Thursday, November 17, 2016
Behavioral Science & its application in customer service - various industries
" Psychology matters"
By John Devine & Keith Gilson
Service operations seem a natural setting for the ideas of behavioural science.… Companies care deeply about the quality of those interactions and invest heavily in effective websites and in responsive, simplified call centres.
Yet, the application of behavioural science to service operations seems spotty at best. Its principles have been implemented by relatively few companies, such as the telecom business, which found that giving customers some control over their service interactions by allowing them to schedule field service visits at specific times could make them more satisfied.…
Many more companies ignore what makes people tick. Banks, for example, often disturb the customer experience by altering the menus on ATMs or the interactive-voiceresponse systems in call centres.
They fail to recognise the psychological discomfort customers experience when faced with unexpected changes.
Likewise, for every restaurant that surrounds a bill’s arrival with a succession of complementary desserts — capitalising on the customer’s preference for service encounters that end positively — there are a lot of call centres that ignore the importance of a strong finish.
Indeed, many companies actively work against one by placing so much emphasis on average handling times that they inadvertently encourage agents to end a call once its main business is complete, leaving customers with memories of brusque treatment.
From “Using behavioural science to improve the customer experience”
DISCLAIMER : Views expressed above are the author's own.
Courtesy : Economic Times .
By John Devine & Keith Gilson
Service operations seem a natural setting for the ideas of behavioural science.… Companies care deeply about the quality of those interactions and invest heavily in effective websites and in responsive, simplified call centres.
Yet, the application of behavioural science to service operations seems spotty at best. Its principles have been implemented by relatively few companies, such as the telecom business, which found that giving customers some control over their service interactions by allowing them to schedule field service visits at specific times could make them more satisfied.…
Many more companies ignore what makes people tick. Banks, for example, often disturb the customer experience by altering the menus on ATMs or the interactive-voiceresponse systems in call centres.
They fail to recognise the psychological discomfort customers experience when faced with unexpected changes.
Likewise, for every restaurant that surrounds a bill’s arrival with a succession of complementary desserts — capitalising on the customer’s preference for service encounters that end positively — there are a lot of call centres that ignore the importance of a strong finish.
Indeed, many companies actively work against one by placing so much emphasis on average handling times that they inadvertently encourage agents to end a call once its main business is complete, leaving customers with memories of brusque treatment.
From “Using behavioural science to improve the customer experience”
DISCLAIMER : Views expressed above are the author's own.
Courtesy : Economic Times .
Labels: Citings
