Customer success requires ability to change gear, lane, vehicle, mid-journey

Customer success requires ability to change gear, lane, vehicle, mid-journey

Sandie Overtveld, SVP APAC and MEA, Freshworks

When looking at cloud services, organisations must focus on people-first tools that empower the workforce and put them in control of customer engagement. Convenience now dominates functionality, particularly when it comes to IT service management, ITSM says Sandie Overtveld at Freshworks.

Eliminate burnout

If you want to start empowering employees, start with their daily routine. Start with eliminating burnout. AI-powered automation can be used for many things. It can take humdrum tasks away from humans and allow them to innovate more. Or it can, in real time, guide and focus the human potential for improvisation as agents advise customers. Freshworks’ research shows organisations that automate can resolve 80% of their tickets in the first contact session and shorten average resolution time by around 23%.

Front office bots

The region has already learned by example that bots can invigorate employee and customer experiences. Freshworks’ report notes that help desks that have access to bot technology can reduce first response times by 47% and resolution times by 57%.

Virtual agents

Bots automate straightforward interactions, while virtual agents are more sophisticated. While both use AI for understanding and responding to human input, the virtual agent uses AI in the search for an answer, which puts it on a different level than the rules-based chatbot. Virtual agents can leverage integrated knowledge-management systems to overhaul troubleshooting in game-changing ways.

Who does it best?

It should not surprise anyone, when it comes to ITSM, financial services sector is out in front. Freshworks found that finance entities were prolific adopters of bots, automation, and machine learning, deployed to extraordinary effect in mitigating lengthy interactions between IT and end users.

Rapid response

Rapid responses and swift fixes are certainly desirable, but they do not, on their own, add to exceptional customer experience. Data showed us that lower customer satisfaction scores could accompany faster resolution times and vice versa. The explanation for this apparent contradiction lies in the expectations of the customer, as well as in their unique requirements.

Great experience

Durable relationships are built on understanding and individualisation. In new surroundings, employees must continue to tailor services as they have always done, but the ability to move and shake in other markets will rest upon a company’s ability to deliver a great experience. That experience need not rely on the same metrics in each territory.

Growth does not come easily, and recent events have taught businesses that shifting and pivoting are a way of life. Success requires the ability to change gear, lane, or even vehicle, mid-journey. We must all be tuned in to emerging opportunities to improve upon processes and methods, optimise technology stacks, and enhance offerings to distinguish in the marketplace.

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