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Big up your customer contact charm offensive
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wordcloud (3)Customer Experience is something I expect we all know a fair bit about. We are all customers and at the user end of hundreds of products and services daily, the experience of which is mostly subliminal until something exceptional happens. At this point we are propelled towards delight in one direction (tweet, tweet, fb, fb!) or deep disappointment in the other (tweet, tweet, tweet, fb, fb, fb!!)*.

As a CX researcher I pay close attention to the performance of companies called to deal with complaints, requests for refunds, dispatch of replacement items or booking appointments for repairs. Most of us understand that a company that cares about its customers will employ people who are well trained in dealing with the public empathetically, and who have a good knowledge of the company’s products. Retailers like Waitrose and John Lewis, and online retail like Amazon, First Direct and Office Depot (Viking Direct) have taken creating a positive customer experience to a fine art. They understand the equation:

Happy customers = loyal customers = customer advocates = £££

The many organisations that outsource their customer contact services needn’t lose out on achieving positive CX so long as the appointed agency understands its value to the client, and the need for training consistent with the client’s internal programme.

But just think how many times you have contacted a customer enquiries or credit control line only to be transferred multiple times across some complicated telephony system before speaking to someone who is ill-equipped to deal with your enquiry. Or, you become stuck in a queue with other equally frustrated customers. When the time comes to replace the product or renew the service contract this experience will inevitably be a factor in deciding to stick with the company or go elsewhere.

Yet, the path to CX enlightenment is not overly littered with obstacles if the company’s focus on its customer is in the correct place: at the heart of the business. So here are a few basic steps towards creating satisfied customers:

  • Employ people for front line positions (sales floor, customer services, contact centre, credit control) who stand out in interviews as personable, energetic, eager to learn and empathetic
  • Ongoing product and services training across the business. Of course the level of knowledge required depends on the department, but a customer services agent who can converse with a customer about a product, understand the issues and reach a good and rapid resolution is a powerful advocate for the company.
  • Treat every customer as an individual, their relationship to the product or service bought (or intending to buy) is as important to the company as it is to the customer
  • Improve the telephony process: reduce call answering times, speak to an operator rather than an automated redirection message, good training (as above) will ensure the caller is directed to the correct department.
  • Select outsourced services such as contact centres and logistics on the basis of shared customer focus and empathy, good training and personable call handlers. Outsource agents should share the company’s values
  • Go beyond the CRM in trying to understand the customer
  • Set performance indicators to measure improving customer relationships, and to identify where greater attention and training is needed.

For more details on measuring customer experience levels, or any aspect of CX please contact WDG Research.

 *The reference to social media where more comments are posted when customers have a negative experience than a positive one is borne out by years of CX (customer experience) research carried out by WDG Research.

 


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