Category: Customer Experience

Good Customer Experience or CX can really help a business in achieving business heights. Every business wants to improve their brand image but only some get effective results. I recently read an expert interview of Ingrid Lindberg who is a certified CX professional, CX specialist, and founder of Chief Customer. I am adding the link here: https://www.acefone.com/blog/expert-opinion-interview-ingrid-lindberg/ I found this useful, how much it helps you in improving your business process, comment below!
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When Google announced it was to delay its plan to block third-party cookies from Chrome until 2023, marketers shared a sigh of relief, and you can’t blame them. Over the last few years, the data protection requirements put in place first by regulators, and later enhanced by browser providers, have forced many retailers to completely…
The post Why zero-party data is a great opportunity for online retailers appeared first on Customer Experience Magazine.

Copywriting turns words into action.

But which words? And which action?

Often, copywriters take a strategy for granted. They don’t take the time to think about what this sentence or that paragraph might be for. They hesitate to describe the foundations of their method, and instead resort to time-tested tricks and phrases.

We have a word for the strategies involved in creating a product or service that fills a niche and solves a problem. That’s what designers do. The pretty part comes next (and it’s confusingly called design as well, when it should probably be called craft.)

Design leads to leaps and breakthroughs. Craft ensures that great design accomplishes its mission.

Designing effective copy begins with the presumption that you can then craft the sentences that support that strategy.

But beginning with design ensures that good craft won’t go to waste.

[Check out my friend Margo Aaron’s breakthrough Copy Workshop. It’s cohort-based, peer-to-peer and live, and signups begins today. She’s doing it with the folks at Akimbo, and I’ve seen how powerful this work is.]

If it’s worth writing, it’s worth writing effectively.

I want to discuss companies’ and customers’ pains with the loyalty programs. Now I’m working on a win-win solution for both of them. Pain #1 How many plastic loyalty cards do you have? On average one customer has about 15 cards and tends to increase. They don’t fit any wallet, so the customer rarely cares about all of them. But customers still want to have and use discounts, bonuses, etc. Pain #2 Some companies can use a phone number when customers forget a plastic card. But imagine, you wait in a queue while the cashier types manually every customer phone number, pronounced loudly. It takes about 10-20 seconds, while the scanner beep takes less than 1 second. It slows down a queue and makes the customer wait. Waiting customer easily turns into a lost customer. Pain #3 Mass mailing. Promotions Tab of email clients becoming almost like the SPAM folder. Customers rarely look there. About 80% of emails stay not opened. When customers make the decision where to shop or have dinner, they need to quickly overview all propositions and discounts. Moreover, mass mailing is not free for companies. Pain #4 Privacy and security. To obtain a loyalty card person must fill the form and disclosure a phone number, email, full name, sometimes age, etc. 15% of customers refuse the card because it is time-consuming or disclose their personal data. Pain #5 “Wallet apps” Companies still produce plastic cards that customers do not carry with them. Customers fill out a form to obtain a card. They open the “wallet” app to add a card, but it does not work with all cards. It requires extra work from the company to make it possible. It frustrates customers when it fails. Pain #6 Multilingual customers. What language to prefer when you email customer? I have a solution for these pains. Recently I launched MVP beepbell.com Clients get a phone app with a universal barcode card and a newsfeed with discounts, bonuses, etc. Companies get an alternative to plastic cards and mass mailing. Move over, companies can send localized messages to their clients. It is 100% FREE for Customers forever. Companies pay 0.01$ per message. But, there are 1000 FREE messages each month. I want to make this product useful and effective. I will be grateful for any opinion. So, let’s discuss it.
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Your call center’s customer service strategy dictates customer loyalty, agent satisfaction, and company growth. No matter what product or service you offer, your approach needs to be nothing short of “customer-obsessed.”
Knowing exactly what your customers want and don’t want will help you to maximize your call center’s customer care, leading to growth and revenue opportunities for your business. In fact, customer service is now seen as one of the main growth drivers for businesses, alongside sales and marketing.

READ THE FULL GUIDE:
Creating a Customer Service Strategy That Drives Business Growth
(It’s 100% free, we promise.)

Here are 3 key strategies that all call center leaders should include in their customer service strategy:
1. Set clearly defined customer service goals.
The right goals can help motivate your team members. Clear expectations and targets help guide agents so they can all handle customers in a consistent manner. But, it’s up to management to ensure agents are aware of the company’s goals, including their mission and values. Setting clearly defined and measurable goals should be part of any call center’s customer service strategy.
A company’s mission statement summarizes its goals and values. Agents should know and see your mission statement in plain sight, and understand how it should manifest within customer interactions.
Performance goals should be clear, measurable, and realistic. Call center SMART goals are a great way to help team members drive customer satisfaction. SMART goals are specific, measurable, attainable, relevant, and time-bound.
Moreover, goals should be adjusted to meet changing customer expectations and demands. Make sure you listen to your customer feedback and make changes as necessary.

As a call center, your main obsession should be your customers—their expectations, habits, and desires. Learn more about how you can make your customer service strategy #customerobsessed. https://bit.ly/3hl8EHVClick To Tweet

2. Optimize and automate your processes with technology.
The bar for customer service is higher than it was even just 10 years ago. Technology improves customer experience, and customers know it.
A Salesforce survey of 8,000 customers, both individuals and businesses, showed that 75% of customers expect companies to use technology for better customer experiences. Plus, 67% of customers believe that a company’s technology use reflects their general operations and perception.

FACT:
Call-back technology is quickly becoming an industry standard for call centers. Its ability to lower call spikes and improves customer experience and agent experience makes it an indispensable tool!

As a call center leader, your best customer service strategy is to optimize and automate your processes with new call center technologies. Set aside a portion of your department budget for experimental initiatives. Use this budget to test out different tools and technologies.
In the long run, this approach will let you explore different ways to streamline your processes, improve the customer experience, and maintain your bottom line. The key here is to ensure the technology you adopt brings you proven value. Call center agents make up your customer service team, so they must have the tools they need to satisfy customers.
For example, Fonolo’s Visual IVR allows call centers to schedule customized call-backs to customers on various communication channels—phone, web, and mobile. The returns on investment are significant: boosted sales, improved customer satisfaction, decreased abandon rate, and more.

DID YOU KNOW?
Fonolo’s Visual IVR and Voice Call-Backs helped this company increase its revenue growth by $10 million.

3. Make data-driven decisions to refine your strategy.
There are so many tools and resources out there to help call center leaders improve their operations and team performance. Standard call center metrics — such as CSat score, Average Handle Time (AHT), abandonment rate, first-contact resolution, and occupancy rate — create a strong foundation so you can optimize and measure your customer service strategy.
Customer feedback is another indispensable source of data. Offer your customers a satisfaction survey and encourage them to voice their concerns or praise. As call center leaders, you should always review any customer feedback to help you refine your strategy. By using customer feedback to update your customer service strategy, you ensure that it stays fresh and matches your customers’ needs.

READ THE FULL GUIDE:
Creating a Customer Service Strategy That Drives Business Growth
(It’s 100% free, we promise.)
The post Blog first appeared on Fonolo.

Dear all! At #Custify, we know how important #AccountHealth is for business. So we’ve put a lot of effort into creating a comprehensive guide on #CustomerHealth. Today we launched it on #ProductHunt and we could use all the help we can get to reach as many #SaaS businesses as possible. It would mean a lot to us if you could support us by upvoting & joining the discussion here 👉 https://www.producthunt.com/posts/the-full-guide-to-customer-health-scores Thank you!
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We talk about risk like it’s a bad thing.

But all forward motion involves risk. You can’t find a risk-free way to accomplish much of anything.

Appropriate risk has two elements:

The odds of it working out are commensurate with the benefits.
The consequences of being wrong don’t eliminate your chance to try a different path next time.

We don’t try something simply because there’s no downside. Instead, we intelligently choose projects where the downside is understood and the work is worth doing.

Can you use a single instance to X-ray a firm and determine the state of its organizational structure? We will be doing this with you today in this study, despite how tough it may appear. It is possible to obtain a result with high precision if the clues are properly evaluated. Be patient and follow the steps with me. You’ll notice that it gets very entertaining at the finale. Based on a single incident, evidence will be given in this research on how Samsung departments were corrupted and Samsung lost managerial control. Each occurrence is supported by demonstrable evidence. On request, all of this material can be provided to Samsung executives or third-party entities auditing Samsung. What you will find in this study: The group has no influence over Samsung authorized resellers. Scams performed by the Samsung service personnel to match business metrics. Samsung’s guarantee department is engaging in cheap games with customers. Samsung’s marketing department employs outdated tactics. The breakdown of all Samsung cross-departmental communication and the general unavailability of simple technology. Samsung’s cross-departmental trust issue, paranoia, and asking customer help to overcome it. Proof that Samsung employees hacking their records. Samsung’s corporate headquarters have no authority over resellers, and the replacement department is ineffective and reckless. This will be a long yet entertaining story. It all started in August 2021, when I purchased a Samsung 55-inch Frame TV in Istanbul/Turkey. I purchased the item through an authorized reseller. When the goods arrived, I was instructed to contact the technical service for installation. However, the technical service informed me that they would be unable to install the television unless I provided an invoice. The authorized reseller stated that the invoice was not sent with the product. It took around two days for the system’s invoice to reach my e-mail address. Under normal conditions, the installation should not have been finished, however, the service took the initiative and completed the installation. The television stopped operating on the first day: The Samsung Frame TV stopped working on the first day. The technical service asked me to shoot a video of the broken television and submit it to them to back up my claim. I sent the required footage to the service. When the technical service experts arrived, he discovered 204 abnormalities on the TV mainboard, as well as the mainboard being damaged beyond repair owing to a manufacturing defect. The real fuss started after this. For two days, the technical service failed to tell Samsung headquarters that the TV had a manufacturing defect. Four days after the service arrived, a man claiming to be a replacement services representative called and made me an offer. He offered to repair the TV and reimburse me $350 for the inconvenience. I politely declined their offer, stating, “I spent around 1450 USD for the TV and want to use a brand new and working TV.” One of them is lying: Samsung replacement department or Authorized Sales Partner? After two days of silence, Samsung called me again and said they could only refund me since the TV model I bought was no longer in stock. I mentioned that during installation several holes had been drilled in the wall of my recently decorated living room and that I would not accept it. The agent just said “OK” and hung up. Following this phone call, I called the authorized reseller to double-check and verified that the TV model I had ordered was still in stock. As a result, there are two possibilities: either Samsung employees are actively lying and misleading the consumer, or there is a significant information gap with authorized resellers. I called Samsung support every day between August 23rd and August 28th, complaining that no one was contacting me or following up on my issue. In this period, I called customer support a total of seven times. Every time, I get the same response: we’ll get back to you as soon as possible. After my purchase, my Samsung Frame TV has been sitting on my wall as a blank screen. And I got 15 days of pointless chit-chat with contact center agents as a bonus. Desperate and outrage statements of employees working in customer service. The hubbub begins: customer service creates FAKE Law article: But the most astonishing events happened on the 26th and 27th of August. On August 26th, I called customer support and explained my situation. The contact center employee made up a legal clause. He stated that they had “by law” 20 days to provide me with feedback. I asked what legal clause or article he was referring to. When I questioned the legal clause in-depth, he apologized. He admitted to me that he had provided me with false legal information. Officials at Samsung made up law articles solely to intimidate me. It was a great pleasure to be present during Samsung’s creation of a fake law article. Samsung customer service falsifying data to meet business metric targets. Is it a case of fraud or poor management? Fraud in the Samsung support service is a possibility. On the 28th of August, I had a further interesting experience. In the morning, I contacted support and said that it had been 14 days since I purchased the TV and that no one has called me in the last six days. According to the individual I spoke with, they attempted to call me on August 26 but were unable to do so. I said I haven’t received any phone calls. The agent claimed that they attempted to call me several times but were unable to do so. I contacted my GSM service provider to check my call history. And GSM operator confirmed that I didn’t receive calls from Samsung numbers. In this case, there are 2 options. Either Samsung has lost its management control over customer support, or the support staff is selling dreams to Samsung by entering false records. I guess Samsung doesn’t know about this, but their customers do. I didn’t give up hope and called international headquarters: I began to think global and act local: Losing hope in local Samsung support, I called international Samsung customer support and created a case numbered 1143645283 to forward to marketing or customer experience management officials. I stated that I did not expect support from them. I just stated that I am concerned that the service level I experienced may seriously damage the Samsung brand and customer experience value and that it would be sufficient to send this information to appropriate authorities by email. I hope there are still people at Samsung who are committed and responsible for the company values ​​they work for and will give me feedback. Distrust among Samsung marketing, technical service, sales departments and the collapse of central strategy and management. Hilarious bonus material: Here are the outdated methods and paranoia mood of the Samsung marketing team If this story was a concert this one would be encore: I received a vacuum cleaner bonus from Samsung Frame TV when I had bought it. I asked how I would engage in this campaign when Smart TV arrived home. The first step was to complete an online form. The form asked me to re-submit the information about me that was already in the Samsung CRM. I didn’t question much at first, following two steps shocked me. Step 1: The invoice sent to me by Samsung was requested to be scanned and submitted to this form. Step 2: The form given to me by the technical service had to be scanned and submitted to the form. I was told that 60 business days after Samsung officials reviewed and approved these forms, I would be sent the gift I deserved. The documentation which is sent to me by Samsung is requested to be sent back to Samsung. This is the problem with the CRM configuration. My data is not kept centrally. Behind the digital crowd is a serious manual workflow with papers, scanned documents. But more than that, it’s a paranoia created by distrust and lack of control among Samsung’s departments. Samsung departments do not trust each other’s data and ethics. Yes, the devil wears Prada, I don’t know who use Samsung: This vacuum cleaner campaign’s absurdity was developed because the marketing manager who planned this because he was helpless and could not find any other way. However, it is a pity that this campaign is made by the brand, which claims to be a digital pioneer. This is a method that was used in the 1990s when using fax machines and is no longer used today. Still, we should thank Samsung for reminding us of the nostalgic days when we collected paper coupons and faxed invoice information. Hacking Samsung records: Cherry on the top On day 32, no one from Samsung attempted to contact me until September 6th. Then something incredible happened. Miss Merve, claiming to be from the Samsung control department, called me and asked, “If everything is OK with the replaced new TV I received?” I answered her that, “I didn’t receive any replacement TV and nobody contacted me for the previous 10 days.” She was shocked. When I asked her what she sees on the records, she stated that the ticket clearly shows that my replacement operation had been completed and everything appeared to be in order on Samsung records. As a result, Samsung employees are hacking data probably to meet their internal OKR and KPI goals. Samsung Sales and Marketing are incredibly disconnected The final answer they provided me reads like a comedy movie script. They eventually agreed to supply me with a new 2021 model TV. My purchase was a Samsung Frame TV model. Frame TVs offer a design that complements their frames. I purchased the malfunctioning television with its frame, however, the frame was not delivered to me during the exchange. They said it was a company procedure and I had to buy it again for 140 USD. Then I went to the Samsung official website and found that these frames were no longer available. I enquired about the issue with authorized dealers. They also stated that certain items are not in stock. I phoned customer care and said that I had purchased a Frame TV and wanted to purchase a frame. As a result, Samsung Turkey is selling a product called Frame but with no Frames in stock. It’s difficult to believe, but this is a case of major miscommunication between marketing, sales, replacement, and customer service. The Samsung Frame TV I purchased 40 days ago now sits on my wall without the Frame. Despite the fact that I purchased it with the Frame attachment, Samsung forces me to purchase it again. Yes, it is like a punishment. Conclusion: Why you should not buy Samsung products and stock Finally, in light of all of this knowledge, I have two points to make. 1- Any Samsung goods should be purchased at your own risk. 2- Samsung’s management is on the verge of losing the game. Before you invest in Samsung, think about it three times. While I had a bad experience with Samsung, I was able to look into what was going on in other countries. Of all, firms with global operations will inevitably face customer concerns. When you examine the nature of these complaints and evaluate them, however, Samsung differentiates among these firms. The fact that the same television problem can also be found in Sweden and is greeted with the same apathy makes the topic intriguing. There has been a significant gap between Samsung’s production performance and the following consumer experience. Unfortunately, the most essential reasons for this are Samsung’s relationship with its consumers and its poor approach toward customer care. When asking for sales, the agents are unable to examine their stock, the client is asked for complex product codes rather than the product name, the website localization is poor and some parts of the website are not functioning, and beyond this, all communication process at Samsung should be investigated. Even though we know Samsung goods are of high quality, the sense that you will be alone and without help in the event of a problem has a significant impact on consumer decision-making. When your products are value-added, this becomes even more crucial. The worst thing is that Samsung’s internal issues are now evident from the outside. Alarm bells are ringing because the castle walls are now dangerously thin. However, I believe that history will repeat itself. The bad news will be delivered last to the Kings. The most important takeaway from my long narrative, which is entertaining to hear but terrible to experience, is that if you respect your income, don’t put your hard work in danger by purchasing a Samsung. Those who wish to invest in the Samsung brand, on the other hand, should pay close attention to what I’ve said so far. It’s impossible to imagine a long-term success for a company with a poor global customer experience strategy. Samsung has a long history of excellent production planning and strategy. However, having only one star player on your team does not guarantee that you will win the game. I am well aware that I am not the only clever person on the planet, and Samsung’s competitors will soon detect this and attack their weaknesses. It would be a huge waste of time and money for Samsung to try to fix this organization. In the near, medium, and long term, this suggests that Samsung will lose a serious number of loyal consumers. It wouldn’t surprise me if the Samsung brand deteriorated over time. Samsung will be forced to withdraw from several locations and will have to begin the recovery process all over again. In this scenario, expecting Samsung’s stock to do well would be incredibly optimistic. With the upcoming change management expenses, I believe Samsung stock will eventually go down to 40,000 level, following the curve pattern between 2012-2016.
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I have been working with CX data for the company I’m at (large scale, testing machines for medical labs). Even for customers with multiple complaints, poor scores on performance, etc. don’t lead to negative Satisfaction scores or Ease scores (on average) for some reason. I couldn’t help but be reminded of the idea in Economics of Price Elasticity for different goods. Is it possible our sector, or the nature of our product leads to lower expectations, draws more patient customers and thus only marginal drops in survey results when we provide a relatively poor experience?
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Despite all of the marketing hype, the vast majority of customer journeys and experiences are still fundamentally broken remnants of a bygone era, managed by software designed decades ago for voice-only call centers. Traditional omnichannel strategies are irrelevant for modern, smartphone-centric consumers, who are needlessly forced to switch channels, introducing latency, frustration, and complexity that thwart efforts to improve the customer experience. Source: https://ujet.cx/the-evolution-of-cx-wbn-typ/
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