26
Apr 13

Is your customer service proactive?

For many companies, customer service is a reactive service. Something your customers will contact when they are purchasing a product or maybe are done purchasing it. When a problem arises, after sales.

But customer service can become an integrated part of the overall purchasing experience. After all, that is what customer service is all about: Servicing the customers – preferably upfront in stead of waiting for something to go wrong and a reason for the customers to get in touch.

This may not be in sync with the objectives most customer service organisations operate with. Often, customer service is driven as a cost center, seeking to reduce customer contact costs and increase productivity, but that is not necessarily a good driver for profitability. In stead, a balanced model integrating customer satisfaction is needed.

Hertz used to be a text book example of great customer service..

15 years ago, Hertz was a text book example of great customer service, now Hertz customer service is ranked #361 out of the 622 companies that have a CustomerServiceScoreboard.com rating with an overall score of 32.83 out of a possible 200 based on 642 ratings. This score rates Hertz customer service and customer support as Disappointing. That’s a long way from the praise in Patricia B. Seybold’s Customers.com.

Service = sales
Customer service can be considered a sales channel in which satisfied customers are good ambassadors for the brand. This view is shared by 83 pct. of the e-commerce and e-business professionals surveyed by Econsultancy for their Reducing Customer Struggle report from 2012. A mere 3 pct. of them (all European) disagrees that the customers essentially are sales people being activated by great experiences.

As ClickFox has found in their annual benchmarking survey, Consumer Tipping Points, more than half of the customers that have a bad experience with customer service will talk about it to family and friends. More than 1 out of 3 of these will cease doing business with the company. And 16 pct. will write about their (bad) experience on social channels or review sites.

Retention and loyalty
By turning the whole approach to customer service on its head – from reactive problem solution to proactive customer nurturing – it is possible to increase the value of the customers’ interaction with the company – both the value they provide, and the value they receive. Because a better experience will contribute to the customers’ loyalty and retention.

This is most effectively done by identifying and addressing the customers’ needs before they turn into a cost at customer service. Among other things, this requires a profound understanding of the customers and their communication style. If done properly, suggestions for complementary products and cross sales now become possible. Forrester predicts growth for such personalised cross- and upselling – together with a general increase in the use of proactive, outbound communication, e.g. as service alerts.

Zappos customer service

Believe the hype! From my personal experience with the world famous Zappos customer service, I’ll say: Yes, it is truly magic. Incidently, Zappos customer service is ranked #2 out of the 622 companies that have a CustomerServiceScoreboard.com rating.

Growth in digital channels
Voice remains the preferred channel for customer service, but only 26 pct. think that call centres provide excellent service. This is bad news for many companies, and one reason use of self service and digital tools like chat and email are surging. According to Forrester, there has been a 12 pct. increase in customer service via self service on the web, 24 pct. for chat, and a 25 pct. increase in community based customer service over the past 3 years.

Omnichannel customer service
Just like many other digital initiatives, customer service should be agile. As customers, we expect to be able to initiate our contact with customer service in one channel and continue it in another. According to ClickFox this is actually the most frustrating experience many people have with customer service: Having to talk to different customer service agents and starting all over every time.

Hence, integration of customer service across all channels is a crucial element if genuine, customer-centric service is what you’re after. Profound customer history across all channels is a crucial part of this. The Reducing Customer Struggle report shows, that 59 pct. of the European companies has a regular communication between call center and the digital team. But 37 pct. only has occasional communication between the two.

Unfortunately, only few companies invest in integrating their various communication channels, but not doing so means de-coupling the people in customer service from the channels they are expected to support. This means a total lack of internal transparency regarding customers’ interactions, and thus failure to meet the customer with a personalised and contextualised dialogue. And that takes us right back to the conditions for a proactive customer service.

Proactivity can begin in the social networks
A Stanford University survey has revealed that 90 pct. of executive managers understands the effect of social media on their organisation. Nonetheless, only 32 pct. of them monitors the social media in order to receive early warnings about threats towards the business. And that is a shame, because the social channels are great for proactively identifying customer service related problems before they escalate out of control. Try a Twitter search on your own brand with the #fail hashtag. Or try #epicfail if you dare.

According to a Forrester Thought Leadership paper, the highest prioritised tactical initiatives for customer service are: Securing customers get an answer to their questions during the first contact; measuring how well customer service is provided and leveraging this knowledge to improve customer service; and providing the same information to customers regardless of the channel.

But do begin with defining what customer service should be for you. Reactive or proactive?


03
Feb 13

Do you (really) know your customers?

Market communication is typically done through traditional channels like print, tv, and websites. These channels are often referred to as Paid media (e.g. print, outdoor, tv) and Owned media (e.g. shops, publications, websites, apps). But with the increasing saturation and use of social media, the uncontrollable communication that goes on in these channels (blogs, Facebook, word-of-mouth) become more and more of a sanity check for businesses. That’s the reason they’re dubbed Earned media – here, you get what you deserve and you earn your reputation.

Customer experience
So, the most important marketing question is not what half of your marketing budget that’s wasted, but how all your marketing efforts influence the communication you can only earn? Or in other words: How good are you at fulfilling your customers’ needs? And are you sufficiently market- and customer oriented? Because the earned communication is the communication you deserve. It is rooted in those actual experiences we have with the brand’s paid and owned media. Just like our expectations to the brands we interact with is increasingly influenced by the earned communication.

Paid-Owned-Earned

That’s why it’s crucial to meet your customers’ expectations whenever they choose to interact with you through paid and owned channels. This requires investigations into what those customers actually want. Demand. Need. And when you consistently meet expectations, you can – and should – begin to work on how to exceed those expectations.

New marketing disciplines aiming to create strong and fulfilling customer experience, are surfacing. Customer Experience Management secures that the brand consistently provides extraordinary positive customer experiences – i.e. gives the customer experiences that differentiates in the market, secures that he receives a positive, holistic experience throughout all touch points – rationally as well as emotionally.

On the return side, the long term results of such dedicated work with customer experience are increased differentiation and organic growth. Growth is based on increased profitable customer behavior – typically through higher customer loyalty, increased sales, and an expanding customer base due to positive mentions (i.e. earned media!), reduced price sensitivity and transaction cost (cf. CEM Index 2012).

Not surprising, earned media are social media, and we see a lot of initiatives with social media amongst the dominating communication trends, e.g. social media as a driver for ecommerce, social customer service, social banking. Other trends also point to the fulfillment of the personal experience, e.g. by real-time personalisation (“personal shopper”), the mobile channel, location-based commerce, user-driven product development, and commerce-through-content (see this Economist article for an elaboration on this trend).

Knowledge about customers, their wants and needs, are key marketing insights. But these insights should not be limited to the yearly satisfaction survey or irregular customer interviews. Instead, they  should be driven by a structured data collection effort that can inform the marketing decisions.

Cross-data marketing
When consumers make a purchase decision today, it’s an informed decision based on often multiple interactions with the lucky company through various (digital) channels at different times. In a multi-channel world the aim should be consistent engagement with costumers, made possible by the regular collection and analysis of the increasing volume and types of data, available from more and more touch points.

Big_Data

Data is coming at us with more variety, more volume, and at higher speed.

Your customers don’t see different channels, they simply interact with your brand. And they have clear expectations of the experience of it, that allows them to buy what they want – where, when and how they want it!

A fragmented insight into the various marketing channels will be a barrier for creating the wanted customer experience. It will also make it impossible to measure the aggregated ROI. Data must be collected across channels and touch points, to feed into the foundation for making marketing decisions.

At Valtech, we call this Cross-Data Marketing, because it makes it possible to identify the very click that leads to conversion in a multi-channel digital marketing system.

Because it makes it possible to set goals for every touch point and benchmark the users on-site behavior against these. Because it makes it possible to investigate which channels contribute with new members and customers. Because it makes it possible to combine analysis of customer journeys with transaction history, and thus reach a deeper understanding of your customers’ journey through channels and touch points, and their actions through all steps that leads to a purchase.

Cross-data marketing provides the proverbial 360° customer view, establishes a foundation for data-driven decisions, and provides the means for individual real-time marketing messages across channels. Get your own copy of Valtech’s Cross-Data Marketing white paper to dig deeper.

 


04
Jan 13

Airports (should) embrace social media

With the general surge in social media use, it’s no surprise that airports too have seen their fair share of the growth. As this infographics from SimpliFlying and ACI Europe suggests, the number of European social media users have increased 800 pct. from 2011 to 2012! On the other hand, it is a surprise (to me, at least) that 61 pct. of airports have a social media enhanced 24/7 customer service.

There’s a lot more information in the full report (available from ACI-Europe here).

SimpliFlying infographic


10
Nov 12

Banking: Service innovation is up!

Do you trust your bank? According to Capgemini’s 2012 World Retail Banking report, most people don’t: Twice as many customers around the globe (31%) say they have little or no trust in the banking system, compared to the 15.3% who say that they do. Yet, satisfaction is quite high – despite the fact that banks are struggling to cut cost and optimise earnings following the financial crisis.

Banks are rapidly cutting expenses. And, as The Economist points out, there’s a huge opportunity for this in closing branches. Renting, equipping and staffing branches can easily account for 40-60% of any big retail bank’s total operating costs, with computer systems making up most of the rest. So, we won’t be too surprised to witness the digital channels becoming more and more crowded as more and more banks seek to leverage the obvious operating savings.

In fact, Accenture’s 2011 report Boosting Relevance and Returns: Improving the Digital Channel in Banking quotes a Forrester forecast that predicts spending on the digital channel to rise from 12 percent in 2009 to 21 percent in 2014 (as a percentage of overall ad spending).

Branch revenues are falling, while online revenues are increasing and will continue to grow. So banks are increasingly pushing turnover through the digital channels because that’s where the customers are. Focus is on finding the optimal balance between (digital) channels with self-service capabilities for day-to-day financial transactions, and advisory-based channels (such as the branches) for more complex client needs.

Global Distribution of Sales Volume by Channels (%), 2000–2010E

Global Distribution of Sales Volume by Channels (%), 2000–2010E

Service innovation

For banks to pull forward, digital service innovation would seem like a plausible road to take? After all, their regular differentiation levers – low prices and innovative products have outplayed their roles: Prices are already challenging margins due to competition, regulation and new capital standards, and as banks increasingly market similar products, this commoditized market has limiting product innovation impact (cf. 2011 World Retail Banking Report).

As Forrester has pointed out, although uptake of money management tools is relatively low in Europe, one-third of online Europeans are interested in tools that will give them more insight into their spending.

Many Europeans are interested in money management tools, according to Forrester.

Many Europeans are interested in money management tools, according to Forrester.

Many of these services are already in the market. They’re just not offered by the traditional banks, but put to market by new, agile players with less resistance to innovation. Examples like Mint (organizing spending), Movenbank (social based CREDscore), and Fidor Bank (global-local, social, mobile banking concept) spring to mind.

Interestingly, in the 2011 World Retail Banking Report, Capgemini found that of the six most important factors affecting why customers leave a bank, only two were tied to economical considerations, the remaining four were all about customer experience. And the same goes for the reasons affecting why customers choose a bank.

The 6 top reasons that affect why customers leave a bank.

The 6 top reasons that affect why customers leave a bank.

This pattern has changed only slightly in the 12 months between the 2011 and the 2012 World Retail Banking report, with Fees and Interest rates moving up to 2nd and 3rd place respectively, but the overall picture remains the same: There is a huge upside for creating great customer experiences for banks!

“Positive customer experiences generate loyalty, but few banks consistently deliver them. Less than 50% of customers are having positive experiences through most channels today. Banks need to work harder to ‘wow’ customers as a way to strengthen relationships, as well as to improve loyalty and profitability.”

Digital channels are preferred for by customers for most banking activities: Information, service and day-to-day account history. But when complexity increases, branches are (still) preferred.

The branch is the preferred channel for purchasing complex financial products

The branch is the preferred channel for purchasing complex financial products

The key challenge for banks is to enhance the service in the digital channels. To lead customers towards the digital – not only for simple day-to-day transactions, but also for those high-profits interactions including advice and mortgages.

If traditional banks aren’t moving soon, other players will. They already have, and may well end up owning the relation to the customer.

What do you think? Can digital compete with branches? How can banks strengthen advice through the digital channels?