Why Old School Self Service Is Hurting Your Customers
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Transcript of Why Old School Self Service Is Hurting Your Customers
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Welcome to the WebinarStart time: 1:00PM EST, Feb. 10, 2010.
Why “Old School” Self-Service is Hurting Your Customers… And What you can do about it
Hosted by: IntelliResponse Systems Inc.
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Today’s Agenda
• Introductions• Presentation from Dr. Natalie Petouhoff, Forrester Research• CIBC Case Study with Fraser Mackay• Q&A
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Housekeeping
Copyright © 2009, IntelliResponse Systems Inc. All rights reserved. The trademarks identified herein are the trademarks or registered trademarks of IntelliResponse Systems Inc. or other third party.
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IntelliResponse
4
Financial Services
Higher Education
Consumer & Corporate
- On Demand, Multi-Channel “Answer Suite”- More than 200 live, customer facing implementations - Answering 75 million+ questions with One Right Answer
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5
One Answer, Any Channel
Shared Knowledgebase
Answer Suite
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Today’s Guests
6
Natalie L. Petouhoff, Ph.D.Senior Analyst
Fraser MackaySenior Director Internet & Mobile Channel
Mike HennessyVice President
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Why “Old School” Self-Service is Hurting Your Customers… And What you can do about it
Natalie L. Petouhoff, Ph. D.Senior AnalystForrester Research
February 10, 2010
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8Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Agenda
1. Customer experience data shows companies must change
2. “Old School” KM and Self-Service are not working
3. The explosion of Social media and use of Mobile Devices has tipped the scales for change
4. Knowledge management is key to providing better customer experiences
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9Entire contents © 2010 Forrester Research, Inc. All rights reserved.
The state of customer experiences are in flux and companies must
adapt new strategies.
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10Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Customer experience has a direct impact on
the bottom line.
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11Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Customers with good experiences buy more
Source: April 24, 2009, “The State Of Customer Experience” report.
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12Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Customers with good experiences are more loyal
Source: April 24, 2009, “The State Of Customer Experience” report.
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13Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Customer Experience Directly Affects Revenue
March 2008 “The Business Impact Of Customer Experience”
Buy more = $43MAre more loyal = $51M $94.2M
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14Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Customer Experience Directly Affects Revenue
March 2008 “The Business Impact Of Customer Experience”
Buy more = $29.7MAre more loyal = $41.8 M $71.5M
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15Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Executives say customer experience is important to
their business.
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16Entire contents © 2010 Forrester Research, Inc. All rights reserved.
89% say customer experience is a critical initiative
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17Entire contents © 2010 Forrester Research, Inc. All rights reserved.
80% of Companies Want To Lead Their Peers In Customer Experience
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18Entire contents © 2010 Forrester Research, Inc. All rights reserved.
However, there is a gap between the importance companies put on
customer experience and
Actual customer satisfaction
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19Entire contents © 2010 Forrester Research, Inc. All rights reserved.
And this often occurs at the First Point of Contact
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20Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Customers are disappointed in their experiences •Knowledge management and the self-service channels it supports are often the first touch-point
•Poorly implemented knowledge management is the “under pinnings” of poor customer experiences
•Companies often get knowledge management & self-service wrong
– They confuse content management with knowledge management
– Not understanding the differences causes mistakes, wasted money and poor customer experiences
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21Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Dissatisfaction: Self-Service
•Can’t get what you need, so you pick up the phone…
•ROI for self-service is gone…– Website search returns poor
results
– IVR is confusing…
Source: August 29, 2008, “Why Talking to Your Customers Is Ruining Your Business” report.
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22Entire contents © 2010 Forrester Research, Inc. All rights reserved.
13%
2%
10%
11%
12%
16%
19%
20%
27%
28%
28%
0% 20% 40% 60% 80% 100%
I have never left a site without first finding the information I wasseeking
Other
I wanted to visit the website of another company
The number of site search results I found were too overwhelming
I couldn’t reach a customer service representative over email/textchat to answer my question
I was interrupted by someone/something unrelated to the website
There was just too much content for me to review, just to find whatI was looking for
I couldn’t find contact info for the appropriate person(s) at thecompany
I had difficulty navigating the website
I just didn't care to look on the site anymore
I was convinced the info I sought was not available on the site
Percentage of customers
Poor site design & service flaws drive customers from websites
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23Entire contents © 2010 Forrester Research, Inc. All rights reserved.
4%
16%
18%
18%
21%
24%
24%
40%
45%
45%
0% 20% 40% 60% 80% 100%
I have never been dissatisfied
Tell others about my negative experience
Be less likely to buy from them offline
Contact customer service via phone regarding my experience
Have a more negative overall perception of the company
Contact customer service via e-mail
Leave the website and give up
Be less likely to buy from them online
Be less likely to visit the site again
Leave the website and go to a competitive website
Percentage of customers
Customer frustration leads to website abandonment
Site visitors are more likely to opt for an alternative site than bother
to contact customer service
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24Entire contents © 2010 Forrester Research, Inc. All rights reserved.
17%
9%
12%
21%
23%
28%
33%
35%
44%
0% 20% 40% 60% 80% 100%
There are no disadvantages
Results cannot be saved
Unsure how many keywords to use
Unsure what keyword to use
Results are confusing
Provided too many results
Requires registration in order to use it
Provided unrelated results
Cannot understand my real question
Percentage of customers
Customers are frustrated by company’s website search capabilities
Insufficient outputs
Input obstacles
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25Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Key obstacle to online sales success: lackluster online customer service service is lacklustre
Pass = 70/100 Points
Average scores:Retail: 69Travel:60
Financial Services: 52
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26Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Social Media & Mobile have shifted the customer service paradigm...
There is no turning back…Change must happen…
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27Entire contents © 2010 Forrester Research, Inc. All rights reserved.
It’s Truly a Multi-Channel World
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28Entire contents © 2010 Forrester Research, Inc. All rights reserved.
4 OUT OF 5 AMERICANS USE SOCIAL MEDIA.
Forrester, The Growth Of Social Technology Adoption, 2009
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29Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Twitter Facts• Twitter age demographic
25-34 - 20%35-49 - 42%55+ - 17%
• 72.5% of the 44 million users joined in first 5 months of 2009
• There are more women on Twitter53% Women47% Men
• >100 companies using Twitter to interact/ Customer Service Issues
Source: Mashable.com and Time Magazine
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30Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Facebook Facts• > 250 million active users
• > 120 million users log on to Facebook at least 1/ day
• > 2/3 of Facebook users are outside of college
• Fastest growing demographic: 35 yrs old & older
• ~70% of Facebook users are outside U.S.
Source: Mashable.com
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31Entire contents © 2010 Forrester Research, Inc. All rights reserved.
9/10 Americans already own a mobile
phone
They get a new one
every 18 months
Source: New York Times and GSM World
Going Mobile
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32Entire contents © 2010 Forrester Research, Inc. All rights reserved.
FACT: Consumers are going mobile – and bringing their customer service questions along with them
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33Entire contents © 2010 Forrester Research, Inc. All rights reserved.
We must evolve…
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34Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Knowledge Management & Self-Service enhance customer experiences
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35Entire contents © 2010 Forrester Research, Inc. All rights reserved.
WhatAre
UDesigning?
Part of getting the basics right is deciding what kind of experiences you want to create…
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36Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Companies often get knowledge management wrong
– They confuse content management with knowledge management
– Not understanding the differences causes mistakes, wasted money and poor customer experiences
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37Entire contents © 2010 Forrester Research, Inc. All rights reserved.
What is knowledge management?
•Knowledge management systems– Focus on getting an “answer.”
– It uses a range of search technology to:
• Search/index and
• Find content relevant to a user’s specific question.
– Help users navigate through large bodies of content (in the closet).
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38Entire contents © 2010 Forrester Research, Inc. All rights reserved.
What is Enterprise Content Management?
•ECM systems:– Are about documents and
document control.
– They are “closets” or online storage areas for all of a company’s documents.
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39Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Differences of ECM and KM
•Knowledge management focuses on relevance – Using the most effectively use that content: How
users interact with content
– Capabilities that help users locate specific information residing in many locations
– Managing content at the “answer” level
– Using technology to enable the content to be mapped to user issues and queries
– Using business rules to increase the relevancy of answers and help the user recognize the answer as relevant.
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40Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Where’s the confusion?
• It’s all in the “use” of the technology… – Take web and database management systems for
content generation…
•Would customer or agent use them as a source of information about a customer’s transaction history or profile?
•No, because the information they need is not there….
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41Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Where’s the confusion?
• Knowledge management and content management are frequently confused
•Organizations expect content management to serve the knowledge management & self-service functions.
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42Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Sites have content, but hard to find “the” answer
Source: May, 2009 “The ROI of Online Customer Service Communities” Forrester report
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43Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Piles and piles and piles of content
•Leads to poor productivity of:
– Agents
– Customers
•Poor productivity leads to frustration
•Frustration leads to agent and customer attrition
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44Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Use of content / technology• Using it for a purpose its not suited for will cause:
– Rapid decline in effectiveness
•Self-service customers who cannot easily find answers to questions on the company’s site
• Agents who spend a long time to find answers…
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45Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Wrong use of content / technology
•Leads to:– Rising costs
– Lower customer dissatisfaction
– Lower agent satisfaction
– Agents attrition
– Customer defection
– Loss in revenue and profits
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46Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Recommendation: Take the Multichannel Customer Service Best Practices Assessment
Contains more than 150 best practices
Source: January 13, 2009, “Forrester Customer Service Innovation Framework and Self-Assessment ” Forrester report
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47Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Benchmark knowledge management best practices
Source: January 13, 2009, “Forrester Customer Service Innovation Framework and Self-Assessment ” Forrester report
Where would your company score?
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48Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Join the knowledge management revolution!
Source: April 6, 2009, “How to Win Funding for Your Customer Service Project ” Forrester report
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49Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Thank you
Natalie L. Petouhoff, Ph.D.
+1 310.919.8467
www.forrester.com
Follow me on twitter:
www.twitter.com/drnatalie
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Case Study: CIBC Bank
50
•Canadian-based global financial institution
• 38,000 employees worldwide
• 11 million clients•One of the 10 largest banks in North America
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Online Customer Experience
51
“Committed to creating an unparalleled online banking experience for our clients”
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Deploying “Next Generation” Self Service
52
Key Business Drivers:
•Improve Self-Service across multiple channels
•Enhance the Customer Experience Online
•Reduce Burden on the Contact Center (deflection of calls/e-mails)
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1. Multi-Channel Multi-lingual Knowledgebase
2. Ask Questions in Natural Language
3. One Right Answer Result
4. Dynamic Ranking of Top 10 and Related Questions
5. Real-time Answer Rating System
Vendor: IntelliResponse
53
Click to play movie
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Results
Tangible Benefits: 29% reduction in e-mail volume during launch day 49 % average reduction in public e-mails 25% reduction in calls Outstanding Real-time “Voice of the Customer” feedback
54
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Next Step: CIBC Mobile & Agent Desktop
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Q&A Session
Copyright © 2009, IntelliResponse Systems Inc. All rights reserved. The trademarks identified herein are the trademarks or registered trademarks of IntelliResponse Systems Inc. or other third party.
Please use the chat window to submit your questions.
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Thank you for joining us!
HAVE A QUESTION?
Copyright © 2009, IntelliResponse Systems Inc. All rights reserved. The trademarks identified herein are the trademarks or registered trademarks of IntelliResponse Systems Inc. or other third party.
Email: [email protected]
Visit our web site: www.intelliresponse.com