New Research Shows Service Leaders How to Balance Both Rep Productivity and Customer Service Quality
However, the average service organization operates under a model that puts the customer as the top priority. And, for good reason. An above-average customer experience correlates with increased customer loyalty.
"We've been living in an age of quality — organizations are focused on
improving the quality of customer interactions, in order to increase
customer loyalty," said
This translates into more systems and tools for the service rep to utilize to not only be more productive, but also to provide a more seamless and effortless customer experience. By default, this is creating a much larger problem: More complexity and hurdles for the rep to overcome in order to solve a customer's problem.
Despite the investment in adding more systems and tools to improve the frontline, service leaders see little return. While these tools and systems should support and enable success, a majority (76 percent) of service leaders report they struggle with the planning and execution of these projects. Research shows that the average live service interaction is taking longer than it did in the past, and most service organizations report either flat or increased call volumes year over year. It has become clear that these projects do not return the expected productivity gains.
"The element that most service leaders overlook is what we call the 'rep experience' — we're so focused on the customer experience and how it translates into increased loyalty. Or, why it's important to feel empathy for the customer," said DeLisi. "However, our research shows that the rep experience is just as crucial to ensuring a high-quality customer experience."
"It's only through the performance of your reps that you create a superior live customer experience for your company and increased operational efficiency," DeLisi said.
To better support reps, service leaders must lighten the load during
live interactions. Specifically,
- Identify and remove barriers to rep productivity: Service organizations devote a large amount of effort to understanding their customers' pain points through customer experience measures, such as voice of the customer (VoC). These same activities can be adapted to assess rep experience improvement opportunities as well.
- Uncover creative, quick-hit wins: Uncover the nonobvious, quick-hit solutions to help reps focus their time and attention on the customer. By studying reps as they work and enabling rep-led solutions, service leaders can take near-term actions to improve the rep experience.
- Balance productivity and quality: Research reveals four key strategies and tactics for quick wins in balancing productivity and quality. These include eliminating unnecessary customer contacts, keeping customers on the website, training reps to focus on the best customer outcome and helping to avoid a follow-up issue.
More information on what service organizations can do to improve the rep
experience is available to
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Kelly Blum, 571-303-5745
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