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Appropriate deployment of customer-facing technology is a key determinant of customer satisfaction.
In this case, companies have chosen to avoid IVR technology, deploy it as an overflow tool, or have worked very hard to design customer-friendly self-service IVR options that meet their customer's
needs. With the exception of our technical support companies, our industry leaders averaged a customer wait time of less than 30
seconds.
Characteristics Of Organizations
While target companies demonstrated various "strategies", there were some underlying traits that were common to all. We've tried to summarize the most prevalent traits for your review.
Corporate Culture Or Vision
Perhaps the biggest undertone was the presence of a strong corporate culture or company vision.
Companies should create a company-wide vision that centers on a core set of beliefs—The Values. About a dozen values define how the company will work with its employees, including "treating people with respect," "listening more than dictating," and "treating people as you'd like to be treated," and so on.
"The Values are high on everyone's agenda. As part of the performance management process, we as managers have to demonstrate good tangible examples of living the Values.
Living the Values is driven from the top and lived from the top as
well," says Ian Russell, head of Customer Service for Tesco. Mechanisms have been designed into the performance management approach to reward employees for "living the Values." For instance, if a managers sees an employee who has accomplished something more than they'd expected, the employee can be given a "Values award"—just a way of recognizing good behavior and not necessarily a monetary reward. "This makes it easier for us to be consistent throughout the company," says Russell.
At Southwest Airlines, all agents handle all calls, with the exception of the group desk that handles group reservations. Southwest has no booking or talk time goals for agents.
Employees have the freedom to utilize their time as they see best to provide the best customer service, whether it's for a booking or handling an
inquiry.The company uses caution not to create a kindergarten-type environment to motivate employees.
Motivation efforts are geared towards treating employees like adults. For instance,
continual feedback on monitoring and performance is utilized and fun-event days and internal contests to motivate
bookings are hosted. If
the workplace is fun, employees enjoy coming to work. In addition, others want to work in a fun place, so there is usually a large pool of interested candidates.
Data mining And CRM Tactics
One trend that appears to be gaining speed is the use of data mining in combination with tactical CRM. While many companies are struggling to install a CRM system,
some organizations are mining their customer data to glean ways to better the customer experience.
Take Harrah's Entertainment, for
instance. Rather than compete on the basis of lavish attractions or new facilities, Harrah's decided to build a
brand identity, promote it across all properties, and expand into new markets. A new customer loyalty program was
implemented. Rewards designed to reward customers who played at multiple properties. The strategy was to build lasting relationships with customers.
A data warehouse was developed and card-reading machines were installed in all the properties to collect patron information as well as track the rewards program. The new approach shifted the way marketing was conducted at Harrah's. Marketing offers are now based on market segmentation analysis and customer profiling. As a result of the new strategy, Harrah's has created
significant brand
identity for its casinos. Many customers wager at more than one property, the individual casinos are now operated in a more integrated manner, and guest rewards are consistent across the properties.
Actively Measuring Customer Satisfaction
And Expectations
One trait that is prevalent is the attention to customer satisfaction measurement and the customer experience. Several companies were very proactive in their measurement, even recognizing potential dissatisfying situations before the customer.
Customer satisfaction is a key driver of their corporations.
For example, EarthLink surveys customers randomly to learn more about the effectiveness of its tech support organization. At least seven contacts are randomly selected each day per tech. Customer surveys are sent by e-mail, targeted to each specific interaction —how well did the tech do on the call? Was the customer satisfied? Did the tech follow this procedure?… The survey also questions the customer's experience overall with
EarthLink. Because the survey is delivered by e-mail, response if quite high, averaging about 15 percent.
Combining customer satisfaction scores with quality monitoring scores and call handling statistics provides a fairly balanced view of individual performance.
EarthLink also utilizes a proactive support
program in which data is routinely gathered and analyzed to learn more about each customer's connection experience.
A group of techs have been established to identify customers having problems and to proactively contact the customer by phone or e-mail to say, "we've noticed you're having problems getting connected, let's see what we can do to help…" While this approach presents challenges from a resource standpoint, it
may ultimately reduce inbound call volume.
As another example, at the conclusion of each support call, Dell's business customer is immediately queried as to whether or not the problem was resolved and if he/she was happy with the call. If there is a problem with technical resolution, the customer is immediately transferred to a high-level rep; if there is a problem with the process, the customer immediately transfers to a manager. The goal is to catch and solve the problem before the customer hangs up—don't let the customer leave unhappy.
When Dell began conducting surveys, obtaining real-time customer feedback, it found that the IVR menus were too cumbersome. The Company responded immediately, reducing menuing from three minutes to one. A second major complaint was the length of hold time, and Dell alleviated that by initiating training that enables the tech to keep the customer engaged while getting technical expertise behind the scenes (chat technology).
Two years ago, Dell's techs began calling customers the following day to ask if problems were resolved and if the customer was satisfied. If the customer expresses dissatisfaction, the tech's goal is to solve the problem immediately.
States Jan
Uhrich, Vice President, Technical Support - Business (Americas), "customers don't expect a high-level tech to call them the next day.
It's fun to get positive feedback from customers. We put the verbatim comments back to the techs so that they can see actual customer comments."
Hiring The Right Employees
In a service business, the employees are the company and hiring is critical.
People are an organization's most important asset, forming the foundation of truly personal
customer experience.
Recognizing the importance of people, First Direct gives recruitment and training top priority.
Its approach to recruiting customer-facing people centers on employing individuals
with communication skills and who enjoy serving customers. First Direct has determined that it is easier to teach the necessary skills, than to teach employees how to enjoy working with customers.
Southwest Airlines takes great care in the employee selection process to recruit the right people with the right attitude, including a sense of humor.
The company looks for motivated employees, people that are enthusiastic about wanting to work for Southwest.
The company hires for attitude and trains for skill given that it's easier
to teach proficiency than it is to change an attitude. Employees are encouraged to be themselves and to be individuals. Humor can help people thrive during change, remain creative during pressure situations, work more effectively, play more enthusiastically, and stay healthier. Fun is the company's philosophy and fun is in the attitude.
Southwest's screening process commences with a computer system that matches applicants to open positions. Because Southwest receives nearly 200,000 resumes each year for 6,000 open positions, the software comes in handy during the screening process.
Southwest relies primarily on initial group interviews, followed by a peer interview. Experience shows that the best personalities shine through during a large group interview. Southwest's large group interview panel is typically comprised of front-line employees and
supervisors since they are the ones that know best what it takes to do the job, what it's like working in a call center and being on the phones for an extended period of
time.
Other screening techniques include asking applicants how they have used humor in a work environment, as well as asking for examples of how humor can be used to defuse a difficult situation. Interviewers also ask applicants to prepare a five-minute speech to be presented to the rest of the applicant group. Interviewers then look for applicants who are supportive to those presenting by actively listening, as opposed to those who are silently perfecting their own speech.
Extensive Training To Relay Culture
And Teach Job Specifics
Many organizations deploy an extensive training program that combines traditional classroom training with hands-on training through role-playing, computer-based training and job simulation. Several companies pay particular care to instill the corporate vision and culture starting on the first day on the job.
Take the Ritz-Carlton Hotel Company, for
example and its new hire training program. Once selected, all new employees undergo a month-long certification program that introduces them to The Ritz-Carlton's service philosophy and core
values. After the initial training period, and annually thereafter, employees must complete a detailed training certification program that includes both written and practical demonstrations of the philosophical and technical aspects of the job.
Management views the training as an investment in quality. The cost of rework, or repeating a service that was done inadequately the first time is what endangers profitability. In fact most hotels keep a safety margin of staff on duty at all times to cover rework. Employees who are "quality engineers" have enabled The Ritz-Carlton to reduce the number of hours worked per room. Housekeeping cost per room has also fallen, as has the time clean to a room.
The Ritz-Carlton also encourages employees to strive for continual personal and professional development. Because of this, new employees receive a minimum of 310 hours of training during the first year of service and are paired with Departmental Trainers to ensure comprehension of the skills, knowledge and standards necessary to successfully complete the job. Employees are also encouraged throughout their career to continue to participate in a variety of personal and professional development courses.
After 90 days of employment, every
reservation's consultant is required to stay at least one Ritz-Carlton hotel.
Management feels that the visit is essential to the development of the employee. A stay at a Ritz-Carlton hotel reinforces initial training and
employees get
to meet other employees and better understand the business and the company.
Other Traits
These were significant characteristics demonstrated by various
organizations. Documented below are several other traits that could be
considered critical to high customer satisfaction and service levels:
- Respect for employees and customers.
- Empower employees to do what is right.
- Customer-friendly technologies matched to customer needs and expectations.
- Provide a variety of customer service options and choices for customers.
- Leverage technology to improve internal processes.
- Offer career and development opportunities for employees.
- Incentives and recognition programs in place to reward exemplary employee performance.
- Extensive internal communications.
- Involve employees in the company through improvement teams, communication forums, and other avenues.
- Emphasis on softer performance measures; such as call quality, customer satisfaction, and 1st call resolution.
- Employee recognition through awards and accolades.
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