If that is not possible , the organization should prepare the call center representative with a clear solution , like a new deal for the customer or the knowledge and context to clearly explain the charges as soon as they pick up the phone .
On the flip side , there is a wrong way to go about this . Namely , organizations should absolutely not try to get away with pricing changes , hoping subscribers won ’ t notice the charge ( s ) and avoiding proactive outreach in the process .
Not only will their call center representatives pay the price for having to deal with higher volume and frustrated customers , but this is when friction causes churn . At best , the customer thinks you ’ re sneaky , and you ’ ve destroyed trust .
LESSON TWO : LEVERAGE FRICTION TO ENABLE REAL-TIME ACTION
Organizations can leverage moments of friction to gain insights that inform the best path forward . Especially with AI analytics in hand , organizations have no excuse for not learning from friction . Understanding what makes a customer upset is equally as important as understanding what the customer likes .
These insights can feed into predictive customer profiling , as organizations seek to understand not only what the customer has done in the past , but what they will likely do in the future .
CX leaders can use that information to set forward-looking goals and take real-time action to adapt the journey based on the customer ’ s behavior .
Friction is what sticks in the psyche of the customer . Everyone remembers a bad or frustrating experience .
Proactive action based on past friction won ’ t look like fabricating the stereotypical “ unforgettable experience .” It should instead be about creating the smoothest road possible and ultimately make the experiences so effortless that they are forgettable for the customer .
This analysis can also unearth personalization opportunities , as we will see in the next lesson .
28 CONTACT CENTER PIPELINE
LESSON THREE : SEIZE PERSONALIZATION OPPORTUNITIES TO TURN FRICTION INTO LOYALTY
According to the Deloitte Digital report “ Embrace meaningful personalization to maximize growth ”, organizations with higher rates of personalization have a 1.5x higher loyalty rate from their customers . But it ’ s important to achieve that personalization in a way that makes an impactful difference .
This is where friction comes in . For example , say you have a flight that ’ s canceled due to weather last minute . You call a generic customer service line , wait on hold for ages just to be transferred to the right person , and explain yourself each time , only then to have to fight to have your situation understood .
Instead , what if the representative on the other line knows who you are , where you are , your history with the airline , and your flight information immediately based on the number you ’ re calling from ?
The representative should have this information at their fingertips to understand the context of your situation and have a few possible solutions ready for you , without any extra effort required from you .
64 % of customers say that speed is as important as cost ( Time to Win , “ The Consumer Patience Study ”), so a quick path to resolution will result in happier customers .
Better yet , the airline can go the extra mile by offering a positive CX while you wait , whether that ’ s by gifting a hotel voucher , a complimentary meal , or an upgraded seat .
In doing so , they can turn a major breaking point in the customer journey into a pleasant experience that regains customer trust and keeps them coming back .
Tough moments are an inevitable part of serving customers . If an organization isn ’ t prepared for them , and prepared based on historical data , they aren ’ t doing their customer base justice .
LESSON FOUR : PLAN FOR CUSTOMER FRICTION IN THE EMPLOYEE EXPERIENCE
Planning for friction will also ease the burden on frontline employees . Call center representatives shouldn ’ t be afraid to answer the phone and face the wrath of whoever is on the other line .
CUSTOMER EXPERIENCE
Agents spend a lot of time talking to disappointed or frustrated customers , which can lead to increased levels of employee burnout .
No matter how excellent a representative is , if they ’ re underprepared , they won ’ t be able to deliver the ultimate CX .
By giving them the tools that provide personalized , actionable insights for the customers they ’ re assisting , representatives can respond confidently and accurately , and some calls will be diverted altogether .
This allows your organization to deliver both great CX and employee experiences ( EX ). A heightened level of synergy and better experiences across the board will result in levels of success [“ Bayer - Happy Employees Make Happy Customers ” ( Forbes )], and happy employees are the result of the right set of tools .
THE REPRESENTATIVE SHOULD HAVE ... A FEW POSSIBLE SOLUTIONS READY FOR YOU , WITHOUT ANY EXTRA EFFORT REQUIRED FROM YOU .
THE FUTURE OF FRICTION
It ’ s time to shift the perspective : view friction as an integral , unavoidable part of the CX . Rather than something to avoid at all costs , friction must be built into customer journeys and the EX as a natural and essential part of customer interactions .
By shifting their mindset to see friction as an opportunity for innovation rather than a minefield , organization leaders can get to the heart of what a customer wants from their experience . In doing so , organizations can unlock newfound business growth and loyalty .
The path to customer trust and loyalty has always included friction . It ’ s time to embrace it .
ERIC CARRASQUILLA
MARK SMITH
Eric Carrasquilla is the President of Customer Experience Solutions at CSG . Mark Smith is the Senior Vice President of Digital Experience at CSG with 25 years of global experience in Customer Experience Management , Real-Time Interaction Management , and Analytical CRM .