Too often, the next generation of a technology misses the point by trying to compete on better and faster, whereas the customer often really wnats simpler and easier.
This letter is a recommendation for Hillie from Kuperman Bros. The author has worked with Hillie for several years and seen his knowledge and professionalism grow. Hillie has helped the author's business grow and made sure the relationship between their company and Kuperman Bros stayed strong. The author believes Kuperman Bros will struggle to replace Hillie because he has become so important to them.
Social media & customer service cutting through the hypeMartin Hill-Wilson
Ìý
The document discusses social customer service and provides guidance on implementing an effective social customer service strategy. It notes that customers now expect service online as they buy more online and engage socially. It outlines a new mindset of anticipation, immediacy, transparency, authenticity and engagement. It also discusses common mistakes to avoid, resource requirements, employee engagement, and key aspects like listening, escalation and collaboration. The overall message is that social customer service requires a new approach to effectively serve today's connected customers.
Until now the collection of debt was largely a private matter. The combination of endemic middle class debt and the megaphone of Social Media might just end all that.
The document discusses emerging best practices in social customer services. It covers topics like the rise of different social media channels for customer service, the importance of responsive customer service across multiple channels, and trends that are shaping how customer service is delivered through social media. Operational aspects like advisor dashboards, cross channel management, and silo busting between customer service and other departments are also examined.
The document discusses new developments in chatbots in 2019. Key points include chatbots being integrated into workplace messaging tools to provide answers to employees, chatbots handling tasks like insurance policies and bills, and the use of chatbots for activism like encouraging environmental protection. Voicebots are growing in popularity and are being developed for tasks like concluding insurance agreements with just voice. Digital humans are also advancing to appear more human-like.
The document discusses the future of user experience and how organizations can respond to what matters most to people. It suggests focusing on delivering easy, helpful experiences and responding in real-time by utilizing technologies like conversational AI and digital twins. The key is understanding individual users and contexts to provide a personalized experience across an entire service journey.
The document discusses the skills and knowledge required for customer-facing teams in 2020 and beyond. It notes that customer expectations and behaviors are changing with increased mobile usage and adoption of new technologies like AI. Customer-facing roles will require upgraded skills to handle more self-service options for customers as well as virtual assistants, while still providing human assistance for complex issues. New skills discussed include skills for emotion-based customer experience and experience optimization, as well as skills for working with new technologies like process automation, AI-infused solutions, and digital labor platforms.
The document discusses becoming a purpose-led brand. It notes that organizations that attract people through purpose-driven actions and that to stand out requires building stronger brands. It provides examples of purpose statements from various companies such as making sustainable living commonplace, helping women's self-esteem, and creating a better life for many people. The document advocates that a brand's purpose must be unique and born from passion, and that it should solve real problems for real people. It prompts examining what role a company plays in people's lives and how the world would be different without the company.
The document discusses predictions for contact center trends in 2020. It predicts that contact centers will continue their transformation process, with some leading the way and most still in the middle. Data driven decision making will be important. There will also be a focus on emotional intelligence in customer interactions and shaping smarter customer journeys tailored to individual needs. Key channels like voice, messaging and mobile will continue proliferating while metrics will move from simple occupancy measures to prioritizing employee engagement.
This document discusses the future of customer service and how emerging technologies like AI, analytics, automation, conversational AI, and RPA can transform customer experiences. It highlights how these technologies can be used to reduce manual tasks, improve productivity, redesign customer journeys, and provide more personalized service through proactive communications and unified routing across channels. The document also provides examples of companies successfully adopting these new approaches in applications like claims management, customer support, and more.
Protecting customer experience while controlling contact centre fraudMartin Hill-Wilson
Ìý
The rise in theft of customer data in an increasingly connected world, creates tension between security and customer experience objectives. The contact centre is currently the weakest link in the chain with social engineering and KBA undermining efforts.
A great presentation to take your teams through that reminds them about the fundamentals of digital customer service and some of myths that surround its best practice
This document discusses how analyzing customer interaction data can improve predictive churn modeling by 25-30%. It outlines how interaction data like call reasons, sentiment, and language can be combined with transaction and customer data to identify customers who are statistically likely to churn. Case studies show adding interaction data to traditional churn models can increase the number of identified churn customers by up to 45% and improve annual profits for retention programs by $11 million. Including interaction features in churn prediction more accurately profiles at-risk customers to reduce costs and maximize the value of retention efforts.
The document discusses various metrics that can be used to measure contact center performance. It describes customer effort, first contact resolution, and net promoter score as commonly used metrics. However, it suggests that no single metric is best and that centers should use a balanced set of metrics appropriate to their priorities and customers. The document also explores using more holistic measures like customer experience indexes that provide insights into effort, satisfaction and emotion.
This document discusses how contact centers can manage constant technology innovation to improve customer service. It notes that contact centers have many technology options to choose from but must select solutions that meet customer needs. Customers increasingly expect to receive service through their preferred channels like mobile apps. The document recommends contact centers take a customer journey approach, understand what matters most to customers, and invest in technologies that improve experiences with low effort. Integrating systems simply and testing innovations are also emphasized.
This document discusses the scope and benefits of interaction analytics. It notes that customer experience (CX) standards have risen and promoting customers are much more valuable for companies than detractors. However, it is getting harder for companies to keep up with these rising CX standards across different customer touchpoints. Interaction analytics can help fill gaps by providing insights into customer journeys, preferences, and feedback to improve performance, compliance, demand management, and service design.
The document discusses balancing digital and human support in customer service. It notes that while digital channels allow for always-available support, customers still expect human engagement for more complex issues. Designing an omni-channel experience is challenging as customers have different needs. The ideal is to provide the right support through the preferred channel depending on the task and customer's expertise. This requires understanding customer journeys, digital behaviors and when voice, video or text are most appropriate.
Disruptive customer care the competitive differentiator in a world of new and...Martin Hill-Wilson
Ìý
This document discusses the need for organizations to embrace ongoing, co-created disruption as the new normal in order to deliver differentiated customer experiences. It notes that most organizations fail to keep up with rapidly evolving customer behaviors. The document advocates for adopting a culture of continuous innovation through practices like allowing time for innovation, creating innovation spaces, connecting colleagues to spark new ideas, testing every new service design, and seeking out catalysts for change. It also presents examples of how some companies like Adobe have empowered all employees to become innovators through programs like their Kickbox toolkit.
How to reduce call volumes in a way that will reduce customer effortMartin Hill-Wilson
Ìý
The document discusses opportunities to reduce call volumes and improve the customer experience. It suggests shifting more interactions to self-service and proactive engagement by simplifying journeys, continuous improvement efforts, an outside-in mindset, intelligent assistance, personalized self-service, mobile self-service, voice and video engagement, and integrating different engagement types into a single app. The goal is to provide assistance when and how customers need it across multiple channels.
This document discusses 16 customer service and experience trends for 2016, including:
1) Omni-channel customer interactions becoming more complex as customers use multiple channels like phone, email, chat, social media, and mobile apps.
2) Video customer service gaining popularity as customers are comfortable with video communication technologies like FaceTime and Skype in their personal lives.
3) Messaging apps becoming a more mainstream way for customers to interact with companies for support, ordering, and other services. Intelligent assistants and greater contextual awareness will help companies provide better customer experiences across channels.
Integrating social customer service into your omni channel strategyv2Martin Hill-Wilson
Ìý
The document discusses integrating social customer service into an omni-channel strategy. It notes that the aim of omni-channel design is to provide an engaging customer experience across any situation. Currently, customer engagement is mixed between assisted, self and proactive services, but the target is to shift more toward proactive engagement. Integrating social media poses issues when channels are separated and not coordinated. The outlook is that social media is becoming a more important part of digital interactions and customer service. An omni-channel approach means giving customers choice in the service, channel and timing of their interactions.
This document discusses the need for organizations to embrace change and innovation in order to stay competitive. It notes that traditional large-scale change programs often fail to meet their goals. It then provides various recommendations for how organizations can promote innovation including creating dedicated innovation spaces, upgrading project offices to innovation labs, crowd-sourcing service blueprints, and empowering all employees to become innovators through programs like Adobe's Kickbox initiative. The overall message is that organizations must make innovation and change part of business as usual in order to prosper in today's fast-paced environment.
The document discusses the future of user experience and how organizations can respond to what matters most to people. It suggests focusing on delivering easy, helpful experiences and responding in real-time by utilizing technologies like conversational AI and digital twins. The key is understanding individual users and contexts to provide a personalized experience across an entire service journey.
The document discusses the skills and knowledge required for customer-facing teams in 2020 and beyond. It notes that customer expectations and behaviors are changing with increased mobile usage and adoption of new technologies like AI. Customer-facing roles will require upgraded skills to handle more self-service options for customers as well as virtual assistants, while still providing human assistance for complex issues. New skills discussed include skills for emotion-based customer experience and experience optimization, as well as skills for working with new technologies like process automation, AI-infused solutions, and digital labor platforms.
The document discusses becoming a purpose-led brand. It notes that organizations that attract people through purpose-driven actions and that to stand out requires building stronger brands. It provides examples of purpose statements from various companies such as making sustainable living commonplace, helping women's self-esteem, and creating a better life for many people. The document advocates that a brand's purpose must be unique and born from passion, and that it should solve real problems for real people. It prompts examining what role a company plays in people's lives and how the world would be different without the company.
The document discusses predictions for contact center trends in 2020. It predicts that contact centers will continue their transformation process, with some leading the way and most still in the middle. Data driven decision making will be important. There will also be a focus on emotional intelligence in customer interactions and shaping smarter customer journeys tailored to individual needs. Key channels like voice, messaging and mobile will continue proliferating while metrics will move from simple occupancy measures to prioritizing employee engagement.
This document discusses the future of customer service and how emerging technologies like AI, analytics, automation, conversational AI, and RPA can transform customer experiences. It highlights how these technologies can be used to reduce manual tasks, improve productivity, redesign customer journeys, and provide more personalized service through proactive communications and unified routing across channels. The document also provides examples of companies successfully adopting these new approaches in applications like claims management, customer support, and more.
Protecting customer experience while controlling contact centre fraudMartin Hill-Wilson
Ìý
The rise in theft of customer data in an increasingly connected world, creates tension between security and customer experience objectives. The contact centre is currently the weakest link in the chain with social engineering and KBA undermining efforts.
A great presentation to take your teams through that reminds them about the fundamentals of digital customer service and some of myths that surround its best practice
This document discusses how analyzing customer interaction data can improve predictive churn modeling by 25-30%. It outlines how interaction data like call reasons, sentiment, and language can be combined with transaction and customer data to identify customers who are statistically likely to churn. Case studies show adding interaction data to traditional churn models can increase the number of identified churn customers by up to 45% and improve annual profits for retention programs by $11 million. Including interaction features in churn prediction more accurately profiles at-risk customers to reduce costs and maximize the value of retention efforts.
The document discusses various metrics that can be used to measure contact center performance. It describes customer effort, first contact resolution, and net promoter score as commonly used metrics. However, it suggests that no single metric is best and that centers should use a balanced set of metrics appropriate to their priorities and customers. The document also explores using more holistic measures like customer experience indexes that provide insights into effort, satisfaction and emotion.
This document discusses how contact centers can manage constant technology innovation to improve customer service. It notes that contact centers have many technology options to choose from but must select solutions that meet customer needs. Customers increasingly expect to receive service through their preferred channels like mobile apps. The document recommends contact centers take a customer journey approach, understand what matters most to customers, and invest in technologies that improve experiences with low effort. Integrating systems simply and testing innovations are also emphasized.
This document discusses the scope and benefits of interaction analytics. It notes that customer experience (CX) standards have risen and promoting customers are much more valuable for companies than detractors. However, it is getting harder for companies to keep up with these rising CX standards across different customer touchpoints. Interaction analytics can help fill gaps by providing insights into customer journeys, preferences, and feedback to improve performance, compliance, demand management, and service design.
The document discusses balancing digital and human support in customer service. It notes that while digital channels allow for always-available support, customers still expect human engagement for more complex issues. Designing an omni-channel experience is challenging as customers have different needs. The ideal is to provide the right support through the preferred channel depending on the task and customer's expertise. This requires understanding customer journeys, digital behaviors and when voice, video or text are most appropriate.
Disruptive customer care the competitive differentiator in a world of new and...Martin Hill-Wilson
Ìý
This document discusses the need for organizations to embrace ongoing, co-created disruption as the new normal in order to deliver differentiated customer experiences. It notes that most organizations fail to keep up with rapidly evolving customer behaviors. The document advocates for adopting a culture of continuous innovation through practices like allowing time for innovation, creating innovation spaces, connecting colleagues to spark new ideas, testing every new service design, and seeking out catalysts for change. It also presents examples of how some companies like Adobe have empowered all employees to become innovators through programs like their Kickbox toolkit.
How to reduce call volumes in a way that will reduce customer effortMartin Hill-Wilson
Ìý
The document discusses opportunities to reduce call volumes and improve the customer experience. It suggests shifting more interactions to self-service and proactive engagement by simplifying journeys, continuous improvement efforts, an outside-in mindset, intelligent assistance, personalized self-service, mobile self-service, voice and video engagement, and integrating different engagement types into a single app. The goal is to provide assistance when and how customers need it across multiple channels.
This document discusses 16 customer service and experience trends for 2016, including:
1) Omni-channel customer interactions becoming more complex as customers use multiple channels like phone, email, chat, social media, and mobile apps.
2) Video customer service gaining popularity as customers are comfortable with video communication technologies like FaceTime and Skype in their personal lives.
3) Messaging apps becoming a more mainstream way for customers to interact with companies for support, ordering, and other services. Intelligent assistants and greater contextual awareness will help companies provide better customer experiences across channels.
Integrating social customer service into your omni channel strategyv2Martin Hill-Wilson
Ìý
The document discusses integrating social customer service into an omni-channel strategy. It notes that the aim of omni-channel design is to provide an engaging customer experience across any situation. Currently, customer engagement is mixed between assisted, self and proactive services, but the target is to shift more toward proactive engagement. Integrating social media poses issues when channels are separated and not coordinated. The outlook is that social media is becoming a more important part of digital interactions and customer service. An omni-channel approach means giving customers choice in the service, channel and timing of their interactions.
This document discusses the need for organizations to embrace change and innovation in order to stay competitive. It notes that traditional large-scale change programs often fail to meet their goals. It then provides various recommendations for how organizations can promote innovation including creating dedicated innovation spaces, upgrading project offices to innovation labs, crowd-sourcing service blueprints, and empowering all employees to become innovators through programs like Adobe's Kickbox initiative. The overall message is that organizations must make innovation and change part of business as usual in order to prosper in today's fast-paced environment.