Your customers just want an accurate, relevant, and complete answer to their question upon first contact so they can get back to what they were doing before the issue arose. Our data backs this up: 53% of US online adults are likely to abandon their online purchase if they can't find a quick answer to their question; 73% say that valuing their time is the most important thing a company can do to provide them with good online customer service.
It's no wonder that customers increasingly leverage self-service and agent-assisted digital communication channels for customer service, as these channels have the least amount of friction. Our recent data from December 2015 shows that:
Web and mobile self-service interactions overtake all other channels. For the second year running, survey respondents reported using web or mobile self-service more than speaking with an agent over the phone. Use of help or FAQs on a company's website increased from 67% in 2012 to 81% in 2015 among US online adults.
Customers demand accurate, relevant, and complete answers to their questions upon first contact - served up as painlessly as possible - so they can get back to what they were doing before the issue arose.
Customer service organizations have to deliver easy and effective service. If they don't, customers will leave the brand. They will also complain to their networks about their experience. These emotions can get rapidly amplified in the world of social media and ultimately lead to brand erosion.
It’s a no-brainer that good customer service experiences boost satisfaction, loyalty, and can influence top line revenue. Good service — whether it's to answer a customer's question prior to purchase, or help a customer resolve an issue post-purchase should be easy, effective, and strive to create an emotional bond between the customer and the company. Here are 5 top trends - out of a total of 10 - that I am keeping my eye on. My full report highlighting all trends can be found here:
Trend 1: Companies Will Make Self Service Easier. In 2015, we found that web and mobile self-service interactions exceeded interactions over live-assist channels, which are increasingly used by customers as escalation paths to answer harder questions whose answers they can’t find online. In 2016, customer service organizations will make self-service easier for customers to use by shoring up its foundations and solidifying their knowledge-management strategy. They will start to explore virtual agents and communities to extend the reach of curated content. They will start embedding knowledge into devices — like Xerox does with its printers — or delivering it via wearables to a remote service technician.
When looking to purchase a customer service solution, buyers have to remember that more features is not better; many times more is just more. In fact, when you don't need or can't use extra features, more is sometimes worse.
With this in mind, we see that customer service solutions fall into two primary groups to choose from:
Customer service solutions for enterprise organizations. Customer service vendors focused on large organizations — organizations with typically 1,000 or more agents who are primarily phone agents — offer robust case management, agent guidance in addition to CTI integration, reporting, analytics and data management capabilities. These vendor solutions can scale to serve very large agent populations, in the tens of thousands or higher. These products have been traditionally been sold as on-premise products, but many deployments are now shifting to the cloud. Many vendors offer deeply vertical solutions, and have pre- and post-sale company resources dedicated to support their vertical products. Vendors in this category also target midsize organizations, offering prepackaged versions of their solutions with more affordable price tags. The leading vendors in this category are highlighted our most recent Customer Service Wave for enterprise organizations.
Have you been so fed up with a company you've said, "That's it, I'm tweeting?" Contrast that with the times you've been so impressed with a company you've said, "That was so awesome, I'm going to tweet about it." Customers do use social to ask brands for help. In a recent New York Times article, Jonathan Pierce, director of social media for American Airlines, shares, “You now see folks with Wi-Fi on board — if they need assistance on board, they’ll tweet us,” he said. “Perhaps if their bag isn’t there within five minutes, they’ll tweet us. There’s an expectation from the customers that we’re there to listen to that and act on it.”
Knowledge delivered to the customer or the customer-facing employee at the right time in the customer engagement process is critical to a successful interaction. When done correctly, knowledge delivers real, quantifiable results like:
Reducing customer service costs: For example, Dignity Health, a California medical group relies on a knowledge base to help them maintain a 73% call resolution rate and has resulted in a $580,000 annual savings.
Increasing customer satisfaction: For example, Zuora, a US-based subscription billing provider, uses web self-service to deliver knowledge relevant to the stage in the customer journey — including sales and onboarding — to drive product adoption and decrease churn. Zuora structures knowledge to encourage customers to learn how to use the product, instead of simply providing a fix. Increased customer engagement moved Zuora's NPS by 20 points, increased site traffic by nearly 100% year-over-year, with 55% of traffic driven by their self-service site.
Customers increasingly use web self-service as a first point of contact with a company. In fact, last year, web self-service was the most commonly used communication channel for customer service, exceeding phone use for the first time ever.
Companies are not only investing in customer-facing knowledge. They are also using knowledge management solutions to add order and easy access to content for customer-facing personnel - specifically for customer service agents. Our data shows that 62% of technology decision-makers say that they have implemented or are expanding their implementation, and 21% plan to implement their knowledge implementation in the next 12 months.
Knowledge delivered to the customer or the customer-facing employee at the right time in the customer engagement process is critical to a successful interaction. When done correctly, deeper knowledge can be used to personalize an interaction, increase customer satisfaction, reduce call handle time, lead to operational efficiencies, increase customer engagement, and ultimately drive conversion and revenue.
I interviewed companies from a variety of verticals – travel, retail, energy, clothing, financial services – and spoke to thought leaders in innovation theory to help I&O leaders solve a series of problems: How can we innovate using customer-facing interaction technologies such as mobile devices, robotics, digital signage, and virtual reality (VR)? How can we establish a device innovation lab (DIL) to help technology and business leaders at our company develop technology-infused, customer-obsessed strategies? And what are the success factors for DILs – from mission statement to staffing to key performance indicators?
In the context of my report, a device innovation lab is an a in-house space for designing, experimenting, piloting, and deploying device-based innovation projects. Done right, a DIL can differentiate your business's digital business efforts in impressive ways. Take, for example, Lowes' robotic retail associate, OSHBot.
This a guest post by Danielle Geoffroy, a Research Associate on the Application Development & Delivery (AD&D) team.
Customer service teams are facing a dilemma that may bring back high school nostalgia – if you want to be one of the cool kids, you need to be social. But simply being present in the social scene doesn’t automatically make you hip to the digital customer. You need to talk the talk and have the latest gadgets.
In our recent report, we discuss the new reality of social customer service, and outline tools you should adopt for social workforce optimization. Companies have all felt social flip the table – it affects their core business model because newly empowered customers have a giant bullhorn to make their feelings known. As a result, companies must incorporate social into all realms of their business, especially customer service teams.
Customers turning to social channels for service support have high expectations (I know I do). Those expectations mean you’ll need to:
Customers are increasingly leveraging chat. But its difficult to determine what chat vendor solution to use as the market is crowded and chat vendors offer a breadth and depth of capabilities. Forrester groups chat vendors into 5 broad categories based on how their customers use these technologies. They are:
Standalone Chat Vendors. These vendors provide full-featured chat solutions that are easy to deploy and can support to small to midsize chat teams, but rarely are used by large teams. They tend to be purchased by eBusiness, and eCommerce organizations.Representative vendors for this category include Netop, Olark, and Velaro.
Online engagement vendors. These vendors provide proactive and personalized customer interactions. Some use sophisticated proactive rules engines, while others use predictive analytics to target visitors and customers with offers, multimedia content, and chat invitations optimized for whatever device the visitor is using or to predict intent to optimize customer journeys. In these scenarios, chat aims to increase sales conversion, support customers in pre- and post-purchase scenarios, and increases customer satisfaction and brand loyalty.Representative vendors for this category include /7, LivePerson, BoldChat by LogMeIn, Needle, and TouchCommerce.