Today, the gap between a customer’s expectations and the service they receive is huge. Customers are increasingly knowledgeable about products and demand value-added, personalized service.
Companies know that good service is important: 90% of customer service decision-makers tell Forrester that it’s critical to their company’s success, and 63% think its importance has risen. Yet companies struggle to offer an experience that meets their customers’ expectations at a cost that make sense to them, especially in these economically challenging times.
The end result for companies is significant: escalating service costs, customer satisfaction numbers at rock-bottom levels, and anecdotes of poor service experiences amplified over social channels that can lead to brand erosion.
Mastering the customer service experience is hard to do. Focusing on the end-to-end experience can help you move the needle in a positive direction. In this 10-part blog series, I will outline one tip each day that you should think about.
Tip 1: Do you know how your customers want to interact with you?
Customers know what good service is and demand it from each interaction they have, over any communication channel that they use. Forrester’s data shows that in general, customers still prefer to use the phone, closely followed by email and web self-service. That being said, customer demographics affect channel preference with the younger generation more comfortable using peer-to-peer communication and instant service channels like chat. Its important to understand the demographics and communication preferences of your customers.
As I mentioned in a blog post last April, in the midst of the buzz in the CRM technology world about “social” and “mobile,” I continue to see rising demand for customer management solutions that have a strong core of workflow and business process management capabilities. I call this phenomenon “CRM meets BPM.”
I have just launched a research cycle to delve into the topic more deeply and would very much like get your perspective on this trend.
This emergence of process-centric customer management solutions is being driven by an increasing recognition by companies, particularly in services industries, that if they want to deliver great customer experiences, they must learn how to get control over their “untamed processes” that touch customers.
My colleague at Forrester Craig Le Clair, who coined the term, says “untamed business processes form in the seams and shadows of the enterprise, require a balance of human and system support, and cross department, technology, information, and packaged application silos to meet end-to-end business outcomes.”
Classic untamed processes that touch customers in the financial services industry include all types of service requests, such as product change requests, customer onboarding, negotiated documents, proposals, product support, claims, underwriting, and loan origination. Another type is incident management — for example, dispute resolution, complaint management, and order exception management.