Wednesday Feb 24, 2016
Monday Feb 22, 2016
By Christine Friscic-Oracle on Feb 22, 2016
By Daniel Foppen, Senior Principal Product Manager, Oracle Service Cloud
There is plenty of buzz around the Internet of Things (IoT). There will be over 25 billion connected things by 2020. Soon we will be coming across hundreds of connected devices in our homes, at work and on the street. The IoT is changing our lives. This is exciting of course, but for many service professionals the question of how to actually start leveraging the IoT is not that easy. Yes, we know there is a lot of devices that are connected – more every second - but how does the head of customer care actually set up an infrastructure that allows them to reap the benefits of IoT? As we are in the industry of delivering customer service experiences, we will focus on helping define a simple 5 step framework to start an IoT enabled customer service strategy.
So why IoT Enabled Service?
We should start by asking why the interest in IoT enabled customer service?
The value of IoT enabled customer service is pretty straight forward… IoT enabled service provides a differentiated customer experience and it greatly reduces costs for the business. Just think about a world where customer service isn't something you expect, but something you don't even think about anymore. What if service is automated and proactive? What will it mean for consumer loyalty to have a product that gets fixed before it becomes faulty or parts are replaced before the customer even notices the problem? Similarly, think about how much it costs to handle all those thousands of incoming calls, e-mails, social media questions, live chats, etc. everyday about issues with devices. By connecting agents with the device, by enabling devices to auto-diagnose and even self-solve service the impact on the customer experience will be great.
Furthermore, in the event a device or machine requires direct service, such as a visit from a field technician, IoT can again deliver a massive impact. Taking into consideration that each field service truck roll can easily cost several hundred dollars, providing the field with IoT enabled remote diagnostics and asset history can dramatically reduce costs through unnecessary truck rolls. In addition, when a field technician arrives on site for a job, he will already have an understanding of the potential problem and can bring the tools and parts to insure a first time resolution.
Making IoT Data Actionable!
The Internet of Things does not constitute a connectivity challenge, but a data challenge. In other words, to do something with the IoT you need to be able to manage the data. A modern smartphone easily packs 10 sensors (multiply that by 2 BN smartphones today) and a modern car already has over 100 sensors. A few years from now our homes will have hundreds of devices with a variety of sensors creating data. Just try to picture the scale of the data all those sensors will generate!
The big challenge with IoT for any business is not connecting to the devices, but rather in the collection and analysis of mountains of data. From this analysis customer service teams must identify events that require a service action. All of this activity must occur in a cost effective and secure manner. Taking this into consideration, service teams must make sure their companies chosen IoT platform can support these requirements.
From Insight to Resolution
Understanding how insights from device data can help improve customer service processes is the next step. If you are working in customer service, it should be pretty easy to find the low-hanging fruit. Just ask yourself: “In which situations does the agent ask the customer for information about their device or machine?” For instance, serial number, part-numbers, error codes, etc. Anywhere where the agents needs info from the device you’ve found yourself a potential use-case.
Once you have identified the most common issues that come into your engagement center today related to devices, analyze them and understand the impact each of these issues has on your business in terms of costs, customer experience and other values. This information will allow you to prioritize possible high impact IoT projects.
5 Steps To Get IoT Enabled Service Rolling
Step 1: Connect and Collect
Connecting your devices to a system that collects data is the first step. Connecting your devices isn't a big challenge, but we do recommend finding a platform that is both manageable and scalable. It is important to realize that the IoT is not static in nature. You'll need a platform that has elasticity to deal with big spikes of incoming data. Other considerations like security of data and the supported connections to devices are also very important. Because of these considerations you will likely end-up with a cloud service, it will simply guarantee the most consistency, scalability, flexibility and low TCO.
Step 2: Analyze and Trigger
In addition to connecting devices to a system, you need a system than can actually do something with the data that connection provides. You will need a flexible system that enables real-time analysis of high-volumes of data. Data by itself is meaningless if it does not provide insights and action. Identify which insights are relevant and actionable when embedding those insights in service processes. One of the bigger barriers to mainstream adoption of the IoT is the complexity of integration of such insights into processes. It helps if you have a service platform that’s robust and flexible. You’ll want a platform that’s easy to manage, yet allows strong capabilities to tailor to specific processes, extends and integrates with multiple systems.
Step 3: Set-up Device Service Processes
Setting up a device service process is pretty much the same as setting up a normal customer service process. But instead of asking the customer to do things like collecting data from the device, finding knowledge articles and trouble shooting flows, the device takes a much more prominent role.
We see there are three typical scenarios you can use to set up device service processes:
- Device-Assisted Self-Service. This is where the customer accesses knowledge and augments that with data from the device. Think going through a device registration process where the device automatically provides details such as serial numbers, install date, etc. to easily complete the registration process.
- Agent-Assisted Device Service. A device triggers a process to have an agent interact with the device to solve the problem. E.g. an agent that opens an incident created by the device and then inside the agent’s work environment interacts with the device to review settings, change configurations, reset the device, etc.
- Automatic Service. Here a device triggers an event and starts running service processes. These processes are built in such a way the devices can fully automatically troubleshoot, run through configurations, run diagnostics, change settings, reset and reboot, etc. I.e. processes that would previously take an hour to walk a customer through over the phone can now be performed in seconds.
Step 4: Empower Agents to Talk to Devices
Are your agents trained to talk to machines? IoT enabled service brings a whole new interaction paradigm for service agents. You will need to set up your processes accordingly. Provide the tools to help agents to become accustomed to interacting with machines, such as an agent scripting or visual screen guide. Also be sure to connect your agent work environments to enable interacting with the device to be able to do troubleshooting, remote configuration, set-up, resets, etc. Also think whether your current KPIs set applies to interacting with devices. Typical contact center KPIs like First Time Resolution and Average Handling Time may not be applicable.
Step 5: Connect Field-Service Technicians
In many cases self-service and agent-assisted service won't be enough to solve a device’s problem and a field service technician needs to be dispatched to make a repair. These field events can occur with great efficiency, by allowing contact center agents to directly schedule and dispatch technicians. For example, let’s assume a VIP customer needs an issue resolved immediately. You’ll want the contact center agent to create the service request, and have that request automatically routed to the nearest available technician, that has the tools, skills, and parts to solve the customers problem. Furthermore, you’ll need to make sure the field technician has all the relevant customer information, and device information to insure a first time fix. This scenario is becoming a fairly typical with service organizations where the contact center and the field service teams share the same platform.
Key Take Away’s
The Internet of Things is promising tremendous value for customer service organizations, yet it’s not always easy to start leveraging the IoT. We suggest the IoT is a data challenge, not a connectivity challenge. You will need a scalable and elastic service to collect data, a robust yet flexible system to analyze data in real-time to trigger support processes when needed. You’ll need a strong customer service platform that offers the extensibility and integration capability to embed data insights in support processes. A system that allows auto-diagnostics and that allows your service agents to troubleshoot and interact with the device, in a manner that’s easy for agents to adopt. You’ll also want a system that connects your customer service and field service teams to further streamline processes.
Coming to Mobile World Congress 2016 in Barcelona, Spain? Come and visit the Oracle Service Cloud product management team at the Samsung Enterprise booth in Hall #6. We will be happy to give you a complete demo that demonstrates all the 5 steps above on a single platform.
Monday Feb 15, 2016
By Emily Creech-Oracle on Feb 15, 2016
Gartner evaluated 13 vendors for its latest Magic Quadrant for Sales Performance Management evaluation. SPM vendors provide integral technology components to align companies’ go-to-market efforts to drive improved sales execution through incentive compensation management (ICM), territory management, quota management, gamification, sales coaching, sales appraisals, sales onboarding, and sales training.
By Neil Pridham-Oracle on Feb 15, 2016
Rome, 126AD, the emperor Hadrian builds a temple dedicated to the gods in Rome, replacing an earlier construction built by Marcus Agrippa in c.27BC. Still virtually intact today, the Pantheon is testament to the Roman Empire and the Roman ability to construct large and long lasting buildings. Anyone who’s visited the 2000 year old Pantheon can’t fail to be impressed by its scale and beauty. The reason this larger, later building remains, and the original does not, is that in the time between the construction of the two buildings something major happened.
In between these dates the Romans discovered “hydraulic” cement. This new cement had a property which, as a result of hydration, allows materials to grow together into very hard and strong solids. The Romans had discovered “modern” cement and concrete, a building component that revolutionised the scale, strength and architecture of their buildings,many of which still stand today.
Prior to this discovery, buildings remained smaller and susceptible to damage and destruction. It took the discovery of this strong cement to take construction to a level that Romans believed reflected their power and ability.
Like the Roman Empire, businesses too reach a point at which they aspire to grow but are held back for various reasons. Funding, capability, acquisition, resources, market dynamics all play their part in the aspirations of managers to grow their companies.
As companies grow, sub-optimal processes evolve and become embedded within the organisation. At business inception, these inefficiences are not apparent or can be worked through. You work in the same building. You know each other personally. Scale is not an issue. The complexity of people, business, customers etc is manageable. There comes a time, however, where without recruiting many more staff (and incurring the associated costs) you need to approach things differently. You need to invent your own “hydraulic cement” to join your business together tightly. The cement that helps you build a better sales organisation is CPQ (Configure, Price, Quote).
“Lead Management and Configure, Price and Quote are the hottest technologies sales are relying on in 2015. If you don’t have any of these on your roadmap, you maybe playing it too safe.” – Gartner, 2015
If CPQ is the cement that helps you build a stronger organisation and the analysts recommend you look at it, what are you doing to ensure you make your company stronger?
Tuesday Feb 09, 2016
Forrester Names Oracle a ‘Leader’ in Customer Service Solutions for Midsize Teams and Enterprise Organizations
By Christine Friscic-Oracle on Feb 09, 2016
By Christine Randle, Analyst Relations, Oracle Service Cloud
By now you probably understand the importance of delivering exceptional customer service. You get why it’s important. You appreciate that customer service is the platform from which excellent customer experiences emerge. You’ve read the research and know that, according to Forrester Research, a full 39% of customers will tell friends and family about their negative experiences. Data points like this one are powerful, yet leave you stuck wondering, “Where do I start?”
Well, take heart in the fact that you’re not alone. This is complicated, right? We live in an always-on, omnichannel world, where instant gratification isn’t just a request, it’s a demand. You know that your company must rise to the effortless customer service challenge or become a relic of the past.
Don’t despair, because there’s good news! Leading industry analyst firm Forrester Research, recently published two Waves: The Forrester Wave™: Customer Service Solutions For Enterprise Organizations, Q4 2015 and The Forrester Wave™: Customer Service Solutions For Midsize Teams, Q4 2015. And the good news doesn’t stop there. Oracle Service Cloud is a Leader in BOTH the midsize and the enterprise Waves.
Oracle Service Cloud had the highest current offering category scores in the Enterprise Wave and Midsize Wave reports, and was noted among vendors that “deliver high-volume omnichannel service” and “have a foundational layer of knowledge management to deliver channel-specific answers to customer inquiries.” Both reports recognized how, "Oracle Service Cloud delivers heavy-duty support for B2C enterprises. Oracle Service Cloud provides a flexible, easily configurable customer service solution that excels at delivering consistent cross-channel customer service experiences. The SaaS-based solution sports very strong omnichannel capabilities: cobrowse … multichannel reporting, chat, email response management, social customer service, and knowledge management. Customers use it as an enterprise wide solution, as a standalone solution for digital channels, or to extend the digital capabilities of an on-premises solution.”
I believe that these reports will help you decide what your business needs, and which vendors are best suited, to help your company become a customer service success story.
Organizations both large and not so large rely on Oracle Service Cloud to help deliver effortless customer service experiences (check out recent Forbes profiles of All Nippon Airways, Pella). Oh, and did I mention that great customer service is at the heart of award winning customer experiences?
Hey, don’t take my word for it. Read the research and then let us know how we can help your business thrive in today’s “I want it now!” world.
Monday Feb 08, 2016
By Neil Pridham-Oracle on Feb 08, 2016
Modern Cloud – London
The Oracle Modern Cloud Conference took place in London on the 2-3 February and was a showcase of Oracle Cloud capability covering ERP, HCM, CX and IT. With Oracle keynotes from Thomas Kurian and Shawn Price and further keynotes from Sir Dave Brailsford of British Cycling and TeamSky, and Rebecca Galambos of The Prince’s Trust, a charity set up by HRH Prince Charles, which helps young people aged 13 to 30 get into jobs, education and training. Brailsford, a sport’s psychologist, gave a totally inspiring speech covering motivation, culture, winning and overcoming your inner chimp*! A few memorable quotes:
“You have to fight your inner chimp.”
"You have to believe! If you don't believe you'll never achieve."
In the Oracle Sales Cloud section we had a fantastic presentation by Gartner VP and Analyst Tiffany Bova who talked about the changing customer, trust and behaviour.
Memorable quotes from Tiffany Bova:
"68% of the material your buyers use to make decisions is NOT coming from you!"
"Customer trust is based on experience, prospect trust is based on third parties”
Finally, we had four great presentations that took us on a journey through a classic sales cycle from organisational design to closing deals. In particular, presentations by Panasonic and Vodafone showed how they are driving commercial benefits from Oracle Cloud Solutions:
The breadth of cloud capability being delivered by Oracle in incredible. They have implemented Oracle....Sales Cloud, Marketing Cloud, Service Cloud and CPQ Cloud, and still run Siebel for Field Service. They are seeing:
"Lead to Opportunity times cut from 2 days to less than 1 hour"
"Self service reporting in real time"
"Upgrade resource time cut from 120 days to 12 days moving from on-premise to cloud".
The sheer scale of benefit delivered through there ultra-rapid deployment of Oracle CPQ Cloud.
“40% of quotes now approved by sales rep or manager”
“50% reduction in Sales Cycle time”
“The targeted win ratio increase more than doubled”.
For more examples of benefit being gained through Oracle's Truly Modern Cloud, please join our global cloud community for customer panels, best practices, thought leadership, and hands-on training at the Modern Sales Experience in Las Vegas April 26-28.
* The "inner chimp" is based on work by Steve Peters, an English psychiatrist, who works in elite sport. For more information on this subject please refer to Steve's work.
By Emily Creech-Oracle on Feb 08, 2016
When making a purchasing decision, customers need to feel confident that what they’re buying is going to meet their specific needs. A proven way for a company to build that confidence is by providing a personal sales experience. The problem with this is that it takes time to tailor solutions to each customer. That’s why the products on the shelf are often cheaper than the tailored solutions; the seller passes the cost of customization on to the customer. But if companies can deliver the custom experience of a tailored solution with the efficiency of a standard solution, they stand to differentiate themselves from their competitors.
Enter ERP. Companies figured out that they can standardize certain aspects of their process that are invisible to the customer to reduce costs and the customer will never know they weren’t getting a fully tailored package. In fact, they’re impressed that the products are delivered so quickly! Making the back-end more efficient worked out so well that innovators started thinking about what else they could do to improve efficiency of operations, and the focus turned to sales. Originally referred to as Sales Force Automation tools, CRM systems took on making the sales process more efficient. They drove sales reps to contact the right prospects at the right times, which vastly improved their win rates. The key here was that customers had no idea that the personal attention they were getting had been triggered by a system that spat their name out based on an algorithm. In fact, to the customer it just looked like an effective sales rep had learned to anticipate the customer’s needs—they always seemed to call when they were needed most! With CRM & ERP in place, the company and the customer were both positioned to walk away happy.
BigMachines, the SaaS product that became Oracle CPQ Cloud, was created to be exactly that personalization engine. Instead of building a tool for configuring products that would be used by all CPQ customers, a framework for building configurable interfaces was developed. This framework is the engine at the center of each unique product configuration tool for each CPQ customer. Since each product-tailoring interface is fully specific to the products being sold, the resulting product packages can deliver the same level of personalization that could be reached manually. The same is true when it comes time to set prices for those products; Oracle CPQ Cloud provides tools to build a pricing system rather than the pricing system itself, which allows each CPQ implementation to generate prices precisely as the sales rep and customer expect them. (Note: Oracle CPQ Cloud does include a suite of calculations common to most customers, but this is simply a starting configuration of the framework rather than core functionality that must be overridden.)
The crux of the personalization experience comes when it’s time to present the products, prices, and marketing collateral to the customer in a targeted quote package. If the quote appears to not speak directly to them and reflect the interactions they’ve had with the sales rep, the personalization effort has been wasted. Oracle CPQ Cloud’s document generation capabilities allow each CPQ customer to set up a document that can be personalized not only in content but also in organization and presentation. This controlled flexibility drives sales reps to efficiently generate consistent, high-quality, targeted quote packages. And that concept of controlled flexibility is exactly what makes Oracle CPQ Cloud such an effective personalization engine.
Thursday Jan 21, 2016
By Christine Friscic-Oracle on Jan 21, 2016
By Daniel Foppen, Senior Principal Product Manager, Oracle Service Cloud
Recently we provided an overview of the distinctions between expected and experimental service channels as well as a framework for evaluating experimental service channels heading into the new year. Now we dive into specific channels to explore in 2016! 2016 is shaping up to be a year of the platform-messenger-platforms. You may be wondering what I mean by a ‘platform-messenger-platform’? Let me explain…
More than likely, you have heard about messenger platforms by now. WhatsApp is used daily by nearly a billion folks globally to send text messages, videos, pictures, and emojiis to individuals or groups. Facebook Messenger has 700 million active users and WeChat has 650 million active users (largely in China). Just these three messenger platforms have 2.3 billion active users. That sheer scale is mind-blowing, but these three are followed by other messenger applications such as Viber (250M active users), Line (200M active users), and SnapChat (100M active users).
Often customers ask me where we see the market heading and which channels will be important. Yet, we all have to acknowledge that it is difficult to accurately predict the future as we live in a very dynamic world. However, do not despair; I do have a hunch about what will happen this year with messenger platforms… Ready for it? At least two of the three big messenger platforms will become Platform-Messenger-Platforms! Now that we have the big bold prediction off my list, let’s go a bit deeper.
The three channels I am observing with greatest interest now are WhatsApp, WeChat and Facebook Messenger. I expect that in 2016 we will experience a change from these just being messenger apps to these becoming full-fledged platforms.
WhatsApp is huge! It has over 900 million active users. When there is such a large part of the population using that platform extensively day in, day out - it is only logical to see interest in using WhatsApp as a service channel. Why not? It makes perfect sense to open up a mobile chat thread with a customer service agent around a certain issue and find that conversation still open the next time you have a problem. Great customer experience, great agent experience, right?
The trouble is that I see virtually no businesses offering WhatsApp as a viable engagement channel yet. I believe the reason is simple: the owner of WhatsApp does not want it to become an engagement or service channel. When businesses use WhatsApp to broadcast messages to a group, the account is blocked. There are limits in the max number of incoming messages – anecdotally found to be around a couple of thousand incoming messages per minute. WhatsApp does not have a public API and there is no technical documentation, no API limits, nor SLAs. While Twitter documents its API thoroughly, WhatsApp does not provide any documentation. To me this raised questions about the viability of WhatsApp as a Service Channel. For example, when you post a comment on Pinterest on a company’s board, you do not necessarily expect a reaction from the company. However, when you ask a company a question over WhatsApp (or SMS, or email, or live chat for that matter) you do expect an answer. It is difficult to meet these expectations if you cannot rely on the WhatsApp platform to give answers to your customers.
WeChat is a different story. With currently 650 Million active users, it is slightly smaller than Facebook Messenger is. It is primarily used in China, but expanding into other Asian markets. The reason I am looking at WeChat, is that I believe we can learn a lot from how WeChat is used today and apply that to forecast how Facebook Messenger will expand its scope in 2016.
WeChat is tremendously popular in China. In China’s large cities it has a penetration rate of 90% and is rapidly transforming a very large share of the society’s communication habits. I am a WhatsApp user, but I see it as a messenger platform. I use it to send messages to family, colleagues, friends and a few groups. Sometimes we share pictures and videos, but that is where it ends.
If we look at WeChat, at first glance, it pretty much does the same thing as WhatsApp. However when you look further you see a whole range of other applications that are provided within the WeChat platform. Recently someone working at a large consumer brand showed me on his iPhone how they are offering customer service in China using WeChat. At first sight, just opening a conversation with the brand seemed rather familiar, but when you are also presented with a range of menu options related to that brand conversation, it became clear it was much more than a messenger thread. Customers can open a mini e-commerce section within the WeChat thread where they can buy products and pay for the goods using the WeChat payment service. Users get targeted offers within their conversation. They can play branded games inside WeChat. They can get routed to technical support within WeChat, etc.
When you look at it from that way, it becomes obvious that when a messenger platform starts including marketing capabilities, e-commerce shops, customer service capabilities and PayPal-like services, we can hardly call it just a messenger platform anymore. According to this article, services like ordering (and paying for) taxis, collaboration tools, banking, crowdfunding, dating and job boards are also part of the WeChat platform. When a messenger platform becomes so broad in scope that it becomes a little internet within a messenger app, I believe it becomes a Platform-Messenger-Platform; a whole platform within a messenger platform.
Moving to Facebook Messenger. Now Facebook Messenger is a core component of the wider Facebook platform. Where in the past public messaging on friends’ timelines was the norm, people apparently have started to become more sensitive and privacy aware, and sending private messages through messenger is gaining popularity. The fact that using Facebook Messenger within the Facebook app is not possible anymore (you have to download the separate messenger app) shows that Facebook is driving users to the messenger app. Voice calling has been added to it recently. In the United States, a payment service has been added and businesses are encouraged to start delivering customer service through Messenger. As well, Facebook has made good SDKs and documentation for the Messenger Platform available for developers.
I believe that when looking at how WeChat is increasingly becoming a platform, we can only expect that Facebook Messenger will be broadening its scope similarly in 2016 and become a fully-fledged platform within the messenger app.
What that means for customer service professionals is an interesting question:
- What does it mean to have zero control over the engagement channel you choose to add to your multi-channel strategy?
- How do you make sure that these conversations are connected to your broader customer record and interaction history from other channels?
- How will these changes effect customer service engagements?
- By when will customers interact with your brand (view and evaluate products, buy them, get support for them, recommend them) solely through platforms like Facebook, WeChat, WhatsApp, etc.?
- Will you even need a website, email and telephone channel by then?
These are interesting questions to ponder. Let us know your thoughts to continue this conversation in the New Year!
Wednesday Jan 13, 2016
By Christine Friscic-Oracle on Jan 13, 2016
By Lauren McKay, Social Media Manager, Oracle Global Events
Oracle’s flagship customer service event returns to Las Vegas, April 26-28, 2016. Attend Modern Service Experience, presented by Oracle, to participate in hands-on workshops, see product demonstrations, and network during interactive breakouts that will showcase best practices to help turn your customers into brand advocates.
Register by Sunday, January 17 to take advantage of the lowest conference price. On Monday, the conference price increases $500, so be sure to take advantage of incredible savings while they last. Need to justify the expense to your management? Download the Justification Email, tailor it to fit your needs, and send it on for approval.
Why should you attend Modern Service Experience?
Outstanding service is the number one reason customers recommend a business. Are you doing everything in your power to differentiate your brand? Customers now expect unified web, social, and contact-center experiences. Are you keeping up?
Attend Modern Service Experience to:
In addition to rich customer service content, you’ll have the chance to hear thought-provoking keynote speakers and hear the about Oracle’s direction from leading Oracle executives.
Bring your colleagues! Modern Service Experience is being co-located with 3 other conferences: , , & . Invite your peers in Marketing, Commerce or Sales to join you and save even more with our group registration pricing.
PS: Did you attend Modern Service Experience in 2015? Then, you’re eligible for a special alumni discount. Use code Alum15 when registering to save even more on registration.
Tuesday Jan 05, 2016
By Christine Friscic-Oracle on Jan 05, 2016
By Daniel Foppen, Senior Principal Product Manager, Oracle Service Cloud
Few would disagree that in the last decade we’ve seen an explosion of new communication channels and are facing a dizzying array of modern channels consumers use to interact with organizations. In addition, how to deal with this tremendous increase is as much a challenge for marketing as it is for customer service departments. Customers do not simply have one channel they always use. They have a range they use depending on the circumstances. Some of these channels are expected, while others are experimental channels.
Expected channels, are channels customers expect to have available for them. It is implicitly understood that these are reliable and customers can count on them when the situation requires it. They expect to get a timely, accurate response to their inquiries. Typical examples of such channels are phone, email, live chat, etc.
Experimental channels are – as the name implies – less robust and reliable. They can be experimental for different reasons; e.g. because it’s a new platform increasingly used by consumers to interact with each other, because availability is out of control of the organization, because the organization’s structure and processes are not ready to support this channel, and so forth. Typical examples are video chat, WhatsApp, Instagram, Pinterest, etc.
Clearly, there is a risk associated with investing in experimental channels. In addition, it is not always easy for organizations to decide on the right balance of expected vs. experimental channels. So how does a business decide whether, when and how to add experimental service channels to the mix? We would encourage asking the below questions before making any decisions…
1. Where is the channel on the Hype cycle?
New technologies typically go through an initial hype phase. When considering channels, it is important to consider where the channel currently is on the ‘Hype’ cycle. If it is too early, expect a decrease, slow growth or steady decline to occur. Vetted, strong channels will gradually emerge, grow and become mature with a bit more time.
2. Can this channel be embedded into a multi-channel service strategy?
Adding an experimental channel as a silo-ed stand-alone channel can be easy. However, it is important to be able to embed new channels as part of a multi-channel strategy. Consider how to give agents access to a unified, connected interface where they can interact with customers in this channel, but at the same time have context around who the customer is, what their purchased products are, what previous interactions they have had, etc.
Similarly, also ask how to store the conversation thread from this channel so that the next time the agent uses an expected channel like email, phone or chat, the context of the interaction in the new channel is made available for agents. In addition, consider how to establish service levels for this channel. Is it possible to design service processes and workflows for inquiries coming in through this channel?
3. Can this experimental channel actually become an expected channel?
With many experimental channels, there is little control early on, but some channels are easier to adopt. Twitter for example has clearly indicated that they encourage using their channel for delivering customer service. Their Public APIs are robust and well documented. Many software vendors have integrated Twitter with their software. Public APIs are not always the case, so this is definitely something to analyze.
Now that we have provided an overview of the distinctions between expected and experimental channels as well as a framework for evaluation for experimental service channels. Look out for Part II, where we dive into specific channels to explore in 2016!
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