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Embracing Customer Service 4.0Esteban KolskythinkJar#CRMe10    #CustServ   #EKolskyRocksPlease, keep talking. I always yawn when I am interested
StrategyCompetitive ForcesCustomer DemandBusinessModelCustomerService4.0Channels, Partners and SuppliersLegal EnvironmentGovernanceTechnologyTechnological ChangeSocial EnvironmentA Customer Service Strategy
servicerequestsemergecustomerusesphonenew channels emergestrategicchannelusageCustomer Service Evolutionpain pointcustomerservicecall centercontactcenterUCtechnology solution196019952005
Five Trends for Customer ServiceSocial CRMCross Channel, not Multi ChannelCustomer Experience ManagementMashupsCollaborative Enterprise
Embracing customer service 4.0
paradigm or generational shiftparadigm shift – societal shift, companies must reactgenerational shift – business model shift, companies can planserviceeconomyworkplacecomputerscommercialinternetsocialevolutioncorporateamerica1960s1970s1980s1990s2000sgenerationalgenerationalgenerationalparadigmparadigmbaby boomersgeneration ygeneration x
traditional 1:1 relationshipsocially augmented 1:m:1 relationshipssocialbizbizshifting interaction models
enterpriseapplicationsaccountingshippingERPexperienceexperiencefeedbackfeedbackCRMsalescustomersupportmarketingexperiencefeedbackexperiencefeedbackexperiencefeedbackTraditional Feedback Model
legacysystemsdatawarehouseerpcloudsalesmarketingcustomer servicefeedbacksocial business ruleschannelsm – communityc – customerp – partnere – employeecpemSocial CRM Feedback Model
crmcommunity management“social” analytics engineactionable layer unitsystem-of-recordintegration layererpscmsocial crmcommunitiessystems ofrecordSocial CRM Stack
Creating a scrm strategystart herescrm strategyBusiness Functionsalesmarketingservice end-end processBusiness RulesguidelinesrulesmetricsEFManalyticsblogwikiforumphysicalChannelcollaborationwikimicroblogobject-centricstructuredgoal-orientedCommunityad-hocimpromptutwitter
Embracing customer service 4.0
Channel Management Evolutionsilosingle channelsemi-integratedmulti-channelintegratedcross-channelERKEWDDDDDDUCDWPKKKKKKPKMRRRRRRRSWECPMCMCDSS198019952010S – SMS, W – Web, E – Email, C – Chat, P – Phone, M- Social Media, D – Data, K- Knowledge
Embracing customer service 4.0
validateCEM methodologyaccountabilityend-to-end effectiveness and efficiency indeximplementmeasuredesigncollaborationexistingprocessesinvolvecustomerspaperexperiencesinvolvestakeholderscustomersegmentationvirtualdesignscreate newexperiencesdeploypilotsprocessprioritizationcorrelatemetricsanalyzeinsightssummarizechanges
efficiency (cheap, fast operations)effectiveness (right answer, time)customeragentprocessperformancetrainingloyaltysatisfactionreadinessend-to-end efficiency and effectiveness indexMeasuring Experiences
Embracing customer service 4.0
Building Customer Service Mashupssocial businessenterprise applicationsscrmserviceagenttoolsknowledgerepositoriescommunitiessupporttoolsself-servicesalesmarketingfeedback
Embracing customer service 4.0
Collaboration With CustomersCollaborate to understand the Customer Job-to-be-Done
Collaborate to co-create with the customer to meet her desired outcomes
Collaborate to act on Customer Insights
Collaborate to understand and provide the  Customer Experience they expect from youE2.0SocialCRMThe Collaborative Enterprise
ChannelsCommunitiesTheCollaborativeEnterpriseCustomersPartners & SuppliersSocialNetworksEmployeesCollaborative Framework

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Embracing customer service 4.0

Editor's Notes

  1. Una de las partes mas interesantes de nuestra sociedad es que es repetitiva. Cada 10-15 años hay un cambio fundamental. Un cambio que afecta a las compañías haciendo negocios hasta el punto que deben cambiar su manera de hacer negocios, su manera de trabajar, sus procesos y sistemas entre otras cosas – incluyendo en algunos casos hasta la gente.Estos cambios se alternan en nuestra sociedad entre generacional y de paradigma. Aunque parece una discusión de definiciones, es muy importante entender la distinción entre ellas, y cual es la reacción que un negocio debería tener.En el caso de un cambio de paradigma, las compañías no suelen tener tiempo de planear excesivamente – tienen que reaccionar. Un ejemplo de ello, el ultimo por lo menos para que se puedan identificar con el, es la llegada de la WWW (no la internet, que existe hace mas de 40 años). Las compañías no pudieron planear para ella y tuvieron que reaccionar de la mejor forma posible – nunca lo vieron venir y aunque trataron de planear para ella, el cambio era muy profundo y rápido para poder reaccionar eficientemente. Como consecuencia, los sistemas y el manejo de la información que es necesaria tiende a atrasarse un poco – eventualmente poniéndose a la par de la sociedad en 3-5 años.El cambio generacional, por el otro lado, es mas lento y gradual – y las compañías ya saben que esta viniendo (como se puede ignorar una generación entera?). Como resultado se ven mas planes a largo plazo, mas implementaciones antes de la crisis, y mas manejo de los recursos necesarios. Como resultado, una adopción lenta y metódica de los sistemas y programas da mejor resultados a largo plazo. El cambio generacional previo a este fue cuando la gente de la Generación X (aquellos nacidos entre 1965 and 1990 aproximadamente) comenzaron a mediados de los 80 a entrar a lugares laborales y demandando le uso de computadoras. El próximo, por supuesto, es la misma situación pero cuando la Generación Y, los nativos digitales, comience a penetrar la organización.
  2. Todas las experiencias están compuestas de tres elementos: el cliente, el proceso, y el agente (o la compañía). Combinando estos tres elementos se puede conseguir uno de los dos resultados posibles: eficiencia (experiencias hechas a la manera que la compañía prefiere – rápida y barata) o efectividad (como el cliente prefiere, la respuesta correcta sin preocupación del costo).Cuando se diseña una experiencia siempre hay que considerar estos cinco factores y hace las decisiones en base a ellos. Es una experiencia que tiene interacción con los agentes? Decisiones de cómo asegurarse que los agentes tengas la información que precisan, que el proceso se corto y efectivo, y que el cliente tenga la oportunidad de aparecer en frente a los agentes sin problemas son consideraciones – por ejemplo.La segunda parte que se debe de considerar cuando se hace una implementación es el feedback, la perspectiva del cliente de que bien (o mal) se ejecuto. Tradicionalmente, fuera del campo de manejo de la experiencia, eso se maneja con una solo encuesta (y aun ni siquiera eso en algunos casos) que mide las supuesta satisfacción. Cuando se implementa una iniciativa de manejo de la experiencia, el feedback se colecciona mucho mas seguido, y se actúa en el mucho mas rápido.En el diagrama que se ve aquí las burbujas con anillo blanco (lealtad, satisfacción, performance, preparación, y moral) son los elementos que deben de medirse – si no para todas las experiencias por lo menos dos de ellos para todas las experiencias. Si la experiencia fue totalmente automatizada, por ejemplo, por lo menos se mide la satisfacción y la preparación. Cada experiencia tiene elementos distintos que contribuyen a la experiencia y que deben ser medidos. Por supuesto, una vez medidos los resultados deben ser compartidos con todos y los cambios sugeridos evaluados e implementados.El ultimo elemento de medir una experiencia es crear un índex que considere al evaluación completa de la experiencia: de principio a fin. El índex se creara agregando los componentes de la experiencia que se han medido, y asignando un peso para calcular el índex.