Article : ‘Need to Know’: How To Develop a Social Care Program
There is growing pressure on companies to develop social care programs – defined as the efforts made to care for customers using social media – due to the hype and expected growth of the channel. Many customers add to this pressure by asking questions on social networks and expecting answers in real-time.
In response to this increasing demand, TELUS International, in partnership with Oracle Corporation and Kenna Inc., has released a study entitled ‘Measuring Social Customer Service in the Contact Center – Metrics & ROI’, outlining how todevelop a social care plan and calculate the return on investment (ROI) of this service as a component of your overall customer service offering.
Managing Responses Effectively
In developing a social care plan, we suggest that the company’s customer service group create a strategy for coping with the volume of conversations that happen across all the various social media channels. Initially, the quantity of conversations may be overwhelming, but the real issue is how to properly filter these conversations.
The good news is that not all conversations require a response and listening platforms can help filter and prioritize relevant conversations while eliminating irrelevant or inappropriate "noise." Ensuring that your company has sophisticated technology platforms that are able to automatically score posts according to relevance, urgency and influence will help weed out extraneous conversations and will maximize the amount of time your team can spend responding to your clients’ questions.
Dell is one example of a company that has made significant strides in finding ways to manage these conversations effectively. They’ve successfully built the infrastructure that can handle up to 25,000 social conversations each day.
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Another common challenge when introducing social care is the difficulty in tracking metrics as conversations bounce between multiple channels.
Ideally, customer questions are addressed in the social channel of origin. A dilemma arises however when customer issues are too complex or sensitive to solve in the channel of original contact. For example, on Twitter, responses must be 140 characters or less and therefore it may be necessary to move the conversation to another forum, such as online chat or voice.
We call this "channel redirection" and it does have its benefits: customers get a quick resolution to their complex problems, while companies route customers to agents with the right skills.
However, this approach can present new issues with collecting metrics. How do you accurately measure performance when conversations take place in multiple channels? And how do you measure customer satisfaction when agents from different channels are involved?
Fortunately, technology can help solve these problems. Many social care solutions are available to extract, analyze and present performance data – but it’s still early and we can expect other solutions to be created in the future.
The use of social customer service will only increase as consumers spend more time on social channels. Social media has opened a "back door" into customer service, forcing companies to formalize their approach. The key to success is ensuring you have infrastructure to manage the volume and the metrics in place to measure and prove the program’s impact on customer service.
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About Al Rose:
Al Rose is Vice-President, Retail and Internet Properties, for TELUS International
About TELUS International:
TELUS International - a global contact center outsourcing, BPO and ITO company with delivery centers around the world, including in Canada, the United States, Central America, Europe and Asia. TELUS International is the global arm of TELUS, one of Canada’s largest telecom companies.
Published: Sunday, April 22, 2012
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