Customer experience: the life story of one purchase through the eyes of an expert. Customer Experience Management
Today, companies spend a lot of effort on developing customer experience strategies, hoping to increase profits and the number of loyal customers. But what does a simple buyer get as a result? And the wrong business partner can bring all efforts to “no” ...
Good customer experience (Customer Experience, CX) implies a convenient and pleasant interaction between the client and the company, the absence of unnecessary problems. Exceeding the client's expectations means getting his high appreciation based on the results of the interaction. The client expects questions and problems to be resolved quickly, efficiently and with minimal effort on his part. But everyone knows that in practice this is not always the case.
Let's try to analyze the "customer experience" using an example from life, critically examining the history of choosing and buying a car on credit in two car dealerships. How is the work with the buyer organized by competing companies?
One car, two cars...
Not so long ago, my friend had to be a client of one of the car dealerships and after a short time become a customer at a nearby car dealership, buying a car for his wife.
His example of communication with both dealers allowed me, as an expert, to compare the “customer path” in both cases, to analyze the work of customer service. I note right away that the purchase stage itself in the salons was almost identical.
It all starts with the choice of the car itself - the brand, model, color and configuration, the choice of a car dealership where the purchase will be made, a call and a visit to the car dealership. The choice of salon should be approached carefully. A good sign is the possibility of obtaining a loan in leading banks.
The customer journey starts short telephone conversation and a few simple questions to the dealer: is this car available, what colors and configurations, how much does it all cost, do I need to make a deposit in order to reserve it? This call allowed the potential buyer to receive useful information and do not waste time visiting car dealerships in person.
The hour of reckoning
In a car dealership, the buyer is asked the question: “Credit or cash”?
If you buy a car for cash, then everything is quite simple: you pay the required amount, sign a contract of sale, insure under OSAGO and, if you want, under CASCO. As a rule, you can choose from several insurance companies. Paying in cash, when available, is the most convenient way for the client (another option is to find out the details of the car dealership in advance and transfer the required amount from your account from the bank branch).
But everything will be more complicated if you buy a car on credit. And this is just our case. The loan rate in different banks varies significantly and may depend on several factors: the loan term, the amount of the down payment, the availability of a certificate of income (2NDFL). At the same time, buying on credit obliges the client to issue CASCO. Moreover, in some banks, customers must be insured in one of the friendly insurance companies.
But I will not dwell on these nuances in detail, although they are also directly related to the client experience and the client's journey.
Cards, money...
When applying for the first loan, our hero installed the application of a partner bank on his smartphone. There were no difficulties: he easily made a payment from his card through this application within the period specified in the contract.
Paying through your bank's app, which can be downloaded from the AppStore or Google Play in just a couple of minutes and then making transfers from your card using your smartphone, is a very convenient way used by many customers.
“To pay, I entered the application, entered the code, then found “payments and transfers”, clicked on “everyone else”, a search appeared. In it, I typed the word "loans" and selected the option "transfers to another bank." Further, the application itself told me what to do, ”says the newly minted car owner.
With the second loan, everything turned out to be much more difficult. The application that the client installed on his smartphone did not allow him to make a payment with his card. A partner bank card was required. My friend would have to perform many different actions to get this card, and then pay 700 rubles for its service. in year.
This option did not suit him, and he began to consider alternatives. The most common, but not the most convenient way is to pay in cash. With a monthly payment, you need to come to the bank with money and data on the loan agreement, tell the teller the date of the agreement, its number and the amount of the monthly payment.
At the bank, you give the cashier the contract and the money, specifying the amount that you deposit as repayment. The bank employee certifies the operation with a seal and gives a receipt: one copy remains for the bank, the other for you.
Paying with a plastic card is more convenient for those who do not like to stand in long lines at the bank. If it is easier for you to pay through an ATM or information kiosk, then you need to know the number of the loan agreement or account. You select the "make a payment" function and find the "loans" section. Choose the bank you need, enter the contract number and specify the payment amount. Confirm the payment and receive a payment receipt.
The car owner decided to choose an easier way and transfer the required amount to the current account from the client-bank (from his salary account) online. “When I filled in the details, the service replied that it could not find my account,” says Platon. - Having applied to the CC of the bank, I received the answer: "This is not our question, please contact your branch of the bank." As a result, I have to periodically go to the office that issued the loan or look for an ATM and pay a commission. The client journey turned out to be longer and more difficult.
Theory and practice
In which bank will the buyer apply for his next loan, if such a need arises? And will he buy anything in the second car dealership with such a partner bank, will he recommend it to his friends or colleagues? In all likelihood, no. Because his customer experience, the same Customer Experience, turned out to be too negative.
Even if the car dealership is not directly to blame for the ordeals of its buyer, the client indirectly puts an end to it: he incorrectly chose the bank as a partner. And whether the salon will do anything with its Customer Experience, whether it will study it or not, whether it will change the partner bank or organize work with it in a new way - its future in the market depends on it.
So far, the result is a bad reputation for a car dealership, and in the future, a loss of competitive positions, possibly leaving the market. It is no coincidence that Gartner analysts believe that customer experience is an extremely important competitive factor.
That is why the topic of customer experience is very relevant today. However, theory is noticeably ahead of practice. While experts are discussing customer service development strategies and trends, the impact of the digital revolution on customer experience, the possibility of using omnichannel contact centers to communicate with the customer, personalization of this interaction based on CRM, big data and predictive analytics, the use of self-service for an effective service, the problems of customer relationship management. experience and transforming negative experience into a positive one, tools for improving CX and developing loyalty programs and other wisdom, those same customers in real life often continue to experience inconvenience and difficulties, and companies lose customers and money. Maybe it's not about technology at all?
Apparently, the problem is global. Interestingly, according to foreign statistics, 80% of companies are quite sure that their customer experience is excellent, but only 8% of customers share this opinion...
Plato Runner
Head of Contact Centers at CTI
In 1994, a 21-year-old young man named Dan Cohn sold Sting's "Summoner's Ten Tales" CD album to a friend in Philadelphia. Cohn's friend paid $12.48 plus shipping with a credit card. The disc was delivered directly to his home, which was the very first sale on the Internet.
This important event, although it seems a little naive to all of us today, was the harbinger of significant changes. According to analytics firm eMarketer, online sales will exceed $3.5 trillion by 2019.
Paradoxically, the first song on Sting's album contains this line:
I have never seen a scientific miracle
Which at first, having called a blessing, then would not be cursed.
Since the advent of web transactions, sites have begun to change and adapt to the needs of their customers. Large corporations have bet on the presence of the brand in the network. Product, sales, marketing - everything began to work to optimize and increase the presence on the Internet. All efforts were focused on innovation and changing customer experience design strategies.
While the web offers unlimited opportunities to delight and entertain audiences, marketers are still trapped in customer experience design and don't yet understand just how powerful the emotional impact of that experience is. This got me thinking about whether people see the difference between "experience" and "customer experience". In the end, even from the point of view of psychology, these are different things, right?
So we polled our audience
Our community has been asked to define these two terms, as well as to recall the best and worst customer experiences and life experiences in order to get clear definitions of each term and understand their differences.
I studied all the answers and understood how customer experience and life experience work together in the relationship between the consumer and the brand:
Customer experience is episodes of a person's life experience.
I would like to thank Robert McKee for leading me to this idea. In April 2016, I attended McKee's three-day storytelling workshop, in which he explained how episodes like these are small events in a person's entire life story. These small episodes can change value (for example, transition from bad to good and vice versa) and are built into the sequence of episodes before the climax. The person loses his balance, but keeps going until he finds what he is looking for. This is how McKee defines history. However, when we apply this definition to the consumer-brand relationship, we see a lot of similarities.
One reader defined "experience" as "bright, new, and timeless" and "customer experience" as "brand-driven consequence."
The small deals we make with a brand involve scenes or events in our lives. First, we have a need, the brand satisfies it and justifies our expectations, our mood improves. If a brand manages to land a few of these positive deals, then our relationship with the company builds up into a sequence of exceptionally pleasant episodes until a tipping point arrives.
The culmination of this relationship can be viewed from two different perspectives: our satisfaction can be so strong that we ourselves begin to promote the brand; or our needs may change radically, and it will be much more difficult for the brand to fill the resulting gap. This point of action is the point at which a company can turn the customer experience into a vibrant, new, and eternal human experience.
Customer experience can always be improved and made more efficient. And I completely agree with the audience that claims that positive experiences last forever.
In this article, we look at the differences in how people remember their experience and their customer experience to understand what happens after they make a purchase.
In no way am I trying to discredit or downplay the value of customer experience. Without a well-implemented website and a well-thought-out set of desired actions, brands cannot sustain customer engagement indefinitely.
This article aims to help marketers understand the psychological factors that come into play when a person decides to purchase something or communicates with a company representative online. We will look at how people remember their experience and the experience of the client.
I advise you to take a look at these questions before continuing to read the article further, as we will go into some questions and examples in detail.
Definitions
As marketers, we all recognize that there is a huge gap between customer expectations and what we can offer them. In a survey, we asked marketers and storytellers to define the terms “experience” and “customer experience.” Not surprisingly, we received wildly different definitions of each term, with some defining purely from a marketer's point of view, others offering both a marketer's and consumer's perspective, and some only speaking from a buyer's perspective. Since the nature of the definitions was completely different, I would like to start with some of them - those that I especially liked:
An experience:
1. “Experience is a reaction to people, situations, objects, scenarios, and events. It is a "stream of consciousness" where the actions, reactions, thoughts or emotions of an individual or a group of people are imprinted.
2. “In general, this is what defines life. Everyday life is a series of cases from a traffic jam on the way to work to attending a meeting. The experience can be long-term, like studying or raising a child.”
3. “The experience is episodic. Something happens, good or bad, and we distinguish it from other events, recognize and remember. This experience stands out for one or more reasons. It is recognizable and makes an impression on the person who had this experience. Experience remains with a person for an indefinite period of time, depending on the degree of its difference and the depth of recognition and impression. In the long run, the experience fades as a person ages. Each person has their own rate of aging. Some become inactive, but reawaken when they experience a similar experience. For others, activity never wakes up, but a person becomes part of a whole complex of points of view, conclusions and opinions on which he relies in the future. They complement the complex vision that a person brings to their new experience.”
Client Experience:
1. “Any point of contact with the customer: how the brand treats customers, how they feel, that is, any connection. In store, online, mobile, social media, customer service.”
2. “Customer experience is the perceived and actual value of moments of interaction between a customer and a brand. The quality of this experience is defined by the company, but measured by the client.”
3. “Customer experience is the totality of the whole variety of experiences. This is an episode that occurs in a client's life. Today, customer experience has also become a highly specialized term. It refers to a number of circumstances that arise with customers. While life experience is spontaneous, it depends on luck, and customer experience cannot be attributed to any of these factors. A group of marketers is working to improve the customer experience. They try to understand what is happening during the interaction with the seller, which makes the customer experience more effective, increases sales, promotes loyalty and achieves other positive goals. However, there is another side of the coin. Some ignore customer experience. This means a lack of design, stability, and the potential risk that the experience will not increase sales, build loyalty, and help achieve other positive goals.”
Leaving this survey aside, you can find other definitions that are given by well-known experts in the field of customer experience. In his book X: Experience When Business Meets Design, Brian Solis introduces a hybrid definition of "experience architecture".
"The Human-Centered Experience Architecture defines experience as the totality of all customer engagements at every touchpoint and every 'moment of truth' in the customer's life cycle."
“Experience architecture is the art of generating desired emotions, outcomes, and opportunities throughout the entire customer journey. It is the process of strategically creating and amplifying the entire spectrum of customer interaction with a product or company.”
Although the definition usually begins the analysis, it rarely reflects the true meaning behind the words. We need examples that will gradually reveal the implications, and then we will apply the findings to our own strategy. In the following sections of the article, we will look at how people respond to the questionnaire and try to identify key differences and similarities between memories from life and client experience.
Reader Stories
The way we remember life events can tell us a lot about how our mind works. When I first started working on this questionnaire and topic, I had my own theory about how people might classify experience and customer experience. I figured that people would be more likely to view the experience as a mental state, and the customer experience would be more about the physical connection with the brand, that would be the point of contact.
According to the survey data, the vast majority of respondents consider both life experience and customer experience to be some kind of shift in thinking.
An experience
71.15 percent of respondents believe that experience is thinking
28.85 percent said an experience is physical contact with something
Customer Experience
69.23 percent of respondents believe that customer experience is a mindset
30.77 percent of customer experience refers to physical contact with something
My hypothesis turned out to be untenable, and I started looking for differences in how people recount their past experiences and customer experiences. Here's what I was able to find out:
· When a person is asked to recall his experience, he begins to present it in the form of a story; fills in gaps, adds unexpected twists, until it reaches a conclusion or climax. When a person is asked to recall their customer experience, they list the facts in the form of a list or event, constantly adding the phrase "and then."
· When a person talks about his recent experience, there are almost always several characters in the story. When it comes to customer experience, most often it is an isolated and sterile story - only a person and a brand.
· Experience is often associated with long-term consequences, and customer experience can give way to other experiences.
Let's see how these ideas were deployed in the questionnaire.
Idea #1: Experience is storytelling, customer experience is storytelling
When asked about their best/worst experience and best/worst customer experience, I expected to get emotional responses on each item. However, it was hard not to notice that the customer experience responses were much drier. Here is how the two cases of worst experience and worst customer experience were described:
[Experience] My daughter's hand
The worst experience in my life was the situation when I got a call from the school where my daughter is studying and they said that the rescuers had already arrived, the ambulance was already on its way to school. What?!
My daughter's hand got into the polishing machine in the office where they learn how to make Jewelry. For several hours we remained in the dark about whether the fingers could be saved. Everything ended well: the rescuers managed to remove her hand from the car, and the surgeon removed the metal ring that the finger got into without further damage, and part of the metal remained inside the finger. There is nothing worse than worrying about your own children.
[Customer Experience] Increasing cable bill
I've been trying to keep my cable TV costs down because the amount has gone up lately. I made a few calls, talked to different people, and ended up paying more and getting less and getting services I didn't need.
Conclusion: Since the experience has a lasting effect, and it is often shared with other people, it is remembered in the form of a story (this is how our brain stores information). Customer experience is stored in the format of a list of facts that will inevitably be erased from memory over time, as a person constantly communicates with other organizations and people.
Idea #2: There are other people in the experience story; customer experience is a solo game
I noticed another trend. When people recall their experiences and customer experiences, their stories involve a different number of people. If the respondent spoke about his life experience, then several other people close to him were often mentioned in the story. While in the story about customer experience there was only him alone or together with the brand.
[Experience] Water battle in Italy
My daughters and I were in Italy, we explored the Cinque Terre National Park. We arrived in Manarola on the 10th of August and wanted to go to a religious festival, but ended up in a water battle instead! Every year on August 10, residents pour water on each other using balloons, buckets, hoses and pots. They run through the streets and pour water on passers-by, water pours from the windows of houses. T-shirtless boys run to the Ligurian Sea and fetch water in pasta pots given to them by their mothers. They douse everyone except for very small children. It was amazing, fun and very unusual. My 12 year old daughter asked if we could come here every year. Still would! Such a magical, memorable day.
[Customer Experience] Amazon Convenience
Idea #3: Experience is for life; customer experience always gives way to new experience
When a person talks about his best life experience, you can hear different intonations in his voice. It becomes immediately clear that what happened to him had a far from momentary effect on him. Customer experience does not evoke such emotions. Of course, negative communication with a brand can make a person angry for a while, but it is unlikely that he will carry this anger through his whole life.
When reading people's responses to our questionnaire, I noticed that they recount positive events as if it had a lasting and very strong impact on their lives. And when talking about customer experience, there was a temporary change in value, from bad to good, and vice versa.
[Experience] Motorhome and milk moon
Last week we stayed at a campsite, and at about 3 am I got up to go to the toilet. Before the holidays, I was always very afraid of this night hike: cold, uncomfortable, brrr! In fact, it turned out to be just wonderful. I got out of the van and looked at the stars and the beautiful milky moon. I liked to realize that dozens of people were sleeping around. I felt absolutely happy. And even now I can evoke this feeling in myself.
[Customer Experience] Comfortable Resort
All inclusive resort. At any time, you could go to the bar and grab a drink. Everything was a little slow, but the staff did everything to make you feel at home.
Conclusion: A great all-inclusive vacation sounds great just now, but I know once I get home I won't be telling everyone about the free bar. Rather, I will share my experience of watching the night sky and building a fire on the beach. The resort also played an important role in life, it became the backdrop for the story, but the life experience, nevertheless, will be preserved for a lifetime.
Is there a difference?
In conducting this survey and writing this article, it was not my intention to downplay the importance of customer experience design. I've noticed that there is a tendency in marketing to talk about creating customer experiences that "surprise and delight." This was also the main topic at the Adobe summit, which took place a few months ago. However, even a very thorough development of actions that will meet the client's expectations cannot be considered an "experience". It is important that we all understand this.
An experience is a long-lasting and memorable event in our lives, which often affects other people, and which has a very strong impact on our lives. Brands can create these experiences, but in that case, marketers need to go beyond well-designed websites, easy-to-navigate e-commerce hubs, and great customer service. At the moment, all this is necessary, but it is not enough.
Stories can be told, read, heard or written and are one of the oldest forms of human communication. If corporations want to build a bridge between experience and customer experience, they need to understand all the nuances of storytelling. How does storytelling fit into our lives, how do people retain and recall information, and how do we communicate with our audience through marketing? By combining thoughtful customer experience design with a well-told story, brands can create a stronger connection with their customers and audiences and find common ground.
Some brands are already good at it. For example, LEGO has already moved into multi-format storytelling from print magazines and digital content to real amusement parks and feature films. IBM, with its Watson supercomputer, has developed a technology that is both business-focused and at the same time raising the profile of artificial intelligence. People interact with Watson both at work and while watching the Jeopardy quiz game, as well as when they watch the Met Gala Costume Institute ball and read new content online.
So, if you think that your user experience and customer experience are enough to surprise and delight your audience, then you are not entirely right. What matters here is how you can weave these characteristics into the story your brand is trying to convey. This is the experience and this is what you should strive for.
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Theory of CRM 10.03.2013 5614
Customer experience management or customer experience management (Customer Experience) is a business strategy based on managing the overall customer experience of your company, which consists of the impressions of all the products and services that the customer has used.
Today, customers are not just impressed, they use Google, they know your competitors, they expect you to provide a superior service that not only matches the market, but offers new services. They do not need a seller, but a business partner who knows their field of activity, their needs today, knows what they will need tomorrow. At the same time, they are not ready to devote much of their time to you, although they expect an instant response from you to their request 365 days a year, 24 hours a day.
As the customers changed, the business had no choice but to grow and develop with the customers. For many years, salespeople acted as sales representatives, seeking to sell the product to the client, by all means, ignoring his protests. The next stage was the transition from selling the product to selling the solution that the client needs. With this approach, the seller has become a consultant who seeks to understand the needs of the client and offer him the best option. Now with the advent of CRM, Web 2.0 and cloud technologies, there is a transition to a qualitatively new level of service.
Service quality management is based on several principles. First of all, it is necessary to build a continuous process of relationships with the client, to know who your client is, to know his expectations, and to assume your actions that would allow them to justify and even exceed them. You should highlight the key points that form the customer's opinion about your company, from the first contact to the purchase. Depending on the quality of the product, the service, the overall impression, the customer's judgment can be positive, neutral, or negative. A long sequence of positive key points is the hallmark of an outstanding company making the desired impression. If you succeed, the client will come back to you again and again.
Your employees play an important role in service quality management. Are you confident that you have the right people with the right skills to make a positive impression at every key moment? You need to pay attention to everyone involved in customer service. There are probably more such people than you think, these are your salespeople, delivery service, marketing service, service personnel, technical support, and so on. The key role is played by your managers, people who are the link between the rest of the employees and the company's business strategy. You should constantly work on the qualifications of your employees, and this does not come down to hiring only worthy candidates. It is necessary to create a process of constant learning and growth in the company. Conduct seminars and trainings.
Therefore, the customer experience management business strategy helps you focus on providing a high quality customer experience that makes the customer feel unique. positive emotions from using your product. These feelings are the difference between indifference and loyalty to the company.
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1 Customer Experience Management The Art of Making Customers Happy
2 Truth in Digital 86% 95% 96% 55% 86% stopped working with the company due to poor customer service*. share their negative experiences with friends and colleagues. dissatisfied customers do not complain, but “vote with their feet”. become referral clients. admit they are willing to pay more for quality service** * Harris Interactive. Customer Experience Impact Report. **Oracle Customer Experience Research
3 Customer Experience (CX) Emotional Loyalty CLV Retention of old customers Increase cross-selling Reduce advertising costs Minimize complaints and appeals Customer Lifetime Value (CLV) Attract new customers Reduce operating costs Customer experience Emotional Loyalty
4 Customer Experience Management Concept (CX) KPI: Customer Lifetime Value (CLV) OBJECTIVE: Increasing the value of the customer base N% CX Customer Experience EVALUATIONS: NPS, CSI, CES, WoMI, SERVQUAL, Smile-Index, others Customer Satisfaction Model X1% X2 % X3% Achievement of the goal Effort expended Emotions received????????? FACTORS: price / quality, assortment, time in line, friendliness of the staff, Determined by the specifics of the company's business
5 SH management MANAGEMENT METHODS EVALUATION FACTORS Motivation of personnel Optimization of business processes “custom-made” NPS, CSI, CES, WoMI, SERVQUAL, Smile-Index, Individual work with clients Customer experience management is the impact on FACTORS in order to improve ESTIMATES.
6 CX control system The ProLAN control system provides reliable information necessary and sufficient for making correct management decisions.
7 Comprehensive management of SH: How much? Why? Who exactly? How many of our customers are Dissatisfied, Satisfied, Neutral? Why are some customers dissatisfied? Person (Manager) Personnel motivation Optimization of business processes "for the client" Who exactly is Dissatisfied, Satisfied, Neutral? Individual work with clients The ProLAN management system allows you to get answers to all three key questions: How much? Why? Who exactly?
8 Three methods of CX management Motivation of personnel Optimization of business processes “custom-made” Individual work with clients 1B Obtaining reliable ESTIMATES of customer experience at points of contact, allowing you to link customer experience with the personnel motivation system 1A Obtaining basic ESTIMATES of customer experience at points of contact used as a Motivator 2A Monitor Customer Complaints and Suggestions to determine the significance of FACTORS and manage customer complaints and suggestions » EVALUATIONS and FACTORS to customer information) 1А 1B 2A+2B 3
9 ProLAN Solutions for SH Management Staff Motivation Business Process Optimization “Customized” Individual work with clients 1B Loyalty Button + Contact Counter (or integration with a business application or LMS) + Emotion Monitor (optional) 1A Loyalty Button START, EmoScope (optional) ) 2A Feedback Button 2B Questionnaire Button + Contact Count (or integration with business application or LMS) 3 Loyalty Button + Questionnaire Button + Emotion Monitor (optional) + Business Application Integration (CRM) 1A 1B 2A+2B 3
10 Toolkit of the CX department DETAILS
11 1. Loyalty button A system for assessing the quality of service and managing customer loyalty, based on continuous measurement of their satisfaction with the quality of services received. Measurements are performed in two ways: 1. Using push-button panels and sensors installed at the contact points (quality button, SOKOK, etc.). 2. The method of automatic recognition of customers' emotions by video images received from webcams of computers of front line employees (monitoring of customers' emotions). LEARN MORE
12 2. Feedback Button Hear your clients, patients, shoppers and visitors NOW in your store, restaurant, clinic, etc. Find out EXACTLY WHAT they are dissatisfied with or, conversely, admire. Give them a chance to speak. Make feedback easy and convenient. Respond promptly to customer dissatisfaction. Don't wait for them to start complaining on websites and social media. This can damage your reputation. Eliminate discontent in hot pursuit, preferably on the spot. LEARN MORE
13 3. Questionnaire button Find out about your customers ALL their expectations, preferences, what they like best about you, what they would like to change, where they get information, why they chose you. Find out everything that interests you. This will help to optimize the pricing policy, improve the assortment, advertising, brand perception. Do it EFFICIENTLY. LEARN MORE
14 4. Sellers Activity Button Separate casual visitors from potential customers. Control how long salespeople ACTUALLY sell. This will increase the productivity of their work and optimize the number of staff. Add Exact Conversion (the ratio of the number of sales attempts to the number of sales) and the Visitor Reach Rate (the ratio of the number of sales attempts to the number of visitors) to the KPI Matrix of sellers of buyers. LEARN MORE
15 5. Contact Counter (Technology) A video analytics system that automatically detects customers at points of contact (cash desk, reception, manager's desk). Both IP cameras and web cameras built into ProLAN touch panels can be used. Using the Contact Counter, you can measure the number of "SILENT" (customers who do not answer questions), as well as manage the display of advertising. To effectively manage loyalty and customer service quality, we need not absolute, but RELATIVE indicators. For example, what SHARE of those who have been served are dissatisfied with the quality of service. To do this, you need to measure the number of served (and not just the number of interviewed) customers. The task is solved by the Counter of Contacts. LEARN MORE
16 6. Emotion Monitor (Technology) A video analytics system that allows you to monitor the emotional background, gender, age and other characteristics of client traffic in real time. Recognition of emotions, gender and age is carried out by facial expression using a specialized expert system. For recognition, the technology of scientists from the University of Amsterdam is used. Emotion Monitor has a FREE version - EmoScope. LEARN MORE
17 Five Self-Assessment Questions 1. What customer experience management practices does your company use today? What are the main disadvantages of these methods? What NEW customer experience management methods do you want to implement (staff motivation, business process optimization, individual work with clients)? 2. What metrics and/or metrics do you plan to use as customer experience scores? What technical means do you plan to use to form them? In what places (points of contact) do you plan to install these tools? What is the algorithm for generating the required indicators and/or metrics? 3. What metrics and/or metrics do you plan to use to determine the significance of FACTORS influencing customer experience? What technical means do you plan to use to form them? In what places (points of contact) do you plan to install these tools? What is the algorithm for generating the required indicators and/or metrics? 4. What should be the business processes for managing customer experience using the ESTIMATES and FACTORS defined in p.p. 3.4? 5. Do you plan to “link” customer experience VALUES with financial indicators (primarily CLV) and thus manage the value of the customer base?
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As consumer expectations are ever-changing, companies should consider redefining the “customer is always right” approach.
The best brands are those that have complete control over everything. These companies understand all the peculiarities of the market and know what the service should be like.
Given the constantly evolving technologies, providing high-quality customer service should become a priority for the development of all modern organizations.
According to Dimension Data, 82% of companies cite customer experience as one of the main differentiators from competitors, and 77.5% identify it as a key measure of strategy effectiveness.
That’s why this year, it’s more important than ever to follow the latest trends in the field of customer experience. In today's article, we'll walk you through the top 10 areas to look out for in 2017.
1. Data is power
According to the Dimension Data Global Contact Center Benchmarking Report, data-driven services are the leading trend for the next 5 years.
A Forbes Insights report called Data Elevates the Customer Experience provides answers to popular questions from analysts across organizations. 42% of respondents were confident that they will significantly affect the quality of the experience in the next 2 years. Thanks to analytics, 62% of professionals make decisions much faster, and 47% ensure revenue growth. However, only 6% of respondents see data as an opportunity to improve customer experience.
In addition, according to a study by Dimension Data, 75% of respondents believe that it allows them to improve work efficiency, but 49.3% do not apply customer knowledge outside the contact center. This is why only 34.2% of professionals use analytics to personalize solutions and services, and only 23% implement customer experiences based on user profiles and analytics.
What does this mean for marketers? First, you need to use metrics to drive growth in 2017. Second, you need to learn how to work with data and apply it more effectively across channels to improve customer experience.
2. Virtual assistants are the new classic
According to a Gartner report, by 2020, 30% of browser search sessions will be voice driven. However, today's growth in popularity has begun to decline. There are two reasons for this:
- Marketing. With the advent of new applications that are built on popular assistants (Siri, Alexa, and Google Now), the issue of improving speech recognition technologies has become acute.
- Speech recognition technologies. Call centers began to use special technologies to receive customer calls. However, this seemed strange to many consumers and they still wanted to talk to the operator.
But technology does not stand still. According to an Opus Research report, 247 out of 500 decision makers (49%) use speech analytics in their organizations. Of these, 83% expect to return their investment within 12 months, and a third in just 6 months.
With the development of speech recognition technologies, voice assistants will be able to receive up to 85% of incoming phone calls, reduce costs and improve customer experience in 2017.
By the end of 2018, it is expected that 25% of customer service and support will be integrated with speech recognition technologies in all interaction channels.
3. Chatbots will earn customer respect
Today, customer support must be 24/7 and operational. More than half of consumers believe that the company should be in touch 24/7. An effective tool to meet these expectations are.
Companies are constantly improving this technology: they learn from their mistakes and increase efficiency through speech recognition. Already today, with the help of chatbots, customers can receive the necessary data, request rewards, find answers to questions, receive offers, and much more.
Thanks to chatbots, companies significantly reduce their costs, despite the fact that they are only able to respond to short and direct inquiries. But technology is constantly evolving, the more people use it, the smarter they become.
4. Self-service becomes even more important
More than 90% of American contact centers work with non-voice interactions: chats or emails. Customers don't want to waste time and energy contacting customer support or navigating complex automated systems.
An important part of effective customer service is giving them the opportunity to solve the problem themselves. According to Aberdeen, companies that implement self-service programs have an 85% increase in customer retention every year. This is why using an accessible FAQ and self-service options is so important for businesses.
At the same time, it should be noted that it is not the quantity of tools used that is important, but their quality. In 2017 please pay Special attention on , as well as troubleshooting.
5. Mobile will take the lead
In 2017, mobile search generated 27.8 billion more searches than desktop search. Consumers are much more likely to use to get brand and product information and to make purchases.
However, according to Gartner in 2018, poor contextual understanding and poor mobile support will reduce customer satisfaction by 5%. As you know, a bad mobile experience can seriously damage the reputation and performance of brands.
That is why in 2017 companies should pay special attention to ensuring the convenience and efficiency of mobile support.
6. Clear directions and fewer channels
In 2017, contact centers will offer consumers an average of 9 support channels. Too wide a choice can simply tire customers.
According to the book The Effortless Experience, 96% of consumers who rated their experience as difficult and demanding were not brand loyal.
When consumers choose a particular channel to communicate, they want a quick response. Otherwise, they will move to another channel or stop interacting.
However, with such a wide choice of channels, it is impossible to say with certainty which of them will be the most effective. In addition, so many options can be confusing and cause fatigue from.
The smart solution would be to reduce the number of options and reduce the effort for customers. Give clear directions and analyze the context for the offer the best option problem solving.
7. Clients are quick to share their experiences
Customers love to share good and bad experiences online. According to Zendesk, 45% of consumers will share a negative review of a brand, while only 30% will share a positive one.
Since the audience social networks growing rapidly, why not use new opportunities to tell your customers? Encourage users: ask them to share their photos, participate in contests, share stories of interaction with the brand.
In 2017, create exciting new customer experiences and inspire them to share on social media.
8. Even loyal customers won't want to wait.
Gone are the days when consumers were willing to wait. Today they want to get what they want immediately. According to Forrester, 55% of US consumers will abandon an online purchase if they cannot find a quick answer to their question, and 77% believe that the best manifestation of quality service is saving customers time. 81% of respondents agree that they are tired of waiting for a response from the support team. 25% will go to a competitor if they get tired of waiting.
Ensure that you are responsive to consumer needs across all channels and that your solutions are effective. To give customers peace of mind, simply send them a notification that their request has been processed. This simple trick will help you save resources and not lose customers.
9. Experienced operators will improve the interaction experience
