Guest Post: Using Knowledge Centered Service to Transform the Customer Experience


2021-04-07 13:48 unbabel


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Welcome back to our “Customer Service Heroes” series, where we invite inspiring customer service leaders to share their advice for running successful teams. Claudia Belardo is the Vice President of Customer Services Experience at global enterprise software company IFS, where she’s united the organization’s customer experience, customer support, and employee experience disciplines for the first time. Claudia’s background in technical support and customer success has empowered her to problem-solve the challenges of CX for international organizations for more than two decades. With multilingualism instilled in her household as well as her career, Claudia offers a unique perspective on how support organizations can efficiently serve their customers across geographies and native languages. The pandemic has reenergized customer experience (CX) initiatives across the board. Consumers are more likely to shop — and organizations are more likely to hire — across geographical borders. In this transformational time for customer success, I’m focused on solidifying knowledge as both a key goal and a success metric for international organizations. Creating a successful CX ecosystem demands a holistic understanding of the customer success lifecycle. This requires that we go beyond the customer journey map, lining up moments of truth with triggers that are authentic to each stage of that journey. Traditional customer-centric metrics like net promoter score (NPS) and customer satisfaction (CSAT) remain important, but at IFS, our north star is now centered upon knowledge. Our fixation on knowledge-centered service (KCS) helps us capture knowledge as a byproduct of the customer support workflow, creating a linear path between CX and the goal of making support more efficient for both the customer and the organization. Activating KCS requires a massive cultural shift, but it’s become foundational to scaling international customer support for our company. Knowledge is a Key Driver of Satisfaction I’ve paid attention to what customers tell us they want. They don’t want to be transferred to several different resources, repeating their issue until they (hopefully) find a resolution. Instead, by enabling KCS at IFS, we’re able to deliver on the modern customer’s ideal journey: finding a resolution in their moment of need and empowering them to self-serve when possible. Not only is knowledge-centered service preferable to the customer, but it’s also more efficient for the organization’s bottom line. I’ve seen this approach reposition customer support to a value-driver rather than a cost center. To put it simply, knowledge-as-a-service (KAAS) is about consistently connecting the right people to the right information at the right time. The ability to capitalize on this resource of knowledge is useful across the organization. KCS can be used anywhere customers are encountering a problem that requires an expert solution. Our goal is to create a workflow that captures an interaction, a question from a customer from the first time we see it, so that it can be curated into reusable knowledge that evolves as part of the larger IFS content continuum. This way, knowledge becomes part of the data driven enterprise ecosystem. This approach makes processes ranging from customer support and success to HR more efficient whilst also providing insightful data to help R&D prioritize product development. Enabling Multilingual Knowledge-Centered Service (KCS) In my experience with KCS, language is too often an afterthought. Multilingual capabilities are key to capitalizing on the potential efficiencies of this process. With effective content standards and governance in place, enhancing KCS to support a multilingual environment allows you to have faster, better and more relevant content reach to the audiences that need it. This also eliminates potential duplicated work across the same or similar support tickets, and empowers the creation of a searchable database for agents and customers — regardless of your organization’s core language. Multilingual capabilities should be built into the process: Starting from when the case has been conducted, in-language knowledge should be curated and published without the need to additional translation. The alternative to building multilingual capabilities into the knowledge-as-a-service process is antithetical to the process itself. You can easily see how sending files to a translation service at the end of each month, for example, disrupts the benefits of this system. The moment when that translation potentially had the most benefit has passed. That experience, event or customer case lost to history. Doing Right by Your Customer Experience KCS isn’t necessarily novel; the approach has been adopted by industry leaders like Salesforce and Microsoft. But that doesn’t necessarily mean that organizations are doing it right, and few have been able to leverage the KCS methodology to effectively enable Knowledge-as-a-Service (KAAS) to the point that it can be positioned to customers. Finding success with KCS to the point of knowledge-as-a-service requires that the process be fast-moving enough to eliminate the bottlenecks that can happen when experts and agents are a limited resource, and accurate and agile enough to continue to evolve as your service requires. As you reach critical mass in your knowledge base with content that addresses known issues, your customers will self-serve with that knowledge effectively, which improves customer satisfaction (since nobody ever wanted to call a Helpdesk) and reduces cases overall. This enables you to then inject KAAS into your customer value proposition since, at this point, the more complex, unknown, unseen issues can adequately be serviced through the most expensive and expert resource — such as the agent — who will have more time to focus on exploring ‘exceptional’ problems with a customer. Incorporating the KCS methodology shouldn’t call for massive shifts in the organization’s support stack. Instead, this cultural shift should add value to existing tools such as knowledge bases and case-logging software. Configuring your platform to become compatible with this workflow will allow you to solve customer issues, while building the knowledge resources at the same time. In the end, these changes create something we’re all seeking: more efficient support and faster customer time-to-value, which deliver a better customer experience.
欢迎回到我们的“客服英雄”系列,在这里我们邀请鼓舞人心的客服领导分享他们管理成功团队的建议。Claudia Belardo是全球企业软件公司IFS负责客户服务体验的副总裁,她首次将该公司的客户体验,客户支持和员工体验三个方面结合起来。 Claudia在技术支持和客户成功方面的背景使她有能力在二十多年来为国际组织解决CX方面的挑战。Claudia在她的家庭和职业生涯中都被灌输了多种语言,她提供了一个独特的视角,说明支持组织如何能够有效地为跨地域和母语的客户提供服务。 大流行重新激发了全面的客户体验(CX)倡议。消费者更有可能跨越地理边界购物--机构也更有可能雇佣。 在这个客户成功的转型时期,我专注于巩固知识,将其作为国际组织的一个关键目标和成功衡量标准。 创建一个成功的CX生态系统需要对客户成功生命周期的整体理解。这就要求我们超越客户旅程地图,将真实时刻与旅程每个阶段真实的触发器排列起来。传统的以客户为中心的指标,如净推销员评分(NPS)和客户满意度(CSAT)仍然很重要,但在IFS,我们的北极星现在以知识为中心。 我们对以知识为中心的服务(KCS)的执着有助于我们捕获作为客户支持工作流副产品的知识,从而在CX和为客户和组织提供更有效支持的目标之间创建一条线性路径。 激活KCS需要一个巨大的文化转变,但这已经成为我们公司扩大国际客户支持的基础。 知识是满足感的关键驱动因素 我一直注意顾客告诉我们他们想要什么。他们不想被转移到几个不同的资源,重复他们的问题,直到他们(希望)找到一个解决方案。相反,通过在IFS启用KCS,我们能够实现现代客户的理想旅程:在他们需要的时刻找到解决方案,并在可能的情况下赋予他们自助服务的能力。 以知识为中心的服务不仅对客户更有利,而且对组织的底线也更有效。我见过这种方法将客户支持重新定位为价值驱动而不是成本中心。 简单地说,知识即服务(KAAS)就是在正确的时间将正确的人与正确的信息联系在一起。 利用这种知识资源的能力在整个组织中都是有用的。KCS可以在客户遇到需要专家解决方案的问题的任何地方使用。我们的目标是创建一个工作流来捕获一个交互,一个从我们第一次看到它的时候就来自客户的问题,这样它就可以被管理成可重用的知识,作为更大的IFS内容连续体的一部分而发展。这样,知识就成为数据驱动的企业生态系统的一部分。这种方法使得从客户支持和成功到人力资源的过程更加高效,同时也提供了有洞察力的数据来帮助研发部门确定产品开发的优先级。 启用多语言知识中心服务(KCS) 在我使用KCS的经验中,语言常常是事后才想到的。多语言能力是利用这一进程潜在效率的关键。 有了有效的内容标准和治理,增强KCS以支持多语言环境可以让您更快,更好,更相关的内容到达需要它的受众。这还消除了跨相同或类似支持票据的潜在重复工作,并允许为代理和客户创建可搜索的数据库--无论您组织的核心语言是什么。 应将多语种能力纳入这一进程:从案件审理开始,应在不需要额外翻译的情况下整理和出版语言内知识。 在知识即服务进程中建立多种语言能力的替代办法与这一进程本身背道而驰。您可以很容易地看到,例如,在每个月底将文件发送到翻译服务是如何破坏这个系统的好处的。这种翻译可能带来最大好处的时刻已经过去了。该经验,事件或客户案例已成为历史。 根据客户体验做正确的事 KCS不一定是新的;这种方法已经被Salesforce和微软等行业领导者所采用。但这并不一定意味着组织在做正确的事情,而且很少有人能够利用KCS方法有效地实现知识即服务(KAAS),使其能够定位于客户。 要想成功地使用KCS,使其达到“知识即服务”的程度,需要该过程足够快速,以消除当专家和代理是有限资源时可能出现的瓶颈,并且需要足够准确和敏捷,以根据您的服务需要继续发展。 当您的知识库中包含解决已知问题的内容时,您的客户将有效地利用这些知识进行自我服务,这提高了客户满意度(因为从来没有人想要呼叫帮助台)并减少了总体案例。这使您能够将KAAS注入到您的客户价值主张中,因为在这一点上,更复杂,未知,看不见的问题可以通过最昂贵和最专业的资源(如代理)得到充分的服务,后者将有更多的时间专注于探索客户的“异常”问题。 合并KCS方法不应该要求在组织的支持堆栈中进行大规模的转移。相反,这种文化转变应该增加知识库和案例记录软件等现有工具的价值。 将您的平台配置为与此工作流兼容将允许您解决客户问题,同时构建知识资源。最终,这些变化创造了我们都在寻求的东西:更高效的支持和更快的客户价值实现时间,从而提供更好的客户体验。