This is the third and final post on multi-channel customer service.
It is part of a programme I’m running with Capita in their role as ‘Masters of Tactical Transformation’. We are on a mission to help the largest service brands in the UK accelerate their adoption of digital engagement.
These posts kick start a series of discussions on key topics such as multi-channel, social customer service and cross-functional customer engagement. They will then extend over the summer into master classes which will provide the space and guidance to develop strategies and road maps on each of these competencies. You can find out more about the master classes here.
In my last post, I discussed the need for a disciplined approach in developing a multi-channel strategy. This is best sourced from a thorough understanding of each core customer journey in which the contact centre is involved, together with an outside-in appreciation of what matters to the customer in that context.
Different journeys have different demands. Understand those and you can begin to match them against the unique capabilities of each channel.
In this final post of the multi-channel series, I’m going to dive deeper into this idea that each channel is best analysed for its communication properties as opposed to its supposed cost advantages relative to other channels.
Don’t Be Fooled. It’s Not About The Numbers
Have you noticed how technology vendors always manage to position each new channel as somehow better than the ones you already have?
Chat is probably the most abused channel in this sense. When asked why chat is such a great channel, the most common answer I hear is that it’s cheaper because advisors can hold more than one conversation.
This is seductive reasoning to anyone who needs to find a winning business case to put in front of eagle-eyed procurement teams.
But in customer engagement terms it is often nonsense. As someone who pondered the business case for chat when it first arrived over 10 years ago, this is the way I remember it.
Chat was primarily adopted by technical help desks in those days. The most common solution to most computer problems was to suggest a reboot. That generally took an age. Enough time, in fact, to sort out a few other customers in the help desk queue.
From this grew an urban myth.
Admittedly, there are some equivalents in today’s world. Multi-tasking customers is one such scenario. They are happy to complete their chat session as one of many other things (watching TV, eating, checking emails, etc.). So it’s ok to flip between slow-reacting customers.
Another scenario is low complexity questions that warrant just a cut ‘n paste answer. Although customers are quick to recognise when this is attempted without any ‘top and tailing’ of the response which finesses the impression of personalised service.
Or maybe you simply don’t want to afford more headcount. Simultaneous chat sessions are a resource planning assumption Maybe the customer is not in a position to take their business elsewhere. Therefore the service experience is a secondary concern. From a business perspective, this is understandable.
But it is important to distinguish this kind of commercial pragmatism from believing that chat is somehow a superior communication channel. When it comes to it, communication with a customer is no different over voice or text when the situation or expectation demands your full attention.
Anyone who understands how active listening works knows that a person’s attention needs to remain undivided. If customer experience is a priority then this is equally true for any real-time channel such as text chat, video chat or phone.
I’d argue that chat’s value lies in its unique strengths. Just as voice is unique in its appropriateness for resolving emotional and complex issues, chat shines through in other ways.
It’s the natural channel for e-commerce or any other reason why a customer might be visiting you online. Chat is then a perfect door that can be opened based on certain customer behaviours. It is real time, efficient and consistently scores highest in customer feedback.
But, equally, it not so intuitive when the customer situation is different and neither wants nor needs to reach your website in order to communicate.
In this context, a quick tweet on the move might be easiest for the customer.
Do you have something in stock at this retail outlet?
When is the next train?
How do I find you?
Can you help, I’ve broken down?
The benefit here is that the customer has no need to even find a contact channel. Just mention the brand and expect them to be listening out.
How about other forms of text?
If you have caught up recently on the growth of messaging apps, you might have read how fast WeChat has grown in the domestic Chinese market. 600m strong, it’s become an entire ecosystem with integrated payment capability. Consumers are using it for all sorts of daily chores with brands who have also set up shop within WeChat. Service interactions naturally blend into that context.
Or let’s think about a smartphone user who has got used to the new visual IVR that you are now offering. They like the simplicity of ‘click to call’ which is only offered as an option to VIP customers, especially when the wait times for each channel are shown in real time, so that they feel empowered in their choice.
As multi-channel designs becomes more sophisticated, and the innovators start to search for fresh competitive advantage, a solid understanding of how customers behave, matched against the unique strengths of their portfolio of voice, text and video channels, will need developing as a strategic competency within customer service teams.
The masterclass we are holding in June provides a foundation understanding in this new service design skill. Please let us know here if you would like to find out if you qualify for a free place.
Equally, if this post has got you thinking, drop me a comment in return.
This blog post has been re-published by kind permission of Martin Hill-Wilson – View the original post