Nobody likes to have a bad experience even though that’s all everyone gets from time to time.
There’s a myriad of resources available about why CX is more important than ever.
The main reason is competition.
The eCommerce growth flywheel is dumb simple:
Acquire customers >
> Learn from them >
> Give them a product & CX so good that they >
> Come back & buy again >
> Recommend you to their friends
Even though nobody will return to buy again from a company that’s not behaving like it should, a ton of companies treat customer service like a cost center, rather than a profit center.
Because business requires math.
And numbers.
However, many companies are falling into the trap of skipping the learning part, paradoxically, because of their own numbers.
In their continuous struggle to reach their particular KPIs, employees are getting a narrow vision and work like in an assembly line.
Doing the same things over and over again, focusing on their 2-3 numbers.
Few are the moments when the KPIs are revisioned and the inter-departmental processes are being optimized or revisioned, and that is usually happening when a decision-maker is realizing how hard is it for his colleagues to make progress.
Now, it is clear that human nature creates all these frustrations, but is not the human nature of the poor people running the show in… customer service, let’s say.
Let me tell you a story from a real eCommerce company:
Their customer “success” people were paid by the hour.
And they had a certain number of tickets they needed to “solve”. In reality, they needed to close the tickets as fast as possible.
So, their KPIs were # of tickets/hour/day/month.
What was the company optimizing for?
Costs.
And speed.
What are we really after?
Feeling better.
Another example:
You buy from an eCommerce.
They don’t ship you the product.
But they bombard you with ads and discounts to buy again.
How can you feel better if you have a bad experience, and that company is acting like a broken record?
Well, you can’t.
The solution?
Buy from companies that care about you.
So, to become a company that cares, you should start changing the numbers that you’re after.
For instance, one of the first companies that we worked with at Reveal, had 12 people at their customer support.
The company was heavily reliant on customer retention, as 60% of the revenue was generated by 10% of the customers.
So, they realized that NPS was the metric that they needed to track religiously.
But not only as an average.
So, we actually adapted our product to accommodate NPS scores by other dimensions.
How happy are my best customers?
NPS by RFM group.
How well are our people treating the customers?
NPS by the support agent.
How can we improve the CX for unhappy customers?
Automatically creating tickets for all the detractors in our helpdesk.
The result?
They got to a staggering 92.94 NPS – better than Apple, for the reference.
That happened because they realized what should be fixed, and they measured what matters: customer happiness.
The good news is that you can do it, too!
If you use the right tools (Reveal) and have the knowledge to do it (our customer success team will help you)
As for the automation part with the helpdesk, we are a few days away from releasing a direct integration with our friends at Gorgias to make it even more smooth.
