利用角色定义客户服务

摘要:无论是自助服务、聊天机器人还是人工智能,我们都很容易抓住趋势,甚至致力于改善客户服务中的明显差距。这可能是由一个研究巨头的大胆预测推动的。竞争对手可能会以你的公司没有的方式提供客户服务。此外,客户期望值不断提高的压力一直存在。

利用角色定义客户服务

无论是自助服务、聊天机器人还是人工智能,我们都很容易抓住趋势,甚至致力于改善客户服务中的明显差距。这可能是由一个研究巨头的大胆预测推动的。竞争对手可能会以你的公司没有的方式提供客户服务。此外,客户期望值不断提高的压力一直存在。所有这些结合在一起,使您可以很容易地投入其中,并为遇到问题的客户建立新的参与和解决方案渠道。

  但是,如果你做了所有的工作来提供这些新的客户服务选项,而它们并没有被使用,尽管有大量的原因导致这种局面,结果会发生什么呢?

  有没有可能你没有从角色角度考虑?

  角色定义

  人物角色最早出现在20世纪90年代的产品设计领域。它们是潜在客户或顾客的一个或多个虚构的代表。角色有一个"传记",它代表了他们的目标和欲望,也代表了他们的挑战和局限。这些特性有助于指导对他们来说有趣和有用的产品和服务的开发,从而确保产品或服务获得更大的成功。

  角色是通过检查现有的客户基础来建立的(通过访谈和调查来补充数据 ),以及在考虑针对不同目标市场的新产品或服务时对潜在客户进行采访。所需的元素包括行为模式、技能、态度、环境细节。有趣的虚构的个人细节经常被添加,以增加深度,并使它们更容易联系在一起(包括名字和图片)。

  客户服务中的角色

  在客户服务中利用角色与在产品设计中利用角色没有太大区别。可能会有一些额外的细节需要添加,而这些细节并不是从产品设计的角度捕捉到的,因为服务的细微差别可能略有不同。

  例如:语言。客户可能更精通另一种语言,如果通过电话、聊天和知识库提供的服务不能用大多数客户使用的语言提供,他们将很难解决他们的问题。如果他们正在与问题作斗争,那就意味着客户满意度降低,这将导致客户保留率降低,而且没有积极的推荐。

  另一个例子:对技术的接触和熟悉。"婴儿潮"一代的人可能更喜欢打电话给客户服务,而不是访问网站,而"千禧一代""Z一代"的客户可能希望在移动优化体验的任何时间、任何地点都能得到服务。

  这里的关键是理解每个角色的期望和挑战如何影响客户服务中可用的渠道和方法。在角色特征如何驱动什么样的客户服务提供方面将会有重叠--所有的客户可能对基于电话的客户服务都很满意,但是有些人可能比其他人更看重它。关键是要确保当通过每个角色的眼睛查看可用的选项时,不缺少他们可能使用并成功使用的选项。

  一些警告

  如果你的角色不是精心设计的,那么他们的害处和好处一样多。在开发它们时,有三件事需要考虑。

  首先,要小心刻板印象。它们很容易融入你的角色结构,导致你的角色发展误入歧途。你注意到我在上面的例子中是如何做到这一点的吗?没有执行的研究来确定真正的行为模式、技能、态度、和具体到客户服务的环境细节,您的构建是基于有缺陷的形象的,他们会…但他们将不会与你的客户服务团队以舒适和轻松的方式交互。

  要记住的另一件事是角色,就像业务的所有方面一样,不要保持静态。这可能是一个缓慢的过程,但就像他们所代表的人群一样,他们会随着时间而变化。客户态度的变化以及产品和服务的变化都将推动这一点。定期检查他们所代表的真正客户--通过您自己的面向服务的研究以及您的产品设计团队正在维护的内容。

  最后,不要做过头。你不需要大量的角色。这里的最佳实践最多是两到三个,它们代表了您的大部分客户。

  以角色为目标的客户服务

  您是否有服务选项是被最少使用的?你是否发现,尽管服务看起来很好,满意度评分充其量也只是一般水平,客户很难解决问题找到答案?

  您的服务选项可能与客户的期望不匹配,您需要开发角色以从他们的角度看待客户服务。就像设计产品和服务一样,那些使产品或服务有趣和有用的特性会影响他们对客户服务的期望,以及他们找到解决方案的速度和容易程度。

Whether it's self-service, chat robots or artificial intelligence, it's easy for us to catch on to trends and even work to improve the obvious gaps in customer service. This may be driven by a bold prediction by a research giant. Competitors may provide customer service in the way your company does not have. In addition, the pressure of increasing customer expectations has always been there. Together, all of this makes it easy for you to get involved and create new channels of engagement and solution for customers who have problems.

But what happens if you do all the work to provide these new customer service options and they aren't being used, despite a number of reasons?

Is it possible that you didn't consider it from a role perspective?

Role definition

The personas first appeared in the field of product design in 1990s. They are one or more fictional representatives of potential customers or customers. The characters have a "biography" that represents their goals and desires as well as their challenges and limitations. These features help guide the development of products and services that are interesting and useful to them, thereby ensuring greater success for the product or service.

The role is built by examining existing customer bases (supplementing data with interviews and surveys) and interviewing potential customers when considering new products or services for different target markets. The elements required include behavior patterns, skills, attitudes, and environmental details. Interesting fictional personal details are often added to add depth and make them easier to connect (including names and pictures).

Role in customer service

There is not much difference between the use of roles in customer service and the use of roles in product design. There may be additional details that need to be added, which are not captured from a product design perspective, because the nuances of the service may be slightly different.

For example, language. Customers may be more proficient in another language, and if the services offered by phone, chat, and knowledge base are not available in the language most customers use, they will have difficulty solving their problems. If they are struggling with the problem, that means less customer satisfaction, which leads to lower retention rates and no positive recommendations.

Another example is the contact and familiarity with technology. Baby boomers may prefer to call customer services rather than visit websites, and Millennials or Generation Z customers may want to be served at any time and anywhere in the mobile optimization experience.

The key here is to understand how the expectations and challenges of each role affect the channels and methods available in customer service. There will be overlaps in how role characteristics drive what kind of customer service delivery -- all customers may be satisfied with phone-based customer service, but some may value it more than others. The key is to make sure that when viewing available options through the eyes of each character, there is no shortage of options that they might use and succeed in using.

Some warnings

If your role is not well designed, they will do as much harm and benefit as they do. There are three things to consider when developing them.

First of all, be careful of stereotypes. They are easy to integrate into your character structure, causing your role development to go astray. Have you noticed how I did this in the above example? Unexecuted research identifies true behavior patterns, skills, attitudes, and environmental details specific to customer service, and your build is based on a defective image that they will uuuuuuuuuu But they will not interact with your customer service team in a comfortable and relaxed way.

Another thing to remember is the role, like all aspects of the business, not to remain static. It may be a slow process, but like the people they represent, they change over time. Changes in customer attitudes and changes in products and services will promote this. Check regularly the real customers they represent -- through your own service-oriented research and what your product design team is maintaining.

Finally, don't overdo it. You don't need a lot of roles. The best practices here are up to two to three, which represent most of your customers.

Role oriented customer service

Do you have service options that are least used? Did you find that even though the service looked good and the satisfaction score was at best average, it was hard for the customer to find the answer to the problem?

Your service options may not match customer expectations, and you need to develop roles to view customer service from their perspective. Like designing products and services, features that make a product or service interesting and useful affect their expectations of customer service and the speed and ease with which they find solutions.

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