Digital Customer Service. Rick DeLisi. Читать онлайн. Newlib. NEWLIB.NET

Автор: Rick DeLisi
Издательство: John Wiley & Sons Limited
Серия:
Жанр произведения: О бизнесе популярно
Год издания: 0
isbn: 9781119842064
Скачать книгу
a leader in helping companies reinvent how they serve their customers.

      We collaborated together to explore how technology and psychology can work in concert to help companies achieve true digital transformation of their customer experience.

      Our greatest hope is that the ideas we'll explore together in the pages to follow will benefit you in a personal way – both in your increasingly digital career and in your increasingly digital life. We're proud to show you what we've been learning, and are grateful you're here to share it with.

       —RD and DM

      All illustrations and diagrams are original works by the Glia Creative team.

      1 1. Craig Lee, “Screen Zombies: Average Person Will Spend 44 Hours Looking at Devices – and That's before Covid!” Study Finds (December 26, 2020), https://www.studyfinds.org/screen-zombies-average-person-spends-44-years-looking-at-devices/#:~:text=NEW%20YORK%20%E2%80%94%20As%20millions%20of,some%20kind%20of%20digital%20screen.

      This book is divided into seven chapters that fit into three major sections.

      In this first section, we will begin with a frank examination of why customer service as practiced at most companies isn't as successful as it ought to be (and why that isn't anyone's fault!), but more importantly, what you can do about it. These first three chapters are the leadoff leg of the book and have been designed to get things off to a fast start.

      In Chapter 1, we will describe the “right now” opportunity for every company that is willing to rethink the way they serve their customers. The overall reputation of customer service is at an acute inflection point that will likely make or break the future success of many companies. But what we've discovered is a strategy – one that can be employed by any company – that appears to be creating an extraordinary confluence of positive results.

      In Chapter 3, we will describe why digital self-service has become both the biggest opportunity and the biggest obstacle for the service profession. This is not a chapter about technology, but rather, about psychology. When you understand more about why customers behave the way they do when they're engaging in digital self-service (and how they feel about their interactions afterward), the necessity for digitally transforming service will become crystal clear.

       What we'll share in this chapter:

       Customer service is experiencing a unique moment of opportunity. While the partial “digitization” of customer service may have sufficed in the past, now is the optimal time to take the final steps toward true digital transformation.

       Companies that are transforming customer service into an experience that takes place entirely on a customer's screen are reporting their service operations have become much more economically efficient, while they are also achieving greater customer satisfaction and loyalty.

       Those executives and leaders who are spearheading this transformation at their companies are recognizing an array of benefits – including making their jobs easier and more rewarding.

      Over the past few decades, the perception of customer service has experienced a repeating pattern of ups and downs. Throughout the next few chapters, we'll trace the evolution of the prevailing perception of the service industry (almost like looking in the mirror) as it has changed several times over the past few decades – starting from the days of the first-ever call centers in the 1980s, all the way to today's digital world.

      In an industry that has experienced two major peaks and two corresponding valleys – each about a decade apart – you'll see evidence that the next few years will result in either an unprecedented upward spike or yet another downward plunge. We are at an acute inflection point.

       The choices you and your organization make right now about the digital transformation of customer service will define your future success (or failure) in the years to come.

      When call centers were first introduced in the 1980s, the idea of enabling customers to call companies directly on the phone was considered new and exciting. The experience was generally excellent. But over time, as companies put more pressure on Service to cut costs, the experience of phone service began to suffer, causing the first dip.

      Then, once customers got used to self-service, the experience improved and the curve rose again. But over time, as customers began to expect everything to be digital – and effortless – what they realized is that too many service experiences were still disconnected from their digital experiences, forcing them to restart their journey on the phone. And the phone reps they were speaking to weren't connected in any way to the digital experience customers were having on their own screens.

      This mismatch resulted in disjointed “seamful” experiences that caused the second major dip.

      Therefore, we are at an inflection point right now. If customer service embraces a full and complete digital transformation it is well within our power to rise to new heights, well beyond what we have ever accomplished before. Or, if not, to plummet once again, as we have twice before. The choice is yours, and the time to decide is now.

      Who Wins When Customer Service Achieves Digital Transformation?

      Based on the experiences of those companies that are now going all in, the key beneficiaries are … everyone:

       The company, by spending less, and getting greater returns

       The customers who are experiencing the kind of low-effort digital service interactions that make them feel smarter about themselves

       The frontline teams who interact with customers – as their jobs have become more engaging and personally fulfilling

       The executives and leaders who manage customer-facing functions – as their jobs have become more visibly connected to the overall success of their companies

      There are only a few win-win propositions in life, and fewer win-win-win-wins. But as you will see, transforming to a DCS-based service model appears to be one