What exactly is customer focus? It’s certainly one of the contact center “buzzwords” in recent years, and as a veteran call center girl, I constantly ask myself “how can I transform the words” customer-centric “into standards? call center performance indicators to drive results using traditional Key Performance Indicators (KPIs) in my call center “? I suppose many of you reading this article have struggled with the same transformation challenge in recent years, especially if you have historically worked with finance teams or workforce management groups that only care about average handling time and budget.
Although there are many definitions for customer focus, we have found that it is very important to define customer focus as simply as possible. At its simplest, customer focus means that everything we do in our contact center is built around the customer’s experience and their emotional needs at the moment they call us. By focusing on the customer’s question, identifying their emotional needs, and providing solutions, we have developed an actionable model that directly drives results across all of our centers. Yes, I know this sounds difficult in theory, but the good news is that we have developed a very basic concept and formulated a very simple approach based on the fact that every human being has needs, wants, and emotions. That’s the simplicity of the common bond between your customers and your front-line agents.
This means that today’s answering agent in an inbound call center has at least three process steps to follow each time they answer the phone and greet the customer, it involves listening to determine if the customer has a problem that they are dealing with. to solve and offer. action. The third step, once the client’s basic questions have been acknowledged, takes us to the deeper emotional level of the process journey directly related to the moments that matter. The agent has to move from the transactional processing questions and answers and start to focus on the “life experience” the customer is going through right now because it really matters if they are trying to fulfill a customer-centric initiative. . Keep reading to know more.
I want to share an example to demonstrate this three-pronged approach. We were working with a wireless telecommunications provider on a routine call regarding their bill on their family cell phone plan due to text messaging surpluses. The associate quickly solved the problem by increasing the size of his plan, but in the second phase, the associate collected valuable insightful details during the conversation, the client shared that his oldest son had just received his first cell phone and expressed some fear about its beginning. to drive. All this emotional detail came to light as they chatted while the plan and rates were updated. In years past, this was a quick, transaction-based, open / closed call – very black and white and easily documented in a Knowledge Management system as a “how to” update a plan. In today’s competitive market, front-line agents must learn specific skills that develop that agility to drive to the next level and use the consumer intelligence available at their fingertips to process new information about what is happening in their clients’ lives. as this creates a meaningful customer. value, loyalty and increased sales. In this scenario, it makes sense for the agent to review the story and use suggestive sentences that support the real-life emotional moments that matter and that were identified during the call. Customer centricity became feasible when the agent recognized the customer’s emotional need and vulnerability. The associate phrased his following statement this way: “Wow, I just noticed your teen’s new cell phone is uninsured, would you like me to add it to your plan so they have peace of mind? When they are on the road driving than always Will they be able to locate you in an emergency? ”Identifying customer emotional needs and moments that matter translates into revenue-generating opportunities for those companies that can take action on customer-centric initiatives.
At another client, one of our insurance companies, the client’s incoming call was opened with a simple transactional question: “Does my plan provide coverage for the hospital and delivery of my next newborn?” The agent offered action and interacted with the client while the benefits of the group policy were loaded on her screen, while she displayed the benefit plans, congratulated the young father on the upcoming birth of his new baby and discussed the due date, He shared with Ella told him that this would be his first child, he was almost giddy with joy and also shared a feeling of nervousness because he really did not know everything he had to do. She quickly and efficiently put him at ease and thoroughly reviewed his coverage and then naturally took action on the important moments she had caught on the call. As we transform our agents to identify the moments that matter, they begin to think ahead for the client, she instinctively knew that if she was expecting her first newborn, she should consider additional life insurance, think about funds for the university, etc. Translating the emotional needs of the customer during the important moments revolutionizes the experience and brings a “warm and fuzzy” feeling to anticipate the customer’s needs. This strategy not only increases loyalty, but increases business results through increased sales, while meeting the emotional needs of the customer during those important moments. When this customer hung up on the call, he felt great because he knew he had taken practical steps to create a great start for his new son. He was less stressed and could focus solely on the birth of his newcomer!