Competing and Winning in Challenging Environments with Matt Dixon and Vikas Bhambri

Competing and Winning in Challenging Environments with Matt Dixon and Vikas Bhambri TW

Listen and subscribe to our podcast:

In this episode of the Customer Service Secrets Podcast, Gabe Larsen is joined by guests Matt Dixon from Tethr and Vikas Bhambri from Kustomer to discuss Matt’s most recent research on over one million customer service phone calls. In this episode, they discover what the research indicates and how leaders can utilize the data to their advantage. Listen to the full episode to learn more.

Adapting in the Biggest Stress Test Ever for CX

Soon after the WHO declared COVID-19 a global pandemic, Matt Dixon and his team of professionals quickly got to work analyzing data from 1,000,000+ customer service calls. This last year has been described as CX’s greatest stress test ever because teams are having to constantly adjust and adapt to the ever changing world. A year in the making, the data is showing what teams are and aren’t doing correctly in this new environment. Something that Matt hopes teams will make note of, is pre-pandemic, about 10% of customer service calls were classified as difficult. Seemingly overnight, the amount of difficult calls jumped to a whopping 20%, overwhelming underprepared CX agents. As history shows, greater difficulty in customer experience interactions leads to greater amounts of negative word of mouth marketing and upset customers. This then leads to more people being unwilling to purchase goods or services from a brand because of high difficulty interactions. To help teams adjust to a new normal and return to work, Matt offers some practical and actionable tips in the episode. He explains that making sense of collected data is key for all teams who want to be successful in the future. “Data is voluminous. It is unbiased. It’s unvarnished. It’s really actionable in the technology that exists today.”

Using Data Proactively Now and for the Future

Data is constantly being discussed in modern CX conversations on a global scale. It seems that more and more companies are turning to using data to gather helpful information about their customers. No longer are the days of QA teams and reps who had to take detailed, tedious notes on every customer interaction to gather data and search for opportunities for improvement. New technologies allow for that data to be automatically collected, scored, and reviewed. Brands would be wise to implement data collection and implementation on a company-wide basis, as it plays a major role in customer success and higher NPS scores across the spectrum. Matt believes that in order for that collected information to be holistically useful, teams have to be proactive about the way they utilize such data – to not only solve immediate issues, but to use it to predict future issues and customer difficulty. Matt explains that data can be used to prepare for “The thing they’re (customers) probably going to call you about in a couple of days or weeks or months. … It’s a very low effort way of thinking about the customer experience.” In addition to this, Matt believes that so many companies spend too much valuable time concentrating on gathering survey responses that would be better spent on analyzing data that is stored within the technology they already have access to. As CX leaders learn more about their technology and how they can use it to collect data, customer satisfaction is sure to skyrocket.

Employee Satisfaction Leads to Brand Loyalty

The topic of employee satisfaction has gained traction in the CX realm. Leaders are starting to recognize the importance of having teams of agents that are happy, rewarded for their efforts, and satisfied with their contributions to the company. The year of customer experience calls that Matt and his team analyzed revealed that big brands are being exposed and their weaknesses are being made public. Their lack of training and agent accountability is contributing to public distrust of these big brands. Vikas uses the example of reps working from home without direct supervision that are telling customers to complain on social media because they don’t have the tools, permission, or training to properly help them. Matt and Vikas believe that it is extremely important to hire the right people, train CX agents correctly, and establish a level of trust with them so that they can work independently and efficiently. “If you haven’t hired the right people and you haven’t helped coach them on the behaviors that’ll lead to success, when you put them in an at-home environment, that becomes really apparent really quickly.” When these agents feel that they are trusted and have the freedom to make crucial decisions on part of the customer, brands are more likely to win. Evidently, customer interactions prove that when the agents are happy, trusted, and feel like their efforts are important to the company, customers are happy and have a greater chance of staying loyal to the brand.

To learn more about 1,000,000+ customer calls and what the data shows, check out the Customer Service Secrets podcast episode below, and be sure to subscribe for new episodes each Thursday.

Listen Now:

Listen to “What 1,000,000 Customer Service Calls Tell Us About Why Your Team is Losing and How They Can Start | With Vikas Bhambri & Matt Dixon” on Spreaker.

You can also listen and subscribe to our podcast here:

Full Episode Transcript:

What 1,000,000 Customer Service Calls Tells Us | With Matt Dixon & Vikas Bhambri

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

Gabe Larsen: (00:11)
All right. Welcome everybody to today’s show. We’re excited to get going here. We’re going to be talking about customer service research. What 1 million, it’s more than a million phone calls, tell us what the heck you’re supposed to be doing to be successful in customer service. And to do that, we brought on a couple of special guests. One you know, Vikas Bhambri, and the other is Matt Dixon. Guys, why don’t you take just a minute and introduce yourself? Matt, let’s start with you.

Matt Dixon: (00:37)
Yeah, sure. Gabe, thanks for having me on. Matt Dixon, I am the Head of Product and Research at Tethr, which is an AI machine learning venture out of Austin, Texas. Prior to that, I hailed from CEB where I ran the customer experience and customer service practice for many years there. And I worked on all the research related to effortless experience, customer effort, score, effort reduction, some of which we’ll talk about today, hopefully.

Gabe Larsen: (01:04)
Awesome. Awesome. Vikas, over to you.

Vikas Bhambri: (01:06)
Sure. Happy Friday, everyone. Vikas Bhambri, Head of Sales and CX here at Kustomer. Looking forward to the chat with Matt and Gabe.

Gabe Larsen: (01:14)
And you know myself, Gabe Larsen. I run Growth over here at Kustomer. So Matt, what does it feel like to be a celebrity? I mean, people must come to you. This question, by the way, those of you that –

Matt Dixon: (01:24)
[Inaudible]

Gabe Larsen: (01:28)
People must come to you and be like, “You changed my life.” I mean you wrote Effortless Experience, you wrote Challenger. I mean, how does it feel to be a celebrity? I’m partially kidding, but those are big books. A lot of people have been impacted by them. So number one, thank you. But in all seriousness, what does that kind of done differently for you in the way you’ve kind of managed your career so far?

Matt Dixon: (01:49)
Well, thank, first, thank you for the kind words. I think they’re, the first thing I’ll say is this. Those books and all that research was a big team effort. So it, it’s a kind of an awkward thing to have your name on a book that you know there were dozens and dozens of people behind, putting that research together. But at the same time it’s been a pretty fun journey. We’re, I think in both sales and customer service, we’re a little bit different from a lot of the other folks out there. I mean, you and I know a lot of the same folks in the sales world. I know you hailed from that world as well prior to your time at Kustomer in the customer experience and customer service world. And I think there’s so many good expert, kind of subject matter experts and thought leaders out there. What I think makes some of this research different is the thing I still try to stick to today is I’ve never run a call center. I’ve never been a Head of Customer Experience. I’ve never been a call center rep. I think I’d be, probably be an awful call center rep. I’ve also never been a salesperson. I’ve never run a sales organization and I’ve not, I have not carried a bag for 20, 30 years like many of the other folks out there writing about sales. I think what makes me different, and some of the folks I worked with on that research, is that we’re researchers. We brought data to the air against some of the big questions people were asking.

Matt Dixon: (03:07)
So Challenger, it was, how do we sell the information to power buyers? And we’ve been taught for so long that it’s all about needs diagnosis and relationships and this kind of thing. Is that actually true? And we found with the Challenger research, a lot of that stuff was built on flawed assumptions, or at least it didn’t stand the test of time and the data currently shows a better way to do things from a sales perspective. In effortless experience, very similar. We’re all taught to believe that more is better. It’s all that delight and wowing and exceeding the customer’s expectations and we shouldn’t do that as companies. We should have a great brand that delights, a killer product that delights, great pricing that delights, a sales experience delights, but when things go wrong, we’ve found that’s not the time to delight. That’s the time to get things back on track and make it easy for the customer. Play good in customer service.

Matt Dixon: (03:52)
And so I think in some ways I like, I don’t know that I put myself up in the Pantheon of like the MythBuster guys from Discovery Channel, but I, and that’s kind of how I think of, my career has been a lot about that. Trying to bring science to bear, to test some of these assumptions that a lot of people have that feels so right. And then we never stopped to question whether or not they’re actually true and there’s a lot that we go and test and we find out it’s actually true, but there’s a lot that we tested we find out it’s actually wrong. And I think exposing that for sales leaders, customer experience leaders, contact center leaders, customer service leaders is really important and really valuable because it helps them proceed with clarity and allocate the resources better.

Gabe Larsen: (04:30)
Yeah. Well, I think that’s one of the things that I’ve appreciated about the methodology in the CX space. It seems like it’s fluffier at times, right? It’s a day on the phone with Zappos for 50 hours to make somebody feel good. There’s just so much kind of feel good stuff, that I remember reading the Effortless Experience and it was the first time I was like, “Oh my goodness, a data driven view into customer experience that I think maybe isn’t the standard.” So I do think it is nice to have some research. That’ll set up our conversation as we jump in. Vikas, I mean, your experience with the Effortless Experience, or it’s got to be one of those books, that’s just, you’ve talked to maybe a hundred thousand people about?

Vikas Bhambri: (05:09)
No, look it’s, Matt and team did a great job. It’s top of mind for a lot of folks right now, right? In terms of just how do you compete effectively? And I think the effortless experience in terms of that experience that you can deliver, not only externally, but internally with your team, and then how do you use data to iterate that experience, right? I think what Matt and team do is they’re looking at it at a macro level, across many customers and many trends. And then, what any operational leader needs to do is then apply it to their business and say, “Look, let me look at the metrics in my data. These are the bars that I want to aspire to. What do I need to do to get there?” And looking at the data within their own tools and tool sets and saying, “Where am I falling short?” So I think it’s that perfect convergence in terms of how do people effectively compete in what’s becoming a very challenging environment, right? New companies popping up in every space, almost on a daily basis.

Gabe Larsen: (06:05)
Yeah. Yeah. Well, let’s get into kind of then, some of the latest research and it may not be the latest latest, because it seems like every time I talk to Matt, he’s got something new on his, on his cuff, but –

Matt Dixon: (06:16)
[Inaudible] Now I feel lazy because I have –

Gabe Larsen: (06:23)
[Inaudible] four weeks old. What the hell?

Matt Dixon: (06:28)
[Inaudible] me lately.

Gabe Larsen: (06:28)
Yeah, that’s right. This isn’t good enough. So maybe kind of give us the backstory on this. Obviously it was COVID related. A lot of phone calls. Fill in the blanks as to why you started it, what it is.

Matt Dixon: (06:39)
Yeah. So we at, just a little bit of background. So at Tethr, we are in the conversational analytics space. I know a lot of the folks on the, listening on that are familiar with that technology. We’re one of the players in that space. And so we work with a lot of big companies around the world. And what was interesting is we take their phone date, phone call data, we take their chat interactions, their email changes, other other data, and we help them make sense of it. And to understand what’s going on in the customer experience, what the reps are doing to the good and to the bad. What the customer’s experience is with their product and their digital channels and so on and so forth. And one of the things we noticed is, with COVID in that, obviously it took the world like in a blink of an eye, just changed a lot of what we do. Think about a call center leader, multiple kind of dynamics at play. On the one hand, all of my reps who used to be sitting together in a contact center that are now all working from home. No access to peers, no access to supervisors, no shoulder to tap to ask for some help, really working on an island. And then you add onto that the fact that customers are now calling about maybe not entirely new issues, but much more acute issues. So think about, for instance, a utility company, we work with a number of utility companies. They’ve always had a certain percentage of customers that call for financial hardship reasons. I’ve lost my job. My spouse has lost their job. I can’t pay my electric bill this month. I need to go on a payment plan [inaudible] will shut my power off. That, we found in one company in our study, the number of financial hardship-related costs increased by 2.5x almost overnight in the span of like a couple of days. The number of people calling in saying, “I can’t pay my bill. I cannot have you turn the power off. And I don’t know when I’m going to be able to pay to pay you guys. So I need to, you got to come up with a plan and it’s got to be a new, creative plan, right? Because I don’t know when I can get back on track financially.” That produced this perfect storm for customer service leaders. So we started hearing from a lot of our customers, “Hey,” like, “let’s get under the hood of what’s going on in these conversations. What’s changed for our reps? What’s changed in the customers, with the customer’s expectations? What are the good reps doing that we need to do more of? What are the reps doing to the bad that we need to do less of, and let’s get our arms around this because this stuff is happening so fast.”

Matt Dixon: (08:57)
And so that’s what we did. We collected. We took a sample of calls. A million calls total from across 20 different companies. And we specifically picked those companies because we thought they represented a broad cross section of the economy. Some industries really effected like travel and leisure, some less so. And so we combined, we created the sample and we went in and we studied it. One of the first things we did was we scored all of the calls for the level of effort. So we had built an algorithm at Tethr, we call it the Tethr Effort Index, think of it like a predictive survey score. So rather than asking your customer at the end of a call to tell you how much effort that call was and for those of you familiar with the Effortless Experience, you know a customer effort score is one of these things that we talk about a book. That relies on a survey, but what we built a Tethr was a machine generated algorithm that could take a recorded phone call and the machine could tell you basically, here’s the score you would have gotten on the survey if the customer had filled it out, but without the high effort experience and the expense of asking the customer to fill out a survey.

Matt Dixon: (09:57)
So the first thing we did was we started collecting calls on March 11. We picked that date because it was the date the WHO declared COVID-19 as a global pandemic. We ran the study for two weeks to get a million calls sample from across 20 different companies. So that was a subset of the total call volume those companies do with us. And we scored those calls and we looked at what the scores were before and what they were after. And we saw a real increase overall in just the difficulty of calls, so the effort level of calls. And for those of you again, who know the research, know that effort corresponds with churn. It corresponds with negative word of mouth. It corresponds with customers unwilling to buy more from you, unwilling to accept the save offer, right? When they get transferred to the retention queue.

Matt Dixon: (10:42)
Specifically, we saw before the pandemic for the average company in our study, it was about 10% of their calls that would have been scored as difficult on our scale. It’s a zero to 10 scale. So we’re looking at the scores in the zero to four range. Those are the bad ones. In the study, so after March 11th, for those companies, that percentage doubled to 20%.

Vikas Bhambri: (11:02)
Wow.

Matt Dixon: (11:03)
So now, one fifth of their total call volume was in that zone of customers who are likely to get on social media and badmouth you, likely to churn out, not likely to buy anything more. They’re going to go in and tell their neighbors and their friends and their colleagues, “Don’t do business with these guys. It’s a terrible company, they’re treating me,-” and again, a lot of the, it was compounded by the way the reps were handling that. The fact that they’re all working from home and we get into a little bit of that, but it was kind of a staggering overnight change in the dynamic.

Gabe Larsen: (11:31)
Well, and I think that’s obviously, I think we’re all experiencing that. So it’s not too surprising from an interpersonal perspective. I can relate. Obviously taking this call from home at the moment. So if I understand the basis of it though, it did start in March 11th, it went for two weeks. Million plus phone calls, cross segment of the industries, just touch on that real quick. It was, you did try, it was pretty variety. So it wasn’t just hospitality and travel. You felt like you got a pretty good cross section on that.

Matt Dixon: (11:57)
Good cross section. So we, we’ve got in there some consumer products companies, some travel and leisure companies, utilities, financial services, card issuers, telco, and cable. It was a broad cross section. We had a couple of more B2B tilted companies as well. So we felt like we had a pretty good sample that we could say, “It wasn’t all skewed towards travel and leisure.”

Gabe Larsen: (12:18)
I love these different industries. Go ahead, Vikas.

Vikas Bhambri: (12:20)
Let me touch on one thing, which I think is really interesting. I think this is about the data, right? And I think if people aren’t using their contact center or CX data in the best of times, shame on them. But especially now, and I think there’s a real opportunity for companies to do what we call proactive service. And I think a great example of this is if you’re an insurer and you’re seeing that 20% of your volume coming in is around, “Hey, I want a reduction in my premium because I’m not driving my car,” why not use that data? Go out to market like my insurer’s done and say, “Hey, we’re giving you a credit to your account because you haven’t even asked for it, but chances are, you’re not driving. So we’re giving all our,” and look at the positive press and you’re seeing some big insurers now are catching on to this. And people are like, “Wow. My insurer’s thinking about me in this time of need.” And I think using that data, because chances are, they were going to give people individually, those credits anyway. One, you’ve reduced your conversation volume into your contact center because now you’re proactive about it and you’re getting positive press. Any thoughts on that and how people might be using that data creatively?

Matt Dixon: (13:29)
Yeah, no, I mean, I think you’re right. So the, a couple comments, one is, being proactive, I think was one of the things we wrote about in The Effortless Experience. Not just solving this issue, but thinking about the next issue proactively for the customer. The thing they’re probably going to call you about in a couple of days or weeks or months, but you as a company know this, so you can use your data to predict that, and you can fully resolve it for the customer. It’s a very low effort way of thinking about the customer experience. But the other thing in general, I totally agree, Vikas, with what you’re saying. That I see, I’m constantly surprised by how little companies, big companies actually leverage all the found data in their enterprise and how much they obsess about getting more data from like, for instance, post-call surveys.

Matt Dixon: (14:17)
So that to me, I find to be like, it’s just this weird head snapping thing that I don’t understand at all, which is they all obsess about post-call surveys. What do we need to do to get more customers to respond to our survey so that they can tell us how much effort the experience was? And I always think, “Well, you’re recording all your phone calls and your email exchanges, and your chat interactions, your SMS exchange and all this stuff on WhatsApp and Facebook Messenger and social. Like you have enough data already to know what the experience was. Why are you obsessing about your survey response rate?” And it just, it’s so interesting the way, and even when you get down to it, I hate to be pessimistic here, but our data in this view, but I think part of the reason is they get paid on survey response rates and NPS scores and things like that. And so that’s why they obsess about it. It’s not, ultimately, if they really wanted to fix customer experience, there are way better sources of data in the systems they already use so that they can be more proactive, so they can find those effort causes and drivers and do something about it. It’s, that data is voluminous. It is unbiased. It’s unvarnished. It’s really actionable in the technology exists today, you know? Sure. 10 years ago you needed a QA team, kind of with headsets, listening to calls, making notes and surfacing opportunities to get for improvement. But you don’t have to do that today. Machines can do that at tremendous speed and scale and so, but it surprises me why more companies don’t do it.

Vikas Bhambri: (15:38)
Yeah. I mean, the thing is if you send somebody a 15 page survey after an interaction, right, if you’re in the travel industry, for example, right, after I’ve spoken to a customer service professional, it’s like you had good interaction. And I don’t think maybe it’s a, maybe it’s a lack of understanding at the executive level that what kind of data occurs in these conversations, right? If you’re a marketeer and you don’t realize that the best feedback you’re going to get about a promotion or an offer or a competitor, what a competitor’s doing, is in those conversations. If you’re a product person and you don’t realize, “Wow, like my contact center gets real-time feedback on a new feature or a new service that I’m providing,” there’s a lack of understanding there about the richness of the data that resides in the contact center environment.

Matt Dixon: (16:27)
Yeah. I agree. It’s, I think there’s this assumption that it’s the data in so far as leverage, it’s really just valuable for making contexts in our interactions better. So, but we find when we go into those conversations, it’s a gold mine, Vikas, as you’re saying, of the insight around your digital experience. What were all the things the customer was trying to do on your website or your app before they picked up the phone and called that they’re actually telling the rep or complaining about in the conversation and you’ve just recorded it? What are all the things they talk about with respect to your product or your feature or your pricing, or your competitive differentiation, or about the sales rep who oversold them on the product or service to begin with, and now they’re calling in disappointed? So there’s just tons of insight there for all parts of the enterprise, not just for the QA team at the call center.

Vikas Bhambri: (17:11)
Right.

Gabe Larsen: (17:12)
No, I love that. So this is one way I think companies are trying to kind of do things differently in this, it’s been called the new normal or the new world we live in, using data in a way maybe they haven’t done. There were some other things that you were alluding to, Matt based on findings you have, and we’ve put a link in the chat for the actual HBR article that you wrote. So if you want to see some of the additional findings but I want to get into some of these takeaways. Where did you kind of go based on then the data that was revealed? Can you maybe start at the top? So we got data, one, and then what’s next?

Matt Dixon: (17:43)
Yeah. So we, so the highest level again, we found a doubling of the predicted effort level of interactions from pre-pandemic to in the pandemic or pre-March 11 to post-March 11th. The other thing we found as we started digging into what was really driving this was, and I think you found that generally speaking at the highest level, this is this higher level of effort in these interactions was sort of born of two different things. And they’re kind of, there’s a little bit of overlap. And on the one hand I mentioned before, customers who are feeling a lot more emotion and anxiety, driven by things like financial hardship, coming in really frustrated because maybe it took them two hours to get through to a rep because now the call center doesn’t have access to the outsource that they used to provide overflow support. The call volume has spiked, and now there’s a longer hold time. So they’re frustrated to begin with. They’re doubly frustrated maybe because they went to a website and what in normal times wasn’t such a big deal, now it was a really big deal because the alternate option going in self-serving failed them. They’re talking to a rep who they feel like is dealing with policies that really haven’t been updated in light of the pandemic. So you might be asking for a bill payment, that utility example I used before, a bill payment extension or a payment plan. And they’re still pushing customers to the policies that existed before the pandemic. And they haven’t really updated us because the company moves really slowly and they just feel like they’re dealing with people who are just throwing out policy and hiding behind policies.

Matt Dixon: (19:11)
That’s kind of on the customer side. Then the agent side, think about it. And you’ve got to be empathetic to the agent situation here, too. Many of these agents who are now working from home, the fact of the matter is that before the pandemic, most of them were working in kind of a factory floor model of a contact center where they were, they sat in a group surrounded by colleagues who they could tap on the shoulder and ask for help. Supervisors they could wave their hand and flag down for assistance or a policy exception in the moment. They were given a script, they were given a checklist. They had access to all the resources they needed. There were kind of like cogs in the machine. What happens when you send all those folks out to their home offices and now they’re left to their own devices?

Matt Dixon: (19:52)
What you find is that in some cases, maybe we didn’t hire people, we didn’t hire the right people. And maybe in some cases we never coached them on the behaviors that could lead to them being successful. We just kind of told them to stick to the script and just follow the rules, follow the checklist. That doesn’t really work in a situation where customers are calling in about high-anxiety, high-emotion issues. And they’re asking reps to make exceptions and make up their minds and decide things on the fly. Then what do you do if there’s no tenured colleague or supervisor you can flag down? You’re sitting in your basement or your living room doing your job. It’s really, really tough. So what that means is agents are shirking responsibility. They’re citing policies. They’re saying, “Hey, I can’t really help you. Maybe you should write a letter to the company. Sometimes that gets their attention. And you know what you might want to do is just bad mouth them on Twitter, because if you do that, they usually jump to it and they can help you out.” You know? And I’m not kidding. There’s a lot of that going on and it, that then compounds the frustration from customers. So beyond that, we started to look at, I think the good news is there are things we found in the research that are, we think tools and ways forward and we’ve talked a little bit about those, but let me pause here and just see if you have any thoughts, Gabe or Vikas, on that piece of it.

Gabe Larsen: (21:03)
Yeah. Any response to that? I mean, definitely a customer side and an employee side. It sounds like.

Vikas Bhambri: (21:08)
No, I look, I think I, Matt, I’ve been saying for weeks as we’ve been doing these is, this is the biggest stress test that the contact center industry has ever gotten. And I think a lot of the fundamentals that were broken at a macro level across the industry, but individually are in for specific brands are being exposed. And I think that lack of training and empowerment is one that is absolutely coming to the forefront because for somebody who’s been walking the floors of contact centers for 20 years, this even today, there’s the culture of the supervisor walking the floor, looking over the shoulder, providing guidance, jumping in and saying, “Hey, let me listen to that call. Let me coach you through it,” and forget the technical limitations. How do you do that? Now when you’ve got, maybe you’re a supervisor of 20 people and now they’re disparate and they’re working from home, forget the, like I said, the technology limitations, how do you actually do that? So I think, like I said, we’re exposing a lot of the flaws and I think, what are some of the changes we’ll see going forward is that ability to empower and really create this into a knowledge worker role, right? Because as self-service takes care of the low level simple questions, you’re going to see, I think you’re going to see this in the contact center regardless of the work from home environment, but you’re really going to need people who can handle those difficult questions.

Matt Dixon: (22:36)
Yeah. We actually, there’s another one, I don’t know if, Gabe you throw this up on the, with the other article, but there’s an article we wrote in 2018 about T-Mobile’s journey toward a different in kind of knowledge work environment for their contact center, where they basically told their reps, “You guys are now small business owners and we are, our job as leaders is to figure out what’s getting in your way of delivering the right customer experience. Is it a policy? Is it that you don’t have the right tools? You don’t have the right, you’re not on the right platforms that the connection speeds too slow? What is the thing that’s getting in your way? But you tell us what you need. We’ll clear the road for you. Your job is to own the customer experience and come up with creative solutions, but use your own judgment.”

Matt Dixon: (23:15)
A lot of that really increases the importance of hiring great people, coaching them in a really effective way, giving them great manager support and putting them in a climate that really rewards people for using their own judgment; doesn’t just tell them to stick to the script. So that article was called Reinventing Customer Service and I encourage everyone to read that because it picks up on this story that Vikas is talking about. When the easy stuff goes away, by definition, what’s left is the more complicated stuff that the live rep is handling. And you need to have really good people who can exercise their own judgment, and that’s even more important. And what becomes apparent is when, if you haven’t hired the right people and you haven’t helped coach them on the behaviors that’ll lead to success, when you put them in an at-home environment, that becomes really apparent really quickly.

Matt Dixon: (24:01)
And so it really, this is, I think there are two trends that’ll be kind of shot through a tunnel of time with COVID. I think one is digital and specifically omni-channel capabilities. The ability for companies to seamlessly switch, obviously work that you guys do at Kustomer, to switch from one channel to the next. I think the ability, the effectiveness of asynchronous messaging in particular, chat effectiveness, SMS effectiveness, customers used to use that stuff for simple binary interactions. Now, when they’re looking at a two hour, wait time in the phone to queue, they’re going to go try that chat channel first, right? And see how far they can get. What that’s doing is it’s forcing chat to grow up really fast and forcing our chat bots to get really smart really quickly. I think the other trend that will be shot through a tunnel of time is agent empowerment and hiring great people, putting them in a climate of judgment where they can leverage the expertise of their peers, but more importantly, where they’re trusted to do what they know is right, because we trust that we hired great people and we showed them, here are the boundaries in the sandbox we can’t go across for regulatory reasons or legal reasons, but within that, use your judgment. Do what you think is right for the customer. We’re not going to script you. We’re not going to checklist you. And it turns out putting customer reps in those environments means they deliver actually better outcomes, more customer-centric outcomes, and they deliver better results for their companies, higher NPS scores, lower churn, higher cross-sell and up-sell. And that’s exactly what T-Mobile saw in their experience.

Vikas Bhambri: (25:27)
Yeah, and if I can just touch on what Matt said about that omni-channel experience. It’s really delivering that same experience, regardless of channel. I talked to a lot of customer service leaders that complain you gave the example of people going to Twitter to complain. And I didn’t know agents were actually coaching them to do that. I can see why. And it was really interesting. I remember a few years ago, I did some work with an airline where I met their social team, the Twitter team, and they were like, they walked into the room, like really like a group of alphas. They were talking about how they had a separate set of policies that they were able to do than the core contact center, because they were like, “When people complain on social, we have the ability to offer them refunds and things that the core team isn’t.” I was sitting there laughing. I’m like, “This is not a good thing. You’re basically training people to go to social media, to amplify their voice so that they get better customer service.” And I’m like, “That is a fail because what you’re doing then is you’re training them to go to these places.” And so for me, omni-channel experience, it’s not just about delivering the channels, but you should have a uniform experience regardless of which channel that customers coming to you with. So I thought that just, when you mentioned Twitter and agents guiding customers to that just triggered that airline story.

Gabe Larsen: (26:44)
Crazy.

Matt Dixon: (26:45)
Because they say, “Well, look. Actually the alpha team is on that group. I know several companies, big name companies that put their best reps, you graduate into the social team. When you reach the highest level of agent status, that’s where you go, like, that’s the destination job. There are no rules or no policies do whatever you want. And what they’re doing is teaching their customers that the way you get the best service from this company is by publicly complaining about it.

Gabe Larsen: (27:08)
Sure.

Matt Dixon: (27:08)
And it’s just like –

Gabe Larsen: (27:11)
Yeah. It’s funny that that’s what, that’s the world we’re in though, you guys. Our time is unfortunately come to an end, such a fun talk track, always more to discuss. We did leave the link to the HBR so you can dive in a couple more of the findings and the research. Matt, it’s always great to have you. Vikas, thanks for joining. For the audience, have a fantastic day.

Matt Dixon: (27:29)
Thanks.

Vikas Bhambri: (27:29)
Thanks.

Matt Dixon: (27:29)
Take care guys, bye.

Exit Voice: (27:38)
Thank you for listening. Make sure you’re subscribed to hear more Customer Service Secrets.

 

How to Successfully Manage CX During a Global Pandemic

How to Successfully Manage CX During a Global Pandemic TW

Listen and subscribe to our podcast:

In this episode of the Customer Service Secrets Podcast, Gabe Larsen is joined by Brad Birnbaum, Lauren Pragoff, and Matt Dixon in a virtual summit to discuss developing customer loyalty through achieving effortless customer experiences. Learn how each guest has successfully managed and handled customer service during COVID-19 by listening to the podcast below.

Effective Communication with Asynchronous Messaging

Brad Birnbaum is the CEO and cofounder of Kustomer with over 20 years of customer service experience. Brad has found ways to do more with less, meaning he is expounding on how to keep his employees busy all while offering top notch customer care. With the growth of asynchronous communication in our daily lives; social media, texting, emails, etc., Brad believes that asynchronous communication is the future of CX as it allows for reps to do more with less. He says, “it is a technological shift to improving experiences. It’s a technological shift to higher levels of customer satisfaction. A technological shift to actually improve agent efficiency and we’ve seen this across our customer base.” When the customer has the opportunity to chat with an agent asynchronously, it creates a sense of genuine human communication and allows customers to have their simple issues be resolved faster.

Guiding Customers Through Proper Channels

Lauren Pragoff, Vice President of Effortless Experience at Challenger, works with other companies to create low effort customer service through preparing their frontline employees. Lauren understands that CX reps have had to adapt to a new at-home work environment during COVID-19. While digital efforts are helping resolve some of the simpler issues, when customers call service reps, the reps are now dealing with the most complex customer issues. Not every problem can be resolved with one channel. Lauren summarizes this point by stating, “Not all issues are well suited to all channels, and making sure that you’re enabling the right types of experiences in the right channels is extremely important.” In this ever-changing, pandemic-created landscape, she ensures that agents are still providing customers with the same high quality service by guiding them through the proper channels to accommodate their needs correctly the first time around. The key to guiding customers through proper channels while creating the best CX, is having effective strategies to solve the customer’s issues at the first point of contact.

Low Effort Self Service Through Simplified CX

Matt Dixon is the Chief Product and Research Engineer at Tethr, a company that offers customer analytics through an AI-driven conversational system. In the discussion, Matt notes a shift in customer care toward self service. To paint the modern CX landscape, Matt explains about the current customer, “They’re going to unsanctioned sources of advice to get perspective. ‘What’s the hack, what’s the thing I can do to avoid not just not calling the company, but even going to their website? I want to just try to figure this out on my own.’ But again, customers are very keen and their first step is always digital. Customers want to be able to solve their own problems and find solutions on their own. True, customers are going to unofficial sources to find answers, but there are a few simple things companies can do to improve their websites and digital resources. First is updating FAQ pages on their website. By making sure those are up to date, customers will be able to find answers on the website a lot easier. Second, and as mentioned by Lauren, making sure that the right problems are being directed through the correct channels. Customer service used to primarily be phone call oriented but as technology has progressed, the customers have as well. The key to a successful CX experience is that the customer puts forth as little effort as possible. To Matt, low effort service makes for the happiest customers. As companies focus on these principles and ideas, their CX departments will be groomed for success in the coming months and years.

To learn more about how to effortlessly manage customer service during these challenging times, check out the Customer Service Secrets Podcast episode below, and be sure to subscribe for new episodes each Thursday.

Listen Now:

Listen to “Keynote Customer Experience Summit | with Matt Dixon, Brad Birnbaum, and Lauren Pragoff” on Spreaker.

You can also listen and subscribe to our podcast here:

Full Episode Transcript:

How to Successfully Manage CX During a Global Pandemic

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

Gabe Larsen: (00:11)
Hi, welcome everybody to today’s virtual summit, the Customer Experience Virtual Summit. Today, we’re going to be talking with leaders that generate loyalty through an effortless experience, and we’re excited to bring this event to you by Kustomer, Tethr and the Challenger Inc Effortless Experience. We’re so excited for this event. It turned out to be just a fantastic overall organization. We have 50 plus speakers. We originally were just going to start with a handful. We’ve got people like Mario from Vengreso. We’ve got Shep Hyken, Mary Drummond. The list goes on. We’re very thankful for each of the speakers who participated and gave their time during these challenging circumstances that we all find ourselves in. In addition, we now have over 2000 registrants. From an agenda standpoint, we’re kicking off today with the keynote here at 10:00 AM, but do know that sequentially, you’ll have a series of speakers that will be released and you can find that in the panel that you are currently logged into. So with no further ado, let’s dive into today’s keynote section. We have three guest speakers that will be having a panel discussion, talking about how to manage customer experience in challenging times. We’ve got Brad Birnbaum, Matt Dixon, and Lauren Pragoff. So with that, let’s have each person just briefly introduce themselves and let’s get going. Brad, why don’t you start?

Brad Birnbaum: (01:46)
Hi everybody. Brad Birnbaum, CEO, and cofounder of Kustomer. I’ve been in the customer service space for about 20 some odd years at this point. We’ve seen a couple cycles of challenging times, nothing like what we’re seeing today, but, I think this is our opportunity where we can all figure out how to adapt and shine and improve experiences for all. So looking forward to talking more about that today.

Gabe Larsen: (02:11)
I appreciate it. Thanks for joining. Lauren. Let’s go to you next?

Lauren Pragoff: (02:14)
Sure. Hi everybody. I’m Lauren Pragoff, Vice President of Effortless Experience at Challenger where we work with companies to consult and train their frontline staff on providing low effort customer service.

Gabe Larsen: (02:27)
Perfect. Matt, to you.

Matt Dixon: (02:29)
Hey Gabe. Thanks Lauren, Brad, great to be with you today. Super excited about this virtual summit. I’m Matt Dixon. I’m the Chief Product and Research Officer at Tethr. For those of you who don’t know Tethr, we’re an AI machine money venture out of Austin, and we provide conversational analytics. So helping companies take their unstructured data to surface business relevant insights. I, like Brad and Lauren, I’ve been in the customer service and customer experience space for a long time and we definitely have seen some peaks and valleys. This is a bittersweet moment for us. I think a bitter because I’d would rather be with everyone shaking their hands. The flip side is, what a privilege and honor to be with 2000 people today. We’re all interested in improving the customer experience and learning about how do we accelerate out of this morass that we’re in right now.

Gabe Larsen: (03:19)
Yeah and that’s where we want to dive into. I think that’s a good segue. A couple of stats, I wanted to highlight a lot of fun research out there and I want to just throw a few nuggets to kind of set the conversation foundation. 79% of customer service organizations say they’re being significantly impacted by COVID, no surprise there. 63% saying they’re reporting they actually need to cut costs. And a lot of organizations, almost 20% are saying their customer inquiries are increasing dramatically during this global pandemic. So with that, I’d love to just kind of start there. It is a different environment. Things are changing. What is kind of the biggest challenge that companies are facing and how are you seeing them overcome it? Lauren, can we start with you?

Lauren Pragoff: (04:04)
Sure. One of the things that we’re hearing the most from our clients has to do with shifting to a work from home environment. Remote reps have been an interesting topic of conversation across customer service leaders for the last 15 years and a lot of organizations have kind of dabbled here and there, but what we’re finding is that across the last six weeks, there has been just a massive shift in contact center reps working from home. And just like all of us now working from home, that includes balancing childcare and school and partners and spouses also working from home. So, yesterday’s remote rep program is not today’s work from home environment and I think we see just leaders spending a lot of time investing in how to make sure that it’s going well and that customers are continuing to get the service that they would expect.

Gabe Larsen: (05:03)
Yeah and I feel like to your point, work from home isn’t anything new, but it’s almost, it’s accelerated by 200% in the last four, six weeks. Matt, how are companies thinking about solving that problem? I mean, it’s all in here. It’s not going away. What have been some of the tips or tactics you’re seeing where companies have been able to say, “You know what? We’re settling in, it’s starting to kind of work now?”

Matt Dixon: (05:26)
Yeah, so it’s funny listening to Lauren talk about work from home. I was talking to a company just last week and they said, “You know, we’ve debated endless PowerPoints and business cases to put together a work from home remote program and then suddenly, boom, it just got decided for us.” So, the good news is no more business cases and PowerPoints actually required to make a case with us. It’s funny because if you look at one of the things we did recently, our data science team at Tethr, we took a sample of a million customer service calls since the WHO declared Coronavirus was a pandemic on March 11th. And so we took a look at a two week period across 20 companies. The top line was really bad news, as you can expect. And Gabe, it was the same exact thing you were talking about before. Looking at the level of effort or difficulty of those interactions. We saw them skyrocket, right? So no longer are reps dealing with that one off kind of issue with that really emotional, high anxiety kind of interaction with the customer. Now, it’s like, almost every single interaction. It is really critical stuff. It’s financial hardship. It’s in some cases, questions about insurance coverage, right? Not being able to pay bills, things that are really, really tough for our customers right now. The flip side though, as you said, there is good news coming out of this. And the good news is that leading companies, and I would say leading service organizations, are starting to figure this out and they’re doing it really quickly. So a couple of the things we found one is equipping frontline workers with the language techniques, such that they can reduce effort. So I think what customers are really frustrated by right now is that they’re calling in, they’re talking to reps and they feel like the reps are using policies that haven’t been updated since the pandemic, right? “I can’t give you that three month bill extension you’re asking for our policy is seven days.” It frustrates customers. They feel like the reps they’re talking to are not empowered to solve those problems. But what we can do is coach our reps on those language techniques that we know, even if it’s the same answer you’re going to give the customer, maybe the policy hasn’t changed. You can do a lot to actually manage the perception of effort too. We’re seeing companies really lean in on the coaching side. And this is absolutely critical right now is to make sure we are engaged with our reps, not in a one, every two weeks kind of way that most service organizations do, but on a regular embedded in the work kind of way, what we call integrated coaching. Number three, we got to get our reps even though they’re, to Lauren’s point, they’re working from home, they’re all on an island, right? They’re by themselves. They no longer have that colleague sitting next to them, who they can tap on the shoulder for some help. They no longer have that supervisor they can flag down. We’ve got to leverage tools, collaboration tools, to create that virtual community so that they can leverage the wisdom of peers because that’s going to deliver a better experience. And it’s going to make them feel like in this tough environment, they’re not alone. So we are seeing some of those tactics start to emerge and companies are seeing success there.

Gabe Larsen: (08:22)
Man, personally, the coaching one jumps out to me the most. As we’ve gone remote, I think that’s revealed some weaknesses and some of the coaching aspects and doubling down and trying to get the right tools, techniques to do that I think is the right approach to go. Brad, we talked about the work from home as a big challenge and some of the things companies are thinking about doing to overcome that. Other challenges you’re seeing, and tips or tactics on how organizations are trying to overcome those?

Brad Birnbaum: (08:46)
Sure. So, yeah, just as Lauren and Matt said, we, of course, are seeing everybody adapt to working from home in a different way. Not only within our company, but our customer’s agents, right? We’re seeing it across the board. Fortunately I think there’s a lot of good practices you could use. Some we employ real well, right? If you have the right software, whether it be on the CRM side, everything being Cloud based, support side, even if you have some of the modern telephony platforms, they work very well remotely as well. So that’s certainly helpful. But in addition to this, we’re seeing two things at competing odds with one another. We’re seeing inbound inquiries accelerating rapidly for a variety of reasons. We’re also seeing that some of these companies are having the higher amounts of inbound inquiries, unfortunately, have had to cut some of their resources for the reasons we all assume, right? So they’re at competing odds with higher volumes, but less people to service them. And then I’ve even heard anecdotes from some companies that do the bigger ones that do take advantage of offshore BPOs, that the offshore BPOs can’t keep up. They don’t have the same infrastructure they might have here in the United States. So, as an example, they may not have the ability to work remotely, right? They may not have the computing power or bandwidth. I’ve even heard anecdotes that in some countries there are physical security issues, right? Where you can’t allow your data to be in somebody’s home, right? Where other countries may be not be as safe and stable as we are in the United States. So all those things are playing in. Now how we’ve adapted and in ways that I think we’ve helped our customers, not only have we given anybody who’s the customer platform, our ultimate tier for free, which has a whole bunch of great remote working capabilities, things like unlimited collaborators and team pulses or agents are doing and enterprise queuing the route and all that. But, we happen to coordinate the timing of our customer IQ release, which was on April 1st. It happened to coincide right around this pandemic and so much of what the world needs now is deflection, artificial intelligence, machine learning; ways to do more with less. We’ve also given our deflection capabilities, it’s part of what we call Kustomer IQ Lite, to all of our customers. It’s a part of our free tier and everybody gets Kustomer IQ Lite. And we already are seeing with just the recent release of our deflection capabilities, a pretty significant rate of deflection that people are able to achieve, right? So let’s just say for argument’s sake, you’re able to do a 10 or 20% deflection rate. That moves the needle. That’s a significant amount of increase because people are seeing these bursts and by having the ability to deflect. And then when you go further and you really take advantage of AI and ML to help with suggesting responses and routing things more correctly, and understanding the intent of communications better, you can improve your efficiencies dramatically too. And those are the ways, how do you do more with less? That’s what we need to all do right now, because we’re all out being asked to do more with less; less money, less people we’re all being asked to do more with less and we need to take advantage of the tooling and processes out there to do that. So these are some things we’re investing in and we’re seeing work with it across our customer base today.

Gabe Larsen: (12:04)
Yeah. I like this word, I think it is coming up a lot. It’s do more with less, and whether it’s using AI to deflect, obviously in some cases, people are having to kind of literally do more with less people. I’ll open this up, but Matt, maybe we could start with you. When we think about doing more with less, how are organizations doing that? AI, we just got, maybe as one example. Are there other things you’re seeing where people are finding a way to kind of do more with less?

Matt Dixon: (12:33)
Yeah. One of the things that I think is exciting, and I’m sure this is an area that we’ll explore a little bit here is, how do we think about those trends that maybe we’re kind of bubbling below the surface, but are now here to stay. And I think one of them is a shift toward self service and I think some of that is wrought by the very long, candidly long hold times that people are having to endure because maybe that BPO is offline because the call center is closed and because of security reasons, and I’ve run into this personally, Gabe. The agents can’t actually handle your data from their home location, right? So you’re just out of luck. And so instead, you’re trying to get through to one contact center, doesn’t have the overflow capacity, the wait times are through the roof. So what we’re seeing is a lot of customers who might have dialed first, now going to the website first or the app first and I think there’s a tremendous call deflection opportunity there, or live service deflection opportunity. And I think what’s happening, just like coaching, you’re seeing companies kind of outed for under investing in their digital capabilities. This is laying bare that “Hey, we’ve been kind of getting by with a subpar digital experience, but when you take away the live service option through the phone and customers go to a digital channel and it’s sub par, boy that creates a really high effort experience.” And it’s forcing companies I think to invest in and transform aggressively there. I saw, and you guys probably saw this too, that kind of meme that passed through LinkedIn like wildfire, which was, “Which of the following three drove your company’s digital transformation? Was it the CEO, [inaudible] the CTO or C-”

Gabe Larsen: (14:17)
I think I’m the one who passed that? I think I passed that to Brad actually.

Brad Birnbaum: (14:19)
I think you did.

Matt Dixon: (14:21)
Yeah. It’s one of my favorites. It is the number one driver for digital transformation right now. Unfortunately it’s, it’s rapidly accelerating.

Gabe Larsen: (14:28)
Which is maybe something we all needed, right? It’s something we all needed. So we heard a little bit. I like some of the deflection points and you’re seeing that in multiple channels, right? It sounds like in chat, and phone. Lauren as you think about this idea of kind of doing more with less, maybe even on the people side, is there other things people are doing that kind of drive it?

Lauren Pragoff: (14:45)
Yeah. You know, it’s interesting. I would suggest doing more with less and maybe a slightly different interpretation because for every company that we’re hearing is slammed with so many contacts, there’s at least one other company, maybe 1.5 other companies, who are actually seeing a dramatic decrease in their contact volumes. And so in a recent survey that we did, a full third of survey respondents said that their contact volumes had dropped by more than 25%.

Gabe Larsen: (15:16)
That’s right.

Lauren Pragoff: (15:17)
Doing more with less, doing more with the people with less contacts, right? So what do you do to fill their time to make sure that you’re staying productive as an organization? We’ve heard a lot of really interesting things in that regard. So companies are being proactive. They’re reaching out to their customers where maybe they wouldn’t have before, helping to either educate them about products or services or proactively solving problems that they see coming. And we’re seeing companies sending their people on rotations, into other parts of the organization, working on special projects, things of that nature, or even fielding calls from other parts of the organization. So really trying to figure out, how do we do more with the people that we have so that we can keep them busy and we can keep them in their jobs even though the contact volumes are decreasing?

Gabe Larsen: (16:09)
I liked that. Yeah, you’re right. There’s always two sides to every story. And that you said a third of companies are reporting decreasing. I love the proactive outreach. I think that’s always been a best practice of customer service support teams, but now more than ever before, it seems to be being pushed to the forefront. I want to see if we can dovetail that into the conversation we were just having about digital transformation. I do think that’s worth probably a double click there. Such a trend that now, yes, we’ve had to go remote and yes, in some cases we have to do more with less, but as we look going forward, the amount of digital transformation that we’re all experiencing has been accelerated, as we were saying. That’s kind of the now forefront trend as we move probably into 2020 and 2021. Digital transformation, how are you seeing companies really take grasp of this and own it more to deliver that exceptional customer experience that they all want to deliver? Brad, can we start with you?

Brad Birnbaum: (17:02)
Yeah. So one thing that not only is in that theme, but in the theme of doing more of less is we’ve seen at Kustomer, we service, as you know, a lot of great brands and we’re seeing a rapid adoption to asynchronous communication because it’s another way of doing more with less, right? A little personal anecdote. I recently ordered from one of the large food delivery services. We increased our order, but the tip didn’t increase and we wanted to increase the tip because we want to do the right thing for the frontline worker bringing us our food and we couldn’t. There was no way to do it in the app, right? So there’s a digital transformation improvement that could happen, right? So, how do I do this? So I went to call and the only option was to call them, to change this and have a two and a half hour hold time. And I said, “Look, I can’t sit on the phone for two and a half hours, right? Just can’t do it. I would love to be able to text you, right? I’d love to be able to send you a Facebook messenger or WhatsApp or even the way customer chat works.” We either work in a synchronous or asynchronous manner, but some asynchronous way to just say, “Hey,” or even an email for argument’s sake, “I just want to crease my tip from X to Y can you do that for me?” I don’t want to sit on a phone for two and a half hours. That’s crazy! Not going to do it, right? They didn’t do it. What we did is we left the tip and cash on the door and called it a day but there’s no way I’m going to do that, right? So, but all I wanted was a simple fire and forget like, “Hey, increase my tip from X to Y. You guys don’t allow me to do it in the app.” So give me a simple, low friction asynchronous way to do it. If I would have been able to text them and get a text back response, even if it was eight hours later, I would’ve been super happy with that experience. Instead, I had a pretty poor experience. I had to go out of my way to take care of that remote worker who was helping my family with food. So there’s so many things that can be a part of digital history. Some of it is how companies construct their experience within their own products and offerings, right? But it’s not just how they allow you to communicate, and we all know how we communicate with our friends and families and loved ones and it’s not only one way. Async communications, super popular now in our daily lives and in our business lives, like whether it be Slack or you name it, across the board and it needs to carry through more to how we can converse with these businesses we work with. [Inaudible] And we’re seeing a huge uptick in Kustomer. We’re seeing these async channels going up dramatically and I think that trend’s going to continue.

Gabe Larsen: (19:31)
Yeah. With all that’s going on, it’ll be, we may see. I mean, I feel like you always see these articles and customer service and sales, is the channel dead? Is the phone finally dead? But the truth is it never, the phone and emails still dominate. This might just do it. This might just push some of those channels to the forefront. Maybe you will actually [inaudible] is too strong of a word for the traditional channels, but interesting. Facebook messenger, WhatsApp. Wow. Seeing these being pushed to the forefront, you might actually have some competition at the top there. Lauren thinking about digital transformation, where does your mind go?

Lauren Pragoff: (20:05)
Yeah. My mind goes to make sure that you are enabling the right issues in the right channels. So some research that Matt and I both worked on back when we were with CEB, really focused on making sure that you’re not sending customers down the wrong channel for the wrong issue. So not all issues are well suited to all channels, and making sure that you’re enabling the right types of experiences in the right channels is extremely important. Otherwise, what you’re doing is just creating a lot of effort for the customer who felt like, “Oh, I could just shoot off this email,” and feeling really good about trying to get their issue resolved. Well, 24 hours later, when you get a response and that response says, “Hey, so sorry, but you’re going to have to call us to resolve this issue, that’s like worst case scenario.” So don’t let the customer send that bad email the first time around.

Gabe Larsen: (21:04)
Yeah. So you’d need to. You can’t just roll out all these new channels. For example, you actually have to have a strategy for each of them or you might kind of ruin the whole experience. Matt, last on digital customer experience, kind of where does your mind go?

Matt Dixon: (21:15)
Yeah, I think this is, we all know digital and the shift towards self service has been coming. It’s like this big looking at your background, Gabe. It’s like a wave coming crashing down on us, right? So it’s true –

Gabe Larsen: (21:32)
By the way, you know that on the north shore –

Matt Dixon: (21:33)
– Of course. I didn’t doubt it for a second, but it is good that you assured all 2,000 viewers [Inaudible]. But I will say, back, we studied this in like ’07 – ’08 and what we found was, Lauren was on this research team at CEB, that 57% of inbound call volume was from customers who were first on your digital channels. They were first on your website trying to solve their problem. Now, a bunch of those customers were just using your website as an expensive phone book, but more of them, a bigger chunk of that 57%, we’re actually legitimately trying to find the answer to their problem, trying to do something online. Fast forward to just, I think last time we ran this research about a year ago, that number is like 80%. So customers are really, they are digital as the first stop and increasingly, a lot of those customers are going to non-company sources of information. They’re going to YouTube. They’re going to unsanctioned sources of advice to get perspective. Like what’s the hack, what’s the thing I can do to avoid not just not calling the company, but even going to their website. Like I want to just try to figure this out on my own. But again, customers are very keen and their first step is always digital. What I think is really interesting is, I’m totally with Lauren, we’ve got to make sure the issues are aligned to the channels. And then, Brad’s point about asynchronous messaging. This is one where I think we’ve seen, asynchronous messaging has been interesting because I always thought of it in the original research we ran, it was sort of like a fast email, right? It was sort of a replacement for email; good for kind of binary communications, but I think what’s happening now and I think this is forced on us by the pandemic, is that asynchronous messaging has to grow up and it has to mature in a really serious way to be able to handle more nuanced, more ambiguous issues that maybe once were handled over the phone with a person where context and background matters. The customer can’t get through on the phone for many organizations right now and they’re relying on that asynchronous channel to address that need in a sophisticated way. Now, the economies of that, that is a great do more with less to Brad’s point because we know the number of concurrent chats or WhatsApp exchanges, or SMS exchanges, a rep can handle is way more than the number of phone calls, which is one. We also know that we can use AI and bots and virtual assistants to automate parts of the interaction. So at least to triage it, maybe siphon off some of those live interactions or those messages, handle it with a bot, but other ones at least get them to the right rep around the right issue and get that rep teed up so they can grab the baton and finish that exchange in that interaction really quickly. The other thing I would say is don’t ignore the importance of getting your static content on your site right. What we find is FAQ’s knowledge articles is where kind of issue resolution goes to die very often. One of the most impactful things you can do is simply rewrite all this stuff on your website and write it with language simplicity in mind. We wrote about this in the Effortless Experience and there are lots of great stories of companies who’ve said, “Look, we’ve invested a lot of self service technology, but the thing that really got our customers to stay on our website and not get frustrated and pick up the phone to call is when we started writing at a grade five to seven reading level so that customers could absorb that information quickly.” So often our content is laden with corporate jargon, industry vernacular, stuff that the attorneys made us add in and it stopped making sense to our customers. And so go back, make it simple and it’ll stick with your customers and siphon off those live calls.

Gabe Larsen: (25:09)
I like that. I like that. The knowledge basis. That stat 80%, up from 50%, that’s a huge number. The last question I wanted to ask before we wrap here guys, is kind of this technology question. A lot of companies with the changes that have happened have been looking for quick answers and then a lot of times they have been going to technologies that they feel like maybe can supply that quick up, right? Like, can I do this better than I was doing it before? And, oh my goodness, we’ve heard about stories like, Zoom, right? It’s like, we’re all on video and that skyrocketing. Are there certain technologies and we don’t necessarily need to go into naming names, but types of technologies that you feel companies should be thinking about adopting more now than ever before to really make this change more successful? Brad, can we start with you?

Brad Birnbaum: (25:58)
Sure. So I think my answer is going to be pretty self-serving.

Matt Dixon: (26:03)
I was going to do the same thing, Brad, so –

Brad Birnbaum: (26:07)
– self-serving but, Kustomer, one of the things we do here at Kustomer is we are a CRM platform. So we aggregate all of the relevant data to provide that rich support experience. And in doing so the customers, they’re gonna get their answers faster, right? And as we’re ramping up on deflection and machine learning and artificial intelligence and customer IQ, and the bots that we’re gonna be rolling out shortly, those will take advantage of that data. So when somebody reaches out and says, “Hey, I’m Brad,” I’ll say, “Oh, Brad, we noticed you ordered sweater three days ago and it was supposed to be delivered and it wasn’t yet. It’s a little late, but guess why? It’s out for delivery today. Do we answer your question? Is that what you were reaching out about?” They’d be like, “Yeah.” So it’d be like, that was an awesome experience, right? I never had, so never touched a customer support agent. The customer felt like you knew them. They got their answer right away. Win, win, win, win, win across the board. So when you’re able to combine all these siloed pieces of information, these siloed communication channels, all these silos, the siloed knowledge base even, we were able to combine it all together with amazing data to support it, understanding the customer, these asynchronous and synchronous communication, omni-channel communication methods with RPA-like business process automation. When you do all that together, it is a technological shift to improving experiences. It’s a technological shift to higher levels of customer satisfaction. A technological shift to actually improve agent efficiency and we’ve seen this across our customer base, right. We’ve seen some of our customers say they saw a 20% improvement in agent productivity when they switched to the Kustomer platform and it’s a result of everything I just mentioned, right? It’s a result of combining data with omni-channel with automations and that is where that magic happens. So that becomes the biggest win, I think, for all parties. Everybody wins. It’s the best when customers win and the company wins, but I think that it was so, yeah, I’d like to think our technology is at the forefront. It’s something everybody should be using to help because it is working. So, yeah, self-serving –

Gabe Larsen: (28:14)
A little self-serving but I think there’s some nuggets in there, obviously. Now more than ever before, when I’m calling organizations, I am probably even a little more frustrated. Having that contextual information rather than just saying, “Give me your ticket number,” feels like maybe that probably is a little more important. We’re a little more on edge than we have been in the past. Matt let’s go to you and then Lauren, we’ll kind of wrap it up.

Matt Dixon: (28:40)
Yeah, sure. So Brad stole my my plan here, which was to also do a self serving pitch –

Gabe Larsen: (28:46)
[Inaudlibe] I would say my cell phone for that one –

Matt Dixon: (28:49)
I do. I mean look, I think it’s right. We always say we love the idea of being low effort for our customers but it’s hard to make the experience low effort if you make the job hard for your reps. If they don’t have the right tools and they don’t have that information Brad was talking about, you’re asking them to overcome that and then make things easy for the customer. It’s a pretty tall order. I mean, where we sit, one of the things we’re pretty excited about, and I think this is one of those things that we’ve seen over time, slow erosion in like survey response rates, specifically post-call surveys, which where most companies are, if they’re lucky in the 10% range, most companies in the low single digits now, and even fewer of those surveys containing actual, actionable, verbatim. Here’s why I gave you the score, the customer score [Inaudible]. So what we’re trying to do is help customers, companies leverage the found data that’s sitting all over the enterprise. So recorded phone conversations, chats, emails, case information, the information that sits in a customer and extract meaning from that your business partners can take action on and that you can take action on as a leadership team to improve the customer experience. And I think that’s a really powerful place to be. After all, I would argue, and I don’t know the latest data that customers today are even less likely to fill out that survey especially when they don’t know if they’re going to get a response back and they’re looking for companies they do business with, to do a better job listening to them, using the data they’ve already got. Now, what I will say, this is going to be, maybe a tee up for you, Lauren. But I also believe technology, you talked a lot about technology and self service and digital transformation, a lot of it being accelerated by COVID-19. I think the knock on implication of that for our people is very real, which is when the easy stuff or the easier issues go away, what ends up happening, and we’ve seen this for a while now, and I think this is really going to ramp up with COVID-19, is that what ends up getting through the nets to the live service representative is by definition, the most complex issues, the hardest to crack problems, the stuff that couldn’t be solved through asynchronous messaging, there was no knowledge article about it. And the customer just has to talk to somebody and they’re going to wait two hours on hold to get in touch with that live representative. So how do we equip our people to be successful in that world? So I think the talent side of things, we can’t ignore in the rush of digital. I think digital and rethinking the way we hire, engage and support our frontline, those are gonna be the two big things that emerge out of this in the new normal, customer service and customer experience.

Gabe Larsen: (31:24)
Nothing more needs to be said, Lauren, that’s a good comment, probably segue to you.

Lauren Pragoff: (31:28)
Yeah. We like to say here at Challenger that in a world driven by technology, your people matter more than ever. The idea that technology is great, but to Matt’s point, what it’s doing is it’s siphoning off all the easy issues and what’s left is your reps getting a barrage of really complex issues, really angry and upset customers. And the other thing with technology is inevitably, there’s going to be a failure somewhere along the way, whether it’s the technology’s fault, whether it’s your infrastructure’s fault, something is going to happen, or maybe it’s a user error, right? Your reps don’t know how to use the platform that they have. When that happens, are your reps equipped to have a human to human interaction that provides a low effort service experience? So I think that companies need to be thinking not only about the skills that they’re training their reps on, but also how are they keeping their reps engaged because their job is getting harder, not easier.

Gabe Larsen: (32:29)
Yeah. Yeah. I like it you guys. A lot of great information talked about today. I think it’ll be a great day, fun to kick it off with Lauren, Brad, and Matt, and talk about how to really handle, manage, be successful with customer service during these challenging times. So for the audience, thanks so much for participating. For the speakers who’ve taken their time, donated their time, to help all of the different customer experience and service leaders figure out the best way to go forward and optimize their current environments, thank you for that. And with that, we’ll sign off and enjoy the rest of the day.

All: (33:13)
Thank you.

Exit Voice: (33:13)
Thank you for listening. Make sure you subscribe to hear more customer service secrets.

Deliver personalized, effortless customer service.

Request Live DemoWatch Video Demos