Customer support today runs through multiple channels combined by various journeys; prioritization between channels helps drive better customer experience efficiently. Given that every customer journey is unique, but can touch various digital channels (website FAQs, website account, apps, chat, social networks, forums) and traditional channels (IVR, contact centres).
Mapping out various journeys for customers and capturing their priorities in terms of channel is key part of ascertaining the most efficient channels to handle customer conversations.
As a third step, developing a comprehensive migration strategy to deflect customers to priority channels via Push and Pull actions:
1. Push actions:
- Incentives for customers to use digital services (e.g., online available only services)
- Disincentives for customer to use contact centre (e.g., charged hotline)
- Advertising of digital channels availability though e.g. TV, commercial campaign
2. Pull actions:
- Superior value proposition for digital channels (e.g., 24/7 service)
- Targeted communication for selected group of customers though other channels (e.g., IVR messages/SMS)
Two key factors that should be kept in mind that: Born digital customers are more likely to stay on digital channels –onboarding is critical to log term digital use. Migration is not done on average at a very granular level (e.g. contact reason, client segment) and migration strategy should involve targeted initiatives for different customer groups with key metrics to track performance.
Finally, on an on-going basis, customer journeys should be analysed to detect gaps in the design and functionality of digital channels. One mode of assessing the impact of digital channels would be to use customer surveys to deep dive on the key reasons behind these gaps and address them by redesigning interfaces and adding new functionalities.
How to measure impact of the digital adoption framework?
Having a strategy in place is of no use if there aren’t any performance measures in place to assess the progress made over a duration of time and validate the on-ground-realities. On a high-level, there should be at least two variations of the KPIs being assessed:
1. Vertical KPIs:
- Volume of contacts made
- Volume of unique users
- Customer experience / Net promoter score
- First contact resolution
2. Journey KPIs:
- Users going through journey per month
- Distribution of usage by customer behaviours
- “Ricochet effect” – customer contact within 24hours of digital channel use
These KPIs need to be assessed by channel from an “as-is” to a “to-be” state target perspective where the movement across the live & self-service channels should be tracked in relation to the historical data. What would be really important here is to understand the migration impact that gets created within inter and intra channels of support, because organizations would want to stay away from not being able to support customer at the hour of need or turning them away from a channel of choice in the first go.
It must be a process where slowly, but steadily an organization is able to shift adoption towards digital channels for the right conversation types.
To support the performance measurement, dual architecture to accelerate the adoption of newer channels is also a key parameter:
Any transformational framework would require proper organization structure and governance to enable fulfilment of best practices. Digital Adoption Unit should ensure that:
- Digital care channels are run by a single unit
- Unit has top management visibility and is positioned on the same level (or higher) as traditional channels (i.e. cc)
- Electronic Care Digital channels are clearly focused on care, even organizationally
Operating model should define the right level of RACI (Responsible Accountable Consulted Informed) keeping in mind:
- A person (CXO, CXO-1) or a committee is appointed to ensure coherent design across channels for specific functionalities avoiding silos
- “Agile” IT and “Agile” marketing concepts in place
- Online unit has both decision and execution powers in the outsourcing process