[Webinar] Delighting Customer at Scale, Available on-demand now!

[EConway]

 💡Hear from HubSpot and Aircall Customer Service Leaders💡

How can a great customer experience drive growth in a business?

In 2022, customer expectations are at an all-time high, and creating remarkable experiences is essential to building brand and company loyalty.

Watch the roundtable discussion Delighting Your Customers at Scale on-demand now to hear from HubSpot and Aircall Customer Success Directors on:

• How have customers' expectations of customer experience changed?
  
• How HubSpot and Aircall are creating a great end-to-end customer experience
• What must customer service and support teams need to focus on going forward (and so much more, including a live Q&A session!)

➡️REGISTER HERE

[EConway]

Madelyn answered some more questions from the Q&A!

1. How would you suggest issues around getting clients to respond? Any tips for simply gathering more client feedback or being able to better rely on responses? 
• Madelyn: Great question! I think it is critical to “sell” customers on the value of their feedback to your product roadmap. Do this displaying the impact.
2. How can the bridge between The Customer Success Analyst and The Product engineers be closed? In a scenario where there is an error in the product. Remember, what is to be relayed to the customer should not be technical terms but in clear layman's language. 
• Madelyn: Any time you are communicating with product teams, be sure to craft user stories. The customer desires X experience in order to accomplish Y. This creates a standard communication process for internal teams, and a consistent empathy building tool for product and engineering teams. Additionally, bring the facts as they pertain to the business. Mention the contract value, mention the account age and potential growth - this shows the product/engineering teams that you are escalating with good reason. Finally, ask product and engineering leaders for feedback on your communication style. They will appreciate this and respond by asking the same questions!
3. How to reward the customer success staff? What should be the indicator for that, if the number of tickets should not be the most important? 
• Madelyn: Be willing to constantly evolve this based on the business needs. Quantity is definitely not always the best indicator of success and can often jeopardize the customer experience. Focus on things like CSAT scores, customer satisfaction, prioritization of ticket management, and other qualitative metrics. Tie these to greater business goals - such as retention or conversion to billable professional services. 
4. A lot of large organisations are moving to automated service, (chatbots, STP etc), has there been a comprehensive study to understand what is more effective to the customer journey, people to people or people to bot/automation?
• https://offers.hubspot.com/state-of-customer-service?utm_source=emeaen-Svhrelaunch-webinar-march22 

[EConway]

Phil answered some Q&A questions from the webinar that we didn't get to, Madelyn's answers coming soon!

1. Within companies, there are different stakeholders with different needs and expectations. Any tips on how to find common grounds the best way to prevent not being able to meet the company's expectations they work for?
• Phil: Two things: make every big decision about the companies path forward with the customer in mind - how will this decision affect our customer experience? Customer > Company. And secondly, when building teams’ incentives, keep their peers in mind - are you creating an incentive that will pull in a different direction to another team’s incentives?

1. How do you still find this value and understand your customers as you expand to one to many methods of onboarding or even PLG? 
• Phil: The ‘value’ doesn't change. 1:many or PLG is just a different way to deliver value. They’re vehicles. Once you understand the value, it's about making sure the vehicles deliver on it. 

1. For a business that is providing both B2C and B2B services, what are your suggestions on handling completely different client types?  Especially the 2B side of the business are enterprise VIP clients, who are used to receiving 1st class services from global firms. 
• Phil: Think of it as creating a foundation for all customer types, and then create unique experiences for certain cohorts if they are meaningfully different. The hard part is creating a great customer experience for MOST customers. The easy part is doing it for smaller sub groups.

1. How should we deal with customers that have been with us a long time, but do not have the same customer experience as opposed to new customers because our company was not yet focused on CSM at the time? 
• Phil: Don’t be afraid to reset. If you’re doing something meaningfully different to one group of customers that is delivering a great experience, then you should find ways to deliver that to other customers, regardless of their previous experiences. Be honest with them, “we’ve learned that we can deliver better experiences for you if we change xyz”