Customer service strategy with ces
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Customer service strategy with ces

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Presentatie tijdens de relatiedag van Cendris over Klantenservice strategie met Customer Effort Score als KPI.

Presentatie tijdens de relatiedag van Cendris over Klantenservice strategie met Customer Effort Score als KPI.

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    Customer service strategy with ces Customer service strategy with ces Presentation Transcript

    • Customer service strategy & CES as a metric to measure loyalty
    • How often does companies patronize a company specifically because of its over-the-top service? How often do consumers cut companies loose because of terrible service?
    • Companies punish bad service more than they reward delightful service.
    • 3 year period 75,000 B2C and B2B customers Dozens of industries North America Europe South Africa Australia New Zealand
    • According to conventional wisdom, customers are more loyal to firms that go above and beyond.
    • Exceeding customers’ expectations during service interactions makes customers only marginally more loyal than simply meeting their needs.
    • 89% of Customer service managers say that their main strategy is to exceed expectations.
    • 84% of customers say their expectations had not been exceeded during their most recent interaction.
    • “There is only little relationship between satisfaction and loyalty.” Fred Reichheld
    • 20% of the satisfied customers say they intent to leave the company. 28% of the dissatisfied customers intent to stay.
    • Loyalty vice Ser Product quality Brand Disloyalty Service
    • We buy from a company because it delivers quality products, great value, or a compelling brand. We leave one, because it fails to deliver on customer service.
    • Hoeveel moeite heeft het jou als klant gekost om iets voor elkaar te krijgen? Op de schaal van 1 tot 5
    • CES
    • Customer loyalty Customers’ intention to: - Keep doing business with the company - Increase the amount they spend
    • Low Effort High Effort 94% of the customers who report low effort have an intention to repurchase 88% would increase their spending 1% would speak negatively about the company 81% would spread negative word-of-mouth
    • Net Promotor Score In welke mate zou je mijn bedrijf aanbevelen binnen jouw netwerk?
    • London School of Economics 2005
    • CES Captures customer expressions at the transaction level NPS Captures more-holistic impressions of a company
    • Implications • Customer Effort Score question can be asked only if a customer has actually contacted the company after a purchase for some reason.
    • 9.732 customer responses 102 service companies 19 industries
    • Implications • • Customer Effort Score question can be asked only if a customer has actually contacted the company after a purchase for some reason. Asking the CES question is a good predictor of the impact of the service experience on customer loyalty, but it won't tell you what to do about it.
    • - What are the various customer service touchpoints?  - What effort does the customer encounter as part of the touchpoint?  - What are your customer interaction systems and processes like?
    • ?
    • 1. Don’t just resolve the current issue - head off the next one
    • 2. Arm reps to address the emotional side of customer interactions
    • 3. Minimize channel switching by increasing self-service channel “stickiness”
    • 4. Use feedback from disgruntled or struggling customers to reduce customer effort
    • 5. Empower the front line to deliver a low-effort experience
    • Is CES the right metric? - The number of CES best practices is growing. - Simplicity is nice, but too simple is dangerous. - Only for measuring transactional / situational loyalty. It’s not a absolute loyalty metric. - Relative performance over time, unique to a single firm. - If you combine the metrics in order to predict loyalty, the predictive power is higher than only using NPS and CSAT alone.
    • “78% of all our perceptions are wrong” Albert Einstein
    • http://www.businessmonitor.nl/businessmetrics
    • Thank You!
    • KATHERINE KUCHERENKO Online Business Strategist drs. katherine@icons.nl @katherinekucher 06 423 923 66