Tuesday, December 19th, 2017 | 5 min read
Buyers want to interact with brands on their favorite channels and at the time that works best for them. That’s why traditional care systems and strategies alone won’t cut it. They only slow down the care process and frustrate customers, who can then share their frustrations with millions of people across digital media.
As outlined in a new whitepaper, customer care leaders need to design a new approach to delivering care and building experiences across platforms. With insights from executives at Nestle, Bayer, Santander UK, and Philip Morris International, the paper provides a roadmap for marketing leaders to rewire their customer care operations for a new world.
That process starts with these four steps.
Customers can now use social media to research products, make purchases, and share their opinions along every stage of the buyer journey. Brands just have to be there to meet them.
At Santander UK, social media is the paving the way for delivering personal, approachable, and human experiences at scale. In the past year alone, the bank reached more than 100 million consumers – resulting in more than 1.5 million engagements – through social.
“What social media does is obliterate the traditional barrier between a brand and its customers,” says Santander UK CMO Keith Moor. “If people like something, they’ll talk about it. If they don’t, they’ll certainly talk about it … Our teams can solve customer issues quickly and efficiently. And with the insights we draw from customer interactions, we’re able to provide the most relevant possible content day in and day out.”
In most organizations, different teams are managing different parts of the customer journey. Since they’re not working together, they don’t see the customer through the same lens. The result is a disjointed and frustrating customer experience that can prompt customers to seek out competitors for future purchases. It can also motivate customers to share their frustrating experiences on social media, influencing others to buy elsewhere.
That’s why a change in care processes means a change for the whole organization – not just one siloed department.
“Changing the processes was our way of making it easier and more intuitive for people to embrace new digital strategies and work together toward a shared vision,” says Jessica Federer, former chief digital officer at Bayer. “Instead of trying to get every car to turn right, we just turned the whole road right and then all the cars turn right.”
Brands have more data at their disposal than ever before. The challenge isn’t just accessing this data and navigating the legal obstacles of data unification. It’s figuring out how to extract meaningful insights from it and make it readily available for the whole organization. This way, any customer-facing employee can engage with the customer at the right time with the right context.
“At the service level, we have a unique opportunity to build holistic customer profiles,” says Pete Blackshaw, Nestlé’s global head of digital and social. “If you know that the individual who gave you direct feedback is also active on Facebook or is also active on Twitter, and is also an influential blogger, you can assign a much bigger value proposition to that customer and that interaction.”
Customer care is difficult to scale without the right technology. This technology must be able to gather insights and make them accessible across the organization in real time.
“Until you have a holistic technology solution, you have a bunch of disjointed data segments. That’s really labor intensive and heavily dependent on people,” Blackshaw says. “Organizations need an integrated solution that allows them to collect data from multiple customer touchpoints in real time – and share that data across teams with ease.”
With the right technology at the center of an operation, all customer care team members can keep the customer at the center of their processes. Teams can then reach, engage, and listen to customers across all digital channels at scale.
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