Where is the consumer? The CX experts want to know. If you’re wondering where your consumers are … look no further than the palm of your hand.
“Look around you. What devices are your colleagues using? Your kids? Your parents, even?” asked Tony Marlow, Head of Sales Insight at Yahoo. “[You can’t ignore] the shift toward mobile.”
A recent Yahoo survey ranked user preference by device on a scale of 1-to-5, with five representing ‘love’ for the product. An astounding 77 percent of respondents claimed to “love their smartphone.” Nearly 40 percent of 18-to-34 year-olds surveyed claimed to be “addicted.” The lesson: Use addicted Millennials to your advantage.
Their growing presence is no secret. Most of us know that Millennials will account for almost half of the U.S. workforce by 2020. They will also represent about $1.4 trillion in spend – about one third of all retail sales projected for that year. Despite these facts, huge discrepancies remain between where companies are spending their money and where consumers are spending their time.
Exhibit A: Mobile. It is the only channel in the U.S. that is growing in share time by media. Traditional media such as television, radio, print, and even digital, have either plateaued or are decreasing in share time by user. This disparity represents a whopping $25 billion gap in the U.S. alone, according to Yahoo’s research.
It’s time to close the gap. Lobby your company today to better engage Millennials. They are not frugal, but they do know the value of their dollar, Marlow says. Start looking into branded content and couple it with your native advertising efforts to win the race for their dollar. Both streams resonate with discretionary Millennials who, for all their perceived downfalls, are more brand loyal than other generations.
Once you’ve won them, you own them. The icing on the cake is that they will not only be some of your most loyal customers, but they will become brand advocates on your behalf.
Watch out for more on my recap from the CX Impact Summit in New Orleans earlier this month …
Expedia moves millions of people around the world. It supports a multitude of languages, geographies and brands in more than 20 countries. And yet despite its scale, the company excels at making its customers feel like they know them personally. How do they do it? With their technology.
In this interview, Mikko Ollila, Senior Project Manager at Expedia, explains how they empower agents to meaningfully relate to customers.
By Hannah Hager
In an organization that handles millions of calls annually, the task of ensuring agents are effective, efficient and operating in a meaningful way can feel cumbersome. Agents need to be empowered to relate to customers. The key challenge is to have a scaled operation that can quickly ramp up or down agents based on their peak seasons. To address this issue, Expedia relies on its technology suite.
Mikko Ollila is the Senior Project Manager at Expedia. He manages more than 30 call centers supporting 9,000 agents that field customer service and sales calls who handle roughly up to five million calls per month. Not only do his agents take a lot of calls, but they may struggle with relating to what the caller is experiencing.
Travel is highly stressful. The stakes are really high — Expedia’s customers are often celebrating important life events such as honeymoons, anniversaries, reunions or visiting dear friends. If the company drops the ball, it leaves a negative imprint on the customer that is going to stick around, Mikko says.
Reliance on the correct technology is paramount. It allows agents to see a full picture of what happened and take that context to have an idea of what a customer may be calling about. In essence, it enables them to get to the heart of the matter at a faster rate.
“We have a lot of context about you. We know your itinerary; we know what’s happening to your flight or your hotel reservations. You might be flying into some weather and you don’t yet know it yet, but we do,” he says.
In the future, conversations will continue to swirl around multichannel, Mikkos says. Expedia currently has the ability to see what the customer did on their website, on their mobile and what happened if they called or used the IBR. “That tells a complete, almost like a movie, sort of frame by frame of why you are now on the phone with us and how we can best help you,” he says.
An effective technology suite translates to a competitive advantage, Mikko says. Expedia utilizes a broad stack of technologies to store and understand data from various sources. Expedia is building things on Hadoop, which is the open source data source system, and they’re also using external third-party packages, such as Pegasystems for case management. It also does a lot of its own Java-based development.
But, not all call centers have these luxuries. They may lack time, budget, the back-end ability or support from their executive suite.
“The advice from our experience is; ‘Be nimble, be opportunistic, because you have to be, but also keep it in the back of your mind that there will be a day when you might have to pay a price for if you don’t keep yourself in check, and allow your tools to proliferate in an uncontrolled fashion,” he says.
In the future, technology should continue to allow for better one-on-one communication with the customer. Times have changed. Today’s customer expects their brands to know them from all of the different ways they’ve conversed with the company. Every customer wants to feel special and none want to be treated like the next person.
“That change in customer mindset over the past couple years and going into the future has a huge impact on how we’re allowing ourselves to interact with the customers and make those interactions truly more specialized and tailored,” even while they’re dealing with millions and millions of customers, Mikko says. “All this technology that we’ve been talking about really gives us the capability to do [that].”
The theory behind excellent Customer Service isn’t complex: Do everything in your power to assist caller inquiries in a timely manner and do so with a smile. Simple, right? Not so fast. Support environments are complicated and mired with numerous hiccups.
Amy Latzer, Chief Operating Officer at 211 LA County, says providing excellent Customer Experience starts with proper training. In this interview, she answers the question, “How do you train and develop a staff that is able to possess a skillset that goes above and beyond the caller’s expectations?”
By Hannah Hager
What is it that your customer wants? This seems to be a simple question, yet the end goal of customer happiness often gets lost in support environments that are mired by multiple transfers, dead-end calls, impersonal agent interactions and disjointed communication across channels. These poor practices damage customer loyalty and, in turn, deliver your clients straight into the hands of your competitors. So how do you temper the issue of when a call center unintentionally loses sight of the end goal: a successful interaction — from the customer’s viewpoint?
An excellent customer experience is always front of mind for Amy Latzer, Chief Operating Officer at 211 LA County. 211 LA County is a private, nonprofit organization based in San Gabriel, CA. Its 60 agents serve all 10 million residents of Los Angeles County, fielding nearly half a million calls per year. The center, which has been in business for around 35 years, will soon celebrate its 10 year anniversary of receiving the 211 designation.
She and her team are in a unique position when it comes to implementing an effective Customer Experience strategy – 211 callers are most often in a state of mental or physical distress. Therefore, her team must respond in an especially caring and compassionate way from the get-go.
How do you train and develop a staff that is able to possess a skillset that goes above and beyond the caller’s expectations? Amy says it starts with training.
“It starts with the hiring selection. It really, really requires a very specific skill set and personality type. These are not easy calls. We’re handling calls from some of the most vulnerable, at-risk population in LA County,” she says.
Unlike many call centers that field requests that can be mitigated with the click of a few buttons, 211 LA County callers sometimes cannot comprehend or express the root issue of their problem. Further, not only do they not know what they need, they don’t know what to ask for or what resources are available to them. This has potential to significantly dilute the Customer Experience process and underlines the importance of hiring quality from the beginning.
Issues with Customer Experience arise when agents are devoid of training and instead are given checkboxes on a Quality Assessment scorecard. What happens then is that an agent will plug in an empathetic or validating statement somewhere in the call that doesn’t sound natural or make sense. This is not the kind of experience 211 LA County expects from its agents.
To deliver truly exceptional customer service, you have to impress a sense of humanity within your agents, Amy suggests. She trains her agents to be curious, sensitive and possess the natural ability to be and sound empathetic in order to offer the caller validation.
“Real Help” 211 LA County’s service delivery motto, means to impress that the call line is more than just a number and the agents are going to give more than just a number for another service.
Lastly, after the call is concluded, she and her team collect the information from each call in order to analyze the reason behind the call and determine the effectiveness of the service rendered. They couple this with the gathered demographic information, which helps tell the full story of who is really calling. In the end, these steps lead to better referrals and better service.
“Understanding our caller population helps us really paint a picture of our community, so that people are going to have a healthier life and families and individuals will thrive,” Amy says. “If we do not do a good job, if we do not create a good experience, those opportunities are going to go somewhere else. So it’s really important that we deliver on that promise.”