Millions of people are using social media to network, sell
products, to extend influence and inevitably, complain about poor service. A
recent report on social media use reveals 1.59 billion people engaging with
Facebook, 320 million with Twitter and over 100 million people on LinkedIn.
Beyond these impressive numbers, do you really know the extent to which this
activity impacts on your customer service?
Before the rise of social media, if you had an issue with the
service you received you could complain face-to-face. Another option was to
ring the company later, or write a letter and wait patiently for your issue to
be resolved. All these pathways to customer service are still valid, though
each has their own problems. Face-to-face conversations can be confrontational.
With communication increasing via screens, confrontation is something many
people shy away from.
A browse through Facebook or Twitter reveals a world where even
the smallest everyday occurrences are shared publicly. For many people, it’s
not even a conscious decision anymore to let your social network know what
you’re up to. Any interaction with a business - good or bad - is likely to be
highly visible. Can you really afford to ignore this trend? As an enterprise
with ‘key stakeholders’ and ‘margins’, you really need to know what these
people, your customers, are saying aboutyou.
Doing the right thing
While some share complaints immediately, many customers still
choose to contact the company directly – via social media – to share their
concerns and look for an appropriate resolution. Industry research reveals the
alarming statistic that from January 2014 to May 2015 the use of social media
for complaints had increased 300 percent.
That represents a lot of complaint traffic. However, there’s no
reason for panic. Complaints aren’t new. As you already know how to provide
great customer service – why shouldn’t you be able to translate it into
excellent social media engagement? This is your opportunity to visibly do the
right thing in a very public setting, to promote outstanding customer service
and turn your critics into advocates.
Terms of engagement
To achieve an online presence that is proactive and
customer-centric, requires precise targeting. Adequate software to capture
complaints and analyze data is a must; as well as policies and procedures in
place for colleagues to exemplify good practice.
Equip your customer service team with the right skills to
respond. A badly-written response or negative tone may do as much damage in a
public forum – if not more – as not responding in the first place. All
employees should be aware of your company’s mission statement and objectives.
All levels of the business, from the boardroom down, should be engaged and
Ensure your customer service and marketing departments are
communicating effectively. Empower your employees to make good decisions. Once
they’re confident with their own judgement, you minimize risk. Technology is
available to add layers of protection, if required.
Great customer service looks the same on all channels. Customers
want the same things: they want a swift response; they want you to be honest
and acknowledge your mistakes; and they want a satisfactory outcome.
Are you genuine?
Train your staff to recognize genuine engagement: let them use
their own natural tone of voice; their own words; and their name to ensure that
personal touch. Placatory comments without substance, or using obvious cut and
paste templates should be avoided. One engaging, conversational response
addressing the customer’s concerns directly, offering an appropriate solution,
is much better than going through the motions. Reward colleagues who
demonstrate the best you have to offer.
A public apology and transparent ownership of mistakes show
customers you care. However, you could set a precedent for every customer to
demand the same outcome. You might even encourage unscrupulous people to make
false complaints if you offer public compensation. If you need to have a
conversation about sensitive data, let the customer know that you will contact
them privately. Avoid pushing the initiative back on to them to complain again
elsewhere, especially via a different channel.
Technology answers back
Invest in software to analyze your presence and feedback on the
main social media channels. It’s not just complaints - many people will share
positive experiences too, or even seek the answers to basic service questions.
Every customer who comments about you must be addressed; the one you overlook
is the one that will escalate and damage your reputation. Technology can help
you to catch negative feedback before it escalates. Have a system that alerts
you to a problem and aim to resolve it within a set time.
Some people just want to cause trouble. Identifying trolls and
dealing with them effectively is a key part of your strategy. Again, look to
your processes – do your employees know what to do? Make sure you teach them
how to handle potentially sensitive public situations.
A clear brand vision
Communication at all levels is vital. Align skills and knowledge
about best customer service practice. Possess a clear vision that is shared
throughout the business. Ensure marketing provides feedback and reports on
social media analysis and that customer service craft responses that reflect
this vision. If you have a separate complaints team bridge the divide by
creating one team, or by improving connections.
Effective social media management helps to develop and maintain
a healthy brand and improves relationships with your customers. Reinforce your
vision daily and show it working publicly through social channels. As your
customers are talking about you – you have nothing to lose, and much to gain –
by giving them a platform to talk to you. Most importantly – you remain in
The recent $100 million Consumer Financial Protection Bureau
(CFPB) fine levied on a leading financial institution in the US marks the
largest penalty imposed by the CFPB to date and makes the case for implementing
a complaints management solution. With potentially millions of customers
affected by the systemic fraud from the company’s employees over a five year
period of time, it makes sense that some of these customers complained to this
financial institution at some point before contacting the CFPB to help them
find resolution. The CFPB assists thousands of consumers each week with
complaints related to financial products and services like mortgages and credit
cards, serving as an intermediary between the consumer and the financial
institution. All of those complaints are aggregated and published in the CFPB Consumer
Complaint Database after 15 days, whether the company responds or not.
For a bank or credit union, having complaints made public
can be embarrassing and may affect current and future customers with a negative
brand perception in the market. As companies increasingly compete on their
positive customer experience, a process for handling complaints efficiently,
and in a timely manner, is a way to distinguish themselves from their
competition. Completely missing a trend or pattern of related customer
complaints, as evident in the recent fraud case, takes the negative impact of reputational
damage to exponential levels.
However, there are some best practices companies can follow
to ensure they are protecting their customer relationships by providing timely
responses to customer feedback. First, close the loop on customer feedback by
automating your complaints process and funneling complaints from all channels
to a single system. Complaints can come from a variety of sources -- social
media, phone calls, email, or even in person -- and each of these sources should
be captured in one place for coordinating responses. The ability to analyze
incoming complaints information is critical to determine where action is needed
to improve your company’s customer experience. The ability to aggregate data
and overlay analytics leads to quickly identifying the root causes of positive
or negative experiences, and spotting the hidden trends that could be used to
improve customer experiences.
The key takeaway for professionals responsible for handling
customer complaints is to understand that while keeping customers happy can
often be challenging, the feedback they provide is a treasure trove of
information that can help improve their customer experience, protect their
company’s reputation, and potentially be the indicator for underlining problem
areas in their business. Utilizing the right tool puts that valuable
information in their hands, and the ability to use it to transform customer
complaints into positive differentiators in their market.
To learn more about how Respond can help with
CFPB compliance, click here.
Essex County Council (Essex CC) is an upper tier local authority based in Chelmsford and is the main public sector body in Essex, United Kingdom. The council looks after highways, social care, infrastructure and education, amongst other responsibilities. Essex CC has been using Respond, Aptean’s Complaints and Feedback Management solution, since 2008 to manage inbound enquiries and complaints, including Local Government Ombudsman (LGO) complaints, Chief Executive correspondence, corporate and social care statutory complaints, member service enquiries (a service which is provided for County Councilors), and Freedom of Information and Environmental Impact Regulation requests.
While the initial Respond system at Essex CC was fit for purpose at the time of implementation, Essex CC realized that both its own technology and that of Respond had moved on considerably since then. The organization decided to upgrade from Respond 3 and moved to Respond 6.0.1 in April 2016 in order to take full advantage of the latest product enhancements.
“The clarity and insight we have when reporting now is so much better,” said Olivia Shaw, Customer Experience Lead at Essex County Council. “We’ve got a lot more visibility across everything, and our reporting now makes it so much easier to pick up any issues or trends.”
To learn more about how Essex CC met their tight deadline and improved their reporting, click here to read the full case study.
Staff on the frontline are the face of your company, and
customer service staff in particular have the important role of putting things
right when they go wrong. If a customer has a poor experience here, it could
make or break their relationship with you.
Demands on frontline customer service staff are increasing
as consumers expect a higher standard of response. If you cannot provide it,
your customers will simply look for other companies who can satisfy their
expectations. Martin Ellingham, Respond Product Manager at Aptean, discusses
why empowering frontline staff ultimately results in higher standards of
customer care and overall profit. It’s about staff quality, not quantity.
Today, it has never been easier for consumers to change
their supplier or service provider. This has become particularly apparent in
free markets in recent years, as governments have attempted to break up
oligopolies of numerous industries – for example energy providers and financial
services – to increase the competition and ultimately benefit consumers by enabling
a wider range of choice.
In years gone by, many businesses could rely on low customer
churn because it was both inconvenient and difficult to switch supplier or
provider, but now it is a relatively pain free process with agencies and
switching services literally knocking on customers’ doors.
With that, how a business interacts with its customers and
their problems is fast becoming of greater significance. Customers don’t
necessarily want to switch providers, but if they feel that inadequate customer
service is forcing their hand, they will – and they won’t be coming back.
A business’ frontline is the first and the best opportunity
to either reverse a negative situation or build on top of a good situation.
Therefore, frontline staff need to be operating at a level that can both handle
the demand and satisfy customer queries effectively in order to reduce churn
and keep customers loyal.
Depending on what study you read, the cost of gaining a new
customer compared to retaining an existing one is about 10 to 20 times more
expensive for a business. But what many studies do not account for are the long
term ramifications of losing a customer to a competitor. Consider a bank or
building society; many customers will potentially be committed to one for
decades. If poor customer service results in a number of customers looking
elsewhere, it could leave a significant hole in a business’ long term financial
projections and results.
A single click can send a bad review around the world
The challenge of providing satisfactory customer service has
been exacerbated by the evolving digital landscape and how it now essentially
dictates brand reputation.
Customer service departments are no longer a 9-5 operation;
many are already running 24/7. The nature in which customers get the attention
of their service providers has never been broader or more varied, both online
and through the more traditional channels like phone calls and letters.
Now, there is nowhere for a company to hide if a customer is
dissatisfied. Evidence of poor customer service no longer dies out once it has
done the rounds at the coffee shop, office or gym – it lives on in the virtual
world as a permanent reminder to anyone researching their next service
It presents a real challenge for businesses, and has
dramatically increased the reliance on their frontline staff. If customer
service representatives are not adequately trained or do not have the resources
to effectively handle customer interaction across several different channels,
it could lead to a serious breakdown in customer trust.
As businesses have adapted to these developments,
expectations have risen. We as consumers want answers quickly. We want
immediate access to real people. We want them to be aware of our situation and
have solutions tailored to our specific requests. No matter how strong a staff
member’s personal skills might be customers always expect more. Apologies and
empathy may pacify the customer in the short term – be it face to-face or
digitally – but it does not solve the whole problem.
To ensure truly content customers, those skills need to be
complemented with the expertise that the customer ultimately wants. Frontline
staff need to be empowered with support that genuinely makes their jobs easier
while providing exemplary service.
It is no longer a numbers game. More customer service staff
does not necessarily fulfil customer expectations. More informed, more
efficient staff – that is the answer.
Embracing technology for an efficiency drive
With this digital age comes the need for customer service
staff to be technologically equipped – with technologies that really benefit
their capability to keep customers happy across the ever expanding list of
For frontline staff, there are any number of queries that
they could receive via a call, email or face-to-face enquiry. It is impossible
for them to know every single answer to every single situation off the top of
their heads, and they should not be expected to.
But that does not mean they cannot communicate some form of
useful information to the customer. A vague response that delays things further
– such as “I’ll have to go and find out” – hardly inspires confidence in the
customer that the business is doing everything in its power to help them in a
timely, effective manner. For staff on the frontline, understanding why an
issue has happened is not easy; understanding why when they are only armed with
basic summary information is even harder.
By utilizing holistic Complaints Management software, the
frontline – and as a result the overall business – will feel considerable
benefits. This is because it truly integrates the whole setup into a manageable
and easily accessible format.
It gives staff the ability to provide customers with instant
updates, rather than making them wait for an answer. If the problem cannot be
solved instantly, the software can streamline the redirection of a customer
complaint to the correct subject matter expert. Company-wide system updates
within the software can provide clarity into how similar issues have been
resolved – resolution information captured at first point of contact is logged,
so the customer need not wait for an answer that already exists.
For large companies whose customer service teams are spread
far and wide, this kind of streamlined internal communication is vital in
driving complaints handling efficiency.
By investing in the right tools which improve the
frontline’s effectiveness, it will prove to customers that company profits are
being reinvested into areas that will be there to help them – eradicating any
perceptions that the profits are simply lining the shareholders’ pockets.
Short-term action for long-term prosperity
Businesses need to separate themselves from the crowd, and
doing so means investing in customer service that exceeds the competition.
Consumers have never been better informed about the products and services they
use, as well as their rights, and ignoring that will be to the long-term
detriment of the company.
Simply hiring more customer service staff is not the
solution to improving complaints handling efficiency. In fact, adding more
components to an already inefficient system will go only go towards making
The key is to identify ways to make staff more efficient.
This means implementing inter-connected software systems that allow greater
detail to be captured, without disrupting a slick customer-facing experience.
There is no one-size-fits-all solution, but enhancing staff
capabilities through a complaints handling restructure does not have to be
costly, particularly in the context of the long term gains of doing so. By
working with complaints handling management experts to tailor a software infrastructure
that improves frontline customer interaction, businesses will gain customers’
trust – and acquire their loyalty for years to come.
In January we were given some outstanding news—Respond was
selected as one of CUSTOMER magazine’s Products of the Year! Receiving
the award from a magazine focused entirely on the CUSTOMER certainly
means a lot to us, as everything we do, every version, every update, is geared
to driving more value for our customers. Our customers, and their customers!
Respond was launched in the United States exactly
12 months ago and we’ve made significant strides since that launch,
including notable customer wins with companies like Volkswagen
Financial Services, our growing
voice in the importance of compliance and of course the launches of
5.11 and 6.0 in just a few months. As a tier
1 enterprise solution, Respond has also seen validation from industry analysts,
specifically Renee Murphy from Forrester Research, who included us in her July
2014 report “Listen To Your Customers To Meet Financial Regulations--The
Consumer Financial Protection Bureau Is Changing The Face Of Customer Care.” A
key takeaway from her research:
“Leverage technology to manage and report on customer
complaints. The CFPB requires that covered firms manage customer
complaints centrally across all lines of business to create a holistic view of
common issues and metrics. This is nearly impossible without some kind of
software to facilitate complaint management workflows, documentation, and
is the essence of what Respond does for our customers, and we’re thrilled that
Renee has taken a leadership role in the analyst community regarding companies
working with the CFPB and finding improvements to the complaints management
process that can be applied across every industry. We’ll have additional
exciting Respond news coming in the months to come as the new launches are
prepared, but for now this CUSTOMER award is a chance to take a moment
and reflect on how far we’ve come as we look towards a bright future for
Respond and the growing voice of customers everywhere.
2014 Aptean Consumer Complaints Compass is the
first research study of its kind to dig into how organizations are reacting to
the CFPB and what U.S. financial service executives think the impact will be on
consumers. Under the Dodd-Frank Act, the CFPB supervises banks with more than
$10 billion in assets, as well as certain nonbanks including mortgage
companies, private student loan lenders and payday lenders.