them more than once, right? It’s like that person who sees like the hose pipe is leaking and just keeps running it out there every day. And it’s like, “Oh, it’s leaking. It just keeps, I’ll just water the lawn longer.” The guy who’s like, “Wait a minute. If I wrap this once I only have to do it for five minutes next time.” That’s the ideal. And that’s, I think something is somewhat unique in the customer experience world. We’re actually looking, I just said it, we’re looking for lazy people who want to solve problems.
Laurent Pierre: (23:10)
I love that.
Vikas Bhambri: (23:14)
That’s my big giveaway. My little secret.
Gabe Larsen: (23:16)
I was going to say, I don’t know if we should tell people to look for lazy CX. [Inaudible] Like you always do. I love it.
Laurent Pierre: (23:27)
Listen. Hey, I probably would say it definitely the folks at Microsoft might start looking at me a little funny, but I understand completely the sentiment of what you’re trying to say for sure.
Gabe Larsen: (23:37)
Awesome guys. Awesome. Well, as we route today, talking about providing more business value and recognizing that business value from the top down for CX teams, let’s get kind of a closing remark from each of you. Vikas, maybe we’ll start with you then Laurent, we’ll go to you. What would you leave with the audience today, trying to get their CX team to provide more value ultimately to a leadership team that wants that value?
Vikas Bhambri: (24:03)
Look, here’s the thing. You, as a CX leader, you are delivering value to them. That argument is over. The question is how do you then reflect it back to your c-level, your CEO, CFO, COO, whoever it is? I think the key thing to look at, and we’re on a little bit to some of these, NPS is a key metric. Why? Because the more your customers are out there advocating for you when you’re not in the room, guess what? That delivers more prospects in business to the bottom line, right? The other is lifetime value, right? So whether you’re in the tech business like Laurent and myself, and you’re looking at increase in subscription, increase in ARR, et cetera, that’s one piece of it. But regardless is understanding how much more, I don’t care if you’re selling retail goods, garments, whatever it is, how much more is that particular customer applying from us over time that has interacted? It’s almost looking at like an AB task. Customers who never deal with our CX team, what is their level of future acquisition versus those that do engage in it? The data’s all there. It’s in your systems, et cetera. Make sure you can flush it out and articulate it back to your CX team as you look for this investment on a quarterly annual basis.
Gabe Larsen: (25:19)
I love it. Laurent, what would be [inaudible]?
Laurent Pierre: (25:22)
Well, I would add this, as I said before, you can’t deliver CX without a great EX, right? And in addition to that, I would say that when you’re looking at how we’re engaging your customers, you look at personalization, look at creating those memorable moments, and how we tie that back to the business is the CX program has to be linked to how we’re supporting and influencing the revenue generation. If you try to have a CX program and try to sell it only to the customers will feel good, right, it’s not going to be enough. You need to translate that into, “Oh, by the way, we’re doing this to reduce costs here, increase efficiencies there, and also make sure that that end to end customer journey is something that they will tell everyone else about. Have our stock software be sticky in their environment and make sure that they have a low customer effort score across the board.”
Gabe Larsen: (26:12)
I love that. I love tying it into some revenue streams. That’s a fantastic idea and something I think we can all do a little bit better at. So, Laurent, thanks for joining in. Really appreciate the talk track. Vikas, as always, really appreciates you. For the audience, have a fantastic day.
Laurent Pierre: (26:23)
Exit Voice: (26:30)
Thank you for listening. Make sure you’re subscribed to hear more Customer Service Secrets.
In this episode of the Customer Service Secrets Podcast, Gabe Larsen is joined by Ed Porter, Chief Revenue Officer at Blue Chip CRO, to discuss the changing customer environment. Learn how Ed has adapted to new consumer needs by listening to the podcast below.
Tips for Relating With The Customer
Having years of experience and quite a diverse background in customer engagement, Ed Porter has developed a deep understanding of his customers. Considering each touch point throughout the customer engagement process, Ed claims that companies will better relate to their customers as they analyze and adapt these touchpoints to the different customers they have. He says, “So when you think about your support as a business and how you’re enabling your customer, educating your customer and supporting your customer, you have to do that through many different lenses, through many different channels.” Understanding every aspect of each customer interaction can help companies better serve their audience by better adapting to their wants and needs. Knowing aspects such as who the customers are, what they’re looking for, how they interact with the brand, etc, are all helpful when adjusting products or policies to better fit the customer demographics.
Reactive Vs. Proactive Customer Service
Ed explains the difference between proactive and reactive CX and the benefits of both. One of the first steps in creating a successful CX team is making sure that your agents have the necessary tools, information, and skills needed to produce rewarding results. Next is evaluating how the brand should go about in creating and enforcing their customer service ideals. Ed mentions, “You keep your employees happy, you provide good culture and environment and training and coaching, they’re going to deliver good service to your customers.” Proactive customer support happens when employees are well trained and knowledgeable about a brand’s products and services. The reactive side of customer support comes into play when preventing future problems from happening through customer education. Educating the customer, using focus groups, user testing, etc, can all help to lessen the amount of upset customer interactions, further benefiting the brand name.
Start with the Business Model
Ed understands that it can be difficult for CX leaders in companies that aren’t large corporations to improve their teams as a whole and to implement change. Striving to completely understand the business, setting goals, and creating an action plan for how to accomplish those goals are the keys to creating CX success at a base level. To further evaluate this, Ed explains:
You can have the Amazons and the Apples and the Microsofts out there, but I’ll tell you the ones that are really doing it right. You don’t have to be these big enterprises. You just have to look at a lot of these tools and processes to say, “Does marketing know what we’re doing on the support side? Are we sharing the same message? Is that message being delivered to that customer?” And you drive consistency for those channels. That’s how you’re delivering a good customer experience.
You don’t have to be a large corporation to really nail customer support. Simply aligning the company with its beliefs and making sure that each department is on the same page when it comes to the customer service standard, is sure to bring about customer satisfaction. Ed urges each brand to reflect on what they really want out of each customer interaction and to continue to “evolve and innovate” and adapt with the ever changing customer environment.
To learn more about the secrets to understanding the customer environment, check out the Customer Service Secrets podcast episode below, and be sure to subscribe for new episodes each Tuesday and Thursday.
You can also listen and subscribe to our podcast here:
Full Episode Transcript:
How to Better Understand Your Customer | Ed Porter
Intro Voice: (00:04)
You’re listening to the Customer Service Secrets Podcast by Kustomer.
Gabe Larsen: (00:11)
Hi, welcome everybody. We’re excited to get going today. We’re going to be talking about all things customer experience and to do that we brought on a good, my best friend.
Ed Porter: (00:21)
There you go.
Gabe Larsen: (00:21)
My best work friend, one of my better work friends. His name’s Ed Porter. Ed and I go way back. First met at a conference, maybe six years ago. Was it Ed, is that we decided? Five, six years?
Ed Porter: (00:33)
Yeah. Five, six years ago.
Gabe Larsen: (00:35)
And Ed’s got an interesting background. He’ll probably double click on that in just a second, but played in the call center space, knows customer service, dove into the sales space, really helped engineer and transform an inside sales team. Now starting to do a lot on his own from a consulting standpoint as he plays kind of CRO for different companies and really helps them think about the whole lifetime customer value, kind of start to finish from customers, engaging with you all the way from kind of talking to you post-sales. So with that, Ed, thanks for joining. How are you, man?
Ed Porter: (01:09)
Yeah, thanks. Appreciate it. And glad to see you on the other side of the fence. On the customer support side.
Gabe Larsen: (01:16)
That’s right. That’s right, man. Tell us a little more. Tell us a little bit more about your background, some of the fun things you’ve done.
Ed Porter: (01:19)
Yeah, so I grew up in the outsource contact center space. So for me, it was my first job. I was working part time as a call center rep while I was in college, trying to do that and found myself eight years later at the company risen through the ranks and had multiple sites that I was overseeing and a little over a thousand total employees through a lot of different levels of that management. So that’s really where I grew up in my professional career and learned just an immense amount of information and really what drew my passion to understanding the customer side of things both as a consumer myself, and being able to relate in the roles that I was in, that these are the things to strive for and aligning your customer satisfaction process to your internal QA process and how those two really need to be on par. And then even to a point where there were points in time where I would be irritated at the sales team for how they sold or didn’t sell something and then we had to support it. So that’s really what built the foundation for me and drove my passion in the customer experience side of the fence, and then went from there to software sales. So, that’s where I really got my start in sales working for a startup that was a call recording software for enterprise contact centers. So, got to learn the sales side of the fence while in a field that I was still familiar with. And then of course jumped into inside sales, built an inside sales team from scratch then went to a CRO of an organization where I ran the full customer life cycle from marketing sales to customer success. And then we successfully led that organization to an acquisition, and then I’ve been on my own for the past year, doing really different things for different clients, but all centered around this CRO type of role and more so encompassing that full customer life cycle and ensuring that everything is aligned from marketing to sales, to ongoing customers experience.
Gabe Larsen: (03:29)
I love it. Yeah, that’s a real checkered background, but I appreciate you jumping on and sharing some of the goods with us today. So we’ll be focusing more on the customer side of the house, not on the prospect side of the house. We did record a podcast on the prospect side of the house maybe four years ago, but we’re going to pass on that one for the moment. We’ll focus on the customer. So as you’ve kind of integrated yourself into this post-sales world, or re-integrated, I know you started there and you’re coaching companies on this whole life cycle of the customer, what have been some of the findings and things you’ve found that have been those deal makers that change the way companies see their customer and ultimately interact and see that satisfaction score up and down? Where do you, where do you start?
Ed Porter: (04:12)
Yeah, so I think the big thing, and you kind of teed this up maybe about a month ago on LinkedIn, which I was extremely happy that that’s being talked about was this terminology around customer experience and what does it really mean? What do you call the team of people that handles customer inquiries, support, whatever the case is, what do you call that team? And I think that’s been probably something that’s gotten a lot more in the spotlight over recent years. If you rewind 15 years ago, that really wasn’t a thing. Customer experience at times kind of got related into marketing way back when, and I think that was kind of the big thing for me, which now companies are starting to adopt is what does that really mean? And it means more than just a touch. It’s more than just that single inquiry. It’s what happened before, what happened during, what happens after and knowing that that can tie very closely to what omni-channel is. So when you think about your support as a business and how you’re enabling your customer, educating your customer and supporting your customer, you have to do that through many different lenses, through many different channels. So this, there’s a complicated mechanism out there within customer experience. When you think about how your customer interacts with your company and your brand, this could be anything from a radio advertisement to a print ad, to a digital marketing ad, to an ongoing product usage or consuming of clothing or product lines, how they’re receiving packages and what’s inside the packages. So there’s a lot of those touch points now that are starting to be examined and the companies that are doing it right, you can have the Amazons and the Apples and the Microsofts out there, but I’ll tell you the ones that are really doing it, right. You don’t have to be these big enterprises. You just have to look at a lot of these tools and processes to say, “Does marketing know what we’re doing on the support side? Are we sharing the same message? Is that message being delivered to that customer?” And you drive consistency for those channels. That’s how you’re delivering a good customer experience. The first step is alignment. The second step then is putting yourself in those, in the customer’s shoes, because if I’m a founder of a company, I’m the farthest one away from the customer. So how do I really know what the customer wants? I don’t. I got to go to perform these focus groups and perform these surveys, figure out through satisfaction surveys. What do customers really want in a buying experience and how do you align your different service offerings to them? And it’s just a constant re-engineering of things. It’s being able to look at the data within your transactions that are happening between your frontline and your customers. It’s being able to look at speech analytics types of solutions and understanding chat engagements and understanding what does that mean between a phone call interaction with Gabe Larsen or chat interaction with Gabe Larsen and an email interaction? What does all that mean? And are they completely different issues? Are they similar issues? So there’s a lot of examining on a single touch point to figure out what is that customer experience really like for that singular unit of Gabe Larson, as opposed to a mass unit of thousands and thousands of customers?
Gabe Larsen: (07:40)
Yeah. Yeah. I mean I love the idea of looking at that more broadly, bringing in kind of the full touchpoint analysis. And I think people with minds are trying to bring all of this together under one umbrella. I want to go one another place with you. As you think about touch points, that’s just a big conversation in the customer service world around omni-channel, multi-channel. Do customers want to come on the phone, not come on the phone? Where do you stand on this unique or differentiated channel approach and why or why is it not important?
Ed Porter: (08:12)
Yeah, I think the biggest thing, again, from what my previous message was is you gotta be where your customer is. You got things like generational differences. There are some generations that the millennials kind of get thrown under the bus here, but they’re the ones who want to text and do everything online and they want instant gratification. And whether or not you subscribe to that theory, there are plenty of people who want to, who prefer that method. So no longer is customer experience a one size fits all. It’s, unless you’re serving one singular demographic, then maybe you can cater to that more. But other than that, there are people who want to use the phone and talk to a human and don’t want to get lost at a voice automated IVR. There are people that want to chat with you and they want to chat with you at 10 o’clock or 11 o’clock at night or five or 6:00 AM when they’re coming home from work on the night shift. So, if those are the types of customers that you’re catering to, that’s the first one being available in the channel that they want to talk to you, not necessarily just the one you want to deliver. So I think that’s a big one. When you look at how do you deliver service and support to a customer and understand who the customer is? Who are they? Is it somewhere where you’re serving the public or you’re in a B2C world where you kind of gotta be 24/7, or are you in more of a B2B world where your customer is a traditional first shift or maybe second shift? So I think that’s availability. And then the second is the channel and we’re just seeing increases left and right on these non-voice channels. Email was the big hype probably ten, 15 years ago, where you had companies that were coming up with these email management systems. And now you got to go integrate that into chat. You got to look at bots that can really help out that. I kind of look at a bot being a digital alternative to like an IVR, very similar technologies operating in similar fashions to ultimately try and deliver some self-service. So these are channels that really got to be done. And I’m going to take a little bit from some of your past life. And we know that there is a lot of research done by buyers. 54, 56%, whatever the case is before they interact with somebody. That’s an important data point to know, understand on the customer experience side of things too, because not everybody wants self-service, but there are plenty of people who do. And if you don’t have a great FAQ or great online support or research, all that’s going to do is clog up labor from your team having to fill these calls. And again, you may not be delivering the support or the experience that the customer wants. So I think when you look at customer experience and omni-channel, they’re really hand-in-hand because you gotta be available wherever they want to consume you and really not the other way around.
Gabe Larsen: (11:07)
Yeah, it does. I love your first line, which is you got to meet the customer where they are. I usually think that’s, we’re all focusing on the customer. If you haven’t asked, what do they prefer, where they’re at? And you’re assuming that they just want to be on this channel or that channel, you might be up a creek, find yourself –
Ed Porter: (11:24)
Yeah. Oh yeah.
Gabe Larsen: (11:24)
– place. One of the other debates or debate isn’t the right word, but certainly the conversation is, is this movement. I think maybe COVID helped push us that direction, but it’s reactive versus proactive customer service. And you’re finding that a lot more often companies are finding ways to reach out and interact in ways that maybe they haven’t done because this world has been so inbound focused. It’s been so, “Why don’t we just kind of sit on our heels and wait for something and then optimize the experience around that?” But COVID, in some instances or the digital transformation that COVID [inaudilbe] change that, what’s your take on this and how are companies maximizing it?
Ed Porter: (12:05)
Yeah, I think COVID certainly accelerated the transformation and really forced some things. And the biggest thing it forced, I would say globally, is just how do you do work from home? So that’s a very high level. And then you take it down to the customer experience. There’s, you have traditional contact center reps that have been doing work from home forever. I remember back in 2002 at the outsource contact center, I was on a steering committee where we were actually looking at turnover in the contact center and why is it so high? And we had, I started researching work from home. And back then there were contact center companies that were only around virtually. So there was technology back then where businesses were being built virtually. So it existed, but the challenge was getting that, getting that push to how do you do it? And it’s one of those things that’s probably on every executive’s whiteboard, it just never gets prioritized really highly because quite frankly, there’s some other fires to put out, but that’s one of the things is how do you manage people and how do you manage people remotely? And you’ve kind of got to figure that out to make sure your employees are successful before you can expect them to deliver a great customer experience. So I think this shift has forced them to focus on that. Prior to that, digital transformation has been happening. And I think that curve, if we started in the early two thousands, was really slow and long and it’s starting to kind of peek up a little bit. And like I said, COVID really just accelerated that. So I think this again goes into, there was a saying back in my day, which was, “ESAT equals CSAT.” So employee satisfaction, you keep your employees happy, you provide a good culture and environment and training and coaching, they’re going to deliver good service to your customers. Now, whether or not you buy into that, I don’t know. But there’s an interesting correlation there to say, “I want to make sure that my employees are trained properly, are coached properly, to make sure that they have all the latest and greatest information and making sure that that information is not only digested, but also implemented.” So this whole digital transformation, those start with an overall, an overarching communication strategy and how that works. How do you, you’ve got a rep that’s been on the phones or on the chat or on email for two years, but like any product, things change. So how, what’s your ongoing coaching and education process? Like how do you manage that and then take care of your employees? And then quite frankly, they can do that from anywhere. So when you start looking at proactive versus reactive support, the proactive support comes into not only training you on how to do something better, or if it’s a new product or a different process, but it’s also, how do you take that to the customer so that you can prevent a phone call or a chat because ultimately, this has never happened. The customer never calls and says, “Hey, I just wanna tell you guys you’re doing a good job.” So everyone’s always calling or chatting or emailing because there’s a problem. So the reactive side is how do we prevent the problems? And that has to do a lot with customer education. Has to do a lot with product and quality control and things like that. But that’s where those types of departments gotta be intertwined into this whole customer experience. So the reactive side is how do you keep a pulse on the customer? Looking at voice of the customer initiatives, developing projects, developing focus groups, developing interviews, and surveys. There’s a lot of channels to connect with your customers. How you build that and take that feedback is an ongoing process. So even to the form of, at a previous company, we had a customer advisory council that we formed with customers, and it was simply, “Here’s some new features we’re thinking about rolling out. Good or bad? Rip it apart or tell us what we need to do differently.” That wasn’t the only source, but it was a source of us getting customer information. We did surveys, we did focus groups. These are some big things. When you look at customers where you have thousands and hundreds of thousands of customers, how do you do it? Surveys tend to be some of the most effective, but it’s a constant process, not a one-time thing. Figure out your plan for the next year or two. It’s got to happen regularly in order to see what’s happening. What do customers really want? That’s the reactive side or the proactive side. The reactive side is what traditional customer experience centers are; just wait for the call or complaint or the problem and do what you can to solve that problem for the first time. So those are very reactive.
Gabe Larsen: (16:47)
I think the digital, the digital stuff is pushing us one way or another and pushing us into boundaries, obviously that we maybe weren’t prepared for, but we’re getting prepared pretty quickly. So a couple of different topics, but you’re on, you’re in the face of different companies and customer service organizations trying to optimize in these changing times. As we part today, any kind of leave behind or takeaways you’d leave for customer experience leaders trying to navigate and be successful in these challenging times?
Ed Porter: (17:15)
Yeah. I think even outside of where we’re at right now, I think the big thing to, to look at in the customer experience world is, technology is a piece of it and there is so much amazing technology out there, but technology doesn’t solve the problem and technology has to kind of be that enabler. So what I would leave behind to any customer experience executive is to focus on the business first, go figure out what you want to do, how you want to do it and then look at technology to enable that process. Don’t look at technology to create the process. So I think that’s the big one, technology is not going away. And if anything, it’s just, there’s going to be a lot more noise. There’s going to be more startups coming around. There’s going to be better solutions out there that continue to innovate and evolve. And there’s always going to be some really cool things that they do. And I think that’s great, but use that to build a better process first, before you try and look to technology to solve a problem.
Gabe Larsen: (18:20)
I love it. I love it. Well Ed, appreciate you jumping on today. It’s always fun catching up sales, customer service, whatever. Someone wants to get in touch with you or learn a little more about what you do, what’s the best way to do it?
Ed Porter: (18:32)
Yes, definitely on LinkedIn. I love LinkedIn for a lot of different reasons. So I’m there. Look me up, Ed Porter. There’s not a whole lot of Ed Porters. I think there’s actually maybe a Senator or a Councilman out in California and then there’s a photographer that I know of. So there’s only a few. I’m in Columbus, Ohio, so I’d love to connect with people. And I’d love to just chat more about this. It’s a great topic and something that I’m really passionate about.
Gabe Larsen: (18:59)
Awesome, awesome. Again, appreciate the talk track. Appreciate you jumping on and for the audience, have a fantastic day.
Ed Porter: (19:04)
Yeah, definitely. Thanks Gabe.
Exit Voice: (19:11)
Thank you for listening. Make sure you subscribe to hear more Customer Service Secrets.
Today, businesses thrive when they can provide a convenient, personalized customer experience. That entails answering questions specific to a customer’s concerns and addressing wants and needs of a particular patron, all within a short amount of time.
Certainly, businesses can help customers and provide top-notch customer service when taking on such tasks, but customer service agents can also be a valuable resource when they go above and beyond and reach out to the customer first. We refer to this as proactive support, and it can be a secret weapon to improve the reputation — and bottom line — of your company.
In the world of customer service, timing is everything. According to the Customer Service Barometer study fielded by American Express, 40% of customers agree that they would be pleased by customer service agents taking care of their needs faster. This means companies have to be forward-thinking about their customers’ wants and needs, to get ahead of the curve. With proactive customer service, this goal is highly attainable.
In this article, we’ll take a look at proactive vs. reactive customer service, dive into the importance of proactive support, and discuss the five different ways you can transition from reactive to proactive customer service:
What is Proactive Customer Service?
Software Advice Inc., a partner of Gartner, defines proactive customer support as the strategy used by a company to anticipate potential concerns of the customer. Essentially, it’s enabling customer service agents to reach out to consumers before they are pinged, in an effort to offer a solution or suggestion without being prompted.
Proactive live chat, for example, can be used by agents to address anticipated concerns based on various factors, such as the amount of time a customer spends on a page or a continuous return to a certain page. Online behavior, as well as browsing reoccurrences, are critical bits of information that can allow your customer service team to dive into the immediate needs of customers and address underlying issues they may be experiencing, but are unsure if they should bring to your attention.
What is Reactive Customer Service?
Reactive customer service may be known as the more common type of response. This is the type of support that’s offered once the customer brings the problem to the surface. As HubSpot explained, it’s like using medication — just as one would take medicine to combat symptoms and treat the body to get rid of the impact that has already occurred, customer service agents can use reactive support to address customer concerns after learning about them.
Five Ways to Make the Transition From Reactive to Proactive Customer Support
How can you prepare your service organization to anticipate your customers’ desires and to deliver an experience that defies their expectations? In our CEO and Co-Founder Brad Birnbaum’s Forbes piece, he took a deep dive into the theory and practice of proactive service. Below, we’ve outlined the five most important steps you can take now to upgrade your experience and delight your customers with forward-thinking support:
1. Train Your Customer Support Team
Proactive customer support isn’t just about analytics, it requires an equal amount of human insight. Before investing in tech, make sure you have a team of engaged agents that are already thinking about your customers’ needs. For example, Outdoor Voices’ agents are able to collaborate more easily because of comprehensive training, amplified by Kustomer’s intuitive interface. Great service starts with great people.
2. Equip Your Team with the Right Knowledge: Prioritize and Invest in Analytics
By combining human insight with powerful analytics, reporting, and a record of every customer’s history, you can equip your team with everything they need to know about your stakeholders. Just ask Glossier, who works with Kustomer and Looker to get rich insights into customer behavior. If you don’t have all the data in a single customer view, it’s almost impossible to be proactive.
3. Protect and Secure Your Data
Beyond having all the necessary data at your fingertips, that data needs to be in one safe, central location or network of locations. This can be a system you’ve created in-house, or a third-party CRM—the important thing is security and usability. Read more about our commitment to security here.
4. Help Customers Search and Find What They’re Looking For
When you have all of your customer information in one system, across all of your platforms and integrations, you can create the kind of granular searches for customers that account for their specific behaviors or needs. Once you’re able to identify customers by their last order, their location, their sentiment, and more, surprising and delighting them is a snap.
5. Don’t Get Lost in the Weeds: Track the Right Metrics
You need a way to capture how your customers are feeling. That requires a combination of several things. You should be measuring sentiment within customer communications and on social media, using surveys that capture metrics like CSAT, NPS, and CES, and tracking behavior across every channel of interaction. For a brand like LOLA, having all the relevant information at agents’ fingertips when customers have a question about their subscriptions is crucial to great service.
To be smart, personal, proactive, and timely requires a lot of moving parts to come together, but doing so is the hallmark of a standout customer experience. Once you can gather and store all relevant customer information, you can act on it with a combination of well-trained employees and specific features within your software platform. When you can connect with individual customers over their preferred channel with the right personalized message, your experience can become a true revenue driver and differentiator for your organization.
Getting there isn’t as simple as completing a checklist — it’s a complex process, unique to every business. However, when all of these threads come together, your customers will see and feel the difference in every interaction. Check out Brad’s Forbes article to learn more.
How Kustomer Can Help You Prioritize Proactive Support
Kustomer’s robust customer service CRM is designed to help your customer service team meet the wants and needs of consumers, all while getting ahead of their common queries and concerns.
Instead of waiting for a customer to ping you, agents can send instant messages to target audiences based on various factors, such as:
Time spent on the page.
Last page visited.
Attributes based on log-in information.
Are you looking to make the transition to proactive customer service? Learn more about what Kustomer has to offer by requesting a demo today.
Marketplaces are competitive, customer-oriented and present huge buying power. Given the intense competition of the space, the challenge for marketplaces is to differentiate themselves with a strong brand image that implies a superior product or service offering, curated third-party vendors and extraordinary customer service and support.
More relationships to manage
Traditional customer support models are built on dyadic relationships. Customer and Business. User and Product. With the marketplace model, things become more complicated.
Managing complex relationships with both buyer and seller adds a unique set of problems to the customer support process. Where customer support used to own the entire relationship between customer and service provider, there’s now uncertainty. There’s little control over the quality of the service provided, or the quality of the customer. Understanding both sides of the transaction becomes more difficult. The challenges of the marketplace model come from the fact that there are a lot more moving pieces involved in each transaction – and customer support teams need to be able to manage them all.
The lack of real-time contextual information
Customers of the marketplace still want personalized, conversational service, and quickly. In order for customer support reps to deliver this type of experience, they need a lot of information at their fingertips, and they need it in real-time. The consumer is no longer the only focus – they also need to be able to see the order, the delivery, the booking, the task and be able to coordinate between two or three different stakeholders to resolve issues.
Beyond the customer’s details, support reps also need to view and understand up-to-date delivery information, seller ratings, product usage, payment information, buyer and seller interactions, and many more. This information needs to be surfaced in an intelligent way so support reps can focus on connecting with customers, instead of searching for information. Unfortunately, this data is often fragmented and stored across multiple systems, making ticket resolution an entirely frustrating experience.
Finally, these conversations aren’t only happening over email. The bulk of marketplace users are millennials, accessing apps like Shpock and Lyft on their smartphones. Making it easy for customers to engage with your business means opening up in-app chat, social channels and maybe even phone support, alongside the email inbox.
Customers won’t keep their questions to just one channel either. They might start with email, send a tweet when they don’t get a quick reply, and then open a chat for further clarification. If your support platform isn’t omnichannel, these conversations will be disjointed across multiple tickets, which leaves room for things to fall through the cracks.
So how do you win the competitive game?
Create a seamless shopping experience
On a marketplace, just like on any other eCommerce site, it’s essential to create a seamless shopping experience.
Say your marketplace sets up dog walkers with dog owners. If something goes wrong, your customer support team will likely get an email from the dog walker and a live chat started by the dog owner. Your service software needs to be able to connect these two conversations, along with the task (X person is going to walk X person’s dog) in order to resolve the issue. Seeing the whole picture is essential to providing a great experience for both buyer and seller.
Existing solutions don’t handle this complexity well. Buyers and sellers need to be understood as discrete entities in your service software so that you can make connections in real-time. Instead, existing customer service solutions isolate every incident message. Modern support solutions, like Kustomer, move beyond isolated incidents to build intelligent connections. When looking for a platform, look for one that gives each consumer and seller their own integrated timeline.
Marketplaces are built around relationships – and your support platform should accommodate these workflows. Ensure your agents are able to talk to a buyer and seller in parallel. Being able to connect these conversations together means that agents have full context into the transaction and resolve issues quickly. When your support platform makes intelligent connections based on the way your unique business operates, agents can switch between views and connect the dots in real-time.
Conversations, not tickets will create customer loyalty
Every human being, whether they are a buyer or seller, wants to be treated like a real person. That means receiving friendly, non-robotic support from their marketplace. Providing personalized, conversational service relies on having a full view of the customer. Whichever channel the customer contacts your business through, agents need to be able to view past history, order details and task status immediately.
Customers can feel the friction that comes with being treated like a ticket. They know that when agents ask for information they’ve already provided, and confirm details the company already has on file that they are being treated like part of a queue. Traditional help desks build a literal line between customer and business through robotic forms and ###don’t reply below this line### automated emails. Conversational customer service removes these barriers through the use of intelligent context.
Modern support platforms integrate all the data necessary for a smooth issue resolution. Each event is integrated into a timeline that contextualizes conversations. Flexibility in data architecture allows integrations to adapt to your unique business model by focussing on the relationships and connections that are important to you.
With all the necessary data at their fingertips, agents can focus on the customer and building relationships. Imagine trying to build a relationship in real life without history, and without being able to draw from your past conversations. To have a conversation, you need prior knowledge about the person in front of you. How they feel, their previous complaints and what they’ve ordered all comes together to build familiarity with your customers. Conversational support needs to be personal, human and genuine. This is only possible when the platform you’re using supports and creates connections.
Proactive engagements keep customers happy
The right customer support platform empowers marketplace teams to provide an elevated experience by surfacing relevant information at the right time. By being proactive, customer support becomes a value added service – generating repeat business by increasing customer loyalty.
Customer magic happens when they are helped before they even find the problem themselves. To deliver this type of support, modern customer solutions need to be tightly integrated with order systems and customer information. That way customer support can proactively reach out before the customer realizes there’s an issue and offers solutions.
See how Slice and SmugMug used Kustomer to create an enhanced marketplace customer experience and win the competitive game!
Want to learn more?
Slice Case Study
Slice gained much needed visibility into their internal processes, and increased each team’s capacity and resolution time.