Frame AI Blog

The Customer (Support) Experience

By Mary Cleary

Right, shall we delay the discussion on customer care again and look at the urgent issue of declining sales and plummeting profits

When Things Go Well…

Think of some of your favorite companies. What keeps you coming back?

Big shout out to Chewy. I recently changed my shipping address but then saw an email confirmation indicating my auto-ship order for my dog Chief’s food was en route to my old address. A quick chat with Ross later, and another bag was on its way to me at no extra charge or hassle. 

When Things Go Poorly…

Now think about companies you’ve turned your back on. 

I experienced a major service failure with an event software company ( I won’t name names). Days before a big event, calendar invites hadn’t been automatically emailed to RSVPs as expected. I knew this was going to hurt our live attendance rate. 

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How To Be a Customer Whisperer Part II: 5 Data-Backed Tips for High-Impact Actions in Support Interactions

By Mary Cleary

The stakes for customer experience are only getting higher. According to Zendesk, 61% of customers would now defect to a competitor after just one bad experience. That’s a 22% jump from the previous year. Make it two negative experiences, and 76% of customers are ready to say goodbye.

For many companies, Support interactions represent a precious few opportunities to develop a human connection with customers - and it’s critical to set the right tone with what you say and do.

We recently shared 5 data-backed tips for what to say in Support interactions. Here, we highlight 5 everyday actions Support agents take that can make a world of difference. We analyzed millions of Support cases to examine their impact on everything from customer satisfaction to case re-open rates. Here are 5 things that customer whisperers *do. *

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How To Be a Customer Whisperer: 5 Data-Backed Tips for What To Say in Support Interactions

By George Davis

Asking

For many businesses, Support interactions represent the only human interaction they have with their customers.

According to Zendesk, 78% of senior company leaders agree that support agents play a vital role in customer retention. Needless to say, it’s critical to make the right impression in these interactions and put your best foot forward (vs. foot-in-mouth.)

Here, we’ve made some observations about what to say that will help you crush it no matter what kinds of cases get thrown your way based on the millions of Support cases we analyze.

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When These Support "Best Practices" Become Nails in the Coffin

By George Davis

Who knew

 

On paper, you did everything right. So why did that case get….(insert any and every negative outcome you weren’t expecting)….escalated, re-opened, low customer satisfaction and effort scores, etc…

Even if you’re following a Support playbook to the letter, the devil is often in the details when it comes to following “best practices.” Here are five common areas where Support team playbooks miss the mark when trying to improve customer experience. 

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Product Led, Experience Driven

By George Davis

If you work in technology, chances are you’ve at least heard about product-led growth.

Product-led growth (PLG to its friends) means keeping your product at the core of your customer experience. That sounds natural enough, but since products aren’t perfect, it’s also natural for customer-facing teams like Support, Success, Sales, and Marketing to fill gaps for customers. Over time, those filled gaps can grow into a list of customer needs that can only be delivered by hand. PLG is about redirecting that energy into improving your product so that customers can discover value and meet needs without asking for help. It often gets visualized as a bullseye like this one:

PLG has taken off because strong product experiences are insanely efficient at finding and retaining customers, compared to high-touch assistance. But diagrams like the one above can also raise questions that slow down adoption. If Support (and other customer-facing teams) are viewed as peripheral, how can they apply their own expertise and creativity towards product-led growth?

Until this question gets answered, Product and Support teams have trouble collaborating towards a better experience. The consequences can be unacceptable: without meaningful data from Support, Product lacks a complete view of the customer experience. And without Product leading improvements, Support will find itself solving the same problems again and again.

In this post, I share our view for how and why Support – and other customer-facing teams – can participate as essential partners in product-led growth. It starts with a change of perspective: the product-led organization isn’t a flat network – it should be a launchpad, where every customer-facing team works actively to propel the product by providing critical data to the decision-making process. To become product-led, you must also become experience-driven.

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Infographic: 5 Reasons to Use AI to Improve CX

By Mary Cleary

5 Reasons to Use AI to Improve CX

Have you ever been sent a promo code as a pre-emptive apology for an order snafu? Received a proactive message about a CRM glitch with a plan to make your life easier in the meantime? Gotten quick compensation for a flight delay?

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Infographic: 5 Benefits of Using AI to Measure Customer Sentiment

By Mary Cleary

67% of customers declined to respond to surveys following detractor moments2

Happy customers tend to stick around, grow, and publicly advocate for your business. Unhappy customers often churn and can deter others from doing business with you. According to Temkin, after a poor experience, 22% of customers reduced spend and 19% terminated their relationship with the company entirely. According to Zendesk, 54% of customers share bad experiences with more than five people. It’s impossible to overstate the value of customer advocacy and the cost of vocal detractors.

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Infographic: 5 Benefits of Using AI to Measure Team Effort

By Mary Cleary

Measuring team effort with AI surfaces widespread problems 88% faster

CX teams measure team effort to understand and manage their overall cost of serving customers and to cultivate happy and engaged teams that play a starring role in great customer experiences. Team effort can also make a huge difference in popular metrics like employee promoter scores (“EPS”), quality assurance (“QA”), and operational metrics like case resolution times and escalation rates. When customer-facing employees’ jobs are harder than they need to be, CX teams often see high turnover rates and low EPS scores, lower QA scores, more escalations, and delays in case resolution times — the list goes on. And each of these unfortunate side effects increases your cost of service and creates stubborn obstacles that stand in the way of improving customer experience.

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Measuring Team Effort

By Mary Cleary

Why Measure Team Effort?

Team effort is the collective amount of time that customer-facing teams allocate to supporting your customer experience.

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Infographic: 5 Benefits of Using AI To Measure Customer Effort

By Mary Cleary

5 Benefits of Using AI to Measure Customer Effort

Customer effort is a mix of customers’ subjective feelings and what they objectively experience during interactions with your business. Measuring and reducing customer effort is a top priority of many CX organizations and with good reason.

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