CUSTOMER EFFORT: THE ONLY CUSTOMER EXPERIENCE METRIC YOU LL EVER NEED? NICE Fizzback Professional Services Natalia Piaggio

Transcription

1 CUSTOMER EFFORT: THE ONLY CUSTOMER EXPERIENCE METRIC YOU LL EVER NEED? NICE Fizzback Professional Services Natalia Piaggio

2 What is Customer Effort: The Question The Customer Effort Score Survey Question* How much effort did you personally have to put forth to handle your request? * 1 Very low 2 - Low 3 - Moderate 4 - High 5 Very high I think what s important here is how much effort your agent put in absolutely none! How much effort have I put in to resolve this??? Is this some kind of joke! Source: * As suggested by Harvard Business Review in Stop Delighting your Customers

3 What is Customer Effort: The Metric IMPACT OF CUSTOMER SERVICE ON CUSTOMER LOYALTY More Loyalty CCC tested customer service interactions against customer loyalty, discovering that exceeding expectations in the service channel yields little benefit to customer loyalty Member- Articulated Version Actual Customer Behavior % OF FIZZBACK CLIENTS ASKING EFFORT Yes No 33% 67% Less Below Meet Customer Expectations Exceeds AVERAGE CUSTOMER EFFORT SCORES ACROSS INDUSTRIES Pharmaceutical & Health Products 2.43 Manufacturing 2.6 Insurance 2.66 Shipping/Express 2.66 Utilities 2.72 Consumer Products/Retail 2.8 Travel/Leisure 2.97 Financial Services 2.97 Telecommunications 3.07 Health Insurance 3.23 Tech Support (Software) 3.27 Tech Support (Hardware) 3.36 More Relevant for Service Driven Organisations Means Different Things to Different People Heavily Dependent on Transaction Type and Customer Journey Source: *Corporate Executive Board

4 What does it mean to Customers? % Channels to interact with service providers** Aim to self serve through your website* 59% Transferred* 62% Non RFT* 56% 58% Additional effort to resolve their issue* Need to repeat themselves* Source: *Corporate Executive Board, **NICE Research Processes and Policies**

5 What does it mean to your business? Improved Brand Perception and Loyalty worth Billions in savings and revenue gains: Call Reduction Customer Credit Reduction Improved Customer Satisfaction Reduced Churn Sprint was the most improved in service across 47 industries according to A CSIc RESULT #3: IMPROVEMENT IN THE BOTTOM LINE $1.7 Billion* *Source: Outside in, Forrester 2012

6 QUESTION 1 OF 2: IS YOUR COMPANY MEASURING OR CONSIDERING MEASURING CES?

7 Is Best Service No Service? BALANCED DEFENSIVE OPPORTUNISTIC ASPIRATIONAL DIFFERENTIATED EFFORT STRATEGY COLLABORATIVE HIGH LOW KEY DIFFERENTIATOR EFFORT LEVEL

8 NEW OLD Client Case Study 1: Financial Services I downloaded your dispute paperwork but felt that the information required was too involved. I have decided to write off the 95 pound payment and put it down to experience. I am seriously thinking of closing my account with you due to this transaction. Kind regards. I found it difficult to work out what to do with the Dispute Form and had to phone you again for directions. A pleasant young lady sorted me through it OK. Thanks REVIEWING THE DISPUTES PROCESS Day 9 Form received The Disputes form needed to cover all claim types, and therefore many of the questions were irrelevant for most customers completing it this drove calls from customers needing help! Day 1 Customer calls and a dispute form is sent Day 14 Customer sends form back to Company Day 24 Disputes work case Timeframe for customers to get their money back reduced from 4 weeks, to just 72 hours in most cases Agent error rate in using this new process was 0% Day 1 Customer calls and agent fills in form online Day 3 Dispute Processed

9 Client Case Study 2: Retailer 58% of Comments Are Linked to Processes & Policies. Time Need to make multiple calls Long call waiting time Being transferred between departments Being forced to explain a query repeatedly Physical Having to go to the store Uncomfortable store environment Delayed / issues with deliveries Challenges to return goods Broken promises Lack of empathy Emotional Cognitive Website difficult to navigate & provided too much information Promotions & discount codes difficult to apply Source: Professor Moira Clark s Four Quadrant framework of customer effort

10 QUESTION 2 OF 2: IN WHAT AREAS IS YOUR BUSINESS FOCUSING TO REDUCE CES?

11 Emotional vs. Rational Companies Customers 29% 35% EXERTION = CES 65% 71% Feel Do Do Feel Source: Corporate Executive Board

12 What are companies Doing to Reduce Effort at the Contact Centre? FROM SOFT SKILLS TO EXPERIENCE ENGINEERING SOFT SKILLS Code of behavior created to consistently handle customer issues in a friendly, personable, and professional manner that reflects positively on the representative and the company. EXPERIENCE ENGINEERING A strategy to actively guide a customer through an interaction designed to anticipate the emotional response and preemptively offer solutions that create a mutually beneficial resolution outcome. RELATIONSHIP-FOCUSED OUTCOME-FOCUSED DEMYSTIFYING CALLS TOP 3 NEGATIVE LANGUAGE SCENARIOS FROM NEGATIVE LANGUAGE TO POSITIVE LANGUAGE PRICING DISPUTE You have to talk w ith sales for pricing issues. Our sales department may be able to help you w ith this issue. HIGH VOLUME CUSTOMER REQUESTS USE OF NEGATIVE LANGUAGE PROVIDE ORDER STATUS Your order w on t be ready until Your order w ill be ready on PRODUCT RETURN PROCESS You need to write your return number on your package. Please be sure to include your return number on your package. Source: Corporate Executive Board

13 Satisfaction w/ query handling Score Reducing Customer Effort - Contact Centre Reduce Call Transfers, Call Waiting, Unwanted Calls, and Silences Client Case Study 3: Anticipate Customer Needs 100% Utilities Company - Unwanted Calls by Call Type Account Changes Get Ahead of Disloyalty 90% 80% 70% Change of Address Payment Plan 60% Metering Billing Properly manage the psychology of the wait and other high effort experiences 50% 40% 30% Sales Debt Empower Staff to deliver low effort experiences 20% 0% 10% 20% 30% 40% Volume (%)

14 Reducing Customer Effort - Beyond the CC Eliminate Self Service Failures and Process Bottlenecks that s right, we are actively telling customers they re paying us more than they need to! Brent Jaye, VP of Amazon Web Services Keep it Simple, Be Proactive, and Avoid Channel Switching Embrace and Enhance Self- Serve (& Reduce Call Demand) How easy was our online banking service to use, from 5 (very easy) to 1 (very difficult)? Know your Customers Everywhere, Regardless of the Channel Used Focus on the Middle of the pack Very Difficult Goal is to move 2s & 3s to 4s. Very Easy

15 Conclusions THERE S NO SILVER BULLET STRATEGISE IT S NOT FOR EVERYONE WORDING MATTERS