As demand for rich media continues to escalate, rich media technology companies are grappling with how to service and satisfy their clients. While the addition of call centers and technical help may prove advantageous, when was the last time you dialed even your credit card company to settle in for a nice chat with Larry or Helen from Mumbai?
I agree with Chris Young's recent assertion in his iMedia article that "customer service is not waiting to fix the problems; it is anticipating them so that they don't happen."
But approaching this idea from the negative -- anticipating and preventing client problems -- just simply isn't enough. Only when rich media companies invest themselves wholly into being a client's solution can they be of value.
Specifically, all companies work toward customer "satisfaction," and some customer "service," but it is those that strive to create a true "Customer Experience" that understand there is more to service than creating Flash tools and templates, serving an ad or counting impressions.
A service-to-experience spectrum: From leaving the light on to turning the light on for you
Consumer brands provide an effective analogy. One I use to best describe this phenomenon comes from the hospitality industry. Consider these three hotel franchises: Motel 6, Holiday Inn and the Ritz-Carlton. All three provide strong accommodations, but each one serves specific and different needs:
- Motel 6 strives for customer satisfaction grounded in basic needs: You've been driving, you're tired and you just want to sleep. A clean room with basic necessities is the expectation and Motel 6 delivers. You're satisfied and you got what you paid for.
- Holiday Inn works toward customer service-- you're traveling for work or pleasure, and you have a schedule to maintain. Holiday Inn gives you the basic necessities, plus a little extra service-- two pillows, a free breakfast or maybe even high-speed internet.
- Now consider the Ritz-Carlton, where the idea of service gives way to the idea of experience. From the moment you book a room, the focus is on you. Here, human attention, 24/7, is at your disposal. Amenities that anticipate your needs and an immediate, live voice on the other end of your guest phone to satisfy them come standard. This creates an experience, and travelers look forward to staying at the Ritz as much as the trip itself.
How was your stay?
Focusing on anticipating problems is akin to making sure you're providing enough pillows and a comfortable bed. There's more to a good night's sleep than a bed. Create an experience like the Ritz-- don't just sell a bed. Think of it this way: If given $350 to spend on a night's lodging, what experience do you want: Motel 6 or the Ritz-Carlton?
To ensure you are creating a true Customer Experience, there are critical success drivers to focus on:
- Provide information when and where clients need it-- wherever possible, knowledge should be "supplied" to the client without prompting
- Communicate consistently, accurately and clearly with your clients-- most importantly, make it timely
- Critically, communicate internally; share knowledge openly and across the organization. This ensures that every client touch point -- from accounting to account management -- understands the preferences and core needs of each client
- Make it easy for clients to not only access information, but ultimately to "access" you directly: voice to voice with a real account person dedicated to their campaign, not a call center.
Following these key points will allow you to create stronger relationships with more clients over the long term.
Chris Saridakis is CEO of PointRoll. Read full bio.
