There’s been lots going on with what Forrester calls the “interaction-centric customer service vendors”. These are the vendors that manage the high-volume, transaction-oriented relationships — those often encountered in B2C environments, over the multiple communication channels (email, chat, social, phone etc) that exist today.
RightNow announced its RightNow’s CX for Facebook app, to be released in November. This app creates a “Support” tab on a company’s wall and allows users to interact via social and traditional channels right from Facebook. Users can find answers from community content or from the corporate knowledgebase, ask the community questions, follow, participate in, and track discussions, propose an idea, ask an agent (either in a public or a private conversation), and more. It’s a nicely designed app, and something that RightNow needed to release, given the availability of similar ones from eGain, Genesys, Parature, etc.
eGain also solidifies its social footprint by announcing its Social Experience Suite — a customer interaction hub that manages both traditional and social interactions. The new version includes a social-blended agent desktop, a single-sourced knowledgebase across all channels (traditional + social again), and a unified customer record. The version also includes forums and adapters to monitor social networks through integrations with Facebook, Twitter, Google, and Yahoo search.
Oracle, at Oracle Open World, has released their 18th version of CRM On Demand. This product integrates their Market2Lead acquisition, made in May of this year. It closes the gap between marketing and sales – and unifies the end-to-end life-cycle management of leads, including their nurturing track. Marketing and sales managers now can share KPIs and understand how lead generation and nurturing activities directly affect the outcome of sales.
The solution enables multitouch point marketing campaigns to be designed and executed. You can create personalized microsites and landing pages. There are robust analytics to measure their effectiveness, as well as progressive profiling capabilities that allow the company to gather more information about a lead at every step of the marketing and sales cycle. Basically, it adds the full marketing automation capabilities to the product suite. And it's attractively priced compared to having to buy seats from a standalone marketing automation vendor to access these capabilities.
My take: It’s a feature hole that had to be plugged, and it's priced well for adoption.
Contact centers are data and metrics driven. If you are an agent, you worry about your average call handle time, the number of calls/emails/chats you are completing per hour, how you are doing compared to your peers, how satisfied customers are with your answers. If you are a call center manager, you keep an eagle eye in real time on your group metrics.
But what is it that C-level executives care about in the boardroom? They are concerned with the quality, cost, and effectiveness of service, and the measurement of the outcome of their strategic decisions – for example, measuring the success of a service strategy like outsourcing operations. They need data to accurately forecast performance and monitor performance trends over time. They need to make strategic technology decisions that support their key business goals.
There’s a first order disconnect between customer service agents and supervisors who talk in the language of activities - AHT, SLAs, or number of emails handled - and C-level executives who care about outcomes - company performance, overall customer loyalty, and churn. What is needed is a bridge, a mapping between the language of agents and the language of the boardroom.
Take for example the request for a service manager customer to add a headcount to help edit content for their knowledgebase. To get buy-in, frame this request in the outcome of this program, not in terms of activities, for example: “We need to evolve our knowledge management solution to provide a better quality of knowledge to our agents. This will ultimately lead to a quantitative, measurable increase in our net promoter score, an increased first time fix rate, and lower operating costs.”
Have you started to link operational metrics to top-level business outcomes? What are effective examples that you use? Has this worked for you?
Your service processes must be the same across all communication channels – traditional and social – in order to deliver a consistent experience and value proposition to your customer base. At the moment, this is downright hard to do, as almost no company offers a solution that tightly integrates the social and traditional communication channels. RightNow saw this need and has delivered a solution that allows customer support agents to engage with customers on Facebook.
Facebook has 500 million registered users that spend more than 3 billion hours a month on their site, says Nielsen. It’s a veritable interaction hub, where many businesses have a significant presence. Some have hundreds of thousands of fans. Other businesses have smaller, yet very loyal followings.
RightNow’s CX for Facebook product, to be released in November, will allow companies to install an app that creates a “Support” tab on their wall. Once a user (customer or prospect) clicks on this tab, they will be able to find answers from community content or from the corporate knowledgebase, ask the community questions, follow, participate and track discussions, propose an idea, ask an agent (either in a public or a private conversation), and more without leaving the Facebook site. Agents as well will be able to monitor and respond to wall posts: RightNow’s SmartSense sentiment analysis will be able to detect the tone of posts and flags high-priority comments for immediate follow-up.
One of the pillars of crafting an “ideal customer service experience” is to offer a consistent service experience across the communication channels that you support. So what does this mean for the service manager who needs to think about this problem from a pragmatic perspective? It means that:
Service agents must have access to the customer history across all interaction channels for a full view of the customer.
Service agents must use the same processes and have access to the same knowledge so that the service resolution process is the same regardless of channel.
We’ve all heard about ideal customer service — the mantra of customer service vendors as they tout their wares. But what does this actually mean? Service at all costs (ideal for the customer)? Service at minimal cost (ideal for the business)? Or does “ideal” to a customer service manager mean the ability to deliver “good enough customer service” — where the cost of doing service is balanced with the ability to satisfy and retain a customer? Or is it something else — like providing a customer service experience that parallels a company’s business model?
Think about Saks Fifth Avenue — High-style, high-cost apparel. You would expect their customer service to be in line with their business model: Customer service on the customer’s terms — where you can arrange a phone call with a shopping consultant. You can talk with them now or later, at your convenience. You can email them and they will get back to you very quickly, or you can chat with them at any time of day or night.
Now think about IKEA — the provider of “affordable solutions for better living.” You shop at IKEA because you are comfortable with serving yourself — from pulling furniture off shelves to self-checkout to assembling them yourself. And, IKEA’s service mirrors their brand. They have exhaustive web self service in a multitude of languages, a chat bot, some email support and limited phone support. You are not disappointed with their lack of white-glove service because you would never expect it from IKEA — it is not their business model.
Hello customer service world – I’ve just joined at Forrester Research, responsible for customer service and call center business processes. I’ll be watching the customer service vendors – both the traditional multichannel ones as well as the new social/community ones. I’ll be working with clients to justify new customer service projects and to recommend best practice adoption as well as sharing my thoughts and opinions of the impact of the customer service experience on your brand.
Even though I am new to Forrester, I am not new to customer service, having spent years at KANA and as a regular contributor to the CRM magazine and blog-sphere.
One topic that has interested me is how the customer service manager must balance the needs of his ever-evolving customer with the economic constraints imposed on him by the business. Customers today demand instant service on-the-go, and are quick to voice their displeasure when service doesn’t meet their expectations. And in this world of social media, this displeasure is easily amplified, which can negatively impact your business.
So what are the tools and business processes that a service manager must embrace to be successful? New knowledge tools? New delivery channels for the mobile customer or the impatient one? More process in the front office to help standardize the experience? A better cross-channel customer experience? More sophisticated analytics to microtarget your customer?
I know there are a lot more answers to this question. I hope you will start reading my blog, offer your suggestions and feedback, and pass on a good word if you like what you see. I look forward to your insights.