Your Customer Rules!. Bill Price

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СКАЧАТЬ to invest in 360-degree view software to bridge their multitude of channels and products, so they can see their customers in every channel and every interaction. Thanks in large part to this capability, they are both ranked at the top of their industry by a number of measures. USAA has a Net Promoter Score (NPS) in several of its product areas approaching 80 (meaning that in response to “would you recommend us to a friend?” 80 percent of its customers would provide a 10 or 9 score versus those giving a score from 6 through zero, which in the insurance sector is market-leading), and it has won the JD Power Chairman's Award, which is given only once every three to four years “to individuals who have distinguished themselves through outstanding achievement, or to organizations that demonstrate exemplary performance and innovation in quality, customer satisfaction or employee relations.”11 Chase posted the biggest NPS gains in 2013 of any national bank, moving from the third quartile to the second quartile and opening a lead over other national banks.12

      In a well-organized bank, contact center agents and retail branch bankers can see every interaction that a customer has completed, identifying the products and services used as well as the comments the customer has made and the channels involved. They can see that a customer withdrew from an ATM or logged onto Internet banking to make a transfer or reset a warning limit to get notified when a key balance breached a threshold.

      The Internet banking revolution has also meant that banks can now provide this complete view to their customers via Internet and mobile phone banking, a huge boon. In the early days of Internet banking, customers had to opt in to make each of their accounts visible over the web. Now customers expect any new product to be visible.

      Bill recently checked in at a hotel and he heard the clerk ask another guest beside him, “Is this the first time you are staying with us?” If this were a Me2B-focused hotel, the clerk would have instead said either, “Enjoy your first stay with us!” or “Welcome back, Ms. X!” The hotel should have known whether this was the first, third, or tenth time the guest had stayed with the chain. Being recognized while on a visit, particularly to a new city, makes guests feel happy and at home, and perhaps rubs off on others checking in next to them – “Gee, I'd like to be treated that way, too.”

      Compare that experience to Bill's situation when he stays with his wife at the hotel chain Joie de Vivre. Regardless of location, they are always delighted to find a half-bottle of California Chardonnay in a bucket of ice when they check into the room. He requested this as an in-room amenity the first time he stayed with the chain, and the system remembers that preference. Joie de Vivre is an example of an entrepreneur-led company that set out to provide a differentiated experience. Other opportunities to bring Me2B needs into the customer experience for a hotel visit include confirming prior-stated preferences that the guest wants to see the New York Times in the morning, and to have a king-size bed facing away from the street in a nonsmoking room.

      You Never Ask What You Already Know

      If an organization has succeeded with “know me and remember me,” then it already has a lot of information stored about the customer. Given that, it should use this information to save the customer effort, never asking anyone to input or repeat data they've given in the past.

      Retaining memory of partially completed processes is also valuable. Smart websites let companies retain information from half-completed applications even though the user may not yet be a customer. Leaders in this space extend this across channels so that forms are pre-filled at the counter or in any other sales channel when the customer does decide to make a purchase.

Bad Stories: Putting the Customer to Work

      One burdensome failure about “Never ask what you already know” is found in U.S. hospitals and doctor's offices that persist in asking patients to complete a health history form, again, every time they show up for an office appointment. Instead of asking for any changes from the last visit, which might have been only two months ago, the original five-page form is presented.

      Similarly, information a customer has supplied to a business in an interactive voice response system (IVR), on a web form, or anywhere else should carry through the process. We've all experienced giving information to an IVR only to have to repeat it two minutes later to a live agent. (At Bill's bank, where he's been a customer for fifteen years, his complaints about this experience with contact center agents always produce the same response, “We tell the IT group but they don't listen to us!”)

      Poorly integrated computer systems are often to blame here. When customers are transferred across a company and switch systems, they may have already identified themselves in system A, but the agent they are talking to in a new department is on system B. It's difficult to get this level of integration, but that doesn't excuse the effort it creates for customers.

      Of course, companies do have ways to confirm customer identity without excessive questioning, but the lowest-effort solutions use expensive new technologies such as voice biometrics (recognizing your voice) and retina scanning. Even if such systems aren't practical in a given instance, however, companies can make the ID process as painless as possible.

      Landline telephone companies have good forms of identity in their systems but seem to ignore them. They often ask at the outset of a customer call, “What is your account number?” eliciting a “huh?” in response. In many cases the customer's phone number is their account number. If a customer uses that number to call the telephone company, technologies like ANI or CLI can associate the customer's number with a database, and use it to ID the customer. Still, these companies often require further proof questions, even for calls when sensitive data doesn't come into play. It would be a lot easier for both parties if the agent simply asked, “I see that you're using the phone number associated with an account we have, is this Joe Smith?”

Good Stories: Personalized Experiences

      Me2B Leaders are simplifying customers' lives by reusing data intelligently and consistently. American Express, for example, recently updated its card payment sign-in page, which now pre-populates the data fields for user name and password, thus moving members more quickly into their account. This is a great example of using browser cookies to avoid asking the member for information already on hand. The company prides itself that “Membership Matters,” and even in just this one small change, it shows.

      Amazon CEO Jeff Bezos has long spoken of his vision to have Amazon deliver personalized pages for each customer, and the company is well on its way. When someone visits Amazon, the company's home page immediately appears with four to seven personalized features based on its knowledge of that customer's shopping history. That data enables Amazon to display recommendations particular to this customer, along with account details, video streaming service, wish list, and previously viewed items.

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