One-touch resolution. A term that’s basked in the CX spotlight for… a while now. But, wouldn’t you know it, not everyone’s a fan.
Take Ben Segal, for example. Senior Director of CX at Pair Eyewear, proud owner of a 2009 World Series ring (we just think that’s ridiculously cool), and our first official guest on RedRoute’s Spamming Zero Podcast.
Ben believes that the one-touch resolution approach in customer service is completely flawed, and he shares some pretty stellar insights to back that up — this week, on Spamming Zero.
Now, we wouldn’t be any kind of self-respecting show if we went ahead and spilled ALL the juicy episode details here… Ya’ll are gonna’ have to listen in. That said, we’re happy to share a few fantastic takeaways from our chat with Ben.
Why One-Touch Resolution Is, In Fact, NOT The Holy Grail
Ben’s decade spent in sports entertainment (fascinating story) was always in customer service, but it dealt with customers in-the-moment, in the venue.
So, when he got into the eCommerce space and heard about one-touch resolution, it immediately hit him as “something that was off, and that—if you were trying to help your customer—why would you try to force everything in to this one touch or one ticket and feel as if it was a loss if the customer came back with more questions or follow up?”
Ben believes, when you’re helping someone, it’s going to require a back and forth some of the time. And, while he understands a CX leader wanting to track one-touch resolution as an overall metric, he’s opposed to that being something you put on your CS agents.
“They shouldn’t feel like they’re in control over it,” he says. “Instead, as we drive to have more one-touch resolution tickets, take a look at the ones that aren’t and then solve that problem upstream.”
Customer Driven vs. Company Driven: Reconsidered
If you’re a decision maker looking at metrics, you might be tempted to bucket them into those that are customer driven and those that are company driven.
Ben understands that thinking but argues that they’re the same thing. As he puts it, “If you do it the right way and actually do what’s best for the customer, that is what’s best for the business. That is not a choice… It has to be what’s right for the customer, first. Let that trickle down.”
It’s a mindset change, and an important one. “It might not look good today,” says Ben, “but you will have a business five years from now because you did the right thing way back when.”
Whatcha Doin’ With The Data?
Then there’s the relationship between CX touchpoints and the long-term retention and customer lifetime value metrics. As Brian points out, the proposed path from cost center to revenue center is often about trying to convince agents to upsell as they’re having an interaction. He suggests that it should, instead, be about creating that data relationship.
Ben agrees but also proposes that you’re able to do both “if you think about it in a more creative way.” Try looking at the mountain of data that your CX team is sitting on and asking: What are our customers saying? What are the pain points? What customers interact with CX on what date, and what is their purchase beyond that point?
If you start to tie those things together, Ben believes you can influence the change in the business to say, “Let’s fix these things, so that we have less end-of-life for customer and highlight the things that we know are always ok with the customers — that make them always want to come back and spend a lot more money with us.” That, to him, is where those two things can really sync up.
That’s all you get for now, dear listener. But trust us when we say there’s a whole lot more perspective-expanding insights where that came from. Can’t wait for you to experience the whole discussion in Episode 2, because it is—after all—ALL about experience.
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