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  "PageContent": "<h3>Un tiro al aire… | Just another WordPress.com site</h3>Intercom ‘ollied’ it beautifullyThe only way for a startup to survive and thrive is by building something people want.It seems obvious, but while many fail at ‘building’, others fail at choosing the ‘people’ they will be building for; in most cases, they fail by building ‘something’ nobody wants. To validate this simple -yet powerful- premise, we had several frameworks to pick from in order to increase our chances of finding product-market fit at every step. We picked the JTBD one.A Job to be Done is the process a consumer goes through whenever she aims to change her existing life-situation into a preferred one but cannot because of some constraints stopping her. It’s not something that consumers have; it’s something consumers participate in.Innovation giant Clayton Christensen summed it up this way: “People don’t simply buy products or services, they ‘hire/fire’ them to make progress in specific circumstances”.Jobs to be Done is a theory of consumer action. It describes the mechanisms that cause a consumer to adopt an innovation. For us, our consumer is a unique one: Customer Service (CS) agents. Unique because seldom do they have the opportunity of choosing the tools needed for 8-hour shifts. Their managers do it on their behalf. More reason to tread carefully when building for them.Each job is a unique combination of these desires. That is why Honest has had to dig deep into understanding the agents’ daily works to deliver on these core emotional desires.For over two years, we have interviewed hundreds of CS teams (both managers and agents); read hundreds of research papers on the matter; listened to countless CS-niche podcasts and peeked into endless chains of agents’ Slack chats. While still in discovery mode, we do believe we have nailed down the fundamentals of this elusive JBTD.Let’s dig in.THE STATE OF CUSTOMER SERVICE PRE-COVIDWe have all heard the critics bashing the call center industry since, like, forever. Whether the criticism came from consumers, executives, experts, unions, lawmakers or support agents, call centers epitomize the necessary evil sustaining modern consumerism.Two decades have passed, and predictions are as wrong today as always.During covid, the total number of CS calls fielded by customers has exploded: from 400 billion, it has increased to a whopping 2 trillion calls, globally. More than 14 million agents worldwide do their best to resolve our daily enquiries.Because ultimately, despite the inefficiencies, mishaps, and excesses, it takes people to solve problems for other people:The Acquire.io data team knowsTechnology has played a massive role in improving what we experience as customers, particularly behind the scenes: machine learning, better UX/UI design, interactive voice response, predictive behavioral routing, advanced analytics, cloud VOIP systems, self-service support… Conversational AI is the newest cool craze, following the chatbot boom and bust.According to NICE CX Transformation Benchmark, only 33% of consumers found that chatbots and virtual assistants made it easier to get their issues resolved.Intercom knowsAs advanced as AI has become, it can never really offer a genuine ‘I’m sorry’.Therefore, humans will always be invaluable in the call center. People want to talk through their issues with another person. Certain issues require a level of explanation that cannot be addressed nor by bots nor AI. Yes, speed is paramount for all of us. But only humans can understand the complexity and emotional components of these experiences, solve problems that bots cannot, and exude trust that instills brand confidence — and loyalty — among customers.With so much data and technology at the CS teams’ reach, there are 3 basic modes for virtual-human agents working together: bots initiating the conversation and handing off to a person; human agents serving customers with help from bots; or bots serving customers with human agents supervising.Could there be a fourth, where a contextual assistant works side by side with agents? We are about to discover it. Hold tight!EXPLORE VS EXPLOIT: OPPORTUNITIES AND BOTTLENECKSBy traditionally considering CS a cost center, many organizations have focused their customer improvement efforts on reducing costs. This proves to be a critical mistake, as everyone is left unhappy.That’s why companies are now designing service flows in which virtual agents and people work together. Much of the technology used to orchestrate these flows generate tons of quantitative data for business analysts to crunch. Hence, the risk of turning CS teams into a cold-numbered, KPI-driven cost center, taking CS managers back to square one: can I maximize ROIC, without penalizing our short-term CSAT, nor agents’ Glassdoor’s ratings? LOL.The following is a thorough analysis the Zendesk research team did on tens of thousands of support tickets. The tiny yellow block representing support tickets that need human response hides a hard lesson in statistics:The Zendesk BI team really knowsAt just 7% of all ticket volume, those tickets speak for customers in a hurry, unable to self-assist themselves or simply upset when interacting with a given company. NPS (or CSAT) is a highly skewed metric regarding tickets like these. According to a Harvard 2019 research, a 12% NPS decrease (mostly impacted by human agents’ support) leads to a 50% collapse in top line growth rate.As Peter Drucker stated, “Quality in a service or product is not what you put into it. It is what the customer gets out of it.”It’s Paretos all the way down: machines can take care of 80% of tickets (low value ones), while human agents can instead concentrate on the high-valued, 20% exceptions — problems the system has not encountered before, or frustrated customers that demand empathy. By doing so, you can score a hat-trick: higher NPS + better agents’ satisfaction and optimized opex = higher revenues.PRICE IS WHAT A CUSTOMER PAYS; VALUE IS WHAT THEY GETLuckily, customers are never satisfied. A study from Forrester shows that 66% of customers believe that the most important thing a company can do is value their time.With up to 60% of customers failing to make their intended purchase because of poor CS, care must be taken to ensure that CS automation is carried out efficiently. Unsurprisingly, Gartner’s research suggests that humans will continue to be involved in 44% of customer interactions.The COVID-19 crisis has shown the importance of empathy between brands and customers. Messages of comfort and positive support have provided assurance to consumers, as well as employees, that they are cared for during so much uncertainty. Empathy rings true:WHO CARES ABOUT AGENTS?CS agents need visibility into orders and customer information to provide quick, personalized service experiences. Breaking down the information silos between service and back offices will help agents have an easier time doing their jobs.The biggest opportunity for bots and AI in high-value CS is helping to make human-powered support more informed, more responsive, and more efficient. The less time agents spend searching past conversations and repeating themselves, the more time that’s left for human connection and relationship building.In a post-covid world, where a predominantly transactional approach to customer relationship is being swiftly replaced by a strong Life-Time Value (LTV) perspective, the harder problem — and the one with the broadest impact on your business and on customer experience — will always be serving the customers who you already have a relationship with.OUR JTBD FRAMEWORKUp to this point — if you still bear with me — I have focused on describing our core audience, their motivations, barriers to achieve full potential as well as whatever other tools they are ‘hiring/firing’ to make progress in specific circumstances. Sunita Mohanty (Product Lead at Facebook’s New Product Experimentation team) has developed this useful JTBD framework, the one we have used recurrently:When I… (context) / But… (barrier) / Help me… (goal) / So I… (outcome)At Honest, this is how we frame a CS agent’s JTBD: When I use my helpdesk dashboard to resolve support tickets, but the answer is always hiding somewhere else within the company’s back office, help me find the right answer faster, so I can move on to more complex stuff and exceed the customer’s expectations.The idea behind using the JTBD framework is to provide a clear set of principles that drive the hypothesis we are trying to prove of what brings value to the agents. When design, product, tech and business agree to gather around this framework, magic happens.Thanks mate. Nice try. But… How do you guys align those discoveries with the intricacies of a multibillion dollar industry? How good is Honest at building a piece of the future?My humble answer to the skeptics is that we stand rightfully on the shoulders of tech / CS giants that have proven both customers and agents right, one iteration at a time, for decades. Honest is doubling down on what we see and others can’t (or not willing to).People doing knowledge-based work have always been more productive and thoughtful with the help of computers and information. CS is no exception. By augmenting their capabilities, CS agents can leave the drudge work to the machines and concentrate on being the sympathetic ear and clever problem-solver for the customers who really need them.Unsurprisingly, agents think it’s fantastic: 79% of support agents feel that handling more complex customer issues improves their skills. A further 72% feel they have a bigger impact in the company when chatbots take on the easy questions.Who’s behind this relic?THE FUTURE IS HYBRIDWhen technology complements humans, the role of the CS agent will change over time. Instead of handling routine tasks and issues, agents will handle more critical customer interactions, which will require deeper knowledge about all facets of the company and product ecosystem. Self-service technologies and AI will give agents more time to build trust by authentically engaging customers, whether it be through higher-level conversations about their feedback or unique product features, without feeling rushed.According to Deloitte, leading companies recognize that these technologies aremost effective when they complement humans, not replace them. Providing agents with the right data, processes and yes, technology, can significantly enhance agents’ ability to emotionally connect with and support customers’ needs.Some companies — like high-end professional services firms — would rather have human agents handle all service calls. But those agents can appear smarter if a bot is whispering in their ears. For example, when there’s a new discount or an out-of-stock product, the bot will bring it to the attention of the agent. It’s like having an assistant scurrying around to figure out the best things for you to say to the customer.The future of CS is human-machine collaboration. As all these examples demonstrate, the AI-driven transformation of CS is not about getting rid of workers — it’s about making them smarter. By leveraging an intelligent assistant, humans will be augmented in the future of call centers, not replaced.The ongoing covid crisis has shown how human empathy is the first pillar of understanding each other, despite the difficulties. We believe this will also be factored into decisions over what technology to invest in — using software, applications or processes to allow the agent to focus on truly listening and engaging with the customer.Whenever a human helps another human, technology should be readily available for them to give/receive better support. It’s a mighty job we are happy to do, asap.",
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