The foundation of any successful relationship is communication. This is why every single contact center program that we manage includes a closed feedback loop. There is no more significant source of information than the end-user, the person who buys any client’s products or services. And there is no better-positioned intelligence-gathering unit than the agent who hears the Voice of the Customer every day:
Transparency is a feature of our contact center solutions. Information is gathered and shared both formally and informally throughout the day. Virtually every client has a daily call or briefing with a program manager, and we use instant messaging apps to facilitate ad hoc, intra-day discussions. Is there such a thing as too much communication? We don’t know yet; no client has ever mentioned that.
Two Loops in One
Feedback comes in two levels: 1) what agents hear directly from customers and 2) an analytics and reporting team that filters through the data from each interaction to find potential insights. Combined, these tactics help us and clients get ahead of potential problems or quickly adjust to take advantage of pending opportunities.
Support is often perceived as a linear process – see the problem, fix the problem, and move to the next problem. But there is far more to it. When you change the dynamics of the process, much more can be gained from it, and this approach is part of a support-to-sales pivot that can turn what is seen as a cost center into a revenue stream:
- Issue resolution builds credibility, making customers open to suggestions
- Agents are trained to be SMEs on a client’s product line, positioned to extend the conversation
- This is not a hard sell; it is information on complementary products that helps end-users make informed decisions
- Increase conversions or upgrades deepen the relationship, enhancing customer retention and customer loyalty
Customers do not usually make contact with the intent to purchase but engaging them and resolving whatever issue drove the contact and asking relevant questions often increases per-contact revenue. At the very least, you learn what your customers think or what problems they encounter.
Putting the S in SLA
The dynamic between companies and consumers has changed dramatically in this digital age. Not only is far more information available, but the channels for user feedback are also more numerous. Many of us at least read customers’ reviews in making buying decisions for things ranging from restaurants and hotels to electronics and tires. Why wouldn’t we? The person posting the review does not gain from either praising or criticizing the product or service that was purchased.
The information our agents glean from users is along those lines. Customers are quite willing to share their sentiments, but they must be given the opportunity to do so, and that is why we avoid the linear support model described earlier. Average handle time is often a key metric, especially with phone calls. Still, several clients have learned the value of relaxing that standard if the result enhances the customers’ experience or they learn something that was not previously known. “Information gained” is not lined up with first-call resolution rates, CSAT scores, or other metrics, but it is a tremendous intangible because of the multi-use value it represents.
