A few weeks ago, my home Internet went down. As I was working from my home office with a meeting in two hours, I quickly began to troubleshoot my connection. This set me along a customer journey that made me realize that the total customer experience is everyone’s responsibility at a company.
My first touchpoint with the provider was excellent, even if it didn’t immediately solve my issue. I called the contact center’s technical support number, and after a few questions from the self-service IVR, I was routed to the appropriate technician who determined that I needed a new modem. The agent ordered me a replacement, but after explaining my urgency she knew a five-day delivery wouldn’t suffice. She referred me to one of their local stores for immediate pick-up. In addition, she scheduled a time for a technician to call me the next day to follow up, in case I ran into any issues installing the new modem.
I arrived at their retail store with high hopes of resolving this within the hour, however, I was greeted with one major problem: the salesperson was not informed of my order because their retail stores and contact center are two separate silos. What we’ve got here is a failure to communicate, I thought to myself. Since there was no integration between the contact center and the retail store, there was no listing of my order, or information on how the agent had waived the replacement fee. The retail associate did not have the same view as the technical service agent, or access to the same codes for free replacements. With no history or visibility about my order at the retail store, I had to pay for the modem upfront. Since I desperately needed the equipment, I paid for it and left – modem in hand and feeling a bit cheated.
As my customer journey continued, I went home to install the modem, but realized I forgot my account password. Again, I called the service provider for technical support, and again, I got a very helpful technician who walked me through the installation. Importantly, the technician called again the next day and asked if I was all set. The service provider followed through with their promise to call me.
They did not offer a survey, but if they had, I would have rated them a five out of 10 (in a typical NPS or CES survey), even though in each individual interaction I had a helpful agent. Why only a five then? It’s because the end-to-end customer experience failed. The service provider, as an enterprise, must bridge its customer service, retail sales, and marketing to seamlessly connect its channels and touchpoints.
Companies that design and optimize customer journeys across the organization can offer more consistent, seamless, and personalized interactions. They perform better and deliver a better end-to-end customer experience, resulting in positive word of mouth and more referrals.
To hear a real-world example of how Emirates Airline manages the end-to-end journey with a customer experience platform, along with insight from Gartner Analyst Drew Kraus and Genesys CEO Paul Segre, check out this Gartner videocast.
How are you managing the customer journey at your company? I’d love to hear any comments, and thanks for reading!