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Consumer Credit
‘Deploying digital starts with great conversational design’
The industry needs to consider how to build true conversations with its customers, rather than simply having diff erent interactions
Mark Oppermann Head of sales and Mmarketing, Webio mark.oppermann @
webio.com
The most important part of the whole digital implementation journey is knowing what job needs to be done. What are the business goals for adding digital customer engagement? Too many times I have met potential clients who say: “We need to engage with customers and we just want to be relevant”. There can be an internal pressure to tick a
box just to be innovative, but you ultimately need a clear business goal and understanding of what success looks like is key. This will keep you on the straight and narrow and will be the reference point to which performance can be measured.
Great conversations do not just happen Deploying digital starts with conversational design. Think about what the digital journey look like and think of it as a conversation. It should not be just an interaction, it needs to always be a conversation. Think about any situation with any human
if it is an interaction, it not a great experience. If you add a conversational element this leads to a much better customer experience.
For example, take a simple transaction
at a supermarket check-out, if there is no engagement with the staff member, then that is a totally forgettable experience. But add in some chat and that mundane interaction can become a memorable experience. So exactly the same type of methodology
needs to go into that whole conversation design mapping out the words, the tone, the tempo. Sometimes people look at their map and seeing it in at granular level think “are we over promising and under delivering” or “under promising and over delivering” but it is just about getting a sensible metric and moving into that to understand it more is really important.
Metrics Another challenge can be that the metrics being used to measure are sometimes completely incompatible with what you are trying to do from a digital perspective. We have seen this over and over again, companies shoehorning something new into the way that they have always measured things, and this can severely handicap the new process and engagement strategy. It is trying to be measure in old world rather than in new world. We have had this many a time where you
We have seen this over and over again, companies shoehorning something new into the way that they have always measured things, and this can severely handicap the new process and engagement strategy
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are running a project and people will say: “Oh, well, the dollar metrics are this”. But now we might need to measure things completely diff erently, and that actually is a challenge for a lot of companies. These metrics have developed and have
been fi ne-tuned year on year, over the past number of years, so it can be incredibly diffi cult to change or move them, particularly
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as people’s bonuses and other performance indicators are based around the measurement that has been used in the business for a long time. So that is a real challenge. And, that is one of the inhibitors to acceleration within a business for digital companies. The next challenge comes when a company
has tried digital, it is working really well for them and now they need to scale up. They need to move from a small proof of concept right across the business to do it at scale. We fi nd that many companies have done a lot of small amounts of innovation, but they have kept it in a side room and have not really embraced the challenge to actually bring it full scale right across the business. You need to embrace it!
This will not be right for every customer: how do you manage them? Technology, automation, and chatbot engagement will not be right for every customer, so you need to build in really strong exception management into any process, because, at some stage somebody will want to talk to an agent. The telephone is not dead, it does give some people a higher level of com- fort that they spoken with somebody. So how do you manage the exceptions? Do
you go straight to an agent or do you off er something more conversational beforehand that step? All you are trying to do is make sure from a balancing diff erent perspectives in the business: the right investment in technology is happening, and you are using that resource well, but then you are also using your agent resource.
May 2022
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