Many disruptive companies have placed qualitative customer service at the heart of their success with their simple access, integrated experience, instantaneous responses, satisfaction surveys, etc. Disruptive companies differentiate themselves by small authentic gestures (you receive a free bottle of water when choosing to book a private car with Uber, Airbnb hosts provide you with sightseeing advice, etc.)
If you fear to get uberised, the best remedy is to disrupt your customer service. To do so, you have to consider two different parameters: understand your customers’ expectations and integrate digitalisation in your economic model. Using these two parameters, companies are disrupting their market by using platforms. Here is our advice to disrupt your customer service in 3 steps:
Here is how to disrupt your customer service in three steps:
1. Detect missed opportunities
You have to identify unresolved issues in your company and untapped growth potential that corresponds to them. This relies on your capacity to compile and analyse data, now famously known as Big Data, and draw meaningful conclusions from this research in terms of missed opportunities.
After analysing more than 2,500 eCommerce websites worldwide, we observed two things:
- 60% of online purchases take place during the evening or at weekends. Therefore, most of the turnover from eCommerce websites happens when their customer service is not online.
Brands miss out on more than 70% of contact opportunities to transform their visitors into customers because their customer service teams are often reduced in size and less available.
What are contact opportunities? At iAdvize, we identify this as online visitors who need help at a particular moment in their customer journey. Each time visitors are identified as potential customers, as their actions on the site demonstrate their interest in a product, they are offered the possibility to be contacted by a customer agent. We noticed that conversion is multiplied by 10 after a conversation.
70% of contact opportunities are not engaged because brands don’t have enough agents to support them. According to our research, this untapped growth potential represents 5 to 10% additional online turnover.
2. Size your teams to seize missed opportunities
Your challenge is to source the human support who will handle these missed opportunities. In terms of HR, the customer service sector has long been structured focusing on two options which can be complementary to one another: internalisation and externalisation, also called outsourcing. But in recent years, with the rise of brand communities, the situation has changed. Companies now have two additional options: building and nurturing their own community of brand advocates or ask for the help of an on-demand pool of experts.
Each of these options has benefits in terms of quality of customer experience, volume of contacts handled, costs, brand identity or flexibility. But brands need to define the right combination according to their requirements. An internal customer service team fosters qualitative customer experience and a good brand image. Nevertheless, the cost attached to it usually blocks brands as their internal customer service team is only available during the usual opening hours. Community Messaging is cost-effective because brand advocates answer on behalf of your brand, free of charge. But it also represents an investment as brands have to nurture their communities. Some brands can’t handle that and the selection of brand advocates can be questioned. Finally, outsourcing enables brands to optimise their costs but it doesn’t always meet your requirements in terms of brand image.
ibbü, your on-demand pool of experts, has been created to help brands meet customer service and marketing challenges in the eCommerce sector. ibbü offers:
- 24/7 availability: during the evening, at weekends, during peak traffic. ibbü experts log in at all times and get paid to support your customer service teams.
- a premium customer experience: ibbü experts are selected for their talent. Visitors receive authentic advice from individuals who have been trained in customer service.
- cost optimisation and flexibility: brands choose the budget they want to make available for their campaigns. Experts get paid per contact or based on their performance, more exactly on the turnover they generate.
3. Think digital: simplicity & ubiquity
One of the main recommendations in the last Forrester report on the future of messaging apps was that brands need to get a different perception of marketing. The fundamentals of the post-digital world have to be more human, useful and real-time. “The experience on our platform is so simple and intuitive that our users are becoming UberAddicts!” said Matthieu Fauren, Marketing Director at Uber during the 2016 European Customer Day.
From Google Maps to Messenger, Uber has made the integrated experience a key element of their business. Uber is not a brand which imposes touch points on their customers but it adapts to their needs. Nevertheless, only 28% brands combine at least two digital touch points. Messenger now has more than 1 billion users worldwide. And only 26% brands will offer their customers to communicate with them via a messaging app by the end of the year.