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Reinvigorate your customer service with social care Reinvigorate your customer service with social care Presentation Transcript

  • #SocialCare REINVIGORATE YOUR CUSTOMER SERVICE WITH SOCIAL CARE BUILD A CONSUMER-CENTRIC BRANDPresented by NM Incite’s Advisory Services Team: • Gadi Benmark: SVP, Client Development • Liz Harrison: Director, Consulting • Erin Tavgac: Director, Consulting • Matt Phillips: Analyst II
  • OVERVIEW Questions we will address: 1) How prevalent is social care? 2) Does social care matter to your brand’s health? 3) What happens if you do not invest in social care? 4) How can brands implement and measure social care?Copyright ©2012 The Nielsen Company. Confidential and proprietary. 2
  • POLL QUESTION 1 Have you experienced social care, customer service via social media, as a consumer/customer? A) Yes B) NoCopyright ©2012 The Nielsen Company. Confidential and proprietary. 3 View slide
  • POLL QUESTION 2 Do you work for a company that offers social care through Twitter, Facebook or another social networking channel? A) Yes B) NoCopyright ©2012 The Nielsen Company. Confidential and proprietary. 4 View slide
  • SOCIAL CARE = SOCIAL MEDIA + CUSTOMER SERVICE Monitor social media channels to hear what customers are Listen saying about your company/ products/services Set guardrails for your social care representatives TD Bank social care rep knows that Process personal account info cannot be discussed Define issues/questions they publicly and responds appropriately are permitted to address, and how they should respondCopyright ©2012 The Nielsen Company. Confidential and proprietary. Respond to customer service Respond issues through approved social media channels and attempt to resolve issues 5
  • THE IMPORTANCE OF WELL-PLANNED SOCIAL CARE Example: Progressive Insurance Matt Fischer’s sister had Progressive Insurance. When she was killed in a car wreck, Progressive was ‘supposed’ to pay certain expenses. They refused. To force Progressive to pay, the family sued the man who killed her to prove negligence. Progressive was accused of providing defense. Matt Fisher wrote a blog post: “My Sister Paid Progressive Notes on Fisher’s Tumblr blog over first 24 hours Insurance to Defend Her Killer in Court” Retweets of original Tweet linking to his blog postCopyright ©2012 The Nielsen Company. Confidential and proprietary. Consumers bombarded Twitter mentions of Progressive by end of day Progressive’s Twitter handle with negative comments What was Progressive’s response? 6
  • HUGE RISK FOLLOWS SUBPAR SOCIAL CARE Example Continued: Progressive Insurance In response, the Progressive Twitter handle generated a series of identical, canned responses Consumers became even more enraged and lashedCopyright ©2012 The Nielsen Company. Confidential and proprietary. out further 7
  • WHY CARE ABOUT SOCIAL CARE? “Unless you get social care right, it can drown out anything you’re trying to do in social media marketing.” -Global Financial Institution, CMO The lines between marketing …creating opportunities and service are being blurred… for brands Customers post service “Customer service as a reality show” Turning successful service questions on “marketing- interactions into brand oriented” Facebook pages andCopyright ©2012 The Nielsen Company. Confidential and proprietary. advocacy Twitter handles Potential customers search and find customer complaints in The peer-to-peer service Google search results opportunity 8
  • POLL QUESTION 3 If a consumer/customer posts a negative comment on your company’s website or social networking page, such as “F Company X, you’re terrible,” what would you do? A) Not respond B) Delete the comment C) Engage with the consumer/customerCopyright ©2012 The Nielsen Company. Confidential and proprietary. 9
  • THE PUBLIC F*YOU PROBLEM Pfizer’s response to negative comments on a Chapstick ad sparked discussion… Then, the press caught on…Copyright ©2012 The Nielsen Company. Confidential and proprietary. 10
  • ENGAGING WITH CONSUMERS ALLOWS YOU TO… Convert Build a EnhanceCopyright ©2012 The Nielsen Company. Confidential and proprietary. disgruntled competitive marketing & consumers into differentiator branding advocates 11
  • SOCIAL MEDIA EXPANDS THE TRADITIONAL BOUNDARIES OF CUSTOMER SERVICE ILLUSTRATIVE A D Traditional channels P2P (peer-to-peer) support site (e.g., call center, email, in-person) Directed to company B Who is customer asking Employees on: C E Company proactively monitors and Influencers/experts on non-owned responds to queries not directed at it sites Not directedCopyright ©2012 The Nielsen Company. Confidential and proprietary. to company Who’s responding Company Other consumers “Traditional” customer service Expansion of customer service through social media 12
  • SOCIAL MEDIA: CHEAPER AND MORE SATISFYING ESTIMATE ONLY Estimated Average Cost By Channel 35% of companies $ per interaction experienced a 10% reduction in support costs from $6-$12 implementing Social Care2 $5 $2.5-$5 $1 <$1 <$1 Phone Live Chat Email Virtual Online Twitter/ Agent Forum FacebookCopyright ©2012 The Nielsen Company. Confidential and proprietary. Availability1 86% 25% 96% <10% 23-50% 16-37% Customer Satisfaction More satisfied 1% Online retailers currently offering customer service channel; 2MGI Web 2.0 Survey (2011) 13 SOURCE: Forrester Research; McKinsey Global Institute; Team Analysis
  • CLOSE TO HALF OF ALL SOCIAL MEDIA USERS HAVE USED SOCIAL CARE Social Care Use by Age1 Usage also % of social media users remains consistently high across gender, income, and 59 educational segments 56 54 47 47% 36 30Copyright ©2012 The Nielsen Company. Confidential and proprietary. 18-24 25-34 35-44 45-54 55-64 65+ Consumer Age Group 1% social media users that have ever used social media for customer service (i.e. to ask a question, voice a complaint, or raise an issue to a brand/company about a product or service) SOURCE: NM Incite Social Care Survey 2012 (panel & data provided by Nielsen, n=2000 US social media users) 14
  • NEARLY 1 IN 3 SOCIAL CARE USERS USE SOCIAL MEDIA FOR CUSTOMER SERVICE ON A WEEKLY BASIS Social Care Frequency of Use % of social care users Monthly Weekly Daily 49 70 21 11Copyright ©2012 The Nielsen Company. Confidential and proprietary. 21 10 3 6 9 Multiple Once Multiple Once Multiple Once or Total less Frequency Times per day Times per week Times per month of Use SOURCE: NM Incite Social Care Survey 2012 (panel & data provided by Nielsen, n=2000 US social media users) 15
  • 1 IN 3 SOCIAL MEDIA USERS PREFER USING SOCIAL CARE OVER PHONE CUSTOMER SERVICE Preference for Social Care vs. Phone Customer Service % of social media users 37 35 31 26 ~30% 24 17Copyright ©2012 The Nielsen Company. Confidential and proprietary. 18- 25- 35- 45- 55- 65+ 24 34 44 54 Consumer Age Group 64 SOURCE: NM Incite Social Care Survey 2012 (panel & data provided by Nielsen, n=2000 US social media users) 16
  • CONSUMERS EXPECT A RAPID SOCIAL CARE RESPONSE Expected Social Care Response Time % of Twitter or Facebook users Within 30 minutes 30 25 Within 2 hours 23 21 Same day 30 35Copyright ©2012 The Nielsen Company. Confidential and proprietary. Within 4 days 9 10 No response 8 10 expected SOURCE: Oracle Global Survey, Q4 2011, n=3111 17
  • POSITIVE EXPERIENCE = USERS 3X MORE LIKELY TO RECOMMEND A BRAND Likelihood to Recommend to Others % likely to recommend company/brand based on social care experience 71 ~ 3X 33 19Copyright ©2012 The Nielsen Company. Confidential and proprietary. 17 Quick & Effective Quick & Slow & Effective No Company Response Ineffective Response Response Response SOURCE: NM Incite Social Care Survey 2012 (panel & data provided by Nielsen, n=2000 US social media users) 18
  • PROACTIVE SOCIAL CARE = INCREASED PURCHASE INTENT Proactive Social Care Implications 59% of online customers would be more likely to ‘follow’ a business on Twitter if that business account answered one of their Twitter questions 80% of online customers who received an answer from a business via Twitter, trust these answers as much or more than answers they receive from non-Copyright ©2012 The Nielsen Company. Confidential and proprietary. businesses (including friends/family) 64% of online customers that received an answer from a business on Twitter would be more likely to make a purchase from that business Source: InboxQ, 2011 19
  • HISPANIC CONSUMERS ARE MORE ACTIVE SOCIAL CARE USERS 19% of Hispanic social Social Care Use care users engage on a Social Care Recommendation % of social media users % of social care users likely to recommend daily basis brand/company post experience +21% +21% 57 47 39 47 General Population Hispanics General Population Hispanics Social Care Preference vs. Phone Social Care Platform Preference % of social care users % of social care usersCopyright ©2012 The Nielsen Company. Confidential and proprietary. +25% 29 Facebook 35 28 35 13 Twitter 26 YouTube 12 General Population Hispanics 25 SOURCE: NM Incite Social Care Survey 2012 (panel & data provided by Nielsen, n=2000 US social media users) General Population Hispanics 20
  • TAKEAWAYS 3 key points to remember: 1. Customers expect it now • Fast and effective • On any social media platform they choose • They reward brands that do it well and punish brands that do not meet expectations 2. There is an upside for companies that do it well • Operational efficiencies • Marketing/branding upside 3. Doing social care well is hardCopyright ©2012 The Nielsen Company. Confidential and proprietary. • Dealing in public with highly emotional content • Knowing when to go private, and when to let go • Streamlining organization to react fast and consistently Coming Next: How do companies do it well? 21
  • HOW TO BUILD A SUCCESSFUL SOCIAL CARE PROGRAM Organizational Collaboration Playbook • Enable collaboration with existing/traditional contact centers (e.g. phone/email) • Create cross-functional collaboration between marketing, customer service and business units to help drive effective issue resolution Metrics Data-Driven InsightsCopyright ©2012 The Nielsen Company. Confidential and proprietary. 22
  • HOW TO BUILD A SUCCESSFUL SOCIAL CARE PROGRAM Organizational Collaboration Playbook • Enable collaboration with • Create a detailed list of existing/traditional contact issues and sub-issues centers (e.g. phone/email) appearing most frequently • Create cross-functional on social channels collaboration between marketing, • Build response approaches customer service and business units to • Use script books from other contact centers help to inform the social care playbook drive effective issue resolution Metrics Data-Driven InsightsCopyright ©2012 The Nielsen Company. Confidential and proprietary. 23
  • HOW TO BUILD A SUCCESSFUL SOCIAL CARE PROGRAM Organizational Collaboration Playbook • Enable collaboration with • Create a detailed list of existing/traditional contact issues and sub-issues centers (e.g. phone/email) appearing most frequently • Create cross-functional on social channels collaboration between marketing, • Build response approaches customer service and business units to • Use script books from other contact centers help to inform the social care playbook drive effective issue resolution Metrics Data-Driven InsightsCopyright ©2012 The Nielsen Company. Confidential and proprietary. Ensure that the right set of metrics are in place to measure performance 24
  • HOW TO BUILD A SUCCESSFUL SOCIAL CARE PROGRAM Organizational Collaboration Playbook • Enable collaboration with • Create a detailed list of existing/traditional contact issues and sub-issues centers (e.g. phone/email) appearing most frequently • Create cross-functional on social channels collaboration between marketing, • Build response approaches customer service and business units to • Use script books from other contact centers help to inform the social care playbook drive effective issue resolution Metrics Data-Driven InsightsCopyright ©2012 The Nielsen Company. Confidential and proprietary. Ensure that the right set of • Initiate root-cause analysis metrics are in place to throughout the organization measure performance • As an outcome of the root- cause analysis, drive underlying issue resolution, and be able to reduce volumes against key topic areas for social care as well as other contact centers 25
  • BRANDS MUST CONSIDER MULTIPLE FACTORS IN SOCIAL CARE PROGRAMS Partially Dedicated to social care Company Grade A B B B B C+ D Platforms Best practice Answer questions directly on platform Direct customers to onlineCopyright ©2012 The Nielsen Company. Confidential and proprietary. content Don’t redirect customers to traditional channels Answer questions through private message Sign responses with social care rep name 26
  • BEST PRACTICE TACTICS OF SOCIAL CARE THROUGH TWITTER Best Buy trains and empowers interested employees to join their Twelpforce, and provides solutions directly through online channels whenever possibleCopyright ©2012 The Nielsen Company. Confidential and proprietary. KLM provides social care through Twitter that is ‘always on:’ 24- hour global coverage in multiple languages, with an explicit warning for customers not to share personal details in public 27
  • CITI BANK SETS A STANDARD OF EXCELLENCE BY EMPOWERING AGENTS… Citi provides detailed information through a private channel on a branch’s location and nearby landmarksCopyright ©2012 The Nielsen Company. Confidential and proprietary. 28
  • …UNLIKE BANK OF AMERICA, WHOSE REPS REDIRECT CUSTOMERS TO OTHER SERVICE CHANNELS Despite providing an address, BofA fails to actually help the customer. Most likely the result of the representative sticking to a a script.Copyright ©2012 The Nielsen Company. Confidential and proprietary. BofA responds to a complaint on Facebook, about the wait for a new credit card, by directing the consumer to either Twitter or a 800 number 29
  • WALMART GENERATES INCREMENTAL REVENUE WITH UNBRANDED SERVICE OPPORTUNITIES Walmart reps reach out to customers who don’t even They proactively respond to customer Tweets seeking mention the Walmart brand advice on where to buy products When potential customers experience an issue at a competing retailer, Walmart jumps in to notify them of the product availability at WalmartCopyright ©2012 The Nielsen Company. Confidential and proprietary. 30
  • TAKEAWAYS Companies that excel at social care… • Have a thought-through, effective, detailed playbook in place • By issue and sub-issue • By social media platform • Lays out “triage” and full resolution • Balances public and private • Designed a cross-functional organization that applies the playbook consistently and at scale • Seize on new customer acquisition opportunities in accordance with company’s DNACopyright ©2012 The Nielsen Company. Confidential and proprietary. Coming Next: How do companies measure social care performance? And how do you put it all in place? 31
  • LEVERAGE SOCIAL DATA TO MEASURE CUSTOMER SERVICE SATISFACTION Social Media Customer Customer Service Discussion Drivers Service Sentiment (CSS) Unresponsive Service 10% Multiple Service Rep 10% Transfers Persisting Issues 8% 75% Negative Lack of Courtesy 4%Copyright ©2012 The Nielsen Company. Confidential and proprietary. Quick response times 22% Knowledgeable reps 18% 25% Positive Proactive help 16% Discussion sentiment 32
  • THEN BENCHMARK CUSTOMER SERVICE PERCEPTION AGAINST THE COMPETITIVE SET SAMPLE ANALYSIS Customer Service Sentiment Scores1 Positive 97% 90% 89% 85% 67% 60% 59% 58% 56% 43% 25% 23% 8% Comments1 Negative 3% 10% 11% 15% 33% 40% 41% 42% 44% 57% 75% 77% 92% Comments1Copyright ©2012 The Nielsen Company. Confidential and proprietary. Key Insights • Zappos, REI, J. Crew and Nordstrom provide the best overall customer service as measured by customer Tweets • Several retailers significantly trail the competitive set, providing unsatisfactory customer service 1 Based on a sampling of Twitter posts mentioning a customer service experience from 8/1/2011 – 8/1/2012 33
  • MEASURE THE SPEED AND QUALITY OF RESPONSES VS. COMPETITORS SAMPLE ANALYSIS Response Time in Minutes1 Quality of Response Assessment KeyBank 10 Medium Majority of responses are canned Provide quality information and offer Chase 10 High alternatives Responses are automated, and direct people Bank of America 10 Low from FB to Twitter Empowered representatives provide Citi 15 High “outside the box” answers Engage with the customer and provide link Capital One 20 Medium to online content Responses are automated, and direct people BBVA Compass 45 Medium from FB to TwitterCopyright ©2012 The Nielsen Company. Confidential and proprietary. Two responses to one question, and Twitter US Bank 60 Low account hacked Wells Fargo 90 Medium Provide helpful content in some cases Bank of the West 360 Low No true social care effort 0 100 200 300 400 Number of Minutes 1Response times and assessments determined by a company’s response to a standard set of questions asked by the NM Incite team, as 34 well as an evaluation of messages to the general consumer
  • BALANCED SCORECARDS MEASURE THE PERFORMANCE OF A SOCIAL CARE PROGRAM ILLUSTRATIVE Customer satisfaction Efficiency Effectiveness LOW HIGH LOW HIGH LOW HIGH # of ppl 25 Hours 3 Net promoter score by issue Number of people required to Average time to issue resolution handle all “must answer” issuesCopyright ©2012 The Nielsen Company. Confidential and proprietary. during peak times Root cause analysis By Sub-Issue Call Volume • Examine last six months of social care records • Group data by issue types and outcomes • Ask ‘why’ these issues are occurring multiple times until able to solve the underlying problem Time 35
  • CASE STUDY: DEVELOPING A CONSUMER-CENTRIC MODEL Leading Global Financial Institution 1) Analyze 12 months of social media history Top 5 issues, % total messages Issue Summary Sample Verbatim Unspecified Customer angry or upset with bank “Bank X is really starting to piss me off!!” Dissatisfaction 19 “Bank X sucks” without providing reason “Dear Bank X, youre wasting $100 a year Unsolicited Contact 17 Repeated and unwanted mail or sending me junk mail. Stop wasting both of phone contact our time.” “On the phone w/ Bank X, he just said "you Poor CS Interaction 11 Unsatisfactory customer service know what? ...aw f*ck Im sorry, have a good day" and hung up. WTF??”Copyright ©2012 The Nielsen Company. Confidential and proprietary. over phone or at branch Current customer about to switch “About to start banking with Bank Y! and drop Leaving Bank X 7 Bank X! Hard to say goodbye, but after banks multiple f*ck ups, its time to go!” Credit Card Fraud / Theft 6 Victim or potential victim of credit “@BankX hey...I think my credit card was card fraud or theft stolen...a little help here.” 36
  • CASE STUDY: DEVELOPING A CONSUMER-CENTRIC MODEL Leading Global Financial Institution 2) Make the business case 3) Pilot initial two issues Issue 1 Issue 2 4) Build social care organization 5) Root-cause analysisCopyright ©2012 The Nielsen Company. Confidential and proprietary. 37
  • CONCLUSION Successful social care implementation projects have 3 attributes in common: • Data-driven • Solid business case based on past 12 month “organic volume” • Ongoing root-cause analysis and problem solving • Monitors, through social media, how customers view their overall service experience with company • Balanced metrics • Customer-centric – social net promoter score (NPS) • Efficiency metric – productivity at all levels • Effectiveness metric – all organizational units affectedCopyright ©2012 The Nielsen Company. Confidential and proprietary. • Pilot, refine, roll out 38
  • Q&AThank you for attending our webinar! Follow us on Twitter! @NMIncite @NielsenWire #SocialCare Please contact us if you have any questions or comments: contact@nmincite.com 855.888.6904 www.nmincite.com