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Nearly 9 out o 10 online shoppers have abandoned an online shopping cart at least once,according to Forrester Research
. And while there are a range o actors that lead onlineconsumers to do so, including the cost o shipping or a reluctance to purchase at a particu-lar time, at least some percentage o cyber shoppers would have converted i only they’dbeen provided some assistance during their Web visit.Customers oten want help rom a live agent i they’re struggling to nd a product orinormation on a website. In act, 44 percent o online consumers say that having questionsanswered by a live person while in the middle o an online purchase is one o the most im-portant eatures that a company can oer on a website, according to Forrester Research.Most customer support organizations aren’t structured to provide this type o proactiveservice. Customer support is oten reactive by design
. In many cases these service opera-tions ail to proactively engage customers when potential service interactions arise. As aresult, companies are missing opportunities to improve customer satisaction
.Meanwhile, customers who experience unavorable service interactions will be lessopen to uture product purchases. “I you wait until a customer is having a problem withyour website to oer proactive service, the customer will be in an adverse rame o mind,which then makes them less receptive to cross-sell or upsell opportunities,” says DavidLowy, Vice President, Product Management at Moxie Sotware. By using proactive servicetools and techniques such as chat, co-browsing, and social media interactions, says Lowy,“companies can anticipate a customer’s need and engage with them when they are in amuch happier state.”
The Shortcomings of Reactive Service
Traditional, reactive service strategies like circular IVRs or escalations that require repeatedre-identication oten leave customers rustrated and closed to relevant cross- or upsell o-ers. Companies that deliver poor customer support are eectively damaging relationshipswith their customers, eroding trust, and potentially destroying customer lietime value inthe process.
In addition, organizations that have yet to adopt proactive service are missing prime op-portunities to engage with customers in a way that builds long-term relationships, as well asboosts their value by increasing wallet share. Customers who have avorable experiences withcompanies are much more receptive to real-time cross-sell/upsell opportunities, according toDon Peppers and Martha Rogers, Ph.D., ounding partners at Peppers & Rogers Group. Indeed,the return on investment companies can obtain rom using chat tools or sales or service canreach 105 percent, according to Forrester.
The Power of Proactive Service
Forward-thinking companies are taking a much more proactive approach to customerservice and seizing new sales opportunities presented during service interactions. Thesecompanies are able to identiy and resolve customer issues quickly and make their supportoperations more strategic. For instance, when a customer visits a retailer’s website lookingor advice on how to set up a new desktop computer, a contact center agent can use chat
Executive Overview _____2Proactive Service:The Right Customer atthe Right Time _________ 4Breaking Past Barriers ___6Engaging Customers withProactive Tools __________7Closing the Dealwith Proactive Chat ______8Applying a Sot Touchto Proactive Service _____9Conclusion _____________10
The Power of Proactive Service
Driving growth and loyalty with dynamic sales and service