The Four New Tenets of Customer Care

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Key Takeaways

What? The world spent $563 billion on advertising this year.By contrast, we spent $9 billion on customer care.

So what? In a world where customers are connected, empowered and in control, brands need to rethink what’s important.

Now what? Learn how the care industry is transforming to provide superior customer experiences, download: The Customer-First Future of Customer Care.

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Brought to you by: Sprinklr


It’s time to revamp the old customer care rulebook.

Customer care can no longer be a siloed department, relegated to a walled-off corner of the office. Social media now allows customers to interact with brands on their favorite channels along every step of the buyer journey. And, as we outlined in our new whitepaper, care representatives have to be there, ready to collect insights and provide real-time responses.

But one team can’t do it alone.

To provide superior customer experiences in the right place at the right time, the entire organization must understand – and commit to – the rules of this care transformation.

That’s why we’re unpacking the four new tenets of customer care.

1. It’s More Proactive than Reactive

Customer care is no longer just about answering phone calls and transferring them to the right department. Care representatives must proactively seek out customers on their preferred channels. And they can, thanks to social listening.

Global tobacco company Philip Morris International (PMI) demonstrated this after launching its new e-cigarette, a safer and smoke-free alternative to cigarettes.

“We noticed a pattern of care-related issues through social media – things like the battery running out – and we wanted to proactively try and fix that,” says Kleigh Heather, director of PMI’s Digital Lab. “We didn’t want our customers to have to wait on the phone for an hour, so we decided to lean on social as the mechanism for detecting, triaging, and resolving customer care issues.”

The team designed a whole new process for customer care, involving proactively listening for mentions of the new products (even if these conversations weren’t directed at the brand), multi-team workflows, integration with traditional care systems, and resolution times around 11 minutes.


Download White Paper: The Customer-First Future of Customer Care


2. It Can Shape Brand Perception

Effective customer care can go a long way in mitigating PR crises and changing brand perception. The Transportation Security Administration (TSA) is a prime example of this.

In 2015, the U.S. government agency launched a social customer care program with one humble goal in mind: Make it easier (and perhaps more enjoyable) for people to get from one destination to another.

“I think we surprised a lot of people by launching a social customer care program,” says Jennifer Plozai, director of external communications for the TSA, about the initiative. “But if you really think about it, it makes perfect sense. More and more people are communicating on social to try and get answers to their questions.”

AskTSA is now one of the most popular accounts on the internet. What started out as a pilot program has turned into a highly successful social media strategy. It has also turned into one of the best examples of using social to shape public perception. “This program has really helped to soften the public perception of TSA,” says Plozai.

3. It Delivers Company-Wide Customer Insights

Customer care is primed to become the center for customer insights, which can then be delivered to other parts of the organization.

The Nasdaq social team, for example, works to engage its audience as much as possible. If a follower asks a good question during a Facebook Live event, the team will feature their photo on the Nasdaq tower in Times Square or dedicate a future episode (or another piece of content) to that topic. But it doesn’t stop there. Nasdaq also uses these social media interactions to unearth opportunities for creating systemic changes within the organization.

“We’re using social to make strategic decisions that are based on putting our customers first,” says Josh Machiz, Nasdaq's chief digital officer. “If somebody doesn’t like something about one of our products, then we go back and figure out what went wrong, and we dedicate ourselves to making things better.”

4. It Works Hand-in-Hand with Marketing

Santander UK – one of the largest banks in the world – expertly closes the gap between its marketing and customer care functions. Marketing works with customer care to develop response strategies, maneuver tricky situations, and turn insights into action.

“We have a great relationship with our customer care team,” says Andy Freeman, head of social and digital at Santander UK. “They are responsible for the day-to-day queries that come through on social media, dealing with up to 3,000 inbound messages per week. We’re with them every step of the way.”

As a result, Santander is able to deliver more personalized experiences to its 14 million customers – redefining what it means to serve customers at scale.


Download White Paper: The Customer-First Future of Customer Care


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Author Bio:

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Sprinklr
<p>Sprinklr is a social media management platform (SMM) that provides digital transformation solutions for enterprise businesses, with a focus on customer-first.</p>
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