What Do You Want?
In his book “Love’s Executioner” (1989), Irvin D. Yalom, writer and psychologist, attempts to explain how much people DO NOT KNOW what they really want. He describes a simple exercise from one of his workshops where the participants are divided into couples. One participant asks their partner the same simple question: “What do you want?”. After receiving the response, the same questions is repeatedly asked, “What do you want?”
People are not used answering this clear and seemingly simple question, even though it should be a legitimate one. The issue is that most people DO NOT KNOW what they actually want, even when calling in to your service center. They don’t know what they want – but you foot the bill.
The issue with defining problems
Today, more and more clients call your business only after they have researched the net and understood the digital aspect of that market. I could paint the same picture in a different manner: More and more business today succeed in bringing potential and existing clients to their websites, or other digital means of engagement previous to using their telephone services. This digital engagement is meant to serve two main objectives:
- Offer quick, immediate and better sales / service experiences for clients;
- Save the costs of CSR (customer service representatives) working hours, overhead output and management resources.
As with many other ideas, this trend “almost succeeds”. What really happens is the following scenario: Clients begin the purchase or service process through the available digital tools. The moment they get stuck, they will not hesitate to call your contact center; if, that is, they don’t ABANDON the process in the middle. This scenario creates a very different kind of situation, as the client expects the CSR to understand the digital problems that occurred AND their exact digital experience in the moments prior to making the call.
This creates a necessary increase in the contact center manpower and a rise in its volume of activity. Rather than handling simple problems and uncomplicated clients, CSRs are forced to handle complicated problems and sophisticated clients. CSRs must develop telepathy skills simply to understand what the client sees on their screen, what actually occurred and what the client expected to occur. Only then are they able to address the “What do you really want?” issue.
My name is Ami Meoded. During Oracle week this November, I am going to present a breakthrough solution for this problem. This solution allows all types of call centers to be able to access the digital arena and join the digital journey of its call-in clients, less the need to hire psychic CSRs, for the very first time in technological history.