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  Kate Leggett 05:57:09 am on September 22, 2009 | 0 | # |
  Tags: CRM, Web 2.0, Communities, Voice of the Customer, Customer Experience, customer relationship management

  Shopping, with a little help from my friends

  Even in this down economy, Forrester Research projects that holiday sales will reach more than $33 billion this season. That’s a lot of dough, and here are some guiding principles to help shape a successful online shopping experience.

  #1 – Make shopping fun. Entice users even before they are customers by using a consistent UI on all your site. Offer a variety of self-service methods, like visual decision trees that use pictures of products help orient users to their correct product, and guide them down a particular discovery path. Let them search by price range, color or even by personality like gadget geek, mom-to-be or fashionista.

  Interactive sites relying on technologies like AJAX work. You can drag and drop content on a page to where you want to interact with it. Use rollovers, sliders for price range pickers, or a color palette to search for items of a single color to make sites fun.

  Let peer pressure help you out by listing top searches or hot buys are – both which serve as good indicators of current trends..

  #2 – Let Users use their own words. Users don’t always think in the context of company-generated navigational topics. Let users tag content and browse tag clouds.

  #3 – Information on the User’s Terms. Push relevant service alerts or policy changes out. Let users create watchlists so that they can be alerted when an item goes on sale, or falls below a target price.

  #4 – Use the wisdom of crowds. You trust peer advice over company recommendations. Kaboodle, for example, touts “shopping is more fun with friends”. Append feedback forms and ratings to content and act on it.

  You will be more successful if you can streamline the shopping experience, and use community input to validate purchase decisions.

   
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  Esteban Kolsky 06:07:36 am on January 2, 2009 | 4 | # |
  Tags: 2009, Communities, customer service, enterprise feedback management, Voice of the Customer

  The Top Five New Year’s Resolutions for Customer Service

  This new year, 2009, is going to be a difficult year – no questions about it.  I wrote an article for Loyalty.com sometime back (which they said they would have published by now — oh well, maybe next year) that discussed why good customer service is critical in these economic times.  If you are interested in reading it just let me know, be glad to send you a copy so you can be the cool person in the office to have it.

  When this whole mess began to become public there was a lengthy discussion between bloggers and twitterers on whether marketing was something you spent on or cut back during tough economic times.  The idea being that the funds spent on marketing where not sure to give you a similar return when there was no money, so why bother – spend the money more wisely elsewhere.  Of course, that argument is made by people who don’t know what they are talking about… any mission-critical process for your organization should be continued regardless of what it is.  I wrote about it in my previous blog (the predictions for 2009).  And, the data points that I am getting from clients are confirming it – proven projects that affect the bottom line will be funded through this downturn.

  So, after the long introduction… here are the top five resolutions for customer service in 2009:

  Resolve to be more patient.  This is simple.  Your customers have more stress, less money – or less desire to spend it.  They are bound to contact you to try to free some cash.  They may even contact you to get out of a contract or commitment.  In either case, your patience pays off in the long turn.  Helping them now, and even changing some rules to make it so, will make them more loyal in the long run.  Yes, even if they leave you, they are bound to come back.  To achieve this resolution you should  empower your agents to do more, give them more freedom to bend or change some rules – and make sure your customers know about it.

  Resolve to get in better shape.  This is a great time to examine what you are doing, how and why – then look for better ways to do it.  In a lot of instances the fix will be free or very low cost — but it will pay long-term dividends by having better processes and integration between them.  To achieve this resolution you must analyze, prioritize, and fix your processes, then implement the changes and continuous performance improvement programs to ensure they are constantly optimized.

  Resolve to fix broken relationships. You have some hurt feelings among your customers.  Even if you don’t know it – some of them are not happy.  You have to find out about it, and fix their problems – or at the very least make the decision that there is nothing you can do.  Chances are your feedback program is not capturing the proper feedback from the right customers to make sure you know what is going on with them and what they feel – and want.  Just by the mere acting of knowing what is broken – not even fixing it – and letting your customers know you know you can move forward.  To achieve this resolution you must look into your existing feedback strategy, or create one if you don’t have one, and make sure it is capturing the critical feedback you need from the customers you want to measure.

  Resolve to try something new. How is your customer service doing with Tweeter department? Blogging? Communities? These new “things” (actually channels of mass communication and a pillar of the community service I described in a previous blog entry) are not going away.  They are growing.  Fast.  Remember when email first came into the customer service radar?  Well, that is where we are with the new social media channels.  This is one of my two predictions for 2009.  To achieve this resolution you must catalog and plan for all the new technologies, tools, and solutions that have come across your desk and you considered deploying for customer service.  Good news, most of them are still free to try.

  Resolve to listen better. Your customers are talking – are you listening? Really? This resolution is like an aggregation of the ones above, but nevertheless a valid one.  I have seen many predictions already calling 2009 the “year of feedback”.  I agree, without the marketing phraseology, that feedback is going to become a key component of corporate strategies as we move forward and that loyalty is closely tied to feedback (if you don’t believe me, just think of any relationship outside of a commercial one – and you’ll understand how listening and adopting the feedback from the conversation will make a difference).  To achieve this resolution you have to become customer-driven.  Check out my previous blog entry for that.

  So, have you made your resolutions for 2009? What are they?

   

• Esteban Kolsky 05:58:58 pm on December 16, 2008 | 5 | # |
  Tags: Communities, CRM, enterprise feedback management, feedback, Feedback Management, social media, Voice of the Customer

  Shifting Priorities, or How to Become a Customer-Driven Organization

  So, how tired are you of hearing me — what’s the right word here… oh yeah — “emphasize” the need for customer centricity?  I wrote about it before in this blog, and I wrote and preached about it for over seven years at Gartner.  It was almost like a battle-call, each time I talked to a customer we always started with a discussion on customer-centricity.  So, with that in mind — how sad would you be if I were to tell you that customer centricity is a thing of the past?  How about if I told you that customer-focused organizations are not likely to make it either?  Shocking, I know… but let me explain.

  We are entering a state of business that is way different that we have seen so far.  Until now, and for the most part still continuing for the vast majority of organizations, our approach to business has been us versus them.  Company versus customers.  Come on, be honest – even when you talked about customer-centricity you were still trying to figure out how to create the best possible solution for your organization – not your customers.  Still there are plenty of verticals where this is the norm rather than the exception.  We are, by nature, trained to seek our own benefit above others.  That was fine –  until now.

  See, among the changes brought by social media (you know, that whole feedback-driven, blog-centric, twitter-infused model of businesses) came the recognition that customers are strong. not one by one, but as a group.  There are plenty of examples of businesses that either took advantage (Comcast) and reaped the rewards, or failed to notice it (Motrin) and paid the price.  The social media “revolution” has actually managed to change the world of business for those astute companies that noticed it.  The new world is no longer customer-centric — it is now customer-driven.

  Converting your business to customer-driven means that what you do is what your customers want you to do, and tell you to do.  You make the decision, of course, to engage in that business model.  However, if you do – their feedback drives your organization.  There is no more ignoring what they tell you or what they need – instead those demands become your driving force.  The reward for that? Loyalty and repeat business.

  Are you still with me? Still interested?  Good, here is what you need to do.  You don’t have to change that much what you do, just how you react.  See, the core principle of customer-driven businesses is feedback.  No, you are not getting away from that so easy.  You have to create your feedback strategy (and I am not just talking about surveys here), deploy it, collect feedback and constantly analyze it and implement changes based on it.  If you cannot make your organization move dynamically, this is not for you.  If you cannot quickly react to changes in what your customers need and want, then don’t bother.  This is for dynamic organizations that want to hear what their customers have to say – and react to it.

  Here is an example of a customer-driven business model.  Egg Bank in the UK heard their customers’ complaints about the lack of a specific type of account.  They thought it would be a good idea to create it, but they also wanted to make sure they delivered it exactly the way their customers’ wanted.  They implemented a series of short surveys to collect input on how to deliver that service.  They put out the survey for just three days and collected all sorts of feedback.  They later analyzed the information collected and within a week they had created a new product, conforming to their customers needs and desires, and it was an instant success (guess where the initial marketing list came from… yep, the people who provided feedback).

  Are you ready to let your customers drive your organization?

   
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  Kate Leggett 05:18:18 am on December 12, 2008 | 1 | # |
  Tags: Communities, Customer, forums, Voice of the Customer

  Launching a forum is really hard. You set up the software, provide initial content, send invitations to your users, then wait…and typically nothing happens.

  You know the statistics  – 70% of your forum visitors lurk, 20% join a conversation and only 1% regularly contribute.

  So how do you tip this statistic, especially at the initial stages where there is little activity on your forum? You can try a top-down approach of advertising your forum presence to your user community, or you can try a bottoms-up approach of enticing users without them knowing that you are doing this. Let me explain how this works.

  First, I don’t often mention the word forum, but instead I try to lure folks into using a forum. As a forum moderator, I identify questions from customers that go unanswered for a day or so and route these questions by email to the customer or the internal SME that I know can answer them.

  My email typically goes like this – “Hi Dan, I have Marie from Orbital Bank who has a question that I was hoping you could answer. Just click on the link (insert forum link) to provide your answer.”

  Few customers and no internal employee will ignore another customer’s question, and I normally get a reply posted right into the forum.

  The purpose of a forum is to get employees and customers to connect. Without mentioning the word forum, I’ve hooked my customer as once a customer has started a dialog with another customer they tend to stay in virtual contact, and use this communication channel again.

  Emailing one customer at a time with the URL to the forum and a call to action is a stickier way to get your customers and internal employees hooked on forums than any top down approach.

  So can you tell me what works for you?

   
• 

  Esteban Kolsky 12:11:17 am on November 14, 2008 | 5 | # |
  Tags: CEM, Communities, community, CRM, Customer Experience, customer experience management, customer service, enterprise feedback management, feedback, Voice of the Customer, Web 2.0

  Customer Service is Dead — Long Live Community Service!

  I have had lots of requests lately dealing with social media, and how to make good use of this for Customer Service and CRM – even broadening the scope into the entire enterprise.  Of course, this is related to the “explosion” in twitter, plurk, Facebook, blogging and related tools.  But, is there something else there? is there value in implementing communities?

  Yes, yes, yes, and yes.  This is the future of customer service.

  I have been working with communities, back then called collaborative customer service or forums, for some eight years.  Of course, back then we had little to go on – some forums, communities were nascent at best -  and we could not see how it would work best.  I wrote about it as the intermediate step between Customer Interaction Hub and Secret Customer Service.  Got some interest, did some strategy work, small lab-based deployments but almost no one at that time even attempted to take on it fully.

  Fast forward to today: communities are the rage – an integral part of Web 2.0. We still don’t have a clear path or a well defined purpose, but lots more is happening.  Now if the perfect time to get started – once the concept of community service becomes mainstream (12-18 months from now) it will move very, very fast for you to play catch up.  You can do this now and be prepared.

  The benefits of implementing community service are astronomical.  There are plenty of case studies (Mercury Interactive, Cisco, Microsoft, and more) that have moved either part or their entire support structure to communities or forums and have increased their customer satisfaction, reduced their costs of customer maintenance – even found new ways to increase revenue!  All this by switching from traditional customer service models to community service.  So, how do you make the move?  Three things to get started:

  1. Make sure your customers want it – Quite simple, there ain’t no community without people.  If your customers are not going to participate, nor do they feel they can get value out of it then the community will not succeed.  This is independent of topic, theme, method of operation or anything else.  Plenty of failures exist of communities launched without checking with customers first. Best way to start? start a community alongside the rest of your support structure.  Advertise it. Make it attractive. Populate it with good content. Commit time and resources to grow it.  then you start shifting people over slowly, finally make it the channel of choice.  Sounds simple; it is simple.

  2. Make sure your company can support it – Despite claims to the contrary, the most successful examples of community service are those where the company commits time, resources, knowledge and participants to them.  If your experts are involved in the community, take interest in it, answer questions and receive feedback from customers the community will grow and become useful to you.  If no one from your company ever enters the community, and it builds with its own content and resources, if you seem not to care about the feedback and knowledge built in it, then it will be a failure.

  3. Let it be – I know this is hard to understand, but you have to let the content be free.  Monitoring content, censoring entries, and controlling what goes where and how it flows through your community is not the way to go.  Think Wikipedia and self-regulating content.  It is likely that you will have to do some policing to get it started, but go lightly and err on the side of freedom.  Once the community is up and running, make sure you use reputation tools built into them so the people that matter the most (engineers and outside experts as an example) can be recognized.  Communities center around self-elected leaders and they are the ones that will control the content and quality of the community. Feel free to court them – but try not to control them.

  Final word of advice.  If you read my blog on customer experience management you know that I will advise you to integrate your community into your CEM strategy.  Yet, I will also advice you to make sure that you treat communities as the most important link between you and your customers since there is nothing that can replace the direct link you can have with them – and the free flow of information both ways.

  Are you working with communities? How is it going?  Do you see yoursefl replacing customer service with community service?

   

• Esteban Kolsky 09:16:18 am on November 11, 2008 | 0 | # |
  Tags: Architecture, business, business models, Communities, emerging technologies, future technology, LinkedIn, self-organizing, tech, technology, Web 2.0

  Welcome to the Real World, Neo

  Yeah, yeah, yeah.  I’ll admit it – I love”The Matrix” (not the sequels as much as the original).  It can be used in so many ways to explain technologies and trends.  I am not talking about the aesthetics of “bullet time”, nor whether it could possibly exist.  I am talking about the actual world where the movie takes place.  Sure, there are plenty other metaphors for life as well, but the one that interests me the most is how that alternate universe explains so well where we are going today with our technologies.

  Let’s say that Web 1.0 was about the infrastructure.  We put together the servers, we built the connections, we laid the “pipes”, and we created an amazing infrastructure to connect virtually everyone in this world to everyone else.  We, in Thomas L Friedman’s words, flattened the world. Problem was, we did not know what to do with it.  Sure, we had the standard ecommerce applications, some self-service solutions, interactive connection to easy applications, we created and used static, non-leveraged content.  The basics that you would expect to find in any other connected world.  Except for a sense of community, smarts, and automation. The “sharing” was not real, it was just accessing some static content (or partially dynamic static content) via a dumb-down interface.  Better than what we had, but not the best.  In Matrix-terms, this were the individual machines that were plotting to take over the world.

  Now, let’s fast forward to Web 2.0.  There are lots of definitions out there for Web 2.0 – almost as many as startups trying to make it in it. Tim O’Reilly is credited with coining the term and describing it initially.  We use lots of new technologies, new models, and new applications.  Web 2.0 is about leveraging the infrastructure.  We are moving away from the static content, come-and-find-me model we created in Web 1.0 and we are creating dynamic applications, using distributed architecture models, dynamic and useful content, access and integration levels never before used or seen.  We are, in short, using the network.  Making the network become the application, and the content itself.  We are, in matrix-terms, beginning to create the matrix itself.  Alas, we still don’t’ have intelligence built into the system to self-regulate, auto-manage, or self-organize.  Yet, Web 2.0 (and Enterprise 2.0 by extension) is about using content to make the infrastructure useful.

  Of course, there is a futuristic state of the world that is Web 3.0.  No, it is not defined anywhere that I know, nor am I creating a new term (come on, I just grew the version number by one, how hard is that to do).  I am presenting my version of a likely model we will use in the future of the Internet, applications, content – and how we interact with them and each other.  We built an infrastructure, we created the content to populate it – now we are making it useful.  Truly useful.  We are talking about self-organizing systems, ultimate automation, self-categorization – even intent-driven systems (Michael Maoz and I wrote about this back in the Gartner days).  Think the way computers worked in “Star Wars”, think the way the Matrix operates.  A neural network that realizes there is no corner to far-fetched, no content unusable, no connection impossible.  This – Web 3.0 – is the core of the Matrix.

  Now, I am not proclaiming that we are all going to be batteries in 20-25 years or any time after that.  But, the model fits well to where we are taking our technology world.  As we continue to evolve, you will see some of the things we thought impossible even five years ago become reality.  Self-managing, automated, independent systems that perform flawlessly without us noticing them.  Secret Customer Service (another concept I worked on while at Gartner) finally emerges.  Self-organizing, dynamic communities form ad-hoc to tackle each and every problem.  Computers become more independent, and we become more advanced as a group.  We become a global tribe that has its own heartbeat, and interacts with technology to simplify our lives.

  Sounds interesting? Welcome to the real world – you.

   
• 

  Kate Leggett 07:00:38 am on November 6, 2008 | 0 | # |
  Tags: Communities, CRM, customer service, ecommerce, holiday shopping, Web 2.0

  Social Shopping and Communities

  With Forrester Research projecting that holiday sales will reach more than $33 billion this season, many of us are looking outside of traditional internet shopping experiences to understand what makes Web 2.0 shopping sites successful. Here are some examples that shape a successful community shopping experience for me.

  I am drawn to the visually pleasing sites that entice me, even before I become a customer. They offer a variety of self-service methods to appeal to different types of users – like browsing, or doing advanced parametric searches. For example hi-tech sites tend to use visual decision trees that contain photos of products help orient me to my product, and guide me down a particular discovery path. Other sites allow me to search by price range (like homedepot.com), by recipient, and even by personality like gadget geek or mom-to-be (like thisnext.com).

  I like the interactive sites that rely on RIA based technologies like AJAX. They offer  for example sliders for price range pickers, or a color palette to search for items of a single color to make my shopping experience fun. Check out etsy.com for some examples!

  Let peer pressure help you out by displaying your top searches or hot buys – both which serve as good indicators of current trends. Amazon.com does a good job at this.

  Sites that push relevant service alerts or policy changes to me, or allow me to subscribe to content are true productivity-boosters. One especially useful time saver is to allow me to create watchlists so that I can be alerted when an item goes on sale.  Check out sears.com who does this!

  Sites that I have learnt to trust have brought their user community to the forefront. Kaboodle, for example, touts “shopping is more fun with friends”. These sites tap into this collective wisdom of their user community by appending feedback forms to all content and letting users’ rate content.

  All these strategies and tools help streamline the shopping experience, and use the community input to validate purchase decisions.

  My question to you is are you implementing any web 2.0 shopping on your sites? And what strategies work for you, personally?

   

• Kate Leggett 07:00:11 am on July 15, 2008 | 2 | # |
  Tags: Communities, CRM, efm, enterprise feedback management, feedback, Feedback Management, Voice of the Customer, Web 2.0

  Corporations must embrace community content. Your customers are talking about you right now, and you need to be part of this conversation. If you don’t, you won’t understand what is going on and this lack of knowledge will hurt you. You will also be surprised to see a quantifiable return for investing in community content

  What does this community content do for you?

  • It will help you with product development by turning your customers into resources for innovation. Your customers can vote on product enhancements, suggest pervasive issues to fix, and in this way influence your roadmap. The result is a product that is more in-line with your customer’s requirements
  • It can help you with product support by allowing customers to help one another via customer-generated content for knowledgebases, wikis and discussion boards. Jupiter reported in 2006 that “Customer report good experiences in forums more than twice as often as they do via calls or mail”
  • It can help you during a sales cycle. Communities allow you to identify enthusiastic customers and you can use them to persuade prospects in purchasing your product
  • It can help you in your marketing efforts. You can use the online buzz and conversations with customers to promote your brand or products

  More importantly, community content has a real return on investment (ROI)

  • It reduces the cost of creating content for your corporate knowledgebase – and in translating it into all the languages that your customer base requires. You should calculate the internal documentation, and localization costs for generating this content and compare it to the costs of harvesting community generated content
  • It reduces the need for customers to call in for answers, shifting them to cheaper channels
  • It ensures that the majority or product questions that customers have are addressed. What is the opportunity cost of an unhappy customer who repeatedly doesn’t find the answer that he is looking for in renewal or repurchase revenue?
  • It ensures more satisfied customers. Compare your scores on customer satisfaction surveys before and after leveraging community generated content. Look at answers to questions like “would you recommend the products”, “would you repurchase products”, “how satisfied are you with support”, “what is your impression of our image or brand”
  • It ensures that pervasive product defects are addressed, lowering the cost of support calls and patches. Calculate the number of patches before and after leveraging community advice on product direction and issues to be addressed

  Are you thinking about the ROI of community content? How are you calculating its impact to your business?

   
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  Andrew Cohen 07:00:27 am on June 23, 2008 | 2 | # |
  Tags: Collaboration, Communities, forums, support, Web 2.0

  With lots of interest I’ve been watching the web 2.0 worlds evolve and gradually replace our notion of collaboration. It’s been even more curious to watch this evolution in support. We are infatuated with forums and communities – how to establish them, what to do with them, how to leverage their content, and that this is where and how collaboration happens. For sure, forums and discussion groups are places where great things happen:

  • Where questions are asked and (maybe) answered
  • Where extended discussions happen
  • Where members use the collective knowledge to make purchasing decisions
  • Where participants can become part of the social fabric and extensions of the company
  • Where the community collectively grow the extended a body of knowledge

  But this is a specific kind of collaboration. If you have to produce work … If you have a software system down, a prospectus to deliver, if you have a significant insurance payment to approve or challenge, you need tools that help you get the work done — and collaboration is a supporting activity in that endeavor. If you go into support centers that are anything but ultra high frequency centers, most of the time is spent producing resolutions to questions or problems. Communities, IM, email are not the best tools for this. We need collaboration environments that allow us to work on our problems, but support awareness and presence information, and interaction tied to the work product so we can more easily collaborate ON the work and perhaps maintain a history. The point is that while communities are empowering in many situations, the biggest chunk of time in support is spent on creating new answers and solutions. Here, collaboration is intended to support the work, not the thing we are doing.

  In the right configuration, wiki’s might be a solution. Most are text based, but a few, Socialtext and Jive are beginning to support more forms of work — spreadsheets, presentations, and code and with presence information, groups, reputation and discussions tied to the work build into the wiki. We have a long way to go, but by looking at the main activities inside support organizations, we can see what activities need to be supported and that we need to broaden our notion of collaboration.

  What is your experience? Are you using these new tools in an innovative way? Let me know…

   
• 

  Kate Leggett 09:50:27 am on June 19, 2008 | 6 | # |
  Tags: Communities, content management, CRM, customer service, users, Voice of the Customer, Web 2.0

  Customers today pull information they need to make purchase decisions and for customer support from web sites, expecting higher quality of information. Unfortunately, support organizations have been caught unprepared. Researching how to better adapt to this new world led me to try to understand what has worked for other companies:

  • Wikipedia’s success rests with its user community taking collective responsibility for the accuracy of the content
  • eBay realized that users trust the collective voice when rating suppliers
  • Amazon understood that purchase decisions where based on customer reviews and their reputations
  • Facebook, saw their success tied to an ease for forming communities

  
  We can use these principles to help shape successful customer service interactions.

  • Think about loosening the strings around your content. Let your agent community take collective responsibility for the accuracy of knowledgebase information. Let agents flag inaccurate content or author new content
  • Reach out to your user community and integrate your knowledgebase with discussion boards. Let users recommend information to be added to the knowledgebase, ensuring that it organically grows with customers changing demands
  • Expert users who know the product as well as their customer service agents exist. Let these experts post content directly to your knowledgebase, and use ratings and reputation for author ranking
  • Let users rate solutions, vote on important content, append comments and use their feedback to optimize the information delivered during the service experience
  • Let users subscribe to content and receive it in the format they prefer
  • Be proactive with communication to your users. Push knowledge and alerts out, even before customers experience a problem

  
  All these strategies help you engage in a two-way conversation with your customer base and your agents. Which ones do you think work best for you? Can you tell us why? Do you use other strategies?

   

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