CCC wrote a blog post for Harvard Business Review’s blog on customer preferences for self-service, research with which CCC members are most likely familiar (click here to read the research).  What members might not be as aware of is the visceral reaction this finding has sparked across the customer world.  Over the past 48 hours, since the post went live, it has been the #1 most viewed item on the HBR site and has garnered 60 comments on HBR and an additional 58 comments on YCombinator.  What’s more, it’s been Tweeted on more than 800 times around the world.

[5 Aug. update: the post has been live for a week now, with more than 80 comments on the HBR site and over 1,000 Tweets worldwide.  The blog remains one of the most frequently read pieces of content on the site, currently ranked #3.] 

As a service leader, you owe it to yourself to review not just this post, but the comments which it sparked.  You are sure to find some eye-opening customer stories and reactions that will dial up the urgency for you and your team as you consider how to improve the customer experience.

Here’s a sampling of the reader comments: Read More »

I’m sitting at the airport waiting for a flight to Minneapolis where I’ll be attending a few CCC meetings.  I’m at gate B72.  Coincidentally, the flight at the adjoining gate—B74—is also going to Minneapolis (different airline).  The flights are scheduled only 10 minutes apart; I’m leaving on Airline A at 11am, and Airline B next door leaves at 11:10. 

Here’s where it gets interesting: although my flight is listed “on time,” Airline B is boarding the plane already—the one that is supposedly leaving 10 minutes AFTER my flight.  General confusion is breaking out at my gate.  One guy says the gate agent told him our flight is delayed—the plane won’t arrive for 20 minutes.  The people on my flight are now glaring at the gate agent—who has not made a peep—as we watch Airline B prepare to depart. 

This is an unfortunate situation, and one that could have been mitigated with up-to-date information.  (Incidentally, the announcement has been made that our flight is delayed and we should NOT try to board next door.  Now people are asking why the flight is still listed “on time.”) Read More »

Prank calling is one of those things we know is wrong, but it is hard not to laugh at a good prank call.  It’s a similar feeling to slapstick comedy—you’re indulging in somebody else’s misery.  Once upon a time, to enjoy a good prank call, you actually had to make the calls yourself.  Today, though, YouTube offers a seemingly endless supply of prank calls at your fingertips.  All of the laughs, and none of the guilt.

If you browse the prank calls posted on YouTube, you might find your company is on the wrong end of the joke.  These interactions are generally benign (aside from wasting your money), and your company likely won’t come away with a tarnished reputation (assuming that your rep handled it as a normal call or at least exited the conversation gracefully).  For now let’s entertain ourselves with perhaps the most adorable prank call ever, conducted by Little Becky (she’s a pro).

Read More »

Last week a manager at a member company told me, “We’re having trouble making consistent decisions about terminating staff.  How do you know when you’re overinvesting in one person, to the detriment of the rest of the staff, and you should just let someone go?”

The first thought that struck me?  Gardening.

I have a bit of a green thumb … not a “should’ve been a horticulturist” green thumb, but it’s pretty good.

And this time of year is prime season to decide “grow it, or get rid of it” with my plantings.  Some are thriving, others are obviously goners, and some reside in between.  These plantings may do well with some nurturing, or may be too much trouble, and I need to decide quickly, lest they cripple their soil-mates.

Now, this particular manager finds himself in a similar situation with his staff.  Managers need to invest energy into diagnosing and addressing staff members’ behaviors in order to improve performance, and while it’s certainly important to dedicate time and energy to coaching and upskilling, it’s important to know how much is too much. Read More »

By Dan Clay

Here’s a common sight on courses around the world: a golfer with a $500 driver and a horrible swing.  The unfortunate reality that these club-connoisseurs confront is that the lightest titanium clubhead in Callaway’s line can’t fix a broken swing. 

It’s an expensive lesson to learn, and many contact center leaders make a similar discovery following a new technology purchase.  They put a new technology over a broken process or let a fancy vendor presentation define a process for them – and are then frustrated by lackluster returns.

That’s why, whenever a member asks me, “What’s the next great technology we should consider for our contact center?” I provide the most annoying answer known to mankind: another question.  “Well, what are you trying to accomplish?”  To be successful, technology purchases and implementations must clearly align with specific business objectives.   Read More »

By Hannah Hellebush

It happens often; a new product or idea is immediately heralded as the next big thing and although there’s a lot of buzz surrounding it, the actual “innovation” turns out to be a dud.

Even the savviest among us aren’t immune to the hype circling “the next big thing.”  Steve Jobs thought the Segway, a personal transportation device, was about to become a revolutionary innovation in 2001, placing it in the same category of ‘cool’ as personal computers. Nine years later it’s clear that Segways have not become the preferred mode of transportation for the 21^st Century. The opinion of mall cop squadrons aside, it is safe to say Segways have not lived up to their initial billing.

In the customer service world, there has been a similar level of excitement around Web chat as a new service channel with considerable cost-savings and customer experience enhancement potential.  In addition, many members we talk to tell us they are investing in chat in an effort to “keep up with the Joneses” (i.e., competitors are doing it, so we need to as well).  But despite all of the enthusiasm about this new channel, CCC members who implemented chat often tell us they have difficulty realizing a healthy ROI.  Across our conversations with members, we’ve identified a few of the major impediments to a successful chat implementation.  Read More »

Note: This posting is the blog Matt & Nick wrote for the Harvard Business Review this week, which is the first in a series of three and can be viewed by clicking here.

Next time you’re on the phone with a call center, listen carefully to what the rep says. Chances are you’ll hear your name several times, hear a tone of empathy, maybe an “I’m sorry.” It would be nice to think the rep really cares — but of course she’s probably just following a script. That can be a bad idea, we’ve found. In our recent HBR article “Stop Trying to Delight Your Customers“, we explored how customer service drives loyalty, including the role of managing the emotional side of customer interactions. Here’s some further insight about that delicate dance.

Most companies still suffer from the checklist mentality when it comes to managing how their reps engage with customers. Use the standard greeting…check…say the customer’s name three times…check…show empathy…check…ask if you’ve fully resolved the issue…check, check, and check.

Most companies will tell you it’s all about consistency. But, let’s face it, consistency breeds robotic interactions which fail to result in a tailored, low-effort customer experience.

We’ve seen companies move away from this “one-size-fits-all” approach and creatively teach their reps to use simple word choice — and in some cases, approaches founded on behavioral economics —to radically shape how a customer perceives an interaction. Read More »

Niche branding and segmentation—differentiating customers based on distinctive characteristics—are, of course, the bread and butter of the marketing world.  But we’re increasingly seeing a greater focus on this in the service and support world as well.

Segmentation isn’t a new concept for many service and support organizations.  In fact, many organizations use a segmentation structure that often comes directly from the sales and marketing side of the company.  But in an environment where many companies are looking to service and support as a “competitive differentiator,” companies are rethinking their strategies, and in many cases, seeking to expand them.

The problem is that many companies are going about this typically based on visible customer characteristics or behaviors: like where the customer resides or how much the customer spends.

Such segmentation strategies can be helpful for other parts of the business, but they offer limited insight into where the best service and support opportunities lie.  Indeed, using a segmentation strategy based solely on visible customer characteristics can lead companies to misplace service investments specifically.

Read More »

I’m heading off on vacation shortly, and from the recent conversations I’ve had with members it sounds like I’m not alone in getting geared up for a summer getaway.  While I’m definitely taking a break from work (and away from my iPhone), I’m also planning on a lot of quality reading time on the beach. 

So, what’s in my beach bag?  I thought I’d share what I’m currently reading that’s related to customer service (some more directly than others, but all fuel my thinking in the space).  Read More »

Like every July, a new class of freshly minted higher education degree holders are preparing to enter the workforce.  But, many who have completed a post-secondary (or undergraduate as it’s called in the U.S.) education won’t start work in their chosen field of study.

Holding a degree in Political Science, I’m an example of this phenomenon. When I graduated, I didn’t consider a job in political science. Instead, I looked at job openings where I could exercise the analytical and research skills my degree had prepared me for.   

In fact, most of my peers did the same. Philosophy majors don’t typically become philosophers – nor do most history majors become historians.  Your degree may not train you to do anything, but it does prepare you to do many things.  Read More »