Building Brand Value Through Social Customer Service Social Fresh West

August 23, 2013

#socialfresh

#socialfresh/@chuckhemann

Remember when this was the norm?

Then this guy came and changed the game

#socialfresh/@chuckhemann

Now we are comfortable doing this instead

#socialfresh/@chuckhemann

Two reasons why this shift in customer expectations matters

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First…

Second…

Customers tell, on average, 15 people about a positive customer service experience and 24 people about a bad one

It all sounds so easy, but media is fragmented

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Customers have a plethora of choices

to engage companies

Resource challenges within companies abound

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Also… MORE THAN 77% of companies SPEND LESS THAN $50,000 in social customer care

Not enough people like

Sabrina

Three other reasons companies are not adopting this approach more frequently

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Integration– Ensuring a seamless experience between online and offline is critical

Inefficiency– Customers expect near immediate responses from companies

Education– The business case for social customer service and its value isn’t always

clearly articulated

Building the Business Case

Building your online customer profile

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• Understanding your consumer demographics

• Knowing what they preferred method of engagement has been in the past

• Analyzing where most of your customers reside

• Researching how your customers are searching for information

• What the sentiment is toward your brand today

Understanding overall customer intent

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• Performing an inventory on existing customer service requests

• Mapping the right channel for the job – easy vs. complex issue resolution

• Analyzing path to purchase for the majority of your customers

• What are your customers asking you most often and do they want to engage with you at all?

Personalizing the customer experience

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Knowing Which Model is Right For You

Three-stage maturity model for social customer service

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Ad-Hoc– The most typical starting place for companies interested in helping customers through online channels

Limited– More coordinated and organized involving multiple people with the

organization

Enterprise– Full-scale support for all products and service across the business

Ad-hoc stage of customer service

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Typically driven by a single individual interested in changing the perceptions of the company. Call this the “Frank Eliason Model”

Alternatively forced into action by a vocal customer or customers who have unmet needs

Informal, inefficient and wont change long-term foundational gaps in the company

No formal analytics, objectives, policies or education

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Limited stage of customer service

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Enterprise stage of customer service

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Case Studies - @DeltaAssist + more

@DeltaAssist has evolved over time

Originally launched in May 2010 with 4 agents

Staffed M-F from 8am – 6pm

Program has evolved to 15 agents who provide coverage 24/7

Goal has remained the same – “Serve as a way to meaningfully interact and engage with customers where they live

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Very clear content strategy/approach

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Policies/Procedures Questions

Travel help/Rebooking Assistance

Complaint Resolution

Random/Fun Information

Measurement is critical to the Delta team

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Core metrics include: Sentiment Number of issues

raised Number of issues

resolved Resolution time Differentiating

terms Response rates

Cant forget about the survey

The @DeltaAssist approach has paid dividends

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Lowest response times in the category by a fairly wide margin

Concentrated customer issues to prevent from having to respond on multiple channels

Improved customer satisfaction

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Where did this come from?

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