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Transforming Libraries & Communities With Innovative Customer Service

  2. Want to change the world?
  4. New Business Models
  5. McKinsey Framework for Three Horizons of Growth Image Credit: Blake Morgan at: from-transactional-to-meaningful-customer-relationships/#2c64b94e3261 Many companies begin with a traditional division of resources:  Horizon 1: 70%  Horizon 2: 20%  Horizon 3: 10% More recently, transformational companies are allocating more resources towards the second and third levels.
  6. “Most companies don’t spend enough time on transformative growth because they aren’t good at transformative and it’s scary for them. - Michael Docherty, Collective Disruption: How Corporations & Startups Can Co-Create Transformative New Businesses
  7. Experience Based Customer Service
  8. “ We are at a point where companies need to aggressively innovate their customer experience. – Blake Morgan, Customer Experience Futurist
  9. Transactional Customer Service  Based on units of work  Transactions = Individual events  Little focus on context  Performance benchmarking  Creating successful conversions  Risk averse  Task focus  Short term view
  10. Transformational Customer Service  Based on Meaningful experiences  Interactions interconnected  Total experience considered  Motivation from shared vision and high standards  Creating brand advocates  Risk necessary but calculated  People focus  Long term view
  11. “ Simply being polite and helpful is not enough. – Dr. John R. Miller, Is the Customer Service Experience You Create Typical or Transformational?
  12. What About Libraries?
  13. Assessing Transformational Potential 1. A more personalized product or service 2. A closed-loop process 3. Asset sharing 4. Usage-based pricing 5. A more collaborative ecosystem 6. An agile and adaptive organization Based on: Kavadias, Stelios, et al. “The 6 Elements of Truly Transformative Business Models.” Harvard Business Review, Oct. 2016
  14. Step 1: Reexamining the library’s strategic plan and priorities  From a WHY perspective  What values are the elements based on specifically  How does each relate back to the needs of specific segments of our service population  How do the elements of the plan/priorities/directions relate to furthering community aspirations  How does this dictate the way we approach customer service e1391717108503.gif
  15. Step 2: Create mechanisms for customers to define needs and expectations  For services  For modes of delivery  For communication channels  For interactions  From all segments of the community  From direct and indirect sources  Asking the right questions
  16. Step 3: Build Collaborative teams to find innovative solutions to meeting customer needs  Cross disciplinary  Interdepartmental  Including different stakeholders  Including customers  Proactively identify outside partners to work with  Need to identify, refine, and define goals as well as work to find solutions
  17. Step 4: Streamline internal processes to allow these collaborative teams to work  Identify and remove internal barriers to collaboration  Unify communication channels as much as possible
  18. Step 5: Integrate technology and data  From all channels and touchpoints  To create richer customer profiles  To define customer needs/wants more fully  To examine the customer relationship over time  Use to personalize experiences  Address technical issues  Address ethical issues  Address organizational issues
  19. What Does it Look Like?
  20. Personalization of Services Elements of the customer experience are tailored to the individual as much as possible.  Based on data  Relationship builds over time  Individual transactions help inform the long term relationship and total experience
  21. Technology Integration Experiences through many channels:  Text, chat, video, mobile, kiosks  Self service opportunities  Interfaces that add value  AI as an aid to those assisting the customer
  22. Omni-Channel Communication Consistent, two-way communication through all available channels  Responses are quick and helpful  Adopt a consistent tone/persona that is developed and practiced throughout the organization
  23. Attention To Experience At All Touchpoints Anything that is part of the customer experience of the library deserves attention  Onsite/remote  Service related or not
  24. Convenience For The Customer Bottom line, the product that customers perceive as cool will have a big advantage, but the product that customers find easy to use will keep their attention. –Pete Seer, Why Innovation must build from Customer Experience
  25. Proactive Customer Service Actively seek out opportunities to solve customer problems before they even notice there’s an issue.  Anticipate needs  Base this on data  Avoid pitfalls of assumptions  Offer solutions to problems they didn’t know they had
  26. Internal Motivation Cultivating a Culture of Customer Service  Values and objectives clearly established & communicated  Strong internal communication  Cultivate a customer service culture  Support for developing skills  Celebration of success
  27. Thank You! Emily Clasper You can find me at @eclasper or
  28. CREDITS Special thanks to all the people who made and released these awesome resources for free: ▫ Presentation template by SlidesCarnival ▫ Photographs by Unsplash Additional images used with permission

Notas do Editor

  1. Educators in general and libraries in particular are specifically in the world changing business. We are agents of transformation. We have the power to do this.
  2. Guided by the core values of our profession, libraries and library workers ideally base their activities on the goals and aspirations of the communities we serve. Ours is a “people profession”. Whatever our daily tasks center around, whatever jobs we must perform along the way, ultimately our responsibility is to the people we serve, and the community they make up. The Harwood Institute recommends a strategy of “turning outward” to determine what is important to our communities, and then using these findings to build library services aimed at helping community members reach these goals and transform their communities in the ways they have envisioned and hope for.
  3. But we do not do this work in a vacuum. The context libraries operate in is impacted by an almost innumerable set of internal and external factors, and we need to pay close attention to these influences. The work being done by the Center for the Future of Libraries stresses this point, encouraging libraries to extend their view far beyond our four walls, beyond our larger organizations, partnerships and individual service communities. They’re asking us to look towards the larger cultural context we’re operating within, and closely examine the bigger trends that our patrons are experiencing in their general lives, of which the library experience is only a small part. Trend cards – a helpful tool for seeing our services through the lens of emerging cultural trends Read for Later – broadens our view of the context we’re operating within
  4. One of the areas we should be taking notice of outside of the world of libraries and education that is directly impacting our larger context is the emergence of many new business models that are focused on transforming markets and tailoring solutions, products, and services to speak to these newly emerging markets. And the primary way they’re finding to do this is to focus on enhancing customer experience. Innovating around customer service goals is emerging as one of the most effective ways 21st companies are leveraging to expand opportunities within their industries, and this trend is transforming the expectations surrounding customer service relationships in a much larger context.
  5. New business models are emerging
  6. Companies are increasingly looking to grow by moving a significant amount of their resources and effort away from maintaining and defending the business’s core (the existing services and solutions aimed at their existing customers). They are diverting resources towards a second level of service designed to expand that core, offering new to the company solutions to pre-existing markets that are new to the company, and increasingly towards a third level of service aimed at reaching new markets that never existed before with new solutions that have never been seen before. (MCKinsey Framework) At this point the three horizons are generally allocated resources in a 70-20-10 split, but more and more companies are shifting a more significant portion of resources outwards as a way to move towards truly transformative growth that changes not only the organization but the industry itself.
  7. For companies moving in this direction within other industries, it is apparent that a primary way in which this shift is being enacted is through a new focus on innovations in customer service – in fact, a move away from customer service as we traditionally think of it and towards new models based on the enhancement of customer experience.
  8. Recent research has revealed that 75% of the most successful companies in the US identify “improving the customer experience” as a top objective, with one survey measuring 89% as planning to develop their business model in the next few years that centers on customer experience as the primary basis of their competitive strategy.
  9. There are many good things about this and nobody is abandoning this completely. We still need to cultivate successful individual transactions The main difference is setting these individual interactions within a larger context.
  10. Experience based or Transformational Customer Service – fitting in with the transformational business models emerging
  11. This is part of the baseline expectation. CS based on enhanced experience recognizes that customer expectations have been raised by external CS interactions in the context of their daily lives, which have conditioned them (us) to have little patience for CS that does not extend beyond the basics. We need to extend service that meets both the practical and emotional needs of our customers and fulfills (or exceeds!) those needs with as little effort as possible on the part of the customer.
  12. Libraries absolutely have the potential to make this transformation in customer service In fact, there are good number of indications that say libraries are better positioned than many traditional companies to make this leap… if we lay a little groundwork
  13. A more personalized product or service. A closed-loop process. (used product recycled) Asset sharing Usage-based pricing. A more collaborative ecosystem. (reducing resource costs, reducing risk) An agile and adaptive organization. (move away from traditional hierarchical models of decision making – decisions that reflect rapidly changing market needs and allow for real-time adaptation to those needs) Based on my own experiences, most libraries I’ve dealt with score a solid 2/6 on this test. Strictly speaking, this is a fail. HOWEVER, I think there are an additional 3 that many libraries are rapidly improving on, and could reach with a little strategic effort. (The last on, I don’t have an answer for) So I actually think that many libraries are on the path already to readiness for some really transformative change. And looking at ways to beef up these three elements can help get a library closer to the point where they are ready to make that leap with a good degree of confidence in their success potential.
  14. So I actually think that many libraries are on the path already to readiness for some really transformative change. And looking at ways to beef up these three elements can help get a library closer to the point where they are ready to make that leap with a good degree of confidence in their success potential. I think of it as 5 steps a library can take to get ready.
  15. Why perspective – Simon Sinek and his Golden Circle – Start with the reasons why your organization has set these strategic goals – What are the specific values these reflect, etc.
  16. Primary source of input re: needs and expectations: the patrons themselves WE need ways to facilitate meaningful conversations with them – HARWOOD TECHNIQUES are great! Signals this is happening: Feedback and input mechanisms Two way communication across all channels Organizational transparency
  17. Collaboration between departments - introducing differing perspectives into the process As a project manager, this is something I do all the time – create collaborative teams drawn from different parts of the organization and from outside as well It is hard to break free of traditional hierarchies to do this Committee work taken to a new level ID and Define problems - “Your customer has 99 problems… and is so used to them that they don’t know it.” Pete Sena, founder of Digital Surgeons (experience design firm) Gotta have a clear definition of the problem before trying to get to a solution (also PM!)
  18. Removing barriers Internal politics must be navigated Functional vs Project Manager roles defined and reconciled Questions of habitual processes Interpersonal relations Workplace contraints Etc Communication OY VEY
  19. With this kind of thoughtful framework in place, we can get to specific features that characterize innovative, transformative customer service based on experience.
  20. Common threads throughout literature on building towards experience based customer service: Things that are embedded into the overall experience Markers or signals that tell you you’re on the right track
  21. It is about the patron, and that is the message we want to send, we are here for YOU You, personally.
  22. Tech = A big factor in enabling early 21st century CS innovations – in conjuction with other things Innovation occurs at the intersection of “what technology enables and what the marketplace wants” - Stelios Kavadias, The 6 Elements of Truly Transformative Business Models – Harvard Business Review Text, chat, video, mobile, kiosks – phones not so much (but watch your phone tree) Self service opportunities – empowering customers Interfaces that add value – not just shiny things. Real benefits AI as an aid to those assisting the customer
  23. ALL Communication channels are for two-way communication Customers expect responses. Customers expect service via these channels if you offer them (I expect a seat upgrade or a free drink voucher if I tweet a complaint to @jetblue – why wouldn’t I expect an effective response when tweeting @mylibrary???) Responses – quick and helpful Consistent tone – part of developing a customer service culture in the organization DOES NOT MEAN STUFFY AND BORING
  24. If it’s part of what the customer experiences when interacting with the library, it’s worth attention. You can have the best services in the world , but if the bathroom is dirty, the experience is destroyed
  25. If it’s hard, it loses value “Free” has not been enough of an incentive for a long time. It HAS to be easy LOOK FOR PAIN POINTS Where can we reduce friction Where can we take on some of the burden for the customers Where can we integrate new tech or CS approaches to make the experience easier and more pleasant
  26. Anticipate needs Base this on data Avoid pitfalls of assumptions Offer solutions to problems they didn’t know they had (Nest thermostats)
  27. All of these factors indicate a move towards focusing in experience and ultimate, customer success, whatever that means for an individual organization and their community
  28. Using enhanced and innovative approaches to achieving customer success isn’t just the introduction of new services, or making adjustments to the ways libraries offer and maintain the services they already provide. Enacting truly innovative customer service is a way of modifying our existence and redefining our place within the community we serve. And with that kind of transformation, we can change our organizations, our communities, and maybe even the world.