All posts by Danielle Sheerin

A new model for crisis assessment

By | customer experience, customer service, digital transformation, Social Customer Service | No Comments

A couple of months ago a client asked us how his front line customer service agents would be able to spot an issue or a crisis brewing on social media so they could escalate to the comms team appropriately. Not too difficult I thought, we’ve done similar things in the past to help agents identify potential wildfires and we’ve run a whole bunch of training sessions on how to handle social media issues. We’ve even run simulations to help organisations practice their crisis process and response on social media. So we created a simple check-list for agents to sit alongside…

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How do you know if your social customer service is a success?

By | Culture, Social Customer Service, Social Media | No Comments

I was asked the other day how I knew when a social media customer service solution is a success. Of course, any good servicing design should include a measurement and MI framework that can answer this precisely and provide exact insight into how close you are to achieving success and what you need to do next. However, there are some simple ‘litmus test’ clues that I think can show if you have the right approach. 1. Your customers are happy. Sure they will still have issues and complaints and you will never make absolutely everyone happy but when you are getting…

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Does your business have a social customer service mindset?

By | Social Customer Service | No Comments

Many organisations now have an active social media servicing presence but all too often, having set up their servicing it is just left to run by itself. This seems crazy to me and it means that these businesses are missing a huge opportunity – to develop a social customer mindset. You wouldn’t run any other part of your business without a vision or a strategy, so why would your social customer service initiative be any different? If you have launched your social servicing and then just left it to languish, now is the time to take stock. Ask yourself what…

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Embedding ethical business practice

By | Ethical Practice | No Comments

How do big brands embrace ethical business practice? So, last week, on my first day back at work after the Christmas/New Year break, I was sitting on a bus mulling the big stuff (as you do at these times) – ethical business practices. I was thinking about the work we do to encourage businesses to become more adept at meeting customer needs by building: Authenticity, Transparency, Agility and Inclusiveness. I was wondering why sometimes companies try to embrace these principles but fail – or, if they do start to act more like this, why it can feel unsatisfactory – like nothing has…

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{Insert brand name} – where the customer comes first!

By | Ethical Practice, Social Customer Service | No Comments

I believe our newly connected, digital world has created a burning platform for traditional customer experience strategies. Businesses are facing a troublesome double whammy. There’s a newly empowered consumer base, with a loud voice and an unwillingness not to put up with the same old crap. Coupled with this, the rise of disruptive start-ups threatens the heart of our existing business models. Together, this means businesses have to reassess and re-evaluate their idea of the customer just to stay alive. Not convinced? Professor Richard Foster from Yale University estimates that: By 2020, more than three quarters of the S&P 500…

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At your service: 5 key points to help you on your own social customer service journey

By | Ethical Practice, Social Customer Service | No Comments

It’s customer service first and foremost Many businesses assume young people are best placed to deliver social customer service, as they are used to operating on social media and familiar with the technology.  This is a mistake. Supporting and helping customers is a skill in itself, whatever the medium.  It requires sensitivity, maturity and excellent problem-solving skills. Remember, social customer service is still customer service and the people that can deliver this best are your customer service agents. An understanding of social media is vital These agents will also require a firm grounding in social technology.  They will need training…

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A 10 step model for delivering an effective conduct risk culture

By | Conduct Risk, Ethical Practice | No Comments

The conduct risk imperative The FCA’s recent focus on conduct risk marks a significant shift in mindset for most financial organisations. Leaving the term ‘conduct risk’ deliberately undefined, the FCA has been clear that it is up to individual firms to decide what ‘good’ conduct and customer outcomes mean for them. Moreover, the onus is on firms to show that they have done this thinking and modified their business accordingly. There are no set procedures, policies and frameworks to follow; the FCA has said they will assess conduct risk by looking at areas across the firm’s business and behaviour to…

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Digital disruption is the new normal

By | Innovation | No Comments

Businesses have always been disrupted. There has always been the chance that your competitor might develop a new, better, or cheaper product (James Dyson did this with his cyclone vacuum technology and the Dollar Shave Club is currently trying to do this to Gillette with an innovative pricing model). And in recent years we have increasingly seen many instances where some young upstart has come along and created a new technology that fundamentally alters established business models or disintermediates existing brands from their customers (digital content distribution models such as Lovefilm and Amazon Kindle have contributed to the demise of…

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Why conduct risk means big culture change for banks

By | Banking & Finance, Conduct Risk | No Comments

Conduct risk is the latest buzzword in banking. Although there is no standard definition of conduct risk, it is now a regulatory requirement for UK financial services, and it broadly demands that organisations focus on fair customer outcomes and not just shareholder return. It means operating ethically and responsibly and having the customer’s interests at the heart of the business. Conduct risk requires moving beyond a box-ticking approach to operational risk. It requires re-alignment of corporate strategy and to these outcomes. It means ensuring that processes are optimised to deliver them. And it means ensuring that the culture of the…

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