Thirty years ago, customers shopped at local shopping malls. They visited their doctors’ offices to get test results and phoned hotels, airlines, and car rental agencies to make reservations. (And, sometimes, they simply went to travel agencies to have someone else make all their arrangements.) They checked into hotel rooms and airline flights at the hotel’s front desk and the airline ticket counter. Thirty years ago, customers purchased pizza and tickets to sporting or cultural events by standing in line or making telephone calls.
Before the digital age, your customer’s experience involved a lot of people and required a lot of time invested both by businesses and by customers, creating a lot of points in the buying experience where things could go wrong. And, your customer’s experience was localized. That is, if a customer had a bad experience — like having to wait in line for an hour — he might tell three or four people or, at most, five or six people.
My, how things have changed.
With the advent of the digital age, today’s customers shop online. They check their healthcare test results online. They text, tweet, or use a browser to make reservations at hotels, airlines, and car rental agencies, and to purchase tickets to sporting or cultural events. They check into hotel rooms and airline flights online. They even text emojis to purchase pizza!
It is estimated that 50% of the world’s population are unique mobile users. In fact, some studies show that the average individual has two mobile devices that they are using at any one time. The expectation is that volume is going to grow >5% each year. That means just about everyone we want to sell to already has a mobile device.
This is driving up mobile web page access to the extent that a 1/3 of all web pages are being served to mobile devices (example of someone buying car tires, need to make a decision on a type and did the whole exercise on their mobile device).
The average customer is now 60% down the buying cycle before they even make contact with a company. So we need to be far more knowledgeable about our products as customers will have researched them already.
With 25% of people having active mobile social media accounts, providing g the ability to communicate satisfaction or dissatisfaction instantaneously 24x7. The growth of mobile social media is also driving key changes, making everything instantaneous
This kind of 24/7/365 demand from customers is putting today’s businesses in the hot seat. You’ve always had to meet your customers’ needs; now, you have to do so at an increased pace, during new hours, using new methods.
While voice‐based communication with customers still plays a strong role, consumers are increasingly looking to digital communication methods and demanding the flexibility to interact with companies through the customer’s preferred media.
For businesses, one of their key focuses is on ensuring that the channels they use to serve customers are reflective of buyer preferences. Using multiple touch-points to interact with current and potential buyers is no longer a key differentiator – it’s a requirement.
As competition and buyer empowerment compounds, customer experience itself is proving to be the only truly durable competitive advantage. A recent Gartner survey on the role of marketing in customer experience found that, by 2016, 89% of companies expect to compete mostly on the basis of customer experience, versus 36% four years ago.
Red Funnel Ferries is an integrated transport and travel busi- ness that runs ferries from Southampton to the Isle of Wight. Red Funnel Ferries is the oldest ferry service to the Isle of Wight and has been in operation since 1861.
From a communication perspective, Red Funnel Ferries was looking to enhance its customers’ experience. Customers had started using new channels such as social media to inter- act with Red Funnel Ferries. It became vitally important to provide a customer‐centric network where customers could communicate freely and easily with Red Funnel Ferries with questions on all kinds of subjects, including delays, cancel- lations, timetable inquiries, and even issues on board that
could arise. Red Funnel needed to recognize and evaluate these contacts in real time.
Previously, Red Funnel Ferris had a call center that was very reactive instead of proactive and offered voice‐only com- munications with customers. Red Funnel Ferries wanted to increase the productivity of its team and improve the reaction time for its staff to deal with customer communications by providing the capability to handle omni‐channel communica- tions that included emails and social media, as well as voice communication.
In conjunction with Red Funnel’s communications partner, Charterhouse Voice & Data, Mitel helped modernize the cus- tomer experience by connecting digital and mobile consum- ers with Red Funnel Ferries. Red Funnel Ferries now uses skills‐based routing to ensure that its customers receive the best possible customer service. Its system ensures that a fully capable and qualified agent, trained to handle inquiries, responds to all queries. Red Funnel also uses social media monitoring to evaluate areas that would improve and enhance customers’ experiences.
The results? Red Funnel has seen a marked improvement in terms of customer satisfaction and feedback as a result of that initiative. The company has decreased its customer com- plaints by 16 percent, but more importantly, it has increased its customer compliments by 116 percent year on year. And, Red Funnel won “Customer Experience Team of the Year 2015” and “Social Customer Service Team of the Year 2015” from the London & South East Contact Centre Forum Awards.
Harvard Business Review published this study in late 2014 linking customer experience with revenue for transactional selling organizations. Top performers in customer experience rating are found to achieve double the revenue of laggards. Maybe this is why CEOs prioritized service quality over productivity?
Today’s consumer, and in the case of a B2B transaction “decision-maker”, can span a variety of generations, ranging from the post‐war era to today’s teens (and even younger, because digital capabilities provide the means to buy without going into a local store).
Each of these consumers prefer a different way to communicate. Because all of them are your customers, you’re now facing new challenges in the ways you interact with them.
Demographically, the various generations of people have been given generally accepted names: The Post‐World War II generation “Builders” The Baby Boomers “Boomers” Those from Generation X “Gen X” Those from Generation Y “Milleannials” Those from Generation Z “Next Gen”
A major segment of the buying population comes from the post‐war era, the Baby Boomer era, and Generation X. Although where a person fits in these generations is a matter of opinion, most people accept that these folks were born between 1928 and 1976.
The rest of the buying population comes from Generation Y and Generation Z, and they also comprise a significant number of consumers with significant spending power. Were born since 1977.
This figure reports on the current channels that participants in a recent study indicated they were using to interact with clients.
Plus, it illustrates their channel adoption plans to address evolving buyer needs in 2015.
Source: Aberdeen 2015 report on Customer Engagement Channel Adoption
All this added pressure on your customer support team will be hard to consume – especially if you’re a small team. We’ve faced our own struggles at Mitel – trying to monitor all our support channels and maintain our high levels of service is hard. But, that’s where tools and applications like MiContact Center Business can help. These tools can bring your support channels together and make some repeatable tasks just that little bit easier.
A customer journey map is one of the best storytelling tools in business. Normally, it will be some form of infographic with a timeline of the user’s experience. But it could just as easily be a storyboard or even a video.
Whatever its form, the map should contain both statistical and anecdotal evidence. It should highlight users’ needs, questions and feelings throughout their interaction with your organization. At a glance, people should be able to see the key touchpoints that a consumer passes through. It should remind them that the consumer’s needs must always be at the forefront of their thinking.
The map should be clear and simple, something you could pin to the office wall?!
A customer journey map helps to identify gaps, points in the customer experience that are disjointed or painful. These might be: - gaps between devices, when a user moves from one device to another; gaps between departments, where the user might get frustrated. gaps between channels (for example, where the experience of going from social media to the website could be better).
Most of all, a customer journey map puts the user front and center in the organization’s thinking. It shows how mobile, social media and the web have changed customer behavior. It demonstrates the need for the entire organization to adapt.
It encourages people across the organization to consider the user’s feelings, questions and needs. This is especially important with digital products and services.
QUESTION TO AUDIENCE You don’t have the analytical or anecdotal research here today to begin mapping out your customer’s journey, so let’s begin by listing all the potential sources for data about customers, and users of your product.
ANSWERS TO OFFER TO AUDIENCE FOR MORE INFORMATION: Analytical sources include: website analytics, social media, search data, running a customer survey to get a detailed picture of users’s questions, feelings and motivations Anecdotal sources include: you can get these by speaking to users in interviews or on social media, speaking to front-line staff in support and sales, user groups
You can create an excellent customer experience if you -
Profile your customers to understand what drives them, the communications methods they use, and their schedules. Offer service across every possible communication chan- nel and effectively manage the channels your customers prefer. Provide anytime, anywhere, any device, any browser services that offer seamless interactions 24 hours a day, 7 days a week, 365 days a year from anywhere in the world (see Figure 4‐2). Deliver personalized service throughout the customer journey, learning and collecting new customer informa- tion from each interaction Be transparent and flexible, letting customers know which media will result in the fastest responses and provide alternatives to waiting in queue.
You can implement technology solutions, but using the technology can still be a challenge. Digital and outbound interactions are ramping up, and then there are cloud considerations and regulations issues to address.
So how do organizations manage their customer interactions?
They use a range of specialized technologies that focus on customer communications, business processes, resourcing, and more.
When evaluating vendors, at the forefront you need to ensure that they will
Help you better understand your customer’s journey and offering, and prioritize channels accordingly making anywhere, anytime, any‐device interactions easy for your customers Provide the customer with a seamless, consistent experience across all channels and all touchpoints in the business Leveraging your existing infrastructure to create revenue‐ generating, differentiated customer experiences
Because today’s customers aren’t static — they’re constantly changing and evolving as they conquer new ways to take advantage of digital technology.
This consistency for the user requires consistent internal IT processes. Surprisingly, for many companies, consistency seems to be an afterthought. In fact, most companies have no dedicated system in place. They typically have piecemeal systems, cobbled together from one or more task-specific applications. Companies shouldn’t delay investing in dedicated software systems that can streamline and automate customer-facing processes—and reduce errors and inconsistencies.
Digital customer experience software and applications help to create reliability. It prevents the issue of asking customers to repeat themselves. When a company’s CRM or service software doesn’t track all interactions and tie them together across all channels (email, phone, social media, live chat etc.) then the customer will receive a fragmented digital customer experience. If the live chat agent today needs the customer to repeat the details they already gave in yesterday’s email, the customer will notice the inconsistency; it feels like a betrayal of the customer’s time. Mitel’s MiContact Center applications prevents this from happening, by centralizing all communications, streamlining the customer’s digital experience and, over time, building loyalty.
you need to be relentless in capturing relevant customer information.
3) You need to do more than gather intelligence at the start of an interaction; you need to carry the intelligence throughout the entire life-cycle of the interaction and customer history.
4) With the right approach and technology, you’ll be able to spot untapped opportunities to increase revenue per customer. If you ensure that content is relevant, you’ll be able reduce customer churn and build loyalty.
Deliver a Flexible, Engaging Customer Contact Center Experience - Mitel
Deliver a Flexible, Engaging Customer Contact Center Experience
The Consumer Buying Process – Not Long Ago
• Buying experience was completely different
• Involved many people, lots of person-to-person contact
• Required huge time investment – both for business and consumers
• Lots of opportunities for things to go WRONG
• Customer experience was localized - WOM was limited to 5-6 people
Industry Examples: Banking
Who is Today’s Consumer
1/2 of the worlds
mobile users, expected
to grow at 5% per year
1/3 of all web
are now being
served to mobile
1/4 of the
has active mobile
Mobile Engaged Connected
Source: We Are Social
The Future of Customer Experience
• Businesses have to respond to customer’s
needs at -
• Increased pace
• During new hours
• Using new methods
• Consumers are demanding the flexibility to
interact with companies through the digital
channel of their choice
• Consumer choices have broadened
• Customer experience will be the new
battlefield for competitive advantage
89% of businesses will compete mainly
on customer experience
World Population by Generation
Worldwide and in the U.S., millennials are the largest generation yet –
some 2.3 billion strong
Source: US Census Bureau
Digital Channels are on the Rise
Source: Aberdeen Group
The Evolution of Customer Engagement
Customer Journey Map
Getting a mortgage
Summary of Ingredients of a Successful Digital CX
• A comprehensive understanding of what drives
customers, the communications methods they want to use and
• Offer service across every channel and effectively
manage the channels your customers prefer.
• Provided anytime, anywhere, any device services
that offer seamless interactions.
• A personalized CX throughout the customer journey,
learning and collecting new customer information from each
• A transparent and flexible CX, guiding customers to the
Technology Vendor Checklist
Make anywhere, anytime, any‐device interactions easy
Provide a seamless, consistent experience across all channels and
all touchpoints in the business
Build upon existing infrastructure to create revenue‐generating,
differentiated customer experiences
Keys to Delivering a Good Digital CX
1.Consistency creates loyalty, and relies on
internal IT being up to scratch
2.You need to be relentless in capturing
3.You need to share, leverage and maximize
this customer intelligence across all
4.Be in a position to spot untapped opportunities
to increase revenue per customer
Join us October 11 to learn how to
determine the potential impact on your
organization from transforming your
customer experience. Attendees will learn
how to construct a business case and
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