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Two dimensions of the customer experience

Two dimensions of the customer experience. Complexity of problem How much technical expertise (product knowledge) does the customer require for first-time resolution? Upsetness How much interpersonal skill (customer service skill) is needed to handle the customer?.

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Two dimensions of the customer experience

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  1. Two dimensions of the customer experience • Complexity of problem • How much technical expertise (product knowledge) does the customer require for first-time resolution? • Upsetness • How much interpersonal skill (customer service skill) is needed to handle the customer?

  2. How complex is the customer’s problem? Complex Simple

  3. How upset is the customer? Calm Upset Complex Simple

  4. If we could “segment” incoming calls… “Let me route you to the right person…” Complex Complex problem, calm customer Complex problem, upset customer Calm Upset Simple problem, calm customer Simple problem, upset customer Simple

  5. Two dimensions of service and support competencies • Technical product knowledge (PQ) • How good is the rep’s technical expertise for the given product? • Note – reps would have different PQ ratings for different products • Troubleshooting skill (TQ) • How quickly and well can the rep solve complex problems and calm upset customers?

  6. Measuring two dimensions of Rep competency High PQ Average PQ High TQ Average TQ PQ (Product Quotient): classroom/theory technical product knowledge Metrics from product training tests, service training, new hire training TQ (Troubleshooting Quotient): logical problem solving, ability to handle upset customers Metrics from Quality Monitoring reports

  7. Segmenting the rep population High PQ X X X X X X X X X X X X X X X X X X X X Average PQ High TQ Average TQ Map the competencies of the rep population Complex problems, calm customers Complex problems, upset customers Customer calls can be routed to the appropriate segment of the rep population Simple problems, calm customers Simple problems, upset customers

  8. Populations can have subgroups

  9. Outcomes • Vigorous discussion. • Targets emerge for improvement. • Managers start targeted coaching for specific behaviors. • “Measure it, and it will improve.”

  10. The most important commodity is time. • Business pressures inevitably fill up all the time available. There’s not enough time for training, not enough time for one-on-one coaching. • In that context you have to be very economical in your movements. Have the greatest impact with the least effort and the shortest amount of time.

  11. Save time = Reduce costs, improve cust sat • Shorten time to train trainers. • Shorten time for trainers to train reps. • Shorten time to develop & maintain training material. • Shorten time-to-resolution. • Shorten coaching time.

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