For too many customer-care players, the one-size-fits-all approach does not balance two core dimensions we believe will mark the new era: the value and complexity of transactions and the right levels of human interaction and automation. When customers choose their preferred care channel, for example, they increasingly gauge a transaction’s complexity, decisively preferring self-service options for relatively simply ones. Enterprises must decide on the appropriate level of care for a wide range of interactions by taking into account their customers’ channel preferences and factoring in their opportunities to manage costs by applying automation.
A framework built around these transaction and interaction dimensions can help companies create a better channel approach for shaping their customer-care strategy. Mapping interactions with customers by value, complexity, and the need for employee involvement can help managers begin to compile a better mix of customer-care responses built around strategic goals. A comprehensive assessment of digital and live channels and customer journeys can then identify gaps and breakpoints. The result: a clearer focus on serving customers in the high-value, high-complexity categories and on digitizing and automating low-complexity interactions. With such a road map in hand, customer-care leaders can more effectively coordinate their strategy with their efforts to assess and invest in new technologies and to determine the right skills and training for frontline workers.
Authors: Greg Phalin, Jeff Berg, Keith Gilson
Source: “McKinsey Quarterly”
Subject: Customer Related
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