We are keenly aware of how difficult it is to get TX right. We’ve taken our decades of competitive-carrier experience and incorporated it throughout our platform. Our unified experience platform has been specifically designed to address key carrier pain points, and our success-based engagement model links our customer success to our own. We’re delighted to have helped our customers reduce calls by up to 50 percent, missed appointments by up to 75 percent, and time to payment by up to 60 percent—all while improving efficiency, increasing productivity, automating routine customer requests, and improving the effectiveness of customer communications. And we couldn’t have done it without decades of experience as operators ourselves and focus on customer experience.
Happy employees make for happy customers. You can’t truly create a great customer experience without a great employee experience. When embarking on a CX initiative, employees need to be considered key constituents. According to Gartner’s estimations, organizations that prioritize providing a superior total experience—encompassing both CX and EX—will outperform their competitors by 25 percent in satisfaction metrics for both customer experience and employee experience by 2024.
Automating repetitive tasks to reduce high-volume, low-value customer inquiries is key when providing a superior customer and employee experience. We’ve found that proactive text messaging that incorporates intelligent automation is one area that can improve both the customer and employee experience. Customers prefer personalized, direct communications that provide automated options for common requests. This also alleviates burdensome calls for CSRs, so they can better serve customers with more complex requests.
For example, if a subscriber texts the keyword “BAL,” our system will instantly check the billing system and respond with relevant information, such as the amount due and the payment deadline. They can then choose to automatically pay their bill using our payment integration from within the text options. Similarly, keywords like “outage,” “appointment,” “paperless,” or “WI-FI” trigger automated responses tailored to specific inquiries with specific automated actions. GOCare works with clients to automate other repetitive tasks to provide customers the flexibility and control they desire and increase employee satisfaction by simultaneously reducing call volumes. This improves the experience for both employees and customers alike.
Proactive and personalized text messaging also plays a crucial role in proactive customer communication, especially during service disruptions. Customers want to be informed by their carriers when issues arise, and they value transparency. Email is less effective if individuals only receive them when they open their laptops. Broadcasting network outage notifications on public platforms like Twitter can be counterproductive and have dire brand consequences. Instead, sending targeted proactive texts ensures that customers receive critical updates, and notifications are only sent to those accounts affected by the outage. By differentiating between public CX and personalized CX, carriers can maintain transparency while safeguarding their brand reputation. It also reduces customer service calls, viral social media outlash, and it diminishes the opportunity for competitors to poach customers resulting from the service disruption.
Developing a complete TX strategy is integral to providing superior CX and EX. And, implementing proactive customer communications, taking a personal approach to CX, empowering customer care with the right tools, and automating repetitive tasks improves customer interactions, streamlines operations, and improves the employee experience at the same time.
In the competitive landscape of communication services, delivering great digital experiences comes with significant benefits for competitive carriers. These include:
One of the immediate benefits of a unified experience platform is the reduction in high-volume, low-value calls. These calls make up 30 percent to 50 percent of all customer-care calls. Most of these calls can be eliminated, leading to improved operating metrics