SL – Kronans Apotek = 1-0

Posted in Aktuellt, Customer care / Kundvård on October 15th, 2019 by admin

Alla ni som följt mina kundupplevelser från Kronans Apotek och SL (se mer nedan) får här ytterligare ett bevis på hur begreppet “kundservice” genomsyrar en organisation och helt saknas i den andra (Kronans Apotek).

När jag tillskrev kundtjänsten på Kronans Apotek fick jag veta att det inte var deras uppgift att förmedla min återkoppling till det aktuella apoteket. Det får jag göra själv! Inget intresse alls av att “se och lära” av sitt dåliga kundbemötande och en kund som faktiskt tar sig tid att ge en saklig återkoppling.

SL, däremot, svarade inom några minuter på följande sätt:
Hej Johan!
Tack för att du hör av dig.
Vad trevligt att få läsa om din positiva upplevelse av förarens bemötande. Jag kommer att framföra din redogörelse till dennes arbetsgivare vilket kommer innebära att han får återkoppling med ditt beröm från sin arbetsledare.
Jag skulle dock vilja fråga dig om den tid du angett i ärendet: Var 09:20 den tid som bussen ankom till eller avgick från de hållplatser du reste mellan?
Jag hoppas att dina framtida kontakter med oss som representerar SL fortsätter vara lika positiva samt att din axel läker bra och snabbt!
Vänliga hälsningar,
Elsa
SL Kundtjänst

Vilket bemötande upplever Du, som kund, som mest engagerat och proffsigt?

Positiv kundupplevelse

Posted in Aktuellt, Customer care / Kundvård on October 14th, 2019 by admin

Efter min senaste upplevelse av kunservice på bottennivå (Kronans Apotek, läs mer nedan) känns det bra att få berätta om dagens upplevelse som speglar motsatsen till Kronans Apotek. Dessutom visar den hur kundservice inte alls behöver handla om CRM-system och strukturer. Istället handlar det om varje enskilds medarbetares inställning och beteende. Varje dag!

Står i ösregnet, med min nyopererade axel i ett axellås, och väntar på bussen till sjukgymnasten. Blött, kallt och allmänt eländigt.
Dörren öppnas och chauffören säger genast: ”ta den tid du behöver att sätta dig innan jag startar bussen” (så farbror inte trillar med sin sargade axel:) )
När det sedan, några hållplatser senare, är dags att kliva av vänder han sig om mot mig och frågar om jag behöver hjälp. Jag svarar att det går bra utan hjälp men tackar honom för vänligheten.
”Det är det vi är till för mannen” svarar han!

Snyggt SL! Hoppas på fler positiva kundupplevelser framöver.

KRONANS Apotek – Märklig syn på kunden

Posted in Aktuellt, Customer care / Kundvård, Leadership / Ledarskap, Strategy implementation / Strategiimplementering on September 19th, 2019 by admin

Ibland funderar man på hur företag verkligen överlever i dagens stentuffa konkurrenssituation.

När jag växte upp fanns det e t t apotek. Man gick helt enkelt till Apoteket! Situationen var, som i många andra branscher, den att konkurrensen var obefintlig. Följaktligen spelade det ingen större roll hur man tog hand om kunderna. De kom ändå. Det fanns ju inga andra alternativ.

Idag finns det, tack och lov, ett flertal möjligheter (t.ex. Apoteket, Kronans Apotek, Apotek Hjärtat, Fox Farmacia, Apoteksgruppen, Lloyds, Swevet). Alla med bra affärslägen, generösa öppettider och inte minst service på nätet. Och massor av produkter. Och produkterna är i stort sett desamma. Och, i alla fall vad gäller läkemedel, är kvaliteten likvärdig. Detta sörjer Läkemedelsverket för.

Med så mycket och så bra, hur ska man då konkurrera? Jo, man kan ju sänka sina priser. Men vem vill göra det?
Med allt annat lika kvarstår då möjligheten att säkerställa ett bemötande som är bättre för mig som kund än hos de övriga aktörerna. Känner ni igen situationen? Genom att ta hand om sina kunder (nya och befintliga) på ett bra sätt (och bättre än andra aktörer) skapar man nöjda och återkommande kunder. Och stärker sin konkurrenskraft. Låter enkelt, eller hur? Men det har visat sig svårt. Och nästa omöjligt för vissa.

En del i att utveckla marknadens bästa kundbemötande (och de stora konkurrensfördelar det ger) är att hela tiden vara lyhörd för hur kunden ser på vårt erbjudande och vårt beteende. Det är idag så viktigt att det är en stående punkt på agendan för de flesta styrelser.

Och precis som vi ger återkoppling till våra barn dagligen (för att de skall kunna utvecklas som individer) är det av största vikt att företagets anställd löpande får information om vad kunderna tycker om oss. Vad gör vi bra? Och vad vill kunderna att vi utvecklar ytterligare? Både vad gäller vårt produkterbjudande och hur vi bemöter våra kunder.

Nu till min egen upplevelse av hur detta fungerar (eller snarare, inte fungerade alls) hos Kronans Apotek:
Jag besöker Kronans Apotek på Odengatan i Stockholm. Ljust, fint och massor av produkter. Men det är ju precis som hos alla andra apotek. Det vill säga – detta skapar ingen konkurrensfördel över huvud taget.
Just mängden produkter gör att jag har svårt att se skillnaden på olika alternativ. Följaktligen ber jag om hjälp, beskriver mitt behov och blir rekommenderad en produkt. Tackar och betalar. Gott så!
Väl hemma igen Googlar jag på produkten och finner at det här inte alls är det jag behöver. Och de angivna biverkningarna är dessutom direkt olämpliga för just min situation.
Nåväl, Kronans Apotek ligger ju bara ett stenkast hemifrån. Nästa dag promenerar jag över till dem och träffar nu en annan expedit än den som expedierade mig igår. När jag beskriver mitt behov (på samma sätt som för hennes kollega dagen innan) skakar hon på huvudet och utbrister att ”då ska du verkligen i n t e använda denna produkt”! Hon plockar snabbt fram en ny produkt utan de olämpliga biverkningar som fanns i produkten från igår.

Nu dyker gårdagens expedit upp. Hon kommer fram, minns mig från igår och börjar genast försvara sin rekommendation. Felet till att jag fick en direkt olämplig produkt igår är kundens! Kunden (jag) har inte alls beskrivit behovet på rätt sätt. Jag behöver inte höra detta utan ber att helt enkelt få byta produkten från igår mot den jag just rekommenderats av hennes kollega. Trots att gårdagsprodukten är betydligt dyrare, och jag berättar att det inte spelar någon roll och att jag inte behöver få mellanskillnaden tillbaka, går detta inte att genomföra utan uppvisande av kvitto. ”Hur ska man annars veta att produkten är köpt här”? Men vi har ju just stått här, ansikte mot ansikte, och talat om vårt möte igår!!! Jag lämnar nu Kronans Apotek utan vare sig den första eller andra produkten eller några pengar. Jag har inte mitt liv till diskussioner som denna! Dessutom ligger Apoteket bara ett stenkast bort och här kan jag handla det jag nu vet att jag behöver.

Kan dock inte släppa tanken på hur illa det uppenbart fungerar på just detta apotek. Väl medveten om att just denna situation inte behöver spegla kundbemötandet i alla Kronans Apoteks butiker i Sverige.
Men visst vore det väl ändå värdefullt för Kronans Apotek på Odengatan att få information om hur kunden (jag) upplevde bemötandet. Kanske kan man lära sig något av situationen för att undvika en sur kund framöver? Jag väljer (vilket jag tror att ytterst få missnöjda kunder gör) skriva till Kronans Apotek och förklara min upplevda situation.

Svaret jag får är från en central kundservicefunktion. Man berättar att det naturligtvis inte går att byta produkten (trots obruten förpackning) utan ett kvitto. Och för att ytterligare understryka detta hänvisar man till att ”det är vår policy”. Punkt!
Hur ska man t.ex. veta att den aktuella produkten är köpt just i det aktuella apoteket?
”Men expediten, hennes kollega och jag talade ju om hennes rekommendation och mitt uppföljande köp. Och hon minns ju mycket väl mitt besök” förklarar jag.

Nåväl. Jag ska inte trötta Dig mer med den fortsatta skriftväxlingen med Kronans Apoteks kundservice. Låt mig istället gå till slutet av vår mailväxling. Jag avslutar med att skriva ” Jag utgår från att apotekschefen på Kronans Apotek, Odengatan 54, får ta del av vår dialog och att hen tar en kontakt med mig om hen ser ett värde i detta”.
Nu uppkommer det märkligaste i hela situationen! Jag häpnar när jag läser detta!
Man kan nämligen i n t e förmedla detta till den som är ansvarig på detta apotek. Istället uppmanas jag att söka en personlig kontakt på plats med den ansvarige platschefen!
Varför man inte kan förmedla denna kundåterkoppling från sin centrala funktion ”kundservice” till det berörda apoteket framgår inte. Vad som dock framgår med oönskad tydlighet är att Kronans Apotek inte ser ett värde i att utveckla sitt kundbemötande baserat på faktisk kundåterkoppling.
Rent tekniskt går det ju att i alla fall (även om det skulle te en dryg minut) kopiera texten från vår maildiskussion i ett mail till den berörda apotekschefen. Men det är inte problemet. Problemet är istället att Kronans Apotek uppenbarligen inte har en kultur som uppmuntrar sina anställda att vara lyhörda för kundernas synpunkter! Och det är ytterst en ledningsfråga!

Till aktörer som Kronans Apotek kan man bara säga: Lycka till! Det kommer att behövas …

Läs gärna mer om kundvård här.

Utmaningen handlar om nya krav från kunderna

Posted in Aktuellt, Board work / Styrelsearbete, Customer care / Kundvård, Fact Based Management on January 3rd, 2019 by admin

Tiffani Bova är i Sverige för att lansera sin senaste bok ”Growth IQ: The Ten Paths To Growth”.
Utmaningen med den nya tekniken handlar inte alls om teknik – utan om att omdefiniera sin affär och hålla jämna steg med kundernas förväntningar.
Det menar tidigare Gartneranalytikern och molnstrategen Tiffani Bova.

Digitaliseringen rymmer så många möjligheter att det är svårt att veta var man ska börja. För Tiffani Bova – Innovation Evangelist på världens största mjukvaruföretag inom kundvård – är svaret enkelt:

– Utmaningen i dag handlar inte alls om teknik, utan om kundernas förväntningar och krav. De har förändrats mycket snabbare än de flesta företag inser och det är människorna som är den disruptiva, eller omstörtande, kraften i den tekniktransformation som vi nu genomgår, säger hon.

Ordet disruption finns egentligen inte på svenska, men används desto flitigare för att beteckna den svindlande omstöpning av hela branscher som vi ser. Kreativ förstörelse, menar Tiffani Bova, som jobbade som analytiker vid Gartner Group i tio år innan hon kom till Salesforce. Nu är hon i Sverige för att lansera sin senaste bok ”Growth IQ: The Ten Paths To Growth”.

Nya krav från kunder
AI, molntjänster, Internet of Things… det är lätt att tro att utmaningen handlar om själva tekniken. Det gör den inte, menar Tiffani Bova, utan om att kunderna nu blivit så bekväma med digital teknik att de kräver helt nya saker av företagen.

– Medarbetare och processer behöver förändras, annars kommer vi aldrig att utnyttja potentialen som den nya tekniken rymmer fullt ut. Många är skeptiska inför vad den nya tekniken kan göra, vilket är synd. Tekniken låter oss utföra allt det vi vill att den ska göra, från AI och maskininlärning till säkrare prognoser… Men förändring är bland det tuffaste för många, säger Tiffani Bova.”

Ny digital teknik används ofta till att automatisera och digitalisera befintliga processer. Det ser Tiffani Bova som slöseri med potential, om det är så att processerna i sig borde bytas ut för att spegla en ny tids affärsmodell. Men var ska ett företag börja?

– Reimagine, återskapa eller snarare nyskapa din affär och det sätt på vilket du tillför värde till människor. Skrota alla silos och se till att alla inom företaget har tillgång till all data om kunden. Låt försäljning flytta ihop med kundservice som ett sätt fördjupa kundrelationen och sälja mer.

Hur går det till att nyskapa?

– Det beror helt på kontexten – kunderna och marknaden. Men benchmarka dig inte mot konkurrenterna. Prata istället med kunderna och fråga vad de vill ha.

Men, vet kunderna verkligen vad den nya tekniken kan möjliggöra?

– Nej, men de vet hur de vill att en optimal köpupplevelse ska se ut – och vad de inte vill ha. Sen är det upp till dig att använda tekniken för att leverera den. Och skräddarsy en köpresa som verkligen går hem hos dem. Kanske ser den helt annorlunda ut än innan digitaliseringen. Men om du håller fast vid en leverans som bottnar i att ni sitter fast i system och tänkande som går decennier tillbaka i tiden, då kommer du inte att lyckas.”

Behov av fler säljare
Många hävdar att AI hotar jobben. Rätt använd blir effekten den rakt motsatta, menar Tiffani Bova.

– Vad gäller säljare märker vi på Salesforce hur användningen av AI faktiskt leder till ett ökat behov av fler säljare, inte färre. Ju smartare ett företag blir, desto mer potential finns det att faktiskt sälja mer.

För att styrka vikten av kundupplevelsen citerar hon fakta från Salesforces studier:

”80 procent av dagens kunder är beredda att byta leverantör och två av tre är beredda att betala mer för en bättre köpupplevelse. 51 procent av gångerna möts inte kundernas krav vid köpet.”

Hur skiljer sig kundens upplevelse av ett varumärke, eller ett företag, i dag jämfört med tiden innan digitaliseringen?

– Det handlar om två helt olika saker och har inget med varandra att göra. Förväntningarna är så mycket högre i dag. Även hos en äldre generation, som i dag är helt med på smartphonetåget.

Ny teknik och nytt kundtänk kräver ibland nya kompetenser. Hur ska företagen se till att medarbetarna har rätt kunskap?

– Lista de kompetenser som ni behöver i framtiden och låt medarbetarna veta vilka de är. Identifiera människors styrkor och vad de vill jobba med i framtiden. Dina kunder kommer att vara ungefär lika nöjda som dina medarbetare är. Ditt företag kommer inte att vara mer innovativt än vad dina medarbetare är.

Fortbildning – en del av kulturen
Det är ingen slump, menar Tiffani Bova, att Salesforce utsetts till ett av världens mest uppskattade företag att jobba för och samtidigt en av de mest innovativa.

– Vi pushar för ständig fortbildning, det är en del av kulturen.

Till sist, varför är CRM mer aktuellt än någonsin?

– Därför att kunderna kräver så mycket mer i dag, vilket ställer större krav på kundrelationshantering.

Detta är Salesforce
Salesforce är världsledande inom customer relationship management, CRM, tack vare en plattform som utnyttjar den senaste teknologin inom molntjänster, sociala medier, mobil kommunikation, sakernas internet (IoT) och artificiell intelligens (AI). Med den kan företag av alla storlekar i alla branscher kommunicera med sina kunder på ett helt nytt sätt.

Salesforce rankas som nummer ett på Forbes lista över världens bästa arbetsgivare.

Tidningen har också åtta år i rad utsett Salesforce till ett av världens mest innovativa företag.

Källa: Di.se, 3 januari 2019
Länk

Want happy customers? Focus on happy employees

Posted in Aktuellt, Allmänt, Customer care / Kundvård, Försäljning / Sales on October 6th, 2018 by admin

It was 5:18 a.m. – after a five-hour, red-eye flight – when I arrived at the tony Vineyard Resort, where in three hours, I would face 15 participants in a two-day leadership training program. But the receptionist couldn’t find my reservation and didn’t seem to care much. When I got to my room 90 minutes later, a note of greeting read: “Hospitality and service as a way of life.” Oh, the irony!

The incident spotlights that being customer-centric requires a culture where employees must live the inspirational quotes espoused. A decade ago, McKinsey and Egon Zehnder studied the relationship between managerial quality and revenue growth. The analysis found that customer impact – the capacity to grasp the evolving needs of customers – led all leadership competencies.
The degree of customer impact also correlated with a company’s revenue growth and the effectiveness of its top executives across all growth situations, as well as with the senior teams and managers below them. It helps define a customer-centric culture where employees individually and collectively prioritize customer needs in everything they do.

Why are some organizations better than others at creating leaders focused on customer impact? How do you recognize a customer-centric culture? Invariably, a customer-centric organization displays:
– A clear vision that customer experience is a priority.
– Formal mechanisms to co-create that experience with customers and complementary partners.
– Accountability created among employees.

In such organizations, employees at all levels possess the freedom to drive customer service excellence. Customer experience and outcomes are measured, shared and tied to individual performance assessment. These organizations recognize and reward internal cross-functional collaboration and knowledge-sharing because they understand how to serve customers better. The employee experience reflects the customer care the organization seeks to create.

Consider Southwest Airlines, a recognized leader in customer experience. It consistently scores in the mid-sixties in public NPS (Net Promoter Score) benchmarks that measure customers’ willingness to recommend a company’s products or services to others, a score that is higher than any airline and one of the leaders in any industry.
Many travelers are familiar with Southwest crew members delivering safety announcements with humor, thereby personalizing that obligatory inflight duty and making it more enjoyable for passengers. And it goes beyond the safety spiel. Employees are routinely asked to submit ideas for improving safety and hospitality and for paring costs.

Southwest gives employees the autonomy to deliver a premium customer experience and to continuously improve it. When the airline decided new uniforms were needed to match its new logo and image, they asked their employees to design them. Thousands volunteered, and 43 employees were chosen to collaborate. They designed a fashionable, yet functional uniform (even machine washable, a rarity) that employees say represents Southwest’s personality.
Forbes named Southwest No. 12 on its list of America’s Best Employers in 2016. CEO Gary Kelly attributed the ranking to “the passion [employees] show every day for offering the best in hospitality to our customers and to each other.”
This is an example of customer service done well, where employees are empowered to be engaged and passionate about the customer experience.
My reservation at the Vineyard Resort was not in the system; something had gone wrong in the back office. That happens. The next day, resort managers apologized many times. Still, in the end, the receptionist likely was not empowered to go above and beyond. He likely did not feel safe to take a risk and give me a room without following protocol. That single incident left an indelible memory – and it wasn’t favorable.

Source: McKinsey.com, 10 September 2018
Link
By: Gila Vadnai-Tolub

The secret to making it in the digital sales world: The human touch

Posted in Aktuellt, Customer care / Kundvård on June 4th, 2018 by admin

Successful B2B sales teams strike the human-digital balance customers want in three core areas: speed, transparency, and expertise.
The CEO of a large industrial company recently posed a question: “My face-to-face sales force thinks everything should be analog. For years, they’ve successfully driven consultative sales relationships based on face-to-face conversations, and they think they should carry on. Meanwhile, my e-commerce business unit thinks we should convert everything to digital because that’s where the growth is. Who’s right?”

The short answer is, “Both.” The realities on the ground, however, make it hard for sales leaders to understand what they actually need to do, especially when different parts of the organization have a vested interest in pushing different sides of the human-vs.-digital debate.
There’s no doubt that digital is rocket fuel for sales organizations. B2B sales leaders using digital effectively enjoy five times the growth of their peers who are not at the cutting edge of digital adoption. But a recent McKinsey survey of B2B customers highlighted a more nuanced reality. What customers most desire is great digital interactions and the human touch.
The implication is that B2B sales companies have to use technology to power and optimize both digital and human interactions. Companies that add the human touch to digital sales consistently outperform their peers. They achieve five times more revenue, eight times more operating profit, and, for public companies, twice the return to shareholders. That data holds true over a four- to five-year period.
Many sales organizations, however, have trouble putting this human-digital program into practice. The truth is that there are no tried-and-true methods. Companies need to create the human-digital blend that is most appropriate for their business and their customers. This should not be a random process of trial-and-error testing. What is needed is a systematic way to evaluate the optimal human-digital balance (see sidebar, “Sales channels have evolved”).

Sales channels have evolved
Twenty years ago—let’s call it the monochannel era—B2B sellers typically had one channel for all their customers. It might have been a face-to-face sales force or a call center, or they might have sold solely through resellers or distributors. As businesses grew and connectivity increased, these companies might have added a new channel; customers would have been clearly assigned to one or the other based on their segmentation.

Then the Internet changed everything. Multiple channels were available to customers in any segment. Monochannel became multichannel, and now we have omnichannel—a “multitouch” world. Today’s customers, regardless of segment, expect to engage with companies using the channel of their choice at any given moment in time and at all the different stages of the buying process.

It’s not who, it’s when
The majority of B2B companies want both human and digital interactions on their buying journey, according to a recent McKinsey survey. Their specific preference at any given time is primarily correlated with the stage of the buying journey.
When customers are researching a new product or a service, for example, two-thirds of those who lean more towards digital still want human interaction. As customers move into the evaluation and active-consideration stages, digital tools that provide information, such as a comparison tool or online configurator, come into their own, especially when combined with a highly skilled sales force.

After the purchase, when discussions are about renewal, cross-selling, and upselling, the tables are turned completely, and 85 percent of those who lean overall towards human interaction now prefer digital. Yet most B2B companies still reward reps more for spending time keeping customers loyal and repurchasing than for uncovering new customer needs or driving demand, which is exactly where customers say they want face-to-face expertise. The key message for sellers is that context matters more than customer type and much more than industry. Companies that are digital from start to finish today could see even higher growth if they reintroduce the human touch to the start of the buying journey. Conversely, if companies are firmly holding customers’ hands via key-account managers or value-added resellers, they should be aware that customers are saying loudly and clearly that they don’t value that close personal attention after the sale.
Exhibit

What do customers want?
Customers want a great digital experience and a great human experience. Be careful, though. We asked customers “What annoys you most?” and gave them a large number of possible answers, including price. A third said “Too much contact”—by far the single biggest answer.
The trick is to understand where human interaction is most wanted and invest there—be it in expertise available via a web chat, ensuring a speedy response to customer-service queries, or simply having a person pick up the phone when a potential customer rings.
Companies also need to invest in digital, but those investments should focus on two places. First, where digital is most valued by customers: enabling speedy purchases and repurchases, delivering online tools for customer service, or offering real-time pricing with product configurators. Second, where digital can enable humans to do a better job of interacting with customers when the human touch is required.
Since many B2B customers still want human interaction at some stage of their customer journey, sellers need to offer multiple routes to market with both human and digital resources available at all stages at varying degrees of intensity. The challenge is ensuring seamless transitions and handoffs from one stage to the next so that customers are neither repeating themselves nor frustrated at delays.

The implications for employees are substantial. Sales reps need to focus their efforts on expertise, on being more consultative, and on responding quickly. Compensation structures may well have to change, too. If reps become less important at the point of purchase, then the commission model will need to evolve.
From our research and experience, three traits have emerged that should be core ingredients of every company’s optimal human-digital blend: speed, transparency, and expertise.

The need for speed
Slow turnaround times are frustrating, and slow means more than 24 hours, even for B2B customers. Companies need to think about having 24-hour expertise available on call, with superexperts, who can answer customer questions in real time, sitting with the sales or customer-service team. Digitally enabled tools can help enormously, for example by connecting customers with experts via a web chat.

Even when customers are doing extensive online research, there usually comes a point when they want a question answered quickly. This could be online, through the company website’s FAQs or product pages, or through contact with a real person. Yet most B2B companies have yet to perfect their online content to answer all questions, and even fewer have reconfigured their traditional inside sales channels or web-chat tools to deliver highly technical expertise on demand.
Once customers are set on making a purchase, they want to do it fast. One-click purchases or shortcuts for repeat orders (even for large capital purchases) can speed up the process tremendously. If customers are on a company’s website but have to buy from a distributor, they need to be able to reach the appropriate page on the distributor’s website quickly and smoothly. If there are changes to the RFP, customers expect an almost instantaneous turnaround or, better still, an online space where buyer and seller can solve the problems in real time. Customers we spoke to complained a lot about being unable to make a quick change, whether they were buying in person or digitally.
Finally, speed is vital in repurchase and postpurchase troubleshooting. Four times as many B2B buyers would buy directly from suppliers’ websites if that option were available (and fast). They are especially keen on it for repeat purchases.

For postpurchase needs, speed can come from something as simple as having better FAQs, or from a well-run forum where customers can solve one another’s problems online. Increasingly, it means using chat bots, which can often answer a lot of customers’ queries, or at least ensure they are directed to the best place or person as quickly as possible.
One B2B retailer changed how it offers online support by crowdsourcing improvements to its FAQs and offering a small reward as an incentive to engage. It also interviewed customer-facing staff to prioritize customers’ pain points. It then updated the FAQs based on this feedback and cross-referenced the answers with the service calls that had the highest-rated resolutions to ensure the content was correct. Finally, and perhaps most simply of all, the company moved the FAQs to a more prominent place on its e-commerce site.
These relatively inexpensive and straightforward changes reduced the volume of calls and messages to its customer care center by a staggering 90 percent, since customers could now quickly find the answers to their problems. This success allowed the retailer to shift support capacity to work with the key-account teams on strategic accounts.

Transparency matters
Customers want transparency. They want to know at a glance the difference between what they have today and what they could have tomorrow, and they want to know what the total cost is. Digital tools make product comparison and price transparency easy and can be used both by customers directly and by sales reps working with clients, blending the digital and human. For example, in more transactional situations or for general comparison and evaluation, customers want to be able to look online for pricing or use configurators to generate pricing for comparisons. In more complex or consultative situations, face-to-face or inside sales reps might access online configurators or pricing tools in collaboration with a customer.
The importance of transparency extends to resellers. Our research shows that customers still judge companies on pricing transparency at their resellers. If the reseller lacks a good product-comparison engine, a good configurator, easy-to-understand pricing, or easy-to-build quotations, then in the customer’s mind it’s the same as if the company was managing the sales process itself. One option is to let customers use your site to do their comparisons; the other is to find out where customers struggle on the reseller’s site and invest in helping the reseller overcome the problem.

Whatever the specific situation, it is critical to control as much of the process as you can, and to influence what you cannot directly control. One software company realized it wasn’t converting small- and medium-sized business customers from consideration to purchase. Its one-size-fits-all approach to product recommendations meant that SMB customers saw the same offers as enterprise-level customers and thus had no clarity on which elements might be priced differently if applied to them. So they took their business elsewhere. It was time for a change.
The company set up a “trial and buy” website specifically geared to small- and medium-size businesses. It asked customers to fill in a brief form to assess their needs and made offers based on their answers, with clear pricing for each package and a clear explanation of how each package was different. This approach helped the company open up a whole new segment. Within three months, 90 percent of SMB buyers were first-time customers. Those customers whose needs were seemingly too complex for an off-the-shelf package were routed to a team of inside sales experts who were able either to direct them to the right standard package or to configure a solution to meet their needs. This ability to “triage” customers into those who need more human help versus those who can be well served with digital tools can significantly improve customer experience and conversion.

Digital to support your experts
Today’s account managers need to be experts, and digital tools can help them provide their expertise to their customers. The human conversation facilitates and drives the customization, while the digital tools bring the quick visualization and specifications—including pricing tradeoffs—into sharp relief. Neither works without the other.
A senior account manager at an audiovisual company was sitting down with a customer’s team. On her tablet was a product configurator, and during a three-hour meeting, she was able to use the live configurator to redesign the product in line with the customer’s evolving requirements. The pricing updated in real time, the ancillary products and services that would complement the new system were included, and everyone around the table could talk about what they were seeing on the tablet. Such an exchange might have taken two to three weeks just a few years ago.
At a medical-products company, sales reps brought their expertise to surgeons, helped by a complex configurator and visualization tool. They were able to help the surgeons pick precisely the right product for particular patient segments (based on demographics and diagnosis) and show them a video game that demonstrated connecting the device to the patient. This experience boosted surgeon satisfaction with the company by 10 percent, and sales by 12 percent. Moreover, the surgeons rated the reps’ expertise as 30 percent better than that of a control group armed with just brochures and PowerPoint.

The hat trick
Successfully bringing speed, transparency and expertise into the digital/human blend delights customers and grows sales. Recent moves by Grainger are a classic example of a response to all three customer needs simultaneously.
Grainger is one of the world’s largest providers of maintenance and repair supplies and was one of the first companies in its sector to seize upon digital as a tool for achieving both customer intimacy and growth. As far back as 1991, when they provided an e-catalog on CD-ROM, Grainger has been at the forefront of embracing digital alongside its core “human” branches and sales reps. Fast-forward to today, when 69 percent of Grainger orders originate via a digitally enabled channel (such as website, TakeStock, and EDI). But sales and service representatives, along with local branches, remain integral to the customer experience.
As their ecosystem evolves, Grainger continues to innovate, launching two businesses that are fully online only. Monotaro, serving SMBs in the Japan market, and Zoro Tools, serving SMBs in the United States, are both single-channel online stores. Both offer only products that are meaningful for this segment, which meant whittling down tens of thousands of SKUs, simplifying the assortment available, and increasing the speed at which customers find what they need. Pricing is transparent, and the purchase process is fast: simply click to buy.
The benefits for Grainger have been significant. Both Monotaro and Zoro have experienced double-digit growth as the result of a speedy, transparent, and informative process (22 percent and 18 percent respectively, 2017 over 2016). Simultaneously, customers continue to engage in analog experiences, with 32 percent picking up orders either at a branch or via an onsite locker system.1The human touch and experience remain very relevant.

Perhaps the single biggest lesson from this research is the benefit of asking customers what they want. We asked them, “What’s the one thing a salesperson could do that you would really appreciate in terms of how you interact?” Their answer: “Ask me.”
Is it time to ask your customers whether the monthly meetings you have with them are valuable? Would they prefer a quick text or email rather than a phone call? Are they aware of the product wiki you have online? Get the customer involved to find out when to use digital tools and when they want the human touch.

Source: McKinsey. com, May 2018
By Christopher Angevine, Candace Lun Plotkin, and Jennifer Stanley
About the authors: Christopher Angevine is an associate partner in McKinsey’s Atlanta office, and Candace Lun Plotkin is a senior expert in the Boston office, where Jennifer Stanley is an partner.
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Så påverkas du av artificiell intelligens

Posted in Aktuellt, Allmänt, Customer care / Kundvård, Digitalisering / Internet on January 26th, 2018 by admin

Artificiell intelligens är redan en del av vår vardag och många påverkas varje dag. Vilka konsekvenser blir det när maskinerna bli mer intelligenta? ”Vi kommer att bli alltmer bekväma med att interagera med AI”, säger Lotta Laurin, nordisk marknadschef på Salesforce.

”2020 kommer kunder att hantera 85 procent av sin relation till ett företag utan att interagera med en människa.” Det förutspådde undersökningsföretaget Gartner redan 2011. Användningen av digitala assistenter som Apples Siri och Amazons Alexa ökar snabbt liksom tillämpning av chatbots (program som simulerar en konversation) till exempel inom kundservice. En undersökning som molnföretaget Salesforce har gjort pekar i samma riktning.

– 57 procent av konsumenterna förväntar sig att röstaktiverade assistenter har stor eller måttlig inverkan på deras liv senast 2020. Allt pekar på ökad användning då allt fler produkter innehåller röststyrning och människor blir mer och mer bekväma med att interagera med AI på det sättet, säger Lotta Laurin, nordisk marknadschef på Salesforce.

AI används också för att framställa texter. I år kommer cirka 20 procent av det skrivna material som företag distribuerar att vara producerat av maskiner enligt Gartner. Aktieägarrapporter, juridiska dokument och pressmeddelanden är exempel på material som kan genereras med automatiserade skrivverktyg.

Förbättrad service och service till saker

När många olika produkter blir uppkopplade får AI en avgörande roll när det gäller att leverera underhåll och proaktiv service.

– När exempelvis en uppkopplad hiss rapporterar ett problem, kan AI göra en analys av hur allvarligt problemet är och välja rätt reparatör beroende på kunskap, plats och tillgänglighet. AI kan därefter schemalägga ärendet och informera kunden. Det här är en innovation som förhöjer kundupplevelsen samtidigt som det hjälper serviceteam att vara mer proaktiva och effektiva, säger Lotta Laurin.

Vikten av att sätta kunden i centrum är centralt för företag som vill överleva i en knivskarp konkurrens. Men det finns nu även sex miljarder föremål; hissar, bilar, maskiner och byggnader, så kallade Internet of Things (IoT), som också behöver tas omhand.

– Intelligenta hus och smarta elnät är exempel på IoT, som kräver uppkoppling och hantering av data. Den här enorma mängden av IoT kräver också support, och kanske måste företag börja betrakta dessa ”saker” som en ny form av kunder. Företag måste utveckla nya strategier för att svara upp mot de behov som sakernas internet har, jämfört med de som kunderna efterfrågar. En helt ny serviceindustri kommer växa fram, säger Lotta Laurin.

Självkörande bilar är ett bra exempel på IoT som kommer att bli vanligare på våra vägar. Enligt företaget Statista räknar 61 procent av konsumenterna med att röststyrda, uppkopplade bilar kommer att ha stor eller måttlig inverkan på deras dagliga liv senast 2020. 2015 utgjorde bilar med uppkoppling 35 procent av alla nya bilar, en siffra som förväntas stiga till 98 procent år 2020.

– Smartare, uppkopplade bilar betyder också flera applikationer som kan förbättra körupplevelsen: navigeringstjänster, trafikinformation och underhållning för att nämna några. Här har också röststyrningsfunktionen en central plats för att föraren ska kunna fokusera på körningen istället för att trycka på knappar eller skärmar, säger Lotta Laurin och tillägger:

– När de självkörande bilarna så småningom blir vanligare kommer du istället att sitta i baksätet, läsa tidningen och be bilen att köra dig hem.

AI ger fler människor arbeten

En undersökning från Narrative Science avslöjar att företagsledare, analytiker, ingenjörer med flera, inte tror att AI kommer att minska antalet jobb. Tvärtom tror 80 procent av de tillfrågade att artificiell intelligens både kommer att skapa fler arbetstillfällen och förbättra de anställdas produktivitet.

– Sedan flera år tillbaka har företag använt artificiell intelligens för att analysera Big Data och därmed få bättre beslutsunderlag. Den aktuella undersökningen visar att företag generellt menar att de skulle kunna få fram dubbelt så mycket information från sin data. De måste därför anställa fler dataanalytiker och specialister som kan tolka analyserna, avslutar Lotta Laurin.

Källa: DI.se, januari 2018
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Customers’ lives are digital—but is your customer care still analog?

Posted in Aktuellt, Customer care / Kundvård, Digitalisering / Internet, Strategy implementation / Strategiimplementering on June 20th, 2017 by admin

Digital customer care is still new territory for many companies. They can learn a lot from the natives.

Today’s customers expect digital service. More and more are getting it, too, across sectors from telecommunications to banking and from utilities to retail. For example, telco customers conduct roughly 70 percent of their purchases either partly or wholly online—and 90 percent of their service requests as well.

The rapid shift to digital customer care (or e-care) should be good for everyone. Automation and self-service cuts transaction costs for providers. When e-care is done well, customers prefer it, too. Our research among telecommunications customers shows that customers who use digital channels for service transactions are one-third more satisfied, on average, than those who rely on traditional channels. And since companies that excel in customer satisfaction also tend to create more value for their shareholders, there is even more incentive to get e-care right.

Despite e-care’s advantages, however, many companies struggle to give their customers a consistently good digital experience. The same research revealed that while more than two-fifths of service interactions with telecommunications companies begin on an e-care platform, only 15 percent are digital from start to finish. We’ve also found that use of digital service channels lags a long way behind awareness. In Europe, for example, 98 percent of mobile phone users in one survey knew their provider offered a service website, but only 37 percent made use of it. In the United States, meanwhile, only 18 percent of mobile users said they used their providers’ online service platforms.

And e-care is getting more complex to implement. Not only do customers now want access to a fully comprehensive range of online service offerings—they also want to access these offerings using a variety of platforms, including both conventional web browsers and a growing pool of mobile devices and dedicated apps. Customers expect their experience to be continuous and consistent as they migrate from one platform to another, but they also want service options that make sense in the context in which they are asking for help.

Finally, customers are getting harder to impress. The rapid rise of “digital native” companies, such as Spotify or Uber, exposes customers to simple, streamlined user experiences designed from the ground up for digital delivery. Established companies that build their e-care offerings and processes on top of, or alongside, more traditional channels often find it hard to meet the same standards.

That comparison is becoming increasingly important. When customers think about the e-care service they receive from their bank or phone company, they don’t compare it with its competitors in the same industry but with the other digital services they use every day. When the online experience doesn’t meet their expectations, customers go back to the phone. As a result, some telecoms companies have seen call-center volumes—and costs—rise as they attempt to move to a digital service model.

Making e-care work
Companies that have been able to move more customer-care services to online channels and articulate strong e-care offerings excel across seven dimensions:

Simplicity starts with a clean, clear, and intuitive design that requires few mouse clicks or screen touches to achieve the desired task. The main functionalities are easy to find and well explained. The language is concise, simple, and easy to understand. Apple offers a wide range of products aimed at very different customers, for example, but its product information and support websites use the same clean, pared-down design, with key information presented clearly and more detail available with a minimum of clicks. In financial services, companies such as PayPal have dramatically simplified online payments, in many cases requiring only the recipient’s email address or mobile-phone number as identification.

Convenience means customers are offered a wide variety of services and a choice of support channels. User interfaces are easy to navigate and critical information is not hidden within long pages or complex menu hierarchies. Even better are sites that use data intelligence to tailor page content dynamically based on who is accessing it. Similarly, biometric identification techniques using fingerprint or voiceprint technologies accelerate authentication steps and reduce the mental burden on users without comprising security. One telecom company has developed a dynamic FAQ system that suggests possible support articles as soon as a customer begins to type a query and that loads the most relevant content automatically without requiring a page refresh.

Interactivity reflects the fact that customers now expect their online experiences to be dynamic and interactive, with blogs, social-media feeds, user reviews, and customer forums all playing important roles in modern e-care. These are especially important for millennial consumers, who have grown up steeped in social media and online interactions. Accordingly, an active user community is central to UK-mobile-phone-network giffgaff’s strategy. Users receive account credit for helping others with their queries, and individual community members are regularly highlighted on giffgaff’s support website. One of the company’s core product offerings—a bundle of text messages, voice minutes, and data known as a “goodybag”—was introduced as a direct result of suggestions on user forums. Moreover, through interactive games and a cocreation system that lets users build new services for other community members, customers now help set giffgaff’s direction.

Consistency is essential: customers require that the appearance, functionality, and information available in e-care services be consistent regardless of which device or software they use. Amazon, for example, shows customers essentially the same menus, the same links, and the same tone and language across all of its mobile and website channels, giving customers the same experience as they move from one channel to the next. This commitment significantly reduces any need for relearning after each switch—and any attendant digital friction.

Value results only if e-care works for the customer. Services must be designed to reflect the user’s individual needs, rather than the company’s internal processes, and must evolve as those needs change. One insurance company, for example, uses real-time rendering technology to create a customized video presentation of the coverage included in the customer’s quotation. The video combines professionally scripted and presented content with customer-specific data drawn from multiple sources, and its content is adjusted based on the customer’s choices and responses during the presentation.

Desirability is a product not only of a consistently appealing visual design but also of the tone and presentation of the site’s content. Both usually require adaption to suit local tastes, which may require dramatically different choices depending on the specific context. For instance, Chinese websites are typically very crowded, with lots of information available, while sites in the United States and Western Europe tend toward a more streamlined aesthetic.

Brand is not just a label: it is how customers experience a company’s products and services. Given that e-care has become one of the primary ways customers interact with a business, brand reinforcement should be a primary e-care goal rather than an afterthought. The best companies therefore integrate their brand values deeply into the design of their e-care offerings.

To buttress its message of providing exactly the services its customers need, one mobile-phone company has tailored its service experience to support unique “moments of truth” in the customer journey. Once a customer logs in, the website’s navigation changes dynamically based not only on what the customer is doing but also on behavioral insights based on previous interactions with the company.

A customer who’s usually pressed for time may see just three simple plan alternatives, cutting through the clutter, while one who wants to be assured of getting the best deal will see more detail on plan options, so she can feel in control. The site then guides the customer through activation steps, offers clear instructions on how to get the most from the service, and anticipates the most common questions with detailed answers.

Measuring up
To understand how leading players measure up under this harsh scrutiny, we evaluated the e-care offerings of more than 20 major telecommunications companies across the world, covering both online services and dedicated apps. We tested half a dozen common service activities, including access to billing and consumption information, technical-support queries, and sales or upgrade queries.

Our approach looked at the way e-care platforms were designed and presented to the user, the functionalities on offer, and the information available within each of our target service activities. Under each of those three main concepts, we rated the offerings across the seven dimensions described above.

Are you ahead of the pack?
Overall, our analysis should be sobering reading in all sectors for incumbents that are digitizing their customer-service offerings. We found only one area—the presentation of information using simple, jargon-free language—where most of the companies surveyed are demonstrating best practices. Elsewhere, we did find examples of best practices, but they have not been adopted by every company, and they are not always consistently applied even when they have been adopted.

The best websites and apps in our survey sample, for example, offer a wide range of services using a clear, easily understandable architecture that requires few clicks to access relevant content. Several, but by no means all, companies provide a convenient search function to help customers access technical support. Only a few make “search” the core navigation method for technical-support information.

Indeed, not many of the surveyed companies are taking full advantage of digital platforms’ unique capabilities. Interactive features such as support wizards or explanatory videos were rare. Only the very best-performing companies managed to integrate their e-care offerings seamlessly with live channels (such as e-calling or traditional telephone support) to create a truly multichannel experience. And just a handful have deployed the most advanced e-care technologies, such as artificial intelligence or chatbots.

For many of the services we evaluated, customer experience was inconsistent between web and app platforms. Apps sometimes offered less functionality and frequently provided less information than their web counterparts, which companies tended to position as the full-service option. On further examination, differences in look and function between apps and web often arose because of the relatively recent introduction of app offerings, or the use of different design and development teams.

Best practice is not enough
As they move further into the digital world, many incumbents clearly have work to do to give their customers the best e-care experience. But that’s no reason to set their sights too low. Leading companies not only make their digital channels highly useful and consistent at every customer touchpoint—they also make them fun and emotionally appealing. They personalize the experience and keep it relevant across the entire customer life cycle. For these top digital players, e-care doesn’t just work, it builds a brand that engages and delights customers.

That’s the standard, and it’s lifting customer expectations for everyone else. To keep up, traditional companies must measure their own performance against the best of the best of best—and embrace a culture of rapid, continuous evolution and improvement. There’s no time to lose.

Source:McKinsey.com, June 2017
Authors: Jorge Amar and Hyo Yeon
About the authors: Jorge Amar is an associate partner in McKinsey’s Stamford office, and Hyo Yeon is a partner in the New York office.
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Customer experience starts at home

Posted in Aktuellt, Customer care / Kundvård on May 29th, 2017 by admin

To serve end customers better, begin with your employees.

Charity, the saying goes, begins at home. So too does a superior customer experience.

Growing numbers of companies are coming to recognize the benefits of customer-centric strategies: higher revenues, lower costs, and stronger employee and customer loyalty. In the effort to transform customer journeys and refine direct interactions with clients, however, many companies overlook the need to engage the whole organization, including its support functions, in a customer-centric transformation.

That’s unfortunate. Turning the support functions (such as information technology, finance, human resources, purchasing, and real estate) into excellent customer-service operations is a powerful lever to sustain and expand a full customer-centric transformation. It helps to create a new service culture that deepens customer-centric efforts in all layers of the organization. It promotes a longer-term impact and the full engagement of the staff by applying the principles of customer excellence to employees’ journeys. Atladda ned leading customer-centric companies, such as Disney, creating great customer experiences begins with a common vision and requires an engaged and energized workforce that can translate individual experiences into satisfying end-to-end customer journeys. The logic of extending that commitment inside, to support staff, is powerful.

In our experience, successful large organizations think more and more about end-to-end transformations that focus on internal customers—their employees—as well as external ones, to gain a durable competitive edge. Not that this is easy to do. Such efforts can take two or three years to execute fully for all internal customer journeys. And rather than being a kind of employee-satisfaction exercise, typically conducted by the HR department, an effort to bring support staff into a true culture of customer service requires clear and ambitious objectives, earmarked resources, and involved sponsorship from C-suite leaders.

The good news is that these efforts can run in parallel with externally facing customer-experience programs, each complementing and reinforcing the other. This exercise delivers results. In our experience, redesigning customer journeys raises customer-satisfaction scores by 15 to 20 points, reduces costs to serve by 15 to 20 percent, and boosts employee engagement by 20 percent.1

This article focuses on assessing the benefits of engaging support functions in customer-centric transformations and defines the methodology and principles for leading such programs successfully.

Why transforming internal services matters
A superior customer-experience strategy goes well beyond making products and services as good as they can be. It weaves a seamless web of “customer first” activity that extends from the vision of boardroom executives to the individual actions of frontline workers in day-to-day exchanges with customers. The closer a company can align its commitment to customer-centricity with the interests of its employees, the closer it will get to achieving its customer-strategy goals.

Yet many companies struggle to align themselves internally behind these goals. Some, like banks, face security and regulatory constraints that make it hard to deliver internal services in a smooth and quick way—for instance, tight criteria for storing and sharing data limit the access of employees to multiple sources of information across locations. Worried about noncompliance, some companies place extreme limits on themselves, hurting their efforts to work efficiently, smoothly, and quickly. One bank, for example, stored all its data at the highest level of confidentiality, restricting its employees’ access to useful nonconfidential information.

At other companies, siloed organizational functions address individual touchpoints in a customer’s journey but leave no one responsible for the end-to-end experience. What’s more, in the search for efficiency and the advantages of scale effects, companies build large teams devoted to specific topics, creating silos that disconnect support functions from their users. Still other companies, which emphasize their external image and customer-experience efforts to the detriment of internal services, treat support functions not as core drivers of corporate health but as targets for cost cutting.

Such oversights can be costly. When companies fail to maximize the quality of their internal services, they disconnect the customer experience that their employees encounter at work from the one they aspire to create for their frontline people in dealing with customers. Françoise Mercadal-Delasalles, group head of corporate resources and innovation at the French bank Société Générale, says “that if you want your front-end employees to be very good at the relationship with their clients, then the core of the company, including the support functions in particular, has to be very good with the front” (see “How good is your company’s internal customer experience?”).

In short, the internal-customer experience often lags behind the external one as a top-management priority. That’s a shame because the implications for good customer service are many.
First, in our experience, the quality of internal services ultimately has a direct impact on the experience of external customers. Which customer, for example, doesn’t rely on internal services (such as IT) to define the customer relationship? At one international airline, the IT department failed to synchronize its front-office tools with a new IT infrastructure. Without correct information on flights and bookings, employees couldn’t serve their customers, and that led to massive delays and flight cancellations.
Second, in a competitive market for talented people, offering employees a seamless experience at work can be part of a company’s value proposition to attract and retain talented people. Moreover, encouraging a customer-first culture in support functions tends to inspire back-office employees with a heightened sense of ownership, which boosts their retention rates, just as it does in transformations of externally facing customer teams.
•Third, transforming the internal-customer experience will probably not only increase the satisfaction of employees but also help to cut costs by increasing productivity, eliminating inefficiencies in processes, and reducing absences. For instance, digitizing manual processes increases efficiency in a significant way and reduces wasted time for employees. In our experience, such successful transformations can cut the total cost of the journeys by 25 percent within two or three years. These savings can be reinvested in growth efforts and other projects.

Measuring and understanding internal-customer satisfaction
First and foremost, companies must understand their employees’ level and drivers of satisfaction with the working environment and services. We find that the best approach is a structured one that truly reveals the sources of satisfaction and the way to improve them. Too many companies do not measure employee satisfaction or the support functions’ performance effectively and so fail to understand the needs of the employees using these internal services. The result is a diminished opportunity to take corrective action.

Why are companies ill equipped to assess internal-customer issues properly? Some put measuring employee satisfaction in the hands of the HR department. Often, HR sends out employee-satisfaction surveys with disparate, generic questions that don’t address the forces that drive satisfaction or dissatisfaction and are disconnected from the daily experience of work. That survey-intense approach doesn’t help companies to understand the root causes of employee satisfaction and isn’t always followed by the appropriate corrective action. Employees are left frustrated.

A European bank, for example, discovered that its employees were dissatisfied with their technology and tools. To bridge the gap, it offered them tablets. Most of these devices ended up ignored in drawers because they were hard to use and full of technical glitches. The bank thus added costs without making its employees more satisfied. In the end, it generated additional frustration.

This missed opportunity highlights the need to assess in detail the drivers of internal customers’ satisfaction before finding the right levers to improve it. After launching a customer-satisfaction survey devoted to the journeys of employees, the bank concluded that they were primarily dissatisfied not with the obsolescence of the tools but rather with their complexity. Synchronizing passwords to log onto applications, for instance, would have made the employees significantly more satisfied with the hardware.

In many cases, companies choose to address their employees’ satisfaction and dissatisfaction in the wrong way. Like many diagnoses of external-customer experiences, employee-customer-experience efforts often focus on touchpoints—the individual interactions support staffers have with their colleagues—rather than on end-to-end customer journeys. That exposes a company to the possibility of failing to understand and improve its users’ satisfaction because it can’t see blind spots and misses important cross-functional issues.

Defining and measuring internal satisfaction
Measuring the satisfaction of employees with internal services ought to involve a user-centric methodology. In most cases, these efforts focus on a set of 10 to 20 journeys that are relevant because of their frequency, importance, or cost. While we illustrate this point for business-to-consumer (B2C) services (such as IT for all employees), a similar analysis is also possible for business-to-business (B2B) services (for instance, IT services for IT operators).McKinsey

Defining the journeys of employees and preparing to survey them should follow a two-step approach. First, you need to define a list of journeys to explore, filtered by the criteria above. In most cases, only ten journeys account for about 80 percent of customer-satisfaction results. These journeys are cross-functional by nature. It is therefore important that key people responsible for all departments that deliver services to employees gather to define the journeys and embrace the customer perspective. Avoid trying to define journeys within organizational silos; for instance, a journey like “I am a new employee in the firm” involves HR (to provide contracts and validations), the purchasing office (to produce badges), the real-estate department (to secure an office), IT (to deliver hardware and software), finance (to share bank-account documentation), and so on.

Next, to ensure that the list is complete and representative, test it with employees who use these internal services. To survey employees about the fine-grained elements of journeys, it is important to surface the details. In fact, the objective of surveying employees about their satisfaction with internal journeys is not just to assess it. Above all, this effort aims to understand the elements that drive satisfaction or dissatisfaction with the journeys and in this way to identify and establish priorities for transforming them. To do so, the detailing exercise should break down the steps employees go through during these journeys, with input from those who operate them and those who use them. Live observation of the journeys should be part of the effort.

Analyzing the ratings and feedback gathered through the survey will help companies to understand:
•what really influences employees’ satisfaction with internal services
•the level of satisfaction with each of the journeys
•what drives satisfaction or dissatisfaction with each journey

These findings will determine the priority areas for an effort to transform the internal-customer experience. They will also help companies to avoid complex efforts that won’t be rewarded.

A European insurance company, for example, took more than a year to develop a comprehensive employee portal that aggregated all links to internal requests and information about support functions. The IT team led the effort but didn’t analyze the needs of internal customers, test features with the user base, or provide training on how to use them. After releasing the portal, employees were not using it at all, because it was complex and required several passwords for access. After a structured internal-customer-centric transformation, the company refocused its efforts on improving journeys that mattered more to employees. As a result, their satisfaction with internal services increased significantly.

What do employees want?
Over the course of conducting several internal-customer-experience surveys at large companies, we have drawn some conclusions about the major areas of dissatisfaction employees experience with internal services.

Among them:
•the availability and clarity of information
•the overall time needed to complete tasks required by support functions
•the effort required to go through processes involving support functions

Our research has also helped us compile data on categories of employee needs and sources of satisfaction and to develop a hierarchy of what employees want from customer-centric organizations. The more advanced a company is in its customer-centric thinking, the more likely it is that the determinants of employee satisfaction will evolve from basic courtesy by the staff to the availability and timely delivery of information and, finally, to an enjoyable and seamless experience resolving problems and issues on the first swipe.McKInsey 2

Key success factors for conducting an internal-customer-centric transformation

As with any customer-centric transformation, an internal-user-centric one requires organizations to put in place design and governance prerequisites:

One is establishing the right overall architecture—setting a clear and aspiring vision, including a change story; drawing up a governance blueprint; drafting an initiative road map; and aligning the organization on metrics and objectives. In addition, to change mind-sets and behavior and to ensure that the whole organization works to give internal customers an outstanding experience, the company must develop and implement purpose-driven change-management principles defining a new way to work.

Another prerequisite is setting up cross-functional transformation teams representing all functions and departments involved in internal-customer journeys. To be autonomous and to test all relevant ideas in a risk-free environment, the teams must run the transformation by defining their own rules and scoping out activities they could not undertake if operating in a regular day-to-day environment.

Besides the traditional key success factors encountered in customer-centric transformations generally, our experience running internal-customer-centric transformations has highlighted factors specific to them:

Managing a cultural transition to refocus support functions on the customer. Although frontline employees are constantly in touch with customers, the support functions may well have become increasingly disconnected from them and developed their own purposes and motivations, detached from the company’s. To refocus support functions on the customer, organizations should mobilize a range of outreach efforts. These include creating an understanding of and a commitment to the need to increase internal-customer satisfaction; reinforcing internal-customer-satisfaction mechanisms, including customer-feedback loops and incentives; building the skills and capabilities required to deliver services for internal customers; and modeling desired behavior by the heads of support functions to demonstrate the importance of the internal-customer experience.

A bank, for instance, tried to encourage a customer-centric transformation of its support functions without stimulating this kind of cultural transition. By failing to create a sense of common purpose and aspiration, the bank also failed to engage its employees. The result was only small-scale progress.

Building strong links between the support units and the business to ensure alignment of interests and close collaboration. One manufacturer pursued a customer-centric transformation of the information-technology department by putting in place intermediary roles between IT and the business, to serve as an interface between them. The result: the IT teams became disconnected from the business, while the intermediaries didn’t convey messages from the business to IT and vice versa effectively. By removing these roles, reestablishing direct links between the two entities, developing tools better suited to the needs of employees, and including them at all stages of product development, the company significantly increased the satisfaction of the business and IT operators alike.

Giving support units direct contact with internal and external customer feedback relevant to their actions. A private bank ran the customer-centric transformation of the frontline and support functions in parallel. Employees of the support functions attended “client arenas,” where clients shared their experience of and feelings about their relationship with the bank. During these meetings, clients complained about constraints on activities (such as making some transactions) because of multiple restrictive compliance requirements. This was a decisive moment for the compliance function, which had resisted interacting with clients in the past. By standing in the shoes of the clients, the compliance team changed its purpose from acting solely to protect the bank to providing a smooth customer experience while continuing to play its protective role.

Companies hoping to tap into the competitive advantages of a superior customer experience would do well to look inward as well as outward. Including employees in a culture of customer-centric thinking is a powerful way to build not only organizational loyalty but also effective outreach to end customers.

Source: McKinsey.com, May 2017
By Sylvie Bardaune, Sébastien Lacroix, and Nicolas Maechler.
About the authors: Sylvie Bardaune is a consultant in McKinsey’s Paris office, where Sébastien Lacroix and Nicolas Maechler are partners.

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Kunden i fokus – på riktigt

Posted in Aktuellt, Customer care / Kundvård, Försäljning / Sales, Leadership / Ledarskap on November 30th, 2016 by admin

Alla vet vikten av att ha kunden i fokus vid det här laget. Men hur gör man för att bli kundcentrerad – på riktigt? Det vet Oke Eleazu, grundare av Think outside in.

ceEn tydlig trend inom de allra flesta branscher är att erbjudandena blir alltmer likriktade. Det medför att det inte går att förlita sig på företagets produkter eller tjänster för att nå framgång. Istället blir det olika aspekter av kundupplevelsen som väger in.

Detta konstaterar Oke Eleazu, grundare av den kundupplevelsefokuserade konsultfirman Think outside in!, och nu aktuell med boken The Cult of Service Excellence.
– Till och med inom resebranschen har trenden blivit tydlig. När Ryanair inte längre kunde vara säkra på att alltid erbjuda det lägsta priset, så satsade de på att förbättra sin kundservice – och såg direkt hur vinsten ökade, säger Oke Eleazu.

Större makt åt kunden

Allt fler får upp ögonen för att kunden faktiskt är kung, menar han.
– Starkt bidragande faktor till att kunden har fått en allt större makt är teknikutvecklingen.

Först gjorde jämförelsetjänster att det blev en total transparens när det gäller priserna, och nu har sociala medier gjort samma sak när det gäller kundupplevelser.
– Enstaka missnöjda individer kan definitivt skapa stora problem för ett företag – och det går snabbt, speciellt nu när allt större del av kommunikationen sker via mobilen.

Vill signalera smart konsument
Å andra sidan kan tekniken användas för att förstärka kundupplevelsen, till exempel med hjälp av en egen app. Fast då är det tre kriterier som är viktiga att hålla koll på, enligt Oke Eleazu:
– För det första måste det vara enkelt. Sedan ska man vara medveten om att kunden är ombytlig, och bejaka det genom att exempelvis – som Amazon – komma med rekommendationer om alternativ eller komplement. Till sist gäller det att kunden känner att tjänsterna eller produkterna är prisvärda.

– I Storbritannien ser man allt fler kassar från lågpriskedjan Aldi på stan. Inte nödvändigtvis för att fler handlar där, utan för att det är ett sätt att signalera att man är en ”smart” konsument som ser till att få mycket värde för pengarna.

Det har skett olika förskjutningar när det gäller vad kunderna värdesätter, och nya faktorer spelar in.
– Tidigare har en bra kundupplevelse varit synonymt med att man har medarbetare som är vänliga mot kunderna. Det räcker inte längre. Nu förväntar sig kunden också att företaget och transaktionen ska vara optimalt användarvänlig och effektiv. I annat fall vänder sig han eller hon med några klick till en konkurrent.

Locka fram naturliga leenden
En nyckel till kundnöjdheten är dock fortfarande medarbetarna, och enligt Oke Eleazu handlar det i förlängningen om hur ledningen agerar.
– Det är alltid bra att utbilda personalen, men det går inte att skapa medarbetare som bidrar till goda kundupplevelser. Det måste genomsyra hela kulturen, så att medarbetarna blir engagerade och agerar på bästa sätt för att de gillar det, säger han och tillägger:

– Det är en sak att säga till medarbetarna att de ska le mot kunderna, men något helt annat att bygga upp en kultur där medarbetarna ler naturligt – alltså för att de är glada!

Källa:Telia.se, 30 november 2016
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