At last, companies want to give customers a good experience in their services and channels. Customer Experience is a desire, but how to implement it?
There are many formulas and many “experts in solutions”, but we know a lot of bad experiences in contact centers or service desk, in mobile, ATM or IVR and even in chatbots.
Ex. 1: Assumption: conversation time until 180 seconds:
In a Health Insurance contact center, the manager defined a bonus for the best attendants, the target was to make the total talk time until 180 seconds. In the first moment it was a success, the manager reduced the team. In the second moment, the customers made a bad evaluation about the services and the department had to make changes to have a good evaluation, but without any results. Then, the VP received an email from a customer that was very disappointed with the company. She had made 11 calls to the company without good answers, no one solved her problem; and then she praised an attendant that solved her problem in 1 hour and 27 minutes. Therefore, the attendant received a special bonus and was considered an example in the company, all the metrics were reviewed.
Ex. 2: Assumption: AI (Artificial Intelligence) answers all customer questions:
In the last years, customers began to understand how to use bots, which are important tools. Recently I had two bad projects experiences in great companies.
· In an insurance company, the bot was open to any question, for any kind insurance. So, the answers were constantly incorrect, overloading the contact center. The project had to be rebuilt.
· In a great bank, we had a similar case. The employees used to make jokes with the AI. So this bank had a team of about 50 professionals in the back office to make adjustments to the answers.
It is interesting to compare with similar projects 20 years ago, with no AI, but good implementations. These old projects in Service Desk and Customer Care were successful, and today we see companies having difficulties implementing modern bots.
Ex. 3: Assumption: Speech IVR (Interactive Voice Response) is the best experience.
A bank decided to change a successful keyboard IVR to speech IVR. It was meant for a better user experience. The change was a disaster. The time in IVR increased and had difficulties understanding the customer; it did not have options to change to a keyboard attendance. The bad experience caused a great migration to mobile.
Ex.4: Assumption: Service Desk is not a Contact Center.
An IT company decided to create a modern Service Desk and sold its services to many companies. Specialists in ITIL were hired. In a few months, the Service Desk had a bad SLA (it was 20% but the target was 85% of calls attended in 20 seconds); many calls took more than an hour. The ITIL Expert specialist proposed to increase the team by 100%, but it was impossible because the project would have a big loss of money. The customers were moving to other companies, so they decided to review the project. A contact center specialist was hired to analyze it and discovered that it was made for a perfect world, where all technicians had the same knowledge. With some adjustments, keeping the same team, the Service Desk reached the target in 45 days.
There is an old concept that if you have a good car, you do not have loyalty and you can change for another company. But if you have a problem and the company solves your problem, you will probably buy another car from the same company.
If you deliver a communication channel to your customers, this channel has to work, and give a good customer experience. If you lose a customer, it is difficult to recover. We have good tools, but we still see bad implemented projects.
Digital Customer Experience (DCX) is a serious reality and all companies have to be prepared to offer the best for their customers.
Understanding the journey is only one part of the Digital Customer Experience (DCX) process, where one can take new paths to serve the customer in the various service channels.
Antonio Guido +55-11-99641-5025 acguido01@yahoo.com.br
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