We all know that companies are trying to leverage social channels for customer service. But how can they be deployed in a way that adds value to an organization? Here are my thoughts:
You can’t implement social technologies in a silo within your contact center because you have to be able to deliver a consistent experience across the communication channels you support: voice, the electronic ones, and the social ones. Read my blog post on how you can do this.
Once you get the basics right, you are ready to add social media capabilities. Best practices include:
Start by listening to customer conversations. These conversations can surface general issues with products, services, and company processes. Make sure you create workflows to route surfaced issues to the correct organization so they can be worked on.
Flag and address social inquiries. Understand the general sentiments expressed in these conversations, but also identify specific customer inquiries and route them to the right agent pool for resolution.
Extend your customer service ecosystem with communities. This allows your customers to share information, best practices, and how-to tips with each other, as well as get advice without needing to interact with your agents. But don’t implement them in a technology silo; they should be well-integrated with current contact center processes.
Today’s contact center ecosystem is complex, and comprised of multiple vendors who provide the critical software components. Read my blog post on what these critical software components are. Customers are looking for a simpler technology ecosystem to manage from both a systems perspective and a contractual perspective.
Suite solutions, available from unified communications (UC), CRM, and workforce optimization (WFO) vendors, are evolving and include comprehensive feature sets. These vendors have either built these capabilities out or acquired them via M&A activity. And we expect more M&A to happen.
Forrester’s book Groundswell made the power of social media tangible with real-world examples and laid out a framework to help onboard organizations. However, many companies today still struggle to benchmark their social media journey, manage bottom-up social activities, and prove the ROI of social media activities. The new chapters published in the just-released expanded and revised edition of Groundswell highlight some best practices. Here are some of them:
Understand why you are embarking on the social journey, and connect social media objectives to the company strategy. Ask hard questions like “Will my social presence help move the customer satisfaction needle?”, “Will it help sell more products?”, and “Will it deflect costs from my service center?”.
Treat social media as another channel in which to engage customers. Customers still want to call you (a surprising 67% of the time), email you, and chat with you. Make sure that your processes, policies, and communicated information are the same across all channels — traditional and social.
Connect your social media efforts. There may be many social media technologies used within your company. Ensure that there is some level of coordination between internal organizations so that you can uphold a consistent experience and brand for your customers.
Start small and staff social media initiatives with existing employees who understand your customers and your business. This is important to help extend your brand — your DNA — to your social channels.
The Customer’s Bill of Rights: The Right to Choose
Customers know what good service is and expect it from every interaction they have with a company’s customer service organization, over all the interaction channels that the company supports. More often that not, they are disappointed, and are quick to voice their disappointment. And in this world of social media, this disappointment gets amplified — which leads to brand erosion.
Let’s focus on the way customers want to interact with your customer service organization:
Customers expect to interact over all the channels that customer service organizations offer, including the traditional ones like phone, email, and chat, and the new social ones like Faceboook and Twitter.
Customers expect the same experience over all the communication channels that they use.
Customers expect the same information to be delivered to them over any channel.
Customers expect to be able to start a conversation on one channel and move it to another channel without having to start the conversation over.
Customers expect you to know who they are, what products they have purchased, and what prior interactions they’ve had with you.
Customers expect you to add value every time they interact with you.
Customers expect you to offer them only new products and services that make sense to them and fit with their past purchase history.
In the midst of all the buzz in the CRM space about “social” and “mobile” CRM spotlighted in my recent reports, I am observing another important trend. There is a convergence of customer relationship management (CRM) and business process management suite (BPMS) solutions to support better customer experiences and deeper customer engagement.
Our research shows that only 10% of companies deliver outstanding customer experiences. The laggards have a choice: They can either continue to whistle while passing the graveyard, or make a bold, sweeping stroke by focusing on deeper engagement with their customers. How? By taking a hard look at business processes that traverse organizational silos, bringing the back office closer to the front office while transforming strategic cross-functional processes.
Customer service managers in particular struggle to balance customer experience and cost: siloed communication channels, impersonal service, and an inability to enforce company processes or meet regulatory compliance negatively affect satisfaction and increase costs.
To resolve this dilemma, there is continued interest in traditional “record-centric” CRM solutions, but I also see more adoption of “process-centric” BPMS solutions. In fact, the characteristics of these two are converging in the latest releases from the respective vendors.
The right knowledge, delivered to the customer or the customer service agent at the right time in the service resolution process, is critical to a successful interaction. When done correctly, knowledge personalizes an interaction, increases customer satisfaction, reduces call handle time, and leads to operational efficiencies.
Embarking on a knowledge management project is hard. Concerns include:
Worries about cultural readiness and adoption. Many executives don’t understand how activities done by a knowledge team translate into real business outcomes and don’t support these programs with the adequate resources for success.
Concerns about making content findable. The best content is useless if it can’t be found when needed. “Findability” has to do with search technology, a solid information architecture, and giving users alternate methods to search for retrieving knowledge.
Questions about keeping content timely. Knowledge must be kept current, and new knowledge must be published in a timely manner so that it can be used to answer new questions as they arise.
Today, salesforce.com announced the intent to acquire Radian6, a leader in the social media monitoring space. You can find the details of the definitive agreement here. What I want to focus on is what this acquisition means to customer service.
First, the social listening vendor landscape is crowded and ripe for consolidation. Salesforce.com has just picked off the best vendor in this category of vendors, according to a recent Forrester Wave™ report. Radian6 helps salesforce.com extend its core customer service capabilities to the social channels like Facebook and Twitter, which are becoming increasingly important for companies looking to offer a differentiated customer service experience. This is not the first acquisition of this type; however, it is the most significant one, based on salesforce.com's market share and customer base. Expect to see similar acquisitions by CRM and customer service vendors in the future.
You have to admit that knowledge management (KM) is hard — it’s hard to explain, hard to implement, hard to do right. It’s not just technology. It is a combination of organizational realignment, process change, and technology combined in the right recipe that is needed to make KM successful. And when it is successful, it delivers real results — reduced handle times, increased agent productivity and first closure rates, better agent consistency, increased customer satisfaction. Check out the case studies on any of the KM vendors' sites to see real statistics. Yet despite these success stories, and despite there being commercially viable KM solutions on the market for over 10 years, I am unsure whether KM really ever crossed the chasm.
Why is it then that we are seeing renewed interest in KM in 2011? I believe it’s attributed to listening (and acting on) the voice of agents and customers, coupled with loosening the strings of tightly controlled content that has breathed new life into KM. Most common trends include:
Using more flexible authoring workflows. In the past, knowledge was authored by editors who were not on the frontlines of customer service, who foreshadowed questions that they thought customers would ask, and who used language that was not consistent with customer-speak. Authored content would go through a review cycle, finally being published days after it was initially authored. Today, many companies are implementing “just-in-time” authoring where agents fielding questions from customers, not backroom editors, create content that is immediately available in draft form to other agents. Content is then evolved based on usage, and most frequently, used content is published to a customer site, making knowledge leaner and more relevant to real-life situations.
I got a lot of feedback from my last blog post, and I’d like to share my thoughts on each of these statements about customer service. I am sure my point of view is contentious, so please keep comments coming. It will force me to rethink my stance. I’ll cover each of my categories in a separate blog post.
Social Customer Service Myths
Reason behind my POV
Social CRM is giving customers control
Paul Greenberg defines social CRM as the The "company's programmatic response to the customer's control of the conversation." Its about the company taking hold of the reins of the conversation, not the other way round.
Have a look at what Paul Greenberg says here about this topic:
Twitter works for customer service
It sometimes does if the answer can be communicated in 140 characters. It shows that you, as a company are listening and acting on comments.
However, instead of engaging in customer service over Twitter, it is often more effective to take the conversation offline to a more suitable communication channel based on the issue at hand and the customer’s channel preference.