thomas.wieberneit@aheadcrm.co.nz
How Zendesk Intelligent Triage steps up the customer service game

How Zendesk Intelligent Triage steps up the customer service game

The News On September 14, 2022, Zendesk announced the release of its new customer sentiment and intent functionality: Intelligent Triage and Smart Assist. These new AI based solutions shall “enable businesses to triage customer support requests automatically and access valuable data at scale. Intelligent Triage and Smart Assist are the next step in Zendesk’s vision to create accessible CX AI for companies of all sizes. The technology uses proprietary industry expertise and insights from trillions of customer data points and applies a vertical lens. This creates models custom to each business capable of identifying the intent, language and sentiment of each customer interaction. This unique approach to applying machine learning creates more personalized and informed interactions to better serve customers. For example, specific inquiries, such as “I’m having problems with payment”, can be automatically sent to an agent who is equipped to handle billing for a quicker resolution, while inquiries that include language written in all capital letters or in a sarcastic way will indicate a highly negative sentiment and be routed to the top of the queue. The new capabilities include: Instantly route and prioritize revenue drivers, ensuring agents are working on business-critical requestsAnalyze distribution of requests so businesses can better plan operations, collaborate across departments and identify improvement opportunities supported by data for more efficient CX operationsAutomatically guide agents on how to best resolve a customer’s issue in real-time, understand context, recommend solutions, and improve coaching and training with valuable insightsContinuously boost accuracy as the AI solutions receive feedback on predictions and recommendationsDetect sensitive information automatically to meet compliance and security needs or extract confidential data like...
UX and CRM – How to make them a match

UX and CRM – How to make them a match

When talking about CRM systems, people – especially managers – mostly think about functions, features, and control. How can a process be supported and managed? How can I get good analytics out of the system? Does it fit into the existing IT landscape? These and many similar questions take precedence when it comes to selecting software systems. Usability and UX are often only an afterthought or, even worse, lip service. The result of this is often an abysmal user adoption of systems, as they do not do what the users want, don’t help them or, on the contrary, cause even more work than the users had before. The CRM Sales and Impact report 2021 study by Arlington Research shows that on average 52 per cent of sales leaders report that their CRM platform is costing them revenue opportunities. This average increases up to 65 percent in specific industries. On the other hand, a study by UsabilityGeek finds that it is beneficial to fuse UX and CX. Similarly, according to research by Jacob Nielsen, when good UX design enhances the customer experience, companies see an average increase of 83 percent of the measured KPIs across marketing, sales, and service. Apart from the revenue boost, benefits include increased and accelerated adoption, higher productivity, improved customer satisfaction, reduced training time and lower support cost. Therefore, the main question to ask is not whether, or rather in how far improving the UX does improve the acceptance, use, and helpfulness of a CRM system. Instead, one needs to ask what it takes to come to a better UX and what the inhibitors are. This blog post is based on...
How to engage for customer experience and success

How to engage for customer experience and success

It is time for a stake in the ground again. Of late, every vendor who used to play in the CRM arena positions itself as a „customer experience“ player and claims that its software “delivers customer experiences”. This is quite a claim. It also raises a lot of important questions. What is “customer experience”? And who is responsible for it? How does “customer experience” differ from “customer experiences”? What is the difference to customer engagement? How do they relate to customer expectations? And then there is “customer success”, too. What about customer satisfaction? Finally, how does CRM fit into the picture? As you can see, there is a lot of scope for confusion. And this confusion has definitely materialized. So, let’s start with some definitions Friend and industry luminary Paul Greenberg has ventured here already back in 2015 (and before). Still, as time moves, the industry evolves, and things tend to get forgotten, let me take another stab at it. The more fundamental concepts are perhaps engagement, followed by customer expectation and customer success. You can also watch my take on customer engagement vs. customer experience in this 90 second video. Customer engagement According to Merriam-Webster, engagement is “the act of engaging” or “the state of being engaged”. Well, let’s look at the verb, then. Amongst some other meanings, engage is defined as “attract and hold by influence or power” or “induce to participate”. So, engagement is essentially about interacting with each other. This is usually mutual, but mandatorily involves communication, reaching out, by the company. Importantly, this engagement can also happen the product or service itself, for instance...
How (and why) a marine consultancy made Zoho core of their business

How (and why) a marine consultancy made Zoho core of their business

During ZohoDay 2022, I had the chance to have a longer conversation with Graham Dallas, business development manager of the ABL Group. Graham was responsible for the implementation of ABL Group’s new CRM system. ABL Group is the result of a 2020 merger of AqualisBraemar ASA and the LOC Group. It is a 400+ person global energy and marine consultancy that helps companies around the world transition toward offshore renewable energy sources, clean shipping, and sustainable marine practices. Formerly Microsoft Dynamics users, ABL Group first began working with Zoho in 2021 via an implementation partner, and they collaborated on a design and build of a customized CRM solution for their business. Soon, the second phase of implementation will begin, which then includes integration with Oracle NetSuite. One of the main challenges facing ABL Group was the integration of two different businesses, one of them already using a “chunky” CRM solution and the other one not having a system. if you do not want to read too much but prefer watching the edited interview, you can do so here. The challenge to address was that ABL Group, also because of the recent merger has a lot of differing business structures that shall be supported via one single system. Luckily, the structures weren’t necessarily complex – the business just has a lot of different requirements due to the different regions and lines of business. ABL Group started with a small team of experienced persons who went into this implementation projects with open eyes and some ideas. They assembled a list of 6 candidates that they narrowed down into three with Zoho...
The customer success movement

The customer success movement

Customer success has become an interesting topic for software vendors and systems integrators, alike. I am thinking about this topic for a while now and now bring my thoughts to virtual paper after Jon Reed pinged me about it and after reading Josh Greenbaum’s very readable post about “customer successing”. By the way, Jon called software vendors to attention and to deliver proof points in a great article, too. So, call me a copycat 😉. The customer success movement In the past years enterprise software vendors and consultancies alike, have increasingly established customer success teams as part of their organizations. One can almost call it a movement. And it is a laudable endeavor to work on ensuring the customers’ success. However, when looking closer at the reasons for their establishment and their charters, it becomes quite obvious that many of these customer success teams are set up as a reaction to failing implementation projects or, even worse, as a vehicle for selling further services to customer companies.  Consequently, metrics that are used for measuring the success of the customer success teams are based around project metrics. Have implementation projects been on time, in budget, and delivered quality results, means they have been successful. Don’t get me wrong: there is nothing wrong with attempting to improve project success and to generate additional sales. There are still woefully many projects that do not get implemented within the allotted budget and time, and in sufficient quality. Additionally, one can argue that only happy customers do follow-up purchases; and customers are happy because the earlier projects succeeded.  I get it. Seriously. I am a consultant, too. Many vendors, often...