CUSTOMER SERVICE: IT'S NOT ABOUT TECHNOLOGY
by Ed Higgins
One interesting observation about technology applications is that agents have focused strongly on improving efficiency. Many agencies and other businesses have embraced one such technology tool — automated attendants — as a way to eliminate the expense of a live attendant. Ed Higgins reminds us that technology exists to support the backroom processes and to facilitate personal service.
TECHNOLOGY GONE WRONG
If you're anything like me, I'm sure you've had your share of not-so-wonderful experiences with automated attendants. There are two that stand out in my negative memory, and I try not to keep negative memories about anything. The first is a recent experience that involved listening carefully to the attendant's directions, which included this warning: “Don't press any keys, because we recently changed all of our selection options to make sure that your attempt to speed through this process will fail in connecting you to your desired destination.” I also recently engaged a system that warned: “Pressing zero will not transfer you to the operator.”
After listening to these types of instructions and disclaimers, it seems that you invariably make a couple of selections and ultimately press the wrong button by mistake. At that point, you realize that you've gone off track and are lost in the woods, with no option except to hang up and try again. Sometimes, you get all the way to the end of the selection tree and discover that the destination does not provide the service you seek.
If you've had a similar experience, it must have occurred to you that any efficiency gained from this system comes from the perspective of the vendor, not the customer. Although a simple automated attendant system might provide a level of customer satisfaction, an extended selection tree frustrates most customers. Usually, people make phone calls because they want personal contact. A poorly implemented automated attendant creates the opposite experience.
TECHNOLOGY GONE RIGHT
During the past several years, our agency has migrated to a totally paperless office environment. When clients come to our office, they're surprised to find a large motion-activated train in our vestibule. It runs for about 30 seconds and creates an interesting conversation piece. We use the train to explain a fundamental concept to our prospective clients: All the technology they see in our office enables processes that they'll enjoy if they do business with our agency.
For example, we explain to clients that they will have access to their insurance account via the Web and e-mail to their assigned client serviceperson. We provide live access to a designated customer representative, with a back-up of modified rotational servicing that enables resolution of their inquiries during their first call. We explain that, although our 24-hour claims service is made possible through a technology application, it will result in a live return phone call from an agency representative.
When clients look around our office, they see that we have flat screen monitors and no filing cabinets. Staff can work without leaving their desks. The impression created is one of controlled power — and most people sense the special quiet environment.
After giving clients an explanation of the technology we use, we move to a risk management assessment of their account and the annual coverage review that we'll perform when they renew coverage. At this point, we usually stop the conversation and point out that this process is not about the technology that's pervasively evident throughout the office. It's about the value-added service of personal risk consultation and personal contact through as many different communications channels as possible. That's the real basis of our work, and the primary reason that clients want to do business with us.
Technology exists to support the backroom processes and to facilitate personal service. Our entire technology platform is designed to create a better experience for the customer — from the customer's perspective. Consistently, this brings a broad smile of approval from clients, who admit that they have little or no interest in our technology. It's the personal contact, risk management counsel, and relationship that they seek and desire to establish.
Effectively implemented technology applications give us more time to spend face-to-face with clients. It's important to always remember that the customer cares little or nothing about how much we spend on technology. Rather, they make their decisions based on the net value that they perceive in the relationship.
Ed Higgins, CPCU , an active agency principal with more than 28 years of experience, is an agency technology workflow consultant. This article is reprinted with permission from the May 2004 issue of The Automated Agency Report (TAAR).