While automation technology can streamline many processes and functions, customer-service automation can sometimes backfire and lose you business.
We’ve talked a lot recently about implementing automation technology into your sales and marketing operations. It can be a great tool for saving time and money while increasing your communication and customization with prospects and leads.
But a recent Harvard Business Review article by Ryan W. Buell, Professor at Harvard Business School, reminds us that the benefits of automation “aren’t universally rosy,” particularly when it comes to customer service. Here’s why customer-service automation isn’t always the best answer.
Your brand is at stake
People like technology when it works. But they can be unforgiving when it doesn’t. Customer service is the part of your business that is most likely to cause lasting damage to your reputation when automation fails.
Any point of contact between your company and your customers is part of customer service. Outbound emails, chatbots, automatic order confirmations, and interactive voice response (call trees) are all part of the customer experience. If any one of them disappoints, you’ve given customers a reason to think twice before doing business with you again.
Solving problems is more important than saving time
People want technology to make life easier and ordinary tasks faster. That’s why digital boarding passes, on-demand ride services like Uber and Lyft, and electronic payment systems like Venmo are “good” technology. With simple interfaces and a specific purpose, they make it easier to accomplish something that would take longer to do without them. People perceive companies that offer these services as innovative, helpful, and even indispensable.
If, on the other hand, “an action would be seen as annoying when performed by a person, chances are it will be annoying when performed by technology,” according to Buell.
Call trees are the most egregious example of bad automation, especially when callers are forced to listen to product pitches or survey requests before they can talk to someone who can solve their problem. “The best uses of technology are likely to make customers and employees feel more, rather than less, valuable to your organization,” says Buell.
No one wants to talk to a machine
Humans are emotional and social beings. Buell suggests “an instantaneous connection to a gracious and well-informed human should be a short stroll, click, or tap away.”
Machines are information deliverers, not problem solvers. They can’t deal with ambiguity or non-conforming situations. As they get smarter and more connected, they can fool you into believing they’re thinking when, really, they’re just processing inputs and responding based on rules. That’s not the same as hearing, caring and reacting with empathy. And that’s why great customer service should always include easy access to a human being.
When electronic service isn’t responsive, it can make your customers’ problems worse, not better. Tasks that require creativity or are unique to individual circumstances don’t lend themselves to automation.
Don’t let technology take center stage
Technology should be invisible to as great an extent as possible. When servers and cashiers are slaves to tablets and POS systems, they’re not making eye contact and talking to customers. When callers are asked to repeat the same account information while navigating from one department to another, they get justifiably irritated, which puts your call center agents on the defensive before they’ve even said a word. Automated services that are difficult to use or don’t lead to the right outcomes are more annoying than satisfying.
Experts at TechTarget offer the following advice to keep service technology in the background where it belongs:
Unify management of different customer service channels whenever possible to provide consistent service.
Integrate customer data so callers don’t have to repeat the same information over and over.
Integrate business processes across departments to create logical hand-offs and a path to solving customer problems.
Make it easy to reach a human at any time!
Make sure humans test and update automated services on a regular basis.
If you’re looking at customer-service automation as a way to improve productivity, don’t make the mistake of prioritizing cost savings over customer satisfaction. Never underestimate the value of human connections for both employees and customers.
Google implemented a supplier diversity program to drive economic growth for small businesses and help boost Google’s innovative culture.
In 2014, Google launched a supplier diversity program to ensure that its staff had the ability to search large and small vendors when purchasing products or services. The tool it developed has helped Google employees create relationships with small businesses, defined as U.S.-based companies with $15 million or less in annual revenue and 50 or fewer employees. Google felt these companies often have a specialized and innovative product or service but might never be discovered simply because of their size.
Getting started
The supplier diversity program was developed out of a company-wide “business inclusion” initiative, in which Google wanted to level the playing field for its current customers and decided to use the same principles for their suppliers. “We realized that if we want small and diverse businesses as customers, we should also want them as suppliers. We wanted to be open for business and have economic impact,” says Adrianna Samaniego, senior global program manager of Google’s Small Business Supplier Diversity program.
Chris Genteel, head of Business Inclusion at Google, attended the National Minority Supplier Development Council (NMSDC) conference in 2012, and quickly understood the monumental impact Google could have on small businesses. The company had the opportunity to influence economic growth for suppliers that were under-represented online, while also gaining access to inventive products that Google users had yet to discover.
Supplier diversity at work.
Samaniego, Genteel, and Adam Gardner, a site program manager at Google, began devoting 20% of their week to developing a supplier diversity program. Genteel says their objective from the very beginning was “to build out a program that was meaningful and not just symbolic.”
The key objectives of the supplier diversity program are defined as:
Create a program and technology tool that is easy to use by suppliers and Googlers alike.
Communication is critical: Google commits to responding to suppliers within two weeks.
Provide benefits for participation: discount on sites, faster payment options for suppliers, and training programs.
Create an advisory board to add in guiding suppliers.
After laying out the foundational elements of the program, Genteel got to work on developing an internal technology tool for Google staff to search small and diverse suppliers with specialized and innovative products or services.
The result
In 2014, Google officially launched the Small Business Supplier Diversity program. The program focuses on two key components: supplier diversity and innovative skills development.
In collaboration with the Tuck School of Business at Dartmouth College, Google continues to discover, rank, and utilize small suppliers, helping them to successfully compete with larger corporations and increase product and service awareness.
“We now want to invest more in education. We’re digging into our data to understand where we are compared to our metrics of success. And we’re drilling down by community into the community of diverse suppliers to uncover the areas where we can improve,” Samaniego says.
With Facebook’s latest Cambridge Analytica scandal, you may be reevaluating if it makes sense to dedicate time and resources to your company’s Page. Can users trust Facebook?
Facebook has been in the spotlight quite a bit lately. And we’re not sure the saying “all publicity is good publicity” is holding true for the ‘Book.
From a user perspective, Facebook has faced widespread criticism in recent months for its role in spreading sensationalist, often inaccurate news stories. And from a corporate standpoint, a number of changes to News Feed deprioritize content from business Pages, making organic reach less attainable.
Next, a scandal.
Then the Cambridge Analytica scandal broke. The New York Times reported that UK-based data firm Cambridge Analytica had obtained personal information without user’s knowledge, or more importantly, their consent. Since the report was published, Zuckerberg has profusely apologized for Facebook’s involvement in the data breach scandal, even placing a full-page apology ad in three American newspapers.
The fallout.
More and more big-name companies are removing their Facebook Pages — including Sonos, SpaceX and Tesla — as a result of the data breach. The hashtag #deletefacebook has been trending as more and more users remove their personal Facebook pages.
And then there’s Facebook’s stock. It fell more than 13 percent in the five days of trading following the initial reports. And at the end of March, the stock fell more than 20% off its 52-week high.
What does this mean for your business?
Kettie Laky, director of social media at Fronetics, has been closely following all the latest developments, as well as monitoring our clients’ Facebook analytics data. In this video, she’ll let you know whether you can trust Facebook and what you need to do next.
Here are four simple steps to measure your company’s content marketing ROI and the success of your content marketing strategy.
Measuring your content marketing ROI gives you valuable insight into what’s working (and what’s not) with your content marketing strategy. It’s important to measure if your efforts are profitable so you know where to put your time and money.
Content marketing ROI is harder to quantify than just tracking how many likes your social media pages have. But tracking certain metrics is important for understanding how your content marketing activities are performing. Keeping a close eye on your ROI allows you to make cost-effective marketing choices and to avoid costly mistakes.
In the article, How to Measure Content Marketing ROI: A Simple 4 Step Process, eCommerce content marketing and SEO consultant Bill Widmer breaks down the simple four-step process that will quickly — and effectively — measure your content marketing ROI.
Every company has specific key performance indicators (KPIs) that help shape their marketing strategy. These KPIs will be the foundation for measuring your content marketing ROI.
Infographic: How to measure your content marketing ROI in four easy steps
We all want to see the fruits of our labors. Whether launching a new social media campaign or creating new videos for your blog, we look for instantaneous numbers that will affirm we made the right choices. Calculating ROI might take some time – both in the few extra minutes to do the math and the amount of time that needs to pass before all the data is available — but that number will be invaluable to you.
Are you using subtitles as part of your YouTube marketing strategy? You should be, as well as these other tips.
I’ve written a lot about YouTube and how the supply chain should be leveraging it as a marketing tool. Of course, I don’t recommend just creating videos at random and throwing them up on your channel. Like any content or platform, you should approach YouTube strategically.
Here are some tips for optimizing your YouTube marketing strategy.
5 tips to improve your YouTube marketing strategy
1) Do the groundwork.
It may seem like a bigger-than-necessary investment of time at the front end, but doing your research is often “one of the most undervalued aspects of content marketing,” according to Forbes contributor AJ Agrawal.
This means getting a grasp of the existing landscape before you publish your content. Look at others in your market, and what works or doesn’t work for them.
2) Create “content buckets.”
“YouTube marketing really comes down to picking a few key areas where you feel you can deliver true thought leadership, entertainment, or some kind of value, and then mass-producing content that falls within those larger buckets,” says Agrawal.
“Buckets” refer to the broader categories your content falls into. For example, if you’re looking to create awareness about the role you play in a larger supply chain structure, one bucket might be education. Once you start organizing your thinking this way, generating quality content that falls within your larger strategy gets much easier.
3) Create a standard for your content, and stick to it.
Agrawal points out that one of the most important keys to building a loyal audience is consistency. This can be a challenge when it comes to posting quality video content, since it requires an investment of time and resources.
But it’s crucial that you “set the tone from the beginning and let your audience know what to expect,” including what kind of content you’ll be posting, and how often your audience can expect to hear from you. Once you’ve done that, stick with the promises you’ve made.
4) Use subtitles.
People are increasingly watching videos on their mobile devices in public, without the sound on. Taking this small step means that, rather than bypassing your content because they can’t hear what’s being said, people are paying attention to your videos no matter where they are.
5) Collaborate.
Content marketing at its very core benefits tremendously from collaboration. “One of the most effective ways to get your content disseminated, shared, and ultimately seen is by collaborating with other people who have audiences as well,” says Agrawal.
Collaborations are beneficial for everyone involved, particularly when you chose your partners strategically. If they share a similar audience, it boosts exposure for both parties, as well as boosting credibility within your industry.
Today’s B2B buyer’s journey involves more internet research and more social media use.
Technology has completely changed the B2B buyer’s journey. The vast amount of information available on the internet has afforded buyers a level of self-sufficiency that renders traditional sales models ineffective. Marketers must leverage the latest trends and technologies to boost their content marketing efforts and turn leads into sales.
According to Demand Gen Report’s 2017 B2B Buyer’s Survey, respondents cited an increasing reliance on peer reviews as a critical influence in the buying journey. Additionally, personalization is increasingly important: 66% of respondents said it’s “very important” that websites “speak directly to the needs of their industry and expertise.”
But in these changing times, how do companies keep up with new technologies and growing trends? Marketers now, more than ever, need to incorporate new types of content (video, live-streaming, infographics, etc.), utilize social media, and update content marketing practices to align with company sales goals.
The B2B buyer’s journey gives valuable insight into how B2B buyers are finding vendors, engaging with them, and — ultimately — deciding to work with one. Supply chain and logistics businesses need to take the time to understand the buyer’s journey, so they know where they need to invest their time and money in order to get buyers’ attention.
B2B buyers are looking for information and are using that information to make buying decisions. Companies need to be using social media. Companies need to be creating and curating quality content. It is equally important, however, for companies to realize that content marketing doesn’t shorten the buying process; rather it changes it.
