FORRESTER'S TOP 15 TRENDS FOR CUSTOMER SERVICE IN 2013

I really enjoyed this article posted by Kate Leggett on January 14, 2013 outlining the Top 15 trends for customer service professionals.  

2012 is still a vivid memory for most of us. But it’s time to look ahead to 2013 and focus on the key trends that customer service professionals need to pay attention to as they plan for success this year. Here are the top trends that I am tracking. My full report is here.

PERSONALIZE CUSTOMER SERVICE

Trend 1: Channel Preference Is Changing Rapidly

Across all demographics, voice is still the primary communication channel used, but is quickly followed by self-service channels, and digital channels like chat and email. Channel usage rates are also quickly changing: we’ve seen a 12% rise in web self-service usage, a 24% rise in chat usage, and a 25% increase in community usage for customer service in the past three years. Expect customer service organizations to better align their channel strategy this year to support their company’s customers’ needs. Expect them to also work on guiding customers to the right channel based on the complexity and time sensitivity of interactions.

Trend 2: Mobile Solutions Are Becoming A Must-Have

Customer service mobile applications remain nascent as more companies focus on their mobile marketing, sales, and eCommerce mobility strategies. Expect companies this year to better align their mobile strategies, technology investments and user experiences across functional groups like marketing, customer service, eCommerce, and IT for consistent experiences. More companies will move away from duplicating their web presence for their mobile offering and will focus on deploying the right usage scenarios that add value to customers in a mobile environment, with focused user experiences that allow tasks to be efficiently accomplished.  

Trend 3: Agile Service Is Becoming More Important Than Multichannel Service

Customers expect service to be agile  — that is, being able to start an interaction in one communication channel or touchpoint and complete it in another. Each interaction should convey consistent and personalized data and contextual knowledge and information to the customer. Expect companies to continue to work on breaking down communication silos within and outside of customer service and standardizing the resolution process and customer service experience across communication channels and touchpoints.

Trend 4: Customers Expect Proactive Outbound Communication

Our latest Forrsights Networks And Telecommunications Survey shows that 29% of enterprises are currently investing in proactive outbound communications. We predict that the range of channels for proactive outbound will increase, and will include service alerts, workarounds, customized cross-sell and upsell offers, and new knowledge base content. More powerful smartphones and increased bandwidth will allow proactive outbound applications to use rich media with embedded links to improve the user experience. Outbound communications technology will also be more deeply integrated into the contact to support closed-loop scenarios where customers want connect to an agent after receiving a message.

Trend 5: Voice Of The Customer Programs Are Operationalizing Insights

In 2012, Forrester saw more companies adopt voice of the customer (VoC) programs (68% versus just 55% last year). However, companies struggled to distribute the analyzed data and act on pertinent feedback to deliver quantifiable business value. Expect companies to leverage VoC data on two fronts this year: (1) better focus on end-to-end feedback processes to deliver the right insights to the right organizations and (2) use of customer feedback as a direct measure of operational success.

EMPOWER AGENTS FOR QUALITY SERVICE

Trend 6: Customer Service Is Moving From Cost Center To Differentiator

Customer service organizations are typically managed as a cost center. Key success metrics focus on productivity, efficiency, and regulatory compliance instead of customer satisfaction. However, we are seeing that customer service organizations are gradually adopting a balanced scorecard of metrics that include not only cost and compliance, but also customer satisfaction, and which are more suited to drive the right agent behavior and deliver better outcomes.

Trend 7: The Universal Customer History Record Is Personalizing Interactions

Customer service agents must have access to the full history of a customer’s prior interactions over all of the communication channels available in order to deliver personalized service and strengthen the relationship that customers have with companies. In 2013, vendors will continue to add  the management of social channels to their customer service products. Companies will slowly continue to formalize the business processes and governance structures around managing social inquiries and move this responsibility out of marketing departments and into customer service centers. We also anticipate that organizational changes will be made to better align communication channel experiences owned by different functional organizations.

Trend 8: Knowledge Management Is Becoming The Jewel In The Customer Service Crown

Knowledge management solutions are a critical necessity for agents who rely on standardized answers to efficiently answer customer inquiries. It is also important to customers, as 60% of consumers use web self-service knowledge to find answers to their questions. Expect companies to adopt best practices in knowledge management: (1) make content capture from disparate sources (like email, social media interactions, and forum threads) easier; (2) make locating the right content easier; (3) allow agents and customers to rate and comment on content; (4) publish content without arduous review cycles; (5) tightly link case management and knowledge management solutions for greater service efficiencies; and (6) be more data-driven by using analytics to obtain insights on the value of content.

Trend 9: Next-Best-Action Solutions Are Powering Targeted Offers 

Organizations will continue to investigate methods to recommend agent “next best actions” during the service resolution process in an attempt to offer service tailored to the customer’s unique needs and past purchase history. These next best actions are not limited to cross-sells and upsells, but also help guide agents through the most successful resolution path by presenting them the next best process step to take which is aligned with business imperatives.

Trend 10: Business Process Management Meets The Front Office

In 2012, we continued to see organizations using BPM in the front office in an attempt to formalize agent actions in an effort to standardize service delivery, minimize agent training times, ensure regulatory and company policy compliance, and control costs. Expect to see continued focus on guiding agents through the service resolution process, in addition to focusing on the end-to-end process, which may involve back-office tasks.We will see better reporting and analytics in order to monitor overall key performance indicators (KPIs) to optimize the success of each process flow.

Trend 11: Collaboration Is Improving The Quality Of Service Deliverered

We’ve seen increased adoption of collaboration in recent years. Trends include: (1) greater adoption of customer service and ideation communities that deflect contacts to increase agent productivity and customer satisfaction; (2) harvesting of community knowledge for inclusion into knowledge bases; and (3) agent-to-agent collaboration where organizations are breaking down the rigid agent tiering structures in favor for a more collaborative environment with subject-matter experts to increase first-contact resolution rates. However, the biggest trend that we have recently seen is that collaboration is becoming a corporate mindset. Companies are adopting real-time collaboration in the form of activity streams around objects such as sales opportunities, customer service cases, and content.

TAKE ADVANTAGE OF MATURING CUSTOMER SERVICE SOLUTIONS

Trend 12: Best-Of-Breed Solutions Are Struggling To Prove Their Value

We see more suite solutions from a single vendor being deployed for customer service. Buyers will be in a strong position to push best-of-breed vendors to demonstrate differentiation and measurable business value. In addition, best-of-breed solutions are prime acquisition targets.

This differentiation must then be weighed against the integration pain from coupling multiple customer service solutions together, the overhead of managing software upgrades from different vendors, the overhead of managing multiple contracts from different vendors, and the risk of these best-of-breed solutions being acquired.

Trend 13: SaaS Solutions For Customer Service Are Becoming More Popular

Forrester estimates that nearly 70% of organizations are either currently using SaaS solutions for horizontal business processes like CRM or are interested in doing so. In 2013, many first-time customer service technology buyers will look first at a SaaS solution to see if this approach can meet their needs. However, SaaS requires new ways of thinking about vendor selection, contracting, risk tolerance, and organizational skill set requirements.

Trend 14: Outsourcing Is Slowly Gaining Market Share

In 2012, Forrester found that 20% of companies outsourced or were very interested in outsourcing, and another 8% were interested in outsourcing their operations. In 2013, expect outsourcing — both from global outsourcers and newer boutique firms — to slowly gain market share as each outsourcing model finds its niche. Expect to see a rise in outsourcers using home agents to provide their clients with greater business agility Expect also to see more companies look to outsourcing their contact center technology while staffing customer operations with their agents.

Trend 15: Analytics Are Improving The End-To-End Experience

Customer communication channels and touch points are often managed by different functional organizations within a company. Few companies extend the measurement discipline that is a core strength of voice-only call centers to other communication channels. Expect customer service organizations to start moving forward with more holistic measurement programs for communication channels and touchpoints. This will allow customer service organizations to understand the cost and success of end-to-end customer journeys and pinpoint areas of addressable pain — such as an escalation from a mobile self-service session to an agent-assisted call. Expect organizations to also derive insights from their customer behavior to better contextualize and personalize end-to-end experiences increasing satisfaction and long-term loyalty.

Read full article by clicking this link:

Rosetta Carrington Lue and the City of Philadelphia’s Successes in Customer Service

Rosetta Carrington Lue is the Chief Customer Service Officer for the Managing Director’s Office and the Director of the Philly311 Non Emergency Contact Center.

Rosetta came to work for the City in 2008 to oversee the implementation of Philly311. Since then, she’s used the center as a springboard for innovation. 

In 2009, Rosetta established the Philly311 Neighborhood Liaison Program. The program is front-line tool for civic engagement. Community leaders are trained as members of the Philly311 team and expected to report neighborhood concerns through the service. Since its inception, the NLP has trained over 600 citizens.

In 2010, Rosetta established an in-house customer service program for city employees. This program, the Customer Service Leadership Academy, offers classes like “How to Effectively Handle Customer Complaints” and “Basic Customer Service Telephone Skills.” Since 2010, the program has seen over 1,400 participants. 

Rosetta also created the framework for the Citizens Engagement Academy, a program that trains citizens on how to use the resources of city government. Today, this program is used by the PhillyRising Collaborative to promote and facilitate civic engagement.

September of 2012 marked the launch of the Philly311 Mobile App. This app brings the 311 services to any smart phone. Since its launch, the app has evolved to include Hurricane FAQs (during Hurricane Sandy), Election Day polling and candidate information (for the November elections) and Licenses and Inspections information, allowing citizens to type an address to look up property history. In December of 2012, The Philly311 Mobile App won City Paper’s Big Vision Award in the category of Government and Politics. 

Internally, Rosetta has implemented the Customer Service Officers program for each department within the Managing Director’s Office. Through this program, a designated customer service officer works with a team to evaluate his/her department’s customer service approach based on metrics and private-sector partnerships.

The Philly311 service itself has also seen innovation. Now citizens can use the 311 services by calling, emailing, visiting the website or walk-in center, communicating with 311 on Facebook or Twitter or downloading the mobile app. Technology was also installed in police vehicles so that officers could place service requests from the field; Philadelphia is the only U.S city to have done this. So far, Philly311 has trained over 800 officers.  Through Philly311′s programs and services, the City of Philadelphia was designated by the Public Technology Institute as Citizen’s Engaged Community from 2010-2012.

These successes cannot be touted without mentioning Mayor Nutter and Managing Director Richard Negrin, both of whom have made customer service a priority. Rosetta’s role in these successes, however, is to have pushed that priority forward until it became a catalog of tangible products for citizens to enjoy. In 2008, the City of Philadelphia needed a 311 Contact Center. In 2013, the City of Philadelphia is a national leader in customer service.  Rosetta played an invaluable role in that evolution. 

The 12 terrible excuses given for bad customer service:

How do you handle these 12 excuses for bad customer service?

1. It isn’t part of your job description.
2. You’re overworked and underpaid.
3. The customer is not always right.
4. You had a terrible day and just need to be alone.
5. You don’t have the right tools to deliver great service.
6. Your customers just want a good deal, they don’t care about the experience.
7. The customer is unreasonable and rude.
8. Another department is responsible for what the customer wanted.
9. Your company hasn’t made customer service a priority.
10. Your bonus isn’t based on customer service, so why spend any time on it.
11. The customer didn’t complain, so they must have been happy.
12. You had too much to do and other people were waiting. You couldn’t spend all that time with just one customer.

Reference: http://winthecustomer.com/why-bad-customer-service-happens/

BARACK OBAMA RAISES THE STANDARD OF CUSTOMER SERVICE

Here's a great article by  Flavio Martins  that I found related to President Barack Obama's initiative to improve customer service at the Federal level.  The President's Executive Order has inspired a commitment to change customer service delivery at the local City government level as well.

The public deserves competent, efficient, and responsive customer service from the Federal Government. Barack Obama’s Executive Order inspires just that.

The President’s Executive Order #13571 inspires federal government agencies and departments, known for so long for theirbad customer service standards, to streamline the delivery of their service to the people and improve customer service.

Executive departments and agencies must continuously evaluate their performance in meeting this standard andwork to improve it.

-Barack Obama

The Barack Obama Customer Service Standard

The president’s customer service standard executive order outlines the ideals that make up the correct approach to deliver agood customer service experience.

Executive order customer service principles:

• Survey and review customer feedback regarding customer service delivery.
• Establish service standards based on the needs and wants of your specific customer base you serve.
• Track on-going customer service performance against service standards demanded by customers.
• Benchmark customer service delivery against that of the best service-focused organizations in business.

The Federal Government Customer Service Demands

As technology continues to advance across all areas of business and society, the demands of the public continues to grow. Government should and must take a more active role in leading the charge to keep up with innovation and set the example for service delivery. There should be a constant attitude of service improvement and co-operation between agencies and the customers they service.

Managers at the government level MUST learn from what has and is working in the private sector and implement the more effective principles that will help government agencies improve the delivery of government service.

Among these principles are:

• Less hoops.
• Less barriers.
• Less run-around.
• More responsive agencies.
• More self-service options.
• More technology integration.
• More focus on customer experience.
• Greater transparency.
• Faster services.

Ultimately, the Federal Government has to align itself with the needs and wants of the people. It’s time to streamline and implement the customer service principles that are more efficient and effective at serving the general public.

City of Philadelphia Customer Service Officer Program Has Officially Kicked-Off!

Customer service has been a priority for Philadelphia City government since Mayor Nutter took office.  This priority has held true throughout the Managing Director’s Office. In 2011, managing director Richard Negrin appointed Rosetta Carrington Lue as the Chief Customer Service Officer. Soon after, the Customer Service Officers Program was developed.

Yesterday, the Customer Service Officer program held its kick-off orientation.

Through the program, each administrative department under the Managing Director’s Office appoints a customer service officer. This officer works with the Chief Customer Service Officer and the other appointed Customer Service Office’s to establish a culture of customer service excellence within his or her department.

Each customer service officer will be formally trained by Rosetta Carrington Lue and attend regular meetings with internal and external business partners who will offer guidance and resources. To measure customer service excellence, the Chief Service Officer  program will use comprehensive criteria derived from the Baldridge Award, created by Congress in 1987.

Through the Customer Service Officers program, key administrative departments within the City of Philadelphia will have unified, measurable goals to offer customer service excellence. This effort will improve internal processes, inter-departmental coordination and interaction between citizens and city government. The Customer Service Officer program is an exciting, important step forward for the City of Philadelphia. 

Stay tuned for updates…