Do your employees have the right amount of spontaneous customer contact?
The authors of a study conducted among 115 French companies and 25,000 employees identified 4 major groups of more or less customer-oriented cultures Genetic (11%): strong customer culture of the company and its teams. A great deal of autonomy allows us to adapt very quickly to customer needs. Everyone is involved. Agility is very common in the gym.
The old world (29%): weak customer culture of the company and its teams. No priorities or goals related to developing customer satisfaction, a culture generates a bit of condescension towards small consumers.
Asymmetrical (25%): weak customer culture of the company, but strong customer culture of the teams. Employees are often in contact with customers and constantly adapt to their needs. However, central management does not offer this advice and customers suffer from this delay.
Volunteers (35%): strong customer culture of the company, but weak customer culture of the teams. Strategy, performance indicators and managers’ will are focused on transformation. But both middle managers and people recruited in the past for skills that break with customer concerns have a (customer) culture that does not waver.
The authors remind us not to put the cart before the horse: Talk about customer experience, for example, before you can see a real customer culture in-house.
Customer relationship management: No complex with duplex.
You heard it again last month! Duplex, Google’s Voicebot, won’t replace our account managers for a long time. Despite its realistic voice, full of human imperfections, Duplex technology is still effective within a clearly defined scope. And in a controlled environment.
In particular, the lack of empathy and the complexity of the issues are barriers that would prevent it from dealing with a more complex customer relationship problem.
For call centers that work primarily by phone, the real challenges lie more in the diversity of contact channels and the development of ad hoc practices.
Customer relationship management: Chatbots were speechless.
Unlike their little classmates who can talk, they are dumb. But chatbots already offer many advantages and can be considered as an independent customer relationship channel.
From the simplest chatbot to the one that doesn’t exist yet, we can distinguish several levels of maturity, different skills and the uses that follow. Whether it’s about automation, moderation, expanding customer knowledge or reducing costs, the question is no longer whether you are for or against bots. They are improving process performance.
And with a projected billion-dollar market, business partners have a future that is shaped by the future of the business and customer relationships.
Consultant, transform yourself.
Consulting firms face a major challenge: their own technology maturity. The author rightly questions whether large firms still have the legitimacy to support the strategy of companies trapped in the digital maelstrom. Technological competence becomes a prerequisite. And execution instead of reflection brings the lion’s share.
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