Part of managing your brand is making sure that your customer service experience is consistent across all touchpoints that you use to interact with a company – traditional ones such as voice, email, chat, web self-service and now the social interaction channels.
What does a "consistency of experience" mean? It means that:
The knowledge a customer or agent has access to must convey the same message across all touchpoints. The voice will understandably be different for, for example, a chat session and an email session.
The agent must have a full view of the customer’s interactions across all touchpoints — traditional and social ones. Another way of saying this is that customer data should not live in independent technology silos.
The processes that an agent follows must be the same for interactions coming in across all touchpoints — traditional and social.
Technology innovation and business disruption are changing the software market today. Cloud computing is blurring the line between applications and services, and smart solutions are combining hardware with software into new, purpose-engineered solutions. We are happy to announce that we have launched our Forrester Forrsights Software Survey, Q4 2010, to predict and quantify the future of the software market and help IT vendors to tap into the insights from approximately 2,500 IT decision-makers across North America and Western Europe.
The survey will provide insights on the strategic direction and spending plans of enterprises from very small businesses to global enterprises, segmented by industry and country. In comparison with last year’s survey, we significantly boosted the sample size this year for the energy (oil and gas, utilities, and mining) and healthcare industries; we’ll be able to provide an in-depth analysis for these industries along with retail, financial services, high tech, and other industries.
Key themes for this year’s software survey include the following topics:
Cloud computing. Besides a 360-degree overview on current and future adoption rates of software-as-a-service (SaaS) for different software applications, we are going much deeper this year and have asked IT decision-makers about their cloud strategy for application replacement as well as for different data and transaction types.
Integrated information technology. Purpose-engineered solutions combining hardware with software are promising higher performance and faster implementation times. But do IT users really buy into single-vendor strategies?
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.
One of the things that continues to surprise me about many banks’ multi-channel strategies is how little most banks have integrated their ATMs into those strategies. Cash machines are by far the most commonly used banking channel. According to Forrester’s Consumer Technographics data, 74% of adults in Western Europe use a cash machine at least once a month, far more than use either branches or online banking that often.
Despite the introduction of Windows-based operating systems and colour screens, most banks aren’t doing much to engage customers on this most-frequent touchpoint. Most do little more than promote the product of the month to all comers. Only a few leaders, like Singapore’s OCBC Bank and Spain’s La Caixa, have integrated ATMs into their CRM systems, which lets them do clever things like remembering customer’s normal withdrawal amount, wishing customers a happy birthday and making products offer that are relevant to that particular customer.
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.
As a consequence of the ever-rising popularity of CRM solutions deployed through the software-as-service model (SaaS), I get a lot of inquiries about pricing and contracting with vendors like Microsoft Dynamics CRM Online, NetSuite, RightNow Technologies, and salesforce.com. Sage CRM products (Sage CRM and Sage SalesLogix) are now offered through “the cloud”, and specialty CRM players in the life sciences sector, such as Cegedim Dendrite, StayinFront, and Veeva Systems, also offer this deployment option.
The individuals responsible for choosing to deploy a CRM SaaS solution are often business users, not IT people or solutions sourcing professionals — the director of sales and marketing, vice president of sales, and director of customer service, for example. These business executives are often unfamiliar with the more technical and commercial aspects involved in choosing a SaaS application. Obviously getting a good price is important, but there are additional considerations to keep in mind. Here are some guidelines to help you to negotiate a sound agreement:
Strive for a price lock-in at renewal time. Firms are often able to negotiate substantial discounts when signing initial contracts with SaaS vendors. But these companies don't always consider what happens at the end of the initial contract term. A discount of more than 50% might be offered, but once the contract is up for renewal, you may be in for a surprise if the discount is no longer available. Make sure to have renewal pricing rules stipulated in your contract.
Recently on a cross-country flight, I was just waking up when the flight attendant asked me what I wanted for lunch. She was a little annoyed because I kept her waiting while I looked through the magazine for food choices, and gummed up the whole works. And who could blame her for being annoyed? She had a whole bunch of people to get serve. I made a hasty selection and mistakenly picked the healthy snack box (organic pumpkinflas granola and apple slices instead of pepperoni and a chocolate chip cookie).
About an hour later, I had some serious hunger pains and would have killed for one of those old-school gummy chicken casserole airline dinners.
What would have solved this? A proper online engagement architecture, naturally. I usually print my boarding passes out ahead of time. So why doesn’t an airline print out the food choices under the boarding pass, or distribute via mobile devices as people increasingly use them for check-in? The airlines could provide other information, too, like how full the flight is, and whether NBC in the Sky will show something good like “The Office” or something not-so-good like “The Marriage Ref”.
So, what’s the problem? Content management and delivery systems aren’t unified. There are all kinds of opportunities to present rich, consistent, engaging multichannel experiences by integrating technologies such as content management, customer relationship management, document output management, email campaign management, and others. But these are still siloed, due to legacy issues as well as market dynamics (there is no unified solution on the market).
I interviewed 58 business and IT executives to uncover best practices for wringing more value from CRM deployments. I found that successful companies focus on five proven strategies. Attention to discipline in execution is what sets CRM winners apart.
1. Redouble efforts to promote user adoption. New CRM processes and technologies that have a clear benefit for users but are not properly introduced to the organization will not be adopted. These initiatives can quickly grind to a halt when they run up against "not invented here" (NIH) attitudes of users who feel that they have not been consulted about their needs. A good example of how to bring users into the fold is a multinational bank that I interviewed that had more than 3,000 CRM users. It invited 84 users to participate directly in the CRM vendor selection decision. These users attended videoconferences to review vendor solutions and then voted for the one that best fits their needs. This was followed by a series of Webinars that enabled users from around the world to view and critique prototype solutions developed by the CRM team. Finally, the end solution was tested in pilot programs in four countries. This process built a strong user constituency that eagerly embraced the final solution.