客戶服務軟件潮社交化發展

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文章分類 : Research, SMB, Social Media

對於任何企業來說,做好客戶服務都是非常重要的。問題是客服服務要想做好是很困難的,因為存在服務需求的客戶與客服代表之比永遠都對等。儘管現在有了社會化媒體的新渠道,可以讓眾多企業員工變身客服代表,能夠更加靈活地處理客戶需求,但是水漲船高,客戶在這種渠道上的服務請求也增長得更加迅猛,反而令社會化渠道的客服更加被動。那麼新形勢下的客戶服務有沒有解決之道呢?Software Advice 的 Ashley Verrill 提出了一個大膽的想法:讓客戶服務客戶。

customer-service-meets-social-media

對於任何企業來說,做好客戶服務都是非常重要的。問題是客服服務要想做好是很困難的,因為存在服務需求的客戶與客服代表之比永遠都對等。儘管現在有了社會化媒體的新渠道,可以讓眾多企業員工變身客服代表,能夠更加靈活地處理客戶需求,但是水漲船高,客戶在這種渠道上的服務請求也增長得更加迅猛,反而令社會化渠道的客服更加被動。那麼新形勢下的客戶服務有沒有解決之道呢?Software Advice 的 Ashley Verrill 提出了一個大膽的想法:讓客戶服務客戶。

Ashley Verrill 指出,儘管現在已經有工具可讓員工在社交媒體上響應客服請求,也有單獨的自服務社區,可讓客戶相互回答問題,但是合二為一的工具軟件或服務卻沒有。因此,他提出眾包客戶服務的新思路。

當前的客戶服務模式已經沒有生命力

Ashley Verrill 通過研究發現目前的客服模式已經走到盡頭。像可口可樂、富國銀行等一些大品牌,對於客戶通過 Twitter 提問的回答率也只有 14%。考慮到超過一半的 Titter 用家預期在發出問題後 2 小時內就要收到回應,這樣的比率無疑是一個大問題。

而目前大多數的客服應用(Zendesk、Parature、Desk.com)在設計上考慮的是如何讓員工在 Twitter、Facebook 等社會化渠道上響應請求。這些產品利用率社會化偵聽技術和關鍵字識別器來對服務相關的消息進行歸類,然後導向到企業內部的客戶代表處。同時還可以根據微博反映出的情緒以及發送者的影響力來對其進行優先級排序。

儘管這些應用做的已經很好,但是這種模式仍有以下一些問題:

一是企業每天都會收到成千上萬條 @ 訊息,而且這一數字今後只會呈指數式增長。比方說,在 Ashley Verrill 為期四周的試驗中,星巴克就收到了 115257 條 @ 消息。要想及時逐條回應這些消息幾乎是不可能的,公司的規模越大,越會遭遇此類煩惱。

此外,這種模式下所有的響應均來自公司。儘管這麼做從消息控制、互動集中化的角度來說是有價值的,但是響應的單一化無疑不利於更好地為客戶服務。

而熱心的客戶可以成為公司的幫手。這些客戶則可以從客戶社區裡面尋找。

學會信任最好的客戶

在客戶社區裡面活躍的原有成員是替公司在社會化媒體上進行響應的理想候選。兩個原因:這些人已經對產品非常熱心,可充當品牌大使;二是他們已經證明了自己對其他客戶提出回答問題的熱情。

Verrill 舉了一個惠普社區成員的例子。此人每週均花 30 的小時的時間來免費回答討論組的問題。Verrill 於是設想,如果能開發出一款軟件,讓成千上萬像他那樣的客戶幫助公司來回答客戶問題豈不是很好?我們姑且把這樣的人稱為是客戶客服代表吧。

Verrill 設想的技術應該是仍然能夠利用所有可令溝通更有效的工具的—比方說遊戲化和自動告警。同時社會化偵聽工具應該可以對消息進行過濾,從而讓客戶客服代表無法或不適合處理的問題轉交給公司的一線、二線客服代表。比方說來自憤怒的客戶的投訴,或者是需要技術專家處理的問題。

社會化軟件開發者的巨大機會

客戶每一次在 Pinterest、Linkedin、Facebook 等社會化渠道上 @ 你都是一次與客戶交流的機會。這種溝通互動的機會越多越好—而且如果是由公司最忠實的擁躉引導這種交流的話就更好了。暢銷書作者及客服思想領袖 Micah Solomon 曾指出:「客戶對營銷是感興趣的,不過他們不會相信公司自己說的東西,除非公司的說法跟他們朋友的說法一致。」

所以在企業希望增加社會化互動和客服響應但又人手不足的情況下,讓最忠實的客戶來幫助公司實現這一目標豈不是很好?當然,這其中仍然會有不少管理方面的障礙待克服,但是對於技術創業公司來說這裡面是不是蘊藏著一個巨大的商機呢?

Source : Gigaom

As consumers increasingly turn to social media to both praise and criticize brands, those brands can’t possibly respond to all the feedback. The solution is to empower customers to speak on their behalf.

Recently I was asked a question following a presentation that suddenly made me realize social application developers are missing a big opportunity in customer service. I had just finished speaking at a Global Social Support Summit, when an audience member took the microphone and asked, “Do you know of any software that lets community members respond on behalf of companies on Twitter, Facebook and other social media platforms?”

The customer service products I discussed during the event provide tools for employees to respond on social media. They also offer separate self-service communities where customers answer each others’ questions. But none of them put these two capabilities together in the way the audience member suggested. Thinking it through further, as we see more and more consumers taking their customer-service issues to social services in lieu of one-to-one contact, it has become clear how much companies truly need an application that essentially lets them crowdsource their customer service response on social media to the customer community.

The current customer service model is moribund

One of the biggest reasons this idea struck me is that the current model just isn’t working. In one study I conducted, major brands such as Coca-Cola and Wells Fargo responded just 14 percent of the time when they were asked questions via Twitter. This is a big problem when you consider more than half of Twitter users expect a personal response within two hours of sending a question or complaint, according to a report by Oracle last year.

Most popular customer service applications (e.g. Zendesk, Parature, Desk.com) are designed to enable employees to respond to requests sent on Twitter, Facebook and other social channels. These products leverage social listening technology and keyword identifiers to categorize service-related messages and route them to a company-employed customer-service agent. Companies can also choose to prioritize these tweets and updates based on the sentiment of the message and influence of the sender.

As useful as these application can be, there are still a couple of pressing issues with the model they represent:

For starters, brands receive hundreds if not thousands of mentions on any given day and the number is only going to grow exponentially. Starbucks, for example, received 115,257 mentions during my four-week experiment. Clearly responding at all, much less in a timely manner, isn’t feasible for most companies at this scale.

Beyond that, all of these responses come from the brand. While doubtless that is valuable for message control, centralizing interaction distracts from the potential to create authentic and natural conversations about your brand on social media.

Companies could address both of these issues by empowering their most enthusiastic customers to respond. And the community is where they’ll find them.

Learn to trust your best customers

Existing, active community members can be the perfect candidates to respond for companies on social media for two reasons: For one, they’re already enthusiastic about your products and so can be good brand ambassadors; and two, they’ve proven their zeal for answering questions from other customers already.

Take this HP community member, for example. He spends upwards of 30 unpaid hours a week responding to queries in their discussion forums. The software I’m suggesting would essentially empower “wb2001″ and thousands of other similar customers like him to respond to questions on social media (in addition to the community that exists already).

This hypothetical technology could still leverage all of the tools that make communities so effective – things like gamification and automated alerts. Also, social listening tools could filter out messages that would be better suited for an employee response. This could include messages from customers that are particularly angry, or questions that would require a technical expert.

A big opportunity for social developers

Every time someone mentions your brand on Pinterest, Linkedin, Facebook or another social channel, it creates an instant opportunity to start a conversation. The more a brand can foster these engagements the better – especially if you can ensure your top advocates are the ones leading these conversations. As best-selling author and customer-service thought leader Micah Solomon has noted, “Customers are interested in marketing, but they don’t believe what your company says about itself unless it matches what they and their friends say about you.”

So the dilemma we have is that brands want to encourage conversations on social media by responding, but it’s increasingly impractical (if not impossible) for employees to handle the volume – and they can’t be the only ones talking about your brand. On the one hand it seems kind of a crazy idea, letting your customers speak on behalf of your brand. But what sounds better: Hiring an army of social-media responders to have superficial “why you should love us more” conversations, or empowering your brand advocates to create a sea of new discussions that never would have existed in the first place?

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