I school customer service online - 17-07-15
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The document discusses the evolution of customer service on social media at the Toronto Public Library (TPL). It outlines how TPL initially had concerns about using social media for customer service due to issues like voice and brand, public complaints, and risk management. However, TPL found that social media provides benefits like fast content sharing, instant customer feedback, and relationship building. TPL now has designated staff who monitor social channels and are trained to handle common questions and comments, while also managing risk and emergency communications protocols. Customer satisfaction with TPL's social media customer service has increased as it has become a key method for prompt communications.
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I school customer service online - 17-07-15
- 1. Delivering Customer Service Excellence Through Online Channels Presented by: Linda Hazzan Mabel Ho
- 2. The Evolution of Social Becoming “traditional” channels for communications and customer service Personal/community interactions and self-publishing Businesses: to engage, promote, establish relationships
- 3. Part of a broad multi-channel engagement and service strategy on Social Promotion & outreach Information & service delivery Customer service Media and public relations Accessibility
- 5. 29,200 26,100 1,873 787,383 video views 11,400 on Social
- 6. Fast & easy content sharing Instant customer feedback Learn about our audiences Relationship-building Increase brand awareness Find new customers and expand audience Benefits of Social
- 7. Customer service standards Provide free and equitable access to high quality customer-driven services in-branch telephone email live chat social media letter mail
- 8. Courteous, competent, and timely service Response time for telephone, letter mail, and email is within 2 business days No official standards for social media support, but …
- 9. 7 million + Information Requests in 2014 Channel Information Requests In person 6,243,593 (88%) Telephone 808,258 (11%) Online (+ social media) 40,786 (1%)
- 10. The Evolution of Customer Service on Social Media at TPL
- 11. Initial concerns • Voice and brand • Public airing and resolution of complaints • Risk management • Filtering and escalation of questions
- 12. Staff training key • Types of questions and comments • Monitoring and Responding • Risk Management • Emergency Communications Protocols
- 13. Common questions & comments
- 14. Common questions & comments
- 15. Common questions & comments
- 16. Common questions & comments
- 18. Designated staff and processes in place to manage channels Training staff prior to use of channels Enforcing the Library’s Terms of Use Managing risk
- 19. Online and social media key to prompt communications of service interruptions Designated staff, protocol, and guidelines to manage communications Emergency & exception communications
- 26. Thank You Linda Hazzan lhazzan@torontopubliclibrary.ca Twitter: @lhazzan Mabel Ho mabelho@torontopubliclibrary.ca Twitter: @mabel_ho
- 27. Case Study
Editor's Notes
- Linda – Slide Mabel – Forbes On the whole, research shows that large consumer-facing companies are still struggling to adapt to the ways that the Internet is providing them to reach out and engage with customers. Many companies have embraced social media for marketing but the customer service piece is coming much more slowly. (Forbes, 2012, 2014) Monitoring the social space can be daunting Lots of time and resources Tone is everything when it comes to social media customer care – it’s not easy Reference: http://www.forbes.com/sites/alexknapp/2012/08/24/big-companies-arent-using-social-media-for-customer-service/ http://www.forbes.com/sites/knowledgewharton/2014/01/09/22014/
- Linda When we first started using social media tactics, we basically pushed content out to people. However, after several years, we have learned to take a more holistic approach so our customers experience the library offline and online in an integrated sort of way. Strategically, instead of tacking on social media to an activity, we look to integrate it into what we’re already doing in other channels, making it simply an extension of what we are doing all of the time. The library focuses its online communication and social media activities to achieve a number of organizational goals, which are to: Promote and raise awareness of our services Deliver information and other library services Improve and support customer service excellence And support our media and public relations activities These channels also make our staff and services more accessible to our customers. Mention that, in 2013 we developed and rolled out a comprehensive Online and Social Media policy that outlines expectations and directives of staff and customer interactions through online and social media channels. An extension of the library’s welcoming and supportive service environment. Risk management. Terms of Use.
- Mabel Toronto Public Library is currently active on nine online communication and social media channels, which support these objectives. We began experimenting on these channels as far back as 2007, when we first started blogging on the TPL website. These channels help us find new and engaging ways to extend the reach of our collections, programs and services to the widest possible audience. They also let us build the library’s presence beyond our own website, going to where our customers are rather than always having them come to us. ----- Blogs 2007 YouTube 2008 (april) Facebook 2008 (aug) Twitter 2009 (jan) Flickr 2009 (sept) E-newsletter 2010 (dec) Pinterest 2012 (june) Instagram 2014 (march) Tumblr 2014 (march)
- Mabel Twitter and Facebook are our largest social media channels We’ve seen a steady follower growth over the years, with increased interactions when we have a campaign or if there is a hot topic in the news Our smaller channels, LinkedIn and Tumblr, have focused content for specific audiences, such as small business and job search information for LinkedIn and youth content for Tumblr
- Mabel Enables us to share content easier and faster It allows us to learn about our audiences, i.e. demographics and content interests, so we can effectively target these audiences Social media gives us instant access to positive or negative feedback which provides valuable insights on the customer perspective. Most importantly, it enables us to create meaningful relationships with customers before, during, and after their interactions with the library – and also to resolve any conflict or issues immediately – this is not possible with traditional advertisement It helps us create brand awareness at little cost, which helps us find new customers and expand our audience
- Linda Toronto Public Library's mission is to provide free and equitable access to high quality customer driven services. We value customer feedback and welcome any comments to help improve our programs and services. Our main feedback channels include in person at our branches, telephone, email, social media and letter mail. Email is still our primary channel for online customer support.
- Linda Staff are trained to provide service that is: courteous, competent, timely, and helps to resolve your issues and concerns. our branch staff, customer support team (also known as our Answerline department), and the Communications, Programming & Customer Engagement (CPCE) department have the most interactions with our customers on s day-to-day basis. TPL’s customer feedback standard states that all feedback will be acknowledged within 2 business days. It specifically mentions telephone, letter mail, and email but we haven’t updated it to reflect our response time on social media. Informally, customers can expect to receive a response from us within 24 hours, and during our Answerline department’s operational hours. Generally, customers have high expectations for a quick response on social media. --------- Monday – Thursday 9-8:30 pm Friday 9-6 pm Saturday 9-5 pm Sunday 1:30-5 (September – June)
- Linda Last year, we received more than 7 million (7,092,637) information requests In person: 6,243,593 Telephone: 808,258 Online, including social media: 40,786 stats for directional and reference questions, does not include a count of all the customer feedback that we receive. We’re noticing that in particular, social media is a medium for us to receive instant feedback, not necessarily one that requires a direct reply.
- Linda CPCE has overall responsibility for online/sm channels CPCE provided customer service support on social media when we began in 2008 In 2013, we transitioned this responsibility to our Answerline Department Extension of their responsibilities and training Longer operating hours, including weeknights and weekends
- Linda Initial concerns of providing customer support through Answerline Voice and brand Public airing of complaints Risk management Filtering and escalating different types of issues/questions
- Mabel Speak to elements of staff training – content, approach There were concerns on the part of staff about taking on this responsibility, so we took it slow and provided a great deal of support and oversight. Didn’t take long for them to get comfortable as they realized that it was not dissimilar to how they provide customer service through other channels, and as they became comfortable with the voice, tone and customs of the channel
- Mabel In many cases customer service online looked a lot like it did through other channels. Could be account related, or about our collections, or other services …
- Mabel
- Mabel But questions can come in other forms, and present opportunities not only to provide good customer service, but preempt concerns and correct misconceptions
- Mabel Monitoring conversations and trends on your channel can give you the opportunity to proactively provide good customer service and again prevent complaints and concerns.
- Mabel We’re using a personalized Hootsuite dashboard to manage multiple networks (Twitter, Facebook, YouTube, Instagram, LinkedIn etc.) and profiles. There are many tools that are available but we’ve been using Hootsuite and it’s working for us. The dashboard is shared between CPCE and Answerline staff for monitoring and responding. It open lines of communications between both departments. We evolved to this.
- Linda Part of online and social media policy Intended to prevent problems that may occur when communicating online When to escalate to a manager or staff contact, where to direct media inquiries, when not to respond Staff training including policy and editorial guidelines
- Linda More and more, customers are turning to online and SM channels to find service information, especially during emergency situations - ice storm, flooding, blackouts. But also elevators not working, individual branch closures, etc., website down For online service interruptions even more of an expectation that we are monitoring, listening, responding. Communications protocols are important when updating across multiple channels, especially when the situation is fluid
- Linda So we post service updates on our website
- Linda And on Facebook and Twitter
- Linda And they can be branch-specific, indicating service interruptions
- Linda And we wanted to end our presentation with a couple of examples of how good customer service on social media can reinforce your library as responsive, welcoming and innovative And result in great customer satisfaction
- Linda
- Linda We find that we often not only meet but exceed our customers’ expectations because we’re listening and responding proactively.
- Need to replace with Sell books program