Latest Updates: Experience RSS

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  Esteban Kolsky 04:59:51 pm on April 6, 2009 | 1 | # |
  Tags: CEM, channel, CIH, CRM, customer experience management, customer service, Experience, multi channel customer service, multi-channel

  Do Unto Others, or The Golden Rule in Customer Service

  There is one major problem with customer service setups today -each channel is treated differently, yet we expect customers to have seamless, similar experiences across all of them.  The flaw in this reasoning, it is nearly impossible with normal resources to manage any one channel properly – less along two, three, four or more.  You want to replicate, centralize, and leverage as much as you can to bring into action the economies of scale.

  A client of mine who undertook the painful and lengthy process of mimicking in all channels what they were doing in their most successful one (telephone) was able to increase customer satisfaction by almost 30 points in a standard business cycle (one calendar quarter in their case) for most of their channels.  Even telephone, which had not changed, received higher scores.

  Similarly, another client decided not to undertake the “huge burden” (their words) of centralizing channels or even replicatiing workflows and rules. As a result, they ended up spending almost 20%+ year after year for supporting separate channels.  This caused them to rethink their strategy of suppoorting separate channels and actually drop some of the channels they were supporting.  Yes, this is the opposite of what you want to do if you want to increase customer satisfaction.

  Are you supporting all your channels as a single channel?
   

• Esteban Kolsky 06:52:12 am on February 19, 2009 | 3 | # |
  Tags: CRM, culture, customer service, enterprise feedback management, Experience, experience management, feedback, global surveys, satisfaction, surveys, Voice of the Customer

  Writing Global Surveys for Success, Not Failure

  Interesting title, don’t you think?

  Most companies that take on writing global surveys have failed at it.  Some of them did it once and the never again.  Others are still doing it wrong but since the results they get are what they want, they won’t change for fear of actually finding what their customers think of them.

  This is a touchy topic since it is very easy to fall into stereotypes and make generalizations about entire countries or regions, and end up looking like a bigot.  Which, I am not.  Thus, I am not going to point to any specific country or region around the world and say “these people do this” or “those people don’t understand that”.  Instead I am going to point at the more general problems and trends, and we can later work together if you are interested in a specific country or region.

  Four key things to remember when doing global surveys:

  1. Some people are polite.  Some cultures are too polite to really tell you what you want to know.  The best you will get is a polite response saying things are fine, when they are not.  This means you will learn to write the questions in different ways for those groups, and you will use different scales.  I know of at least one case where a client of mine with a 90% satisfaction score had an attrition ration in excess of 26%!  How did we solve it?  We figured out what questions to ask and what were the best scales to find out what customers really meant.  Trial and error works great in these situations.

  2. Some people are brutal.  On the other hand, some people are brutal.  You ask for feedback? no problem, you stink and your product is so bad it hurts me to use it… just like everybody else and all their products!  The key in this situation is to put things in proper perspective.  Sure, the brutal criticism may, just may, be well warranted – but chances are that everybody is getting similar feedback.  So, take the time to put it into perspective.  Try to benchmark your performance against your competitors or even your partners.  Work with a local service provider that can help you understand how your ratings rank in comparison, and work to improve your processes and products, not your scores so much.

  3. Languages are all different, literal translations are bad.  Asking someone if they are satisfied with the bad behavior they received from the last interaction is not a good question to lead off a survey.  Alas, I have seen it.  When you construct questions in one language, literal translations sometimes change the meaning of the question in a different language.  The more diverse the languages and differing their grammars and syntax rules, the worse it is.  Do it right, craft new questions with similar meaning in different questions.  However, they don’t have to ranked or rated the same way, nor be the exact same question – why?  See point 4.

  4. Reporting should be detailed, not generalized. Here is the biggest thing about doing global surveys, which I hope you gather from what i said before: each survey should target specifics for each region or country, and as such should be reported separately.  So, even if you use the same questions and scales, do not mix the results of two different locales in the reporting.  Let me say it again – do not mix results.  You probably already knew that, or probably figured out from the earlier points I made – so I won’t preach it again.  OK, just one more time – don’t mix results from different places.  Why? two words: skewed results.

  Bottom Line: write your surveys for each region or country in the region or country, using local resources.  Don’t cross-tabulate as scores don’t mean the same in different parts of this world. And make sure you report for each region or country, not across all of them in a single, global score.

  Need more? Got something to add?  That is what comments are for… feel free to let me know what you think.
   

• Esteban Kolsky 03:58:39 pm on February 2, 2009 | 1 | # |
  Tags: CRM, customer experience management, customer service, enteprise feedback management, Experience, Feedback Management, surveys, Voice of the Customer

  Surveys Done Right – Part 3 – Survey Best Practices

  OK, on to part 3 – best practice for surveys.

  I have been working on and off on this topic for a while, updating it and making sure it was still valid.  This is the knowledge I have gained over the years of doing surveys.  Enjoy, and do let me know what you think of it.

  Know What You Want. It is essential to know before crafting the survey what information you need to get out of it. Most surveys look for customer satisfaction, others are trying to determine how to improve the delivery of service. Yet others may be trying to determine the effectiveness of a certain service or program. The most important thing to know is that each of these goals should be unique and single – one survey per goal, with documentation before you release it.

  Determine Effectiveness. Survey methods will be unique for each channel (for example, Web, e-mail, phone) and customer segment (geography/postal code, age, gender,  buying/service patterns). Each customer segment is unique and will react to channels and survey methods differently. For example, a customer registering a newly installed personal computer may or may not have a readily available Internet connection during the registration process. A survey that requires customers to go online to complete an installation satisfaction survey may be an annoyance. However, the addition of a simple question, such as “Connected to Internet?” or “Store survey results until next Internet logon?” will advance the process. Effective surveys are delivered at the conclusion of a service interaction via the same channel as the service provided.

  Adhere to the “KISS” Principle. The keep it short and simple (KISS) principle applies to these surveys. Customers are more likely to complete a survey when the time to completion is explicitly displayed at the beginning of the process, the purpose of the survey is clearly stated and the use of information is defined. For example: “To help us improve our service to you in the future, please participate in our satisfaction survey. The survey will take less than one minute, and no information specific to you will be shared or distributed to any third party.” We recommend no more than three to seven questions per survey, one common topic, and short and succinct wording. Furthermore, to make it easier to answer and to tally responses, multiple-choice answers are recommended. Writing questions is a complex and iterative process. The most critical step in the survey process is to test questions. Before implementation, survey questions should be tested in focus groups, followed by a small pilot survey run and measured against a real customer base for a short period.

  Ensure Consistent Gathering. Hand-picking the “right” respondents to achieve higher scores is a common problem when gathering responses. For example, enterprises that discard participant data because the customer appears upset, not in the right frame of mind, biased or not really friendly rob themselves of critical insight and end up with skewed results. Customers who are the least “friendly” or sympathetic are often the most honest in their responses and central to a better understanding of where service delivery may be failing. Survey response gathering should be done consistently, either to all subjects in the target group (if feasible) or by following a predetermined random algorithm that will be applied to all customers (for example, every fourth caller into a Web site or call center).

  Read the Answers. More than 60 percent of enterprises generate a single data point from a survey – one that usually supports their original view of the level of customer service satisfaction – and ignore an analysis of the possible implications of the data. A well-designed survey will reveal trends, patterns and outright new information that are valuable to improving the customer service operation. This information should be used as part of an EFM system (read “Finally, A Definition for EFM“) to better understand, know and serve customers.

  Act on the Information. Even the best surveys, designed and executed with the best of intentions, are a waste of effort unless a set of specific actions is put in place to respond to customer input.  Alas, the majority of organizations fail to change the customer service organization or workflows based on survey results. Conducting a survey just to know where things are will upset customers who believe that the survey is intended to improve things. An enterprise that surveys customers but fails to act on the data will actually damage the relationship with the customers more than if they had never been surveyed. Even if the only purpose of the survey is to capture the status of customer satisfaction, customers should be given the opportunity to suggest specific input as to how they would like to see interactions improved. In all cases, the end result should be the same: Whatever needs to be fixed should be fixed, and what should be improved must be improved.

  Repeat It. Improvements to the customer experience happen through an iterative process. Responses captured once will be inadequate for determining a trend. If we don’t know whether customers are more satisfied today than last quarter, we are bound to lose customers, and the purpose of the survey will be lost. At periodic business cycles (such as quarterly), as determined by the business, the survey should be repeated, and all the above steps should be done again – including knowing what we want from the survey.

  Let Customers Know. Improvements to customer service as a result of customer feedback should be communicated back to the customers. Let them know that their input is taken seriously and used. Few organizations that conduct surveys do this, yet it is a critical part of customer experience management and of EFM strategies, and it should be done to encourage future participation from customers and to improve customer loyalty.

  So, what do you think?  Am I missing something?  Of course, the bottom line is that you should only do this as part of anEFM strategy… right?

   

• Esteban Kolsky 02:04:52 am on January 25, 2009 | 6 | # |
  Tags: CRM, Customer Experience, customer experience management, customer satisfaction, customer satisfaction surveys, customer service, customers, enterprise feedback management, Experience, feedback, surveys, Voice of the Customer

  Surveys Done Right – Part 2 – Customer Satisfaction

  I have been dreading writing this entry since I came up with the idea for the series (have you read part 1 yet?).  It is not that I don’t know what to say, or that I don’t want to do it.  It is simply that my fear of providing “sample” survey that will later become “real surveys” for all people without customization or personalization really, really takes hold in this arena.  I mean, who has not had to write a customer satisfaction survey in the past?  It is probably the most used, misunderstood, and poorly implemented of all surveys out there.

  If we go by the surveys that I have seen, customer satisfaction surveys should only have one question since that is what most people care about anyways: “overall, how satisfied are you with us?”.  It seems that if the customer says they are overall satisfied then there are no problems.  Further, as long as we get a sufficient number of customers to say they are satisfied (somewhere in the mid-70s to mid-80s), and the number remains consistent or (gasp) even grows a little  we are perfectly set from the customer experience, loyalty, and satisfaction point of view.  After all, if 80% of people are satisfied – isn’t that good?  Well, yes and no.  I wrote about how you can ensure you will get a 90% of more in customer satisfaction surveys in the past (second most popular post in this site).  It is possible to score high – even increase your scores, and not be doing a good job.

  So, before we jump into the description of the survey and the sample questions (and before I beg you again to personalize and customize them), let’s make sure we understand one thing about this survey.  This “sample” survey is not intended to tell you how many people like you.  It is intended to, historically, provide a trending line of your customer satisfaction overall – but more important it is intended to give you real answers to partial satisfaction questions (e.g. were satisfied with the speed of the answer?) in accordance to your strategy (you do have one of those right?).  Finally, consider that I used these questions for customers that have customer satisfaction as a key metric and part of the insight.  I still believe that customer satisfaction is too flawed as a metric to be used reliably (also read this one), but a trending report cannot hurt – as it wouldn’t with any other metric.

  Too many words to get here, so here are the the essentials of a customer satisfaction survey (part 3 of this series, best practices for writing surveys – stay tuned!):

  • First, the most important part – KISS (keep it short and simple).  I use the rule of 5+/-2 (five, plus or minus two), with five being the magic number, and three and seven the limits.
  • Second, you MUST personalize the questions to the specific items you want to measure satisfaction on – which is why there are some questions below to use, but they may not fit what you are looking for.  Tie your questions to your strategy
  • Third, send them out every business cycle (varies by industry and function), and make sure you use panel management tools so you won’t keep sending them to the same person over and over (we know what they think – no one should get more than one a year), and that you don’t send them to people who won’t respond.
  • Fourth, statistical significance is great for market research or election day polls, not so much on customer satisfaction.  Make sure you get a large enough number to make it varied (I suggest at least between 3-4% of the population) and I am talking responses – not invitations.
  • Fifth, make sure you use the same questions the next time you send them out (yes, exactly the same wording) so you can keep historical trends.  Remember, customer satisfaction is an OK metric to keep as long as you use it as a historical trending metric, not a KPI

  Those are the basic rules for these surveys, but more will arise as you begin to implement them.  Of course, best practices for EFM and Surveys apply, so those are to be considered as well.  Now, without further ado, the list of questions I’d like to propose for your consideration:

  1. Overall, what is your satisfaction with Company XYZ? (hate this question, but it is an easy one to answer)

  Now, this question is to be answered in a numerical scale, I favor a scale of 1-4, you can use whatever works for your objectives.  A scale of 1-10 is popular with people who endorse NPS (Net Promoter Score), but I don’t buy into that.  A different way to ask this questions, which I prefer, is:

  1. Overall, would you say you are satisfied with Company XYZ?

  This question is answered with a simple YES-NO.  Why do I like this question? Two things, first the wording predisposes the respondent to say yes (which is a positive score).  Second, you can setup your scripts to react in the case of a negative answer – and since the question predisposes the respondent to say yes, when someone says NO they really mean it.

  From the following questions, pick some of the ones that reflect your objectives, vision, strategy, and purpose for this survey.  Remember, personalization and customization are highly encouraged – so if these don’t fit your needs go ahead and change them accordingly.

  2.1.  What is your satisfaction with Company XYZ web site / self-service solution?

  2.2. What is your satisfaction with Company XYZ representatives on the phone?

  2.3. What is your satisfaction with Product ABC from Company XYZ?

  2.4. What is your satisfaction with Company XYZ return policies?

  2.5. What is your satisfaction with Company XYZ use of email for customer service?

  Well, you get the idea.  Keep in mind that how you ask the question is going to depend on the answer, and see Q1 above to see some examples of different ways to write the questions.  Needless to say, again, the questions you chose for the second part are related to your specific, strategic goals and are bound to change for your survey.

  This is the longest post I wrote since we started this blog, but I wanted to make sure it was clear and explicit.  There is, of course, lots more to read and write about customer feedback, customer service, customer satisfaction… well, anything dealing with customers.  You will read more and we move along – but how do you like this post?  Interesting? Are you using it?  Please let me know your thoughts and experiences… and thanks for reading!

   

• Esteban Kolsky 08:12:24 pm on November 20, 2008 | 0 | # |
  Tags: CEM, CRM, customer acquisition, customer acquisition costs, customer experience management, customer service, Experience, experience management, financials, roi

  ROI for CEM? NWJ (No Way Jose)!

  First things first: I don’t have a set formula for calculating a ROI on CEM.  Are you still with me?  Good… because what I do have is better than a formula – I have a method.  A method we used several times before, and it has proven to be successful.  So, if you are interested in knowing what you can get out of adopting CEM, read on.

  First, want to make sure you did your homework.  In my previous post on experience management I told you to read the three notes I wrote on Customer Acquisition and Maintenance costs (just in case, #1, #2, and #3 here for your enjoyment).  I am going to assume that you did read them going forward.

  The reason I am referring to those posts is that the formula you created for your customer acquisition and customer maintenance are going to be critical for your ROI calculation for CEM.  Two caveats: first, it is not possible to quantify quality – which means if you improve your experience you cannot put a number to it (as in saying “I am going to improve my experience by 10%”, or “I will improve my interactions with customers by 20%”).  Second, your mileage will vary – what works for one of you may not work for someone else.  That is why I have a method, not a formula for this.

  Now, let’s focus on the ROI of from adopting a CEM strategy for your organization (you do remember this is an enterprise-wide implementation of a strategy – right?).  By creating better experiences you stand to get three benefits: reduced number of interactions (happy customers that have what they need don’t use customer service), shorter interactions (if they put off calling because they don’t like the experience, they may have 3-4 complex problems instead of a simple one), and reduced costs for training (the same systems that have better information for your customers will be used by your agents – greatly enhancing their powers with less training).

  How do you decide which ones of these benefits apply to you?  Well, this is part where it depends.  If you are going to improve your customers’ experiences by offering more channels and more automation, you will have a reduced number of interactions (you may have some in other channels, but they would probably be cheaper).  If you are shortening the processing time, you are more likely to get easier and shorter interactions as well as fewer of them (customers won’t call just to “check” status).  If you are implementing more automation, better knowledge management or better access to back-office systems, then your training costs and interaction times should be greatly reduced.  You have to determine what makes sense for the actions you’d be taking.

  Then, there is also the issue of increased revenues.  Depending on how you improve you experience, part of it may be offer management for specific situations, or the ability to increase revenue recognition, or even the ability to create new services and revenue sources.  All those should also be considered – and you are probably tired of me saying this – but they cannot be identified until you design your new experiences.

  One final point on return on investment: if you make customer experience management part of your branding, as it should be, you will see that your customer acquisition costs (again, your calculation as detailed in my previous post) are going to be lower.  No, I am serious.  If your brand of excellent experiences becomes part of your overall brand, then customers will need less convincing to sign up, which will aid converting customers, thus reducing the cots of acquiring them.  And, if you think that I am saying that you cannot calculate your ROI until after you implement your experiences — no, I am not.  I am saying, your ROI will be based on assumptions and expectations of what that CEM implementation will be.

  So, what do you think?  Does this method makes sense?  Let me know what you think..

   
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  Keith Holt 07:00:37 am on November 4, 2008 | 0 | # |
  Tags: customer service, Experience, Relationships, Self-Service

  First Things First

  Last week KANA Software, Inc. hosted our 3rd annual Customer Summit where representatives from KANA’s world-wide family of customers come together to hear what’s new, give us feedback and share their experience and expertise with each other.

  I always look forward to these for one particular reason and this year I was not disappointed – I learn stuff from our customers.  And so I thought that, in that spirit of sharing, I would share with the readers of this blog some of the things I learned.
  (For the record, some of our customers have terms in their nondisclosure policies that prohibit us from using their name so no corporate names will be mentioned.)

  • Bill reminded everyone in one of our sessions that even after more than 10 years with a product you can still be excited about what you can do with it enough to share that passion and encourage others with less experience.  It’s not about being the stodgy old “expert” who’s been there, done that and got the T-shirt.  It’s about being the kid with the new toy that’s still figuring out new and interesting ways to enjoy it.
  • Peter spoke to the whole assembly about the importance of consistently going the extra mile and doing things for your customers beyond what they expect.  He encouraged everyone to weave that into the attitude of the brand so that customers notice the difference from just following company policy.
  • Anne reminded everyone to not forget the basics.  It takes a balance between getting the fundamentals right and then adding the right amount “stretch”.  Too often we in  customer service and business in general try to reach for everything at once before we build a solid foundation.  Then it’s all too likely to fall down around us.  But, whether building customer service tools or launching a new product, if we take time to get the basics right, then build on that initial success with something more daring, the combination can amplify success beyond anything we imagined.
  • Amas had an interesting problem: his e-mail support was too successful.  Customers were so pleased with the prompt, accurate and consistent responses they got that they are sending e-mails to his customer support addresses more frequently for less critical issues.  That pointed out to me that it’s just as important to plan for success as it is to plan to avoid failure.  What his company needs is a way for their customers to help themselves to those same solutions on the company’s website.

  So a big “Thank you” to all the people who taught me something and who confirmed something else that I suspected all along – As nice as it is to have prestigious brand names as my customers what’s most important and most valuable are the people behind that brand and the relationships we at KANA have with them and that they have with their own customers.

   
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  Esteban Kolsky 03:28:55 am on August 15, 2008 | 0 | # |
  Tags: CRM, Customer Experience, customer experience management, customer relationship management, customer service, Experience, feedback, Feedback Management, voice, Voice of the Customer

  how to make sure your customer service is the best, and your customers remain yours

  First, the acknowledgment… I wrote this for a presentation I am doing next week at the DestinationCRM conference.  Yes, it is my original material but it is not just for this blog… then again, we’ll see if I get more readers here or people at the conference next week.

  As I started getting my presentation ready for the conference, I got to the same point where creativity begins: reading the abstract that was submitted, trying to understand what possessed me to write that, and wondering how am I going to deliver on that promise.  Then I started thinking… I promised to talk about service experiences – how breaking down customer experience management projects into “chunks” makes it more manageable.  Since I am not sure I can cover an entire presentation on that yet, I decided to instead focus on service experiences… but come to it from a Top-10 approach.  Yes, I have taken tons of poetic license from David Letterman’s approach to the Top-10 – not even close.  So, without much further – here are my “ten killer ways to make sure you service experiences are the best and your customers remain yours” (the official title):

  1. right channel, right time – always ensure you are offering to your customers all channels they want to use, how they want to use them, and when they want to use them

  2. right person, right time – use workforce management to manage your people, their skills, their training, and their careers – ensuring that each inquiry is answered by the best person to do it

  3. right answer, right time (yes, there is a pattern) – optimize your knowledge management and repositories to ensure that each agent, client, and system interacting with clients automatically always have the right, and similar, answer

  4. right experience, right? – implement an efm initiative to manage feedback from customers and agents, geared to improving and presenting the right experience, all the time to all customers

  5. improve, reduce, discard – use analytics across all interactions, to make sure your processes are working properly, optimize them by improving poor performance, reducing unnecessary steps, and discarding non-working ones

  6. constant monitoring, continuous improvement – manage by KPI – no, not Key Performance Indicators.  Instead focus on Knowledge, People, and Inquiries – focus on them and your experiences will be superb

  7. metrics, choose wisely – don’t use old and tired efficiency metrics (satisfaction, loyalty, handle time, hold time, total calls, response time, etc) instead use the new effectiveness-based metrics to ensure great experiences (did you get what you needed? did we do a good job delivering?)

  8. evaluate new, don’t implement… yet – unless you are in an industry where competitive advantage is a mandate (not many), implementing brand new technologies will only cost you money and resources.  Implement in the second wave and you will reap more benefits (this has a killer graph to go with it, email me for a copy of the slides)

  9. know expectations, surpass expectations – use feedback tools and events to capture and understand your customer expectations; modify your processes to accommodate them; write SLAs to make sure you surpass them

  10. MAKE MONEY – sales is a dish best served piping hot — you are in the hottest moment to recommend, offer, and sell to your customers… right when they need it!  Leverage it.  You’ll be surprised to see how many other problems disappear when you make money for the organization.

  So, what do you think?  Did I miss any?  Do you agree or disagree?  What do you think of Service Experiences? let me know… and remember to email me if you want a copy of the slides…

   
• 

  John Chmaj 08:00:51 am on July 8, 2008 | 0 | # |
  Tags: CRM, Customer, Customer Experience, customer experience management, customer service, Customer Support, Experience, KM, knowledge, Knowledge Management, support

  Most support organizations have resources related to knowledge management: webmaster, KB administrator, and content manager among others.  They are the ingredients of a well managed program, not the recipe for success.  Ask yourself a few simple questions to expose where you may need to improve:

  • Who OWNS all the content on internal and external knowledge bases?
  • Who UPDATES all that content? (Not necessarily the same!)
  • What is the process for communicating new product information forward to support, both prior to major launches and during the ongoing support life cycle?
  • Who owns the schema (metadata, keywords, etc.) for all content? Is there someone responsible that it all fits together when it hits the search and browse websites?
  • Who ensures all the content available is relevant, up to date, and consumable?
  • What is the agreed-upon mechanism for resolving conflicts between new and old content?

  If the answer to any of these is “no”, “I’m not sure” or “we figure that out on a case by case basis” then you’re probably spending too much time managing your KM initiative without really managing your program!  Count up the number of meetings, disconnects, customization and one-off projects you need to keep things in line.  You will see that coordinating content, schema and tools REQUIRES time even if your organization chooses to manage these areas as separate functions.  The results of not managing your program are at best incremental, time-consuming improvements, at worst a continual stream of errors, adjustments and just plain bad user experience for your sites.

  Developing an effective KM Program starts by thinking about the WHOLE objective: a great user experience, driven by an intuitive UI, effective user interactions, and quality content.  With that as your guiding goal, consider organizing around the core processes, including:

  • Identifying, prioritizing and normalizing content from across the organization to a common, high-quality user experience
  • Managing policies and communications from the ‘front’ (websites & tools) to the ‘back’ (product and content groups), and all constituents in between, to achieve a common set of rules and standards around how information is developed and organized.
  • Establishing a Steering Committee or Center of Excellence that can serve as a clearinghouse for all ongoing questions and issues around content ownership, commitments, policy and deadlines
  • Developing a ‘product life cycle’ view of information, that engages everyone from products, support, and IT to commit to a common process for evolving KM tools and capabilities

  A KM Program is not a ‘nice to have’ – you have one already, the question is:  do you know it?  And if you don’t, what is it costing your business in time, effort, money and customers?  There IS a better way, just commit to KM as a critical business process and the approach becomes clear.

  Are you committed?

   

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