Customer service is changing the world: Up close and global
by Mike Betzer, President of Relationship Te chnology Management at Convergys
Customer service has changed. Thirty years ago. for example, service was personal and familiar and when issues arose, they were typically handled
face to face with a local manager. Now. global corporations have
mill ions of customers. By using
customer service experts and the latest technology, these companies
10 were able to focus on dealing with their bread-and-buner business. The thinking was that by refocusing in this way, productivity and innovation would increase, enabling organisa-
15 lions LO bring new products to market more quickly.
This approach generated its share of bad press. It took many customers
a long time to get used to speaking
20 Lo customer scrv ice representatives based i 11 other parts of the world or mechanical systems that didn't offer the right choices.
A new approach was called for.
25 Businesses needed Lo adapt locally in order 10 capital ise globally. They needed 10 take the traditional,
personal approach and apply it to their customer service strategy
30 across the world. They needed to get personal while operating on a global
scale. For example, confectioner Thornton's listened to customer fee dback and developed a more
35 personal service, using a new gift service 10 drive sales of its high
end products.
Companies need to use all their resources effect ively. The fam il iarity
40 of technology today means custom
ers no longer recoil from voice and
touch automated services, as long as they meet their req uirements, whether they are requesting account
45 statements or need to replace a broken phone. The response also has to be personal . This means
pre-empting the customer's needs and acting intuitively to minimise
50 the time they spend on the phone.
This is where the customer insight, mentioned above, coupled with the means to deploy this with the front line, comes in.
55 Companies need to collate and analyse the huge amounts of customer data they store. creating a central repository that can build profiles of customers. Using insights
60 into their location, previous purchases, personal data and other information, customer management systems can react as soon as a cus
tomer contacts the business. A bank
65 customer rings an automated number and is prompted to enter an account
number. Triggered by the unique number, the technology 'knows· what services the caller already has,
10 what issues they may have inquired about in the past, and then builds a profile of the customer and offers choices or remedies to suit their individual needs. Behind all Lhis waits
15 an agent, monitoring several cal ls. Should a customer become irate or frustrated , the agent· can intercede and provide a valuable human contact, knowing exactly what the customer is
so trying to achieve.
Using analytics can be the differ
ence between a positive and a negative experience for the customer. Yet businesses often don't make the
85 best use of these insights. Companies seem happy to rely on canned, scripted responses, poorly trained agents and clunky systems to deliver customer services. It's therefore no
90 surprise that so many people have horror stories. While 30 years ago, word may never have leaked out about a poor customer service inci
dent, now it can be found as easily as
95 searching on Google. What companies need to remember is that maintaining, or perhaps even
acquiring, an outsourced customer service infrastructure could be the
1oodifference between maintaining a cadre of loyal customers during the downturn and being first off the line when the race restarts, and being left behind. Outsourcing like this is not
10s an indulgence; it is a crucial part of business.
If companies pay lip service to customers, whether consumer or business, they run the risk of missing
110 out on valuable profits; those that value their customers and view them not only a source of revenue but also a means to improve as a business can
reap the rewards. They can secure
115 continuous business as well as posi
tive word of mouth by keeping things personal when working globally.
บริการลูกค้ามีการเปลี่ยนแปลงโลก: ปิด และส่วนกลาง โดย Mike Betzer, chnology ติประธานความสัมพันธ์จัดการที่ Convergys บริการลูกค้ามีการเปลี่ยนแปลง สามสิบปีที่ผ่านมา ตัวอย่าง บริการเป็นส่วนตัว และความคุ้นเคย และเมื่อปัญหาเกิดขึ้น พวกเขาได้โดยทั่วไปจัดการ face to face with ผู้จัดการท้องถิ่น ในขณะนี้ มีองค์กรระดับโลก สีอ่อน ๆ ของลูกค้า โดยการใช้ ผู้เชี่ยวชาญในการบริการลูกค้าและเทคโนโลยีล่าสุด บริษัทเหล่านี้ 10 มีความสามารถเน้นการจัดการกับธุรกิจขนมปัง และ buner ของพวกเขา ไม่คิดว่า เฉพาะ refocusing วิธีนี้ ผลผลิตและนวัตกรรมจะเพิ่ม เปิดใช้งาน organisa -15 สิงโตหล่อนำมาผลิตภัณฑ์ใหม่สู่ตลาดได้เร็วขึ้น วิธีการนี้สัดกดไม่ดีขึ้น มันเอาลูกค้าจำนวนมาก เป็นเวลานานเพื่อให้การพูด 20 โลลูกค้า scrv น้ำแข็งแทนตามฉัน 11 ส่วนอื่น ๆ ของโลกหรือระบบเครื่องจักรกลที่ไม่มีตัวเลือกที่เหมาะสม มีเรียกวิธีการแบบใหม่สำหรับ ธุรกิจ 25 ต้องหล่อปรับภายในสั่ง 10 อิเสะทุนทั่วโลก พวกเขาต้องใช้ 10 แบบดั้งเดิม ส่วนบุคคลวิธีการ และการประยุกต์ใช้กลยุทธ์การบริการลูกค้า 30 ทั่วโลก พวกเขาต้องได้รับส่วนบุคคลขณะปฏิบัติงานในสากล มาตราส่วน ตัวอย่าง confectioner ธอร์นตันของฟัง dback ค่าธรรมเนียมลูกค้า และพัฒนามากขึ้น 35 บริการ ใช้เป็นของขวัญใหม่บริการขายไดรฟ์ 10 ของความสูงผลิตภัณฑ์สุดท้าย บริษัทจำเป็นต้องใช้ทั้งหมดของทรัพยากรผล ively Fam il iarity 40 of technology today means customers no longer recoil from voice and touch automated services, as long as they meet their req uirements, whether they are requesting account 45 statements or need to replace a broken phone. The response also has to be personal . This means pre-empting the customer's needs and acting intuitively to minimise 50 the time they spend on the phone. This is where the customer insight, mentioned above, coupled with the means to deploy this with the front line, comes in. 55 Companies need to collate and analyse the huge amounts of customer data they store. creating a central repository that can build profiles of customers. Using insights 60 into their location, previous purchases, personal data and other information, customer management systems can react as soon as a customer contacts the business. A bank 65 customer rings an automated number and is prompted to enter an account number. Triggered by the unique number, the technology 'knows· what services the caller already has, 10 what issues they may have inquired about in the past, and then builds a profile of the customer and offers choices or remedies to suit their individual needs. Behind all Lhis waits 15 an agent, monitoring several cal ls. Should a customer become irate or frustrated , the agent· can intercede and provide a valuable human contact, knowing exactly what the customer is so trying to achieve. Using analytics can be the difference between a positive and a negative experience for the customer. Yet businesses often don't make the 85 best use of these insights. Companies seem happy to rely on canned, scripted responses, poorly trained agents and clunky systems to deliver customer services. It's therefore no 90 surprise that so many people have horror stories. While 30 years ago, word may never have leaked out about a poor customer service incident, now it can be found as easily as 95 searching on Google. What companies need to remember is that maintaining, or perhaps even acquiring, an outsourced customer service infrastructure could be the 1oodifference between maintaining a cadre of loyal customers during the downturn and being first off the line when the race restarts, and being left behind. Outsourcing like this is not 10s an indulgence; it is a crucial part of business. If companies pay lip service to customers, whether consumer or business, they run the risk of missing 110 out on valuable profits; those that value their customers and view them not only a source of revenue but also a means to improve as a business can reap the rewards. They can secure 115 continuous business as well as positive word of mouth by keeping things personal when working globally.
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