How to Design Self-Service Well and Optimize the Customer Experience

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    • When Not To Invest In Self-Service Technology?

    What is self-service? It is something every progressive brand aspires to have more of. Few implement it successfully. Self-service is a new tool to optimize a company’s workforce by removing transactions from the system. All industries are looking at it as a strategy of the future.

    Hospitals, airlines, and hotels are installing kiosks to self check-in while grocery stores and taxi companies are implementing self-service check out with digital payment products. The list goes on and on. What differentiates a successful use of self-service as a building block of innovation from a failed implementation that adds more effort for the customer that leaves him/her angry and frustrated?

    Successful self-service is self-sufficient

    It enables customers to meet all their needs by themselves. If users can do only some of the steps of the whole process alone then self-service adds costs to the business, and complexity and effort to the experience. For example, if a customer can print his/her food voucher when there is a delay, but cannot rebook (i.e. still needs to call customer service) then all the brand has accomplished is to add steps for the customer to get the same value he/she could have done before with ONLY a phone call.

    How Does Self Service Optimize Labor?

    Another thing to be aware of is what type of labor is optimized and what labor is part of the self-service solution. The business case might not work if the solution requires incremental (and expensive) IT resources while removing existing (and cheaper) unskilled resources. As Matthew Dixon says in The Effortless Experience :  “[t]he challenge is not in getting today’s customer to try self-service. The challenge lies in getting today’s customer to avoid channel switching from self-service to a live phone call… the self-service battle isn’t about getting customers to go, it’s about getting them to stay.” It is important to launch the solution that solves all the needs of the customer before launching a technology solution to avoid getting the wrong results.

    Design for More

    Design for 80% of the customer base, not the high touch 5% – 10%.  The 5% base solution is more expensive and most probably will break the business case.  Be ready for all the people who will question the design that will NOT cover 100% of the customers. Questions about the exceptions always come up: “What is the customer does not have a credit card? What if the customer does not speak English? What if …?” The answer to all of them is: “They will go to the full service option at that touch point. They will not self-serve.”

    Be strong and keep the focus on the goals of self-service – to alleviate, not eliminate, the calls to the contact center; to allow the employees to offer a better service to those people who do not have a credit card and/or do not speak English. It is counterintuitive, but by not solving for them through self-service, we are building a better service for the exceptions as well.

    Be brave!

    Some people will not like the technology user experience design. You will get a lot of push back about de-humanizing the experience for customers. Anjali Lai from Forrester studied the emotions of brand interactions (see below) and was able to show that there is no significant difference in the perception of the customers when they self-serve (from interacting with a live person).

    What is more human? To have a human tell a customer that he/she is not able to solve the problem, because the process is not designed well or that they will be put on a brief call to speak to another person? Or having self-service solutions that empower customers to create their own experiences in a personalized and independent way (without telling their names and confirmation numbers 2 or more times)?

    Self-service is an integral part of the future. However, unless it is designed and executed in a strategic and empathetic manner it can drive more costs and complaints than savings and satisfaction. The basic value creation mandate is critical in this business strategy. Unless it creates real value for the customer, he/she will not embrace it.

    So ask yourself, if you were the customer, would you gain anything from doing a task yourself vs. getting help from the company? As the company, do you gain anything by self-serving? Is it faster, easier or simpler?

    If you cannot answer yes to any of those questions, do not invest in self-service technology.

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    Liliana Petrova

    Published on 12/11/2017

    How a Personal Interaction builds Repeat Customers

    A customer-centric methodology is key to the successful outcome of my interaction with Hello Spud. It is the reason this story appears here, and not among the CX Big Fails! The company did not send an automated response. It did not deliver a message stating “sorry we couldn’t help you, would you like something else.” Instead, the company co-founder reached out to me personally across multiple channels (a handwritten note, followed by personal emails).

    by 11/28/2018
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