Problems are always more fun when you think of them as adventures.
Sadly, when something stops working, no one says
“It’s broken FOR THE LOVE OF….I can’t wait for this adventure”
But there’s merit in applying storytelling theories to customer experience. If a problem arises, it helps to see our customer as a protagonist who seeks a happy ending. This can help us map their optimal journey to resolution. The problem is, many people think this only gives our agents the chance to step in as fairy godmother.
It’s nearly 2020 kids, we say let Cinderella fight her own battles.
“Jolly Green Giant” sounds like a good guy to know, doesn’t he?
For years he’s been encouraging kids to eat their greens. He smiles from shop shelves, sporting leafy togas on tins of sweetcorn.
But when his title was translated to Arabic, our gentle giant’s persona changed.
His alter-ego “Intimidating Green Monster” was born. Broccoli’s version of the bogey man.
Investing in sparkly new tech can feel like waving a magic wand that will solve our business woes.
But has it ever done that?
Over the past 20 years we’ve been repeatedly told each new channel is going to solve our customer service problems. None of us would be here if this was the case.
It’s no longer a debate, video is an unparalleled medium for communicating messages.
So much so, that the average viewer remembers 95% of a message when it’s watched, compared to just 10% when it’s read. (Medium.com)
So, if you remember one tenth of what you read here, remember this:
If you want to get something done, video how to do it.
Shifting left is about bringing solutions closer to customers. This also means taking problems further away from skilled agents. The endgame for both parties is one bumper prize: more time.
In a perfect world, a successful shift left is solving a problem altogether. No one needs to ask or answer a question at all. Because ideally, the answer’s self-explanatory.
People who think getting someone to commit to marriage is hard, clearly haven’t asked a customer to complete a survey.
Even if a customer says yes, we keep the champagne on ice, because many don’t stick around to answer the full questionnaire. Sadly, being jilted around the question 20 altar is not uncommon in surveyland. Appealing for the completed document can be a very short, somewhat crushing, engagement.
Paolo Nutini once put some new shoes on.
In the world of customer journey mapping, he had the right idea. Our own pair simply won’t do.
Whether they are well-worn Doc Martens, mud splattered wellies, sun-cracked flip-flops or polished brogues, it’s the shoes of our various customers we need to walk in.
Over the past decade new technology has driven new international markets – and a new culture. Customer service can be challenging at the best of times, but with customers now from many different cultures and nationalities, maintaining strong customer satisfaction becomes even more problematic.
IVRs surely face more accusations of failure and poor performance than any other customer touchpoint. It seems every company aspires to a “good” IVR – and yet systems route callers to the wrong place, drive them to abandon mid-journey and leave agents transferring customers who simply chose the wrong options.
The face of the digital landscape is changing, and at a rapid speed. Digital disruption now significantly impacts the way we communicate with customers every day. Plus, new technology means there is an overwhelming amount of data we can gather – and produced in a real-time setting.