I had the opportunity to attend Comcast's CX Technology Day at the invitation of Jay Baer and the team at Convince and Convert. CX Day is Comcast's highlighting of what they're working and some of the challenges they've overcome to improve their overall customer experience.
- In their digital transformation, which has been and will continue to be a massive, multi-year process, their biggest gap has been on the process side. The technology hasn't been nearly as much of an issue as getting 60,000 people to follow standard processes.
- Charlie Herrin, Chief CX Officer, had an interesting insight on chatbots.
- Lisa Blackshear, SVP Comms and Digital Media, said that social has become their early warning system, letting them know of issues well before they hit the call center - and that social scales much better than phones.
- Speaking of phones, Tom Karinshak, EVP Customer Service, said that in measuring customer satisfaction using NPS scores, the biggest increase was offering customers a choice other than calling support. Turns out very few people want to talk on the phone - especially if other options work better.
- The most interesting session of the day was on how callbacks to customers are mandatory for all employees - even developers and project managers - to see how their work is received.
They've still got a long way to go; one of the interesting things Jay had to say is that brand reputation is a decade cycle, meaning that it takes a decade of mostly positive experiences to teach a new generation of customers that the reputation of the company from the past isn't its present. My thanks to Jay and the C&C team for inviting me to participate.
FTC Disclosure: Comcast paid for me to attend CX Technology Day. No other compensation was included, and neither Comcast nor Convince & Convert required me to create content about CX Technology Day or provided messaging for the content above and beyond what was presented.
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What follows is an AI-generated transcript. The transcript may contain errors and is not a substitute for watching the video.
In today's episode, I had the opportunity to attend the Comcast, CX technology day at the invitation of Jay Baer and the team at Convince & Convert.
CX state is Comcast sort of event highlighting what they're working on.
And some of the challenges that they're working to overcome to improve their overall customer experience, which, as you know, from two seconds of googling is not great.
And there were five key takeaways I thought were interesting from the day that are more broadly applicable to everyone in all of our businesses, number one, in their digital transformation and trying to adapt to where customers are and where customers want to communicate with them.
The digital transformation has been mostly focused on process.
So there's three parts to digital transformation people process technology, right HJ limits 1964 framework, which we've been listening to consultants talk about for six decades.
And for Comcast, in particular, the biggest gap has been on the process side of a company put together by more than 30 acquisitions and things has enormous challenges making process standardized.
Technology has not been the issue, getting 60,000 people to follow the same playbook, significantly, a tougher challenge.
So I thought that was interesting.
In our own work in digital transformation, in your work at your company, recognizing that process is probably the thing that will be most difficult for a an otherwise, good company.
Pay for a company that's not filled with malevolent actors or completely broken Technology processes the toughest part.
The chief customer experience officer, Charlie Herrin had an interesting insight on Chatbots.
So number two, he said that Chatbots are a bridge technology between old fashioned call centers, and what will eventually be fully automated, at least first level of support for customers using using voice, but driven by AI.
And those are really useful insight because a lot of folks are sort of putting a big stake in the ground on Chatbots and how they're the next thing.
But yet when you look around at our all of our lovely, you know, smartest systems and things that that are on our desks, in our kitchens, on our phones and mobile devices, and you look at where Google's going with things like Burt and its natural language queries.
We really are focused on voice and voice interfaces even to things that have screens.
And so Charlie's point that Chatbots Our bridge technology is sort of a stopgap measure.
I thought it was useful, a useful insight to say like yet don't invest in them, get good at them, use them to train your team on better natural language processing, but don't bet the farm on them.
Because in the next couple of years, they will evolve especially as we get more and more and better and better natural language processing technology.
Number three, Lisa Blackshear, who was the SVP of comms and digital media said that social media for them has really become an early warning system, letting them know have issues before they hit the call center and first your support.
And obviously, because of that social media scales much better than phones.
Comcast says something like 50 million customers, and the social media support team is only about 400 people.
That's a lot of people to manage.
Certainly it's more than the 13 they had a few years ago but It when you consider just how well that system scales.
again for your own company, there are plenty of tools that can help you listen and scale and deliver better service through where customers are.
And if you can build those early warning systems, you can potentially head off much larger issues.
Speaking of phones, the VP of customer service Tom encouraged economic pronouncing his name correctly, said that in measuring customer satisfaction they they measure on NPS scores.
The biggest increase that they saw double digit increases was offering customers a choice other than calling support.
Turns out that not as many people want to talk to phone support, especially if they're going to be on hold for a while.
Are their options do work better.
So when we think about our own companies, and how do we take those all these technologies Chatbots SMS, Facebook Messenger Whatever the the tool is slack is that where our customers want to be? And are we prepared to meet them there? The tough question.And five, the most interesting session of the day I thought was on Callbacks.
So one of the things that they do that's mandatory for all employees, top to bottom is they require them to call back customers, even folks who are not in a, any kind of customer service roles, developers and project managers.
And what was interesting about that was they do that to see to show employees how their work is being received by the marketplace.
If you're a developer and you're working on the x one interface, and you're making change to the changes to the UI.
It's not a bad thing for that person to see.
Oh, this is what people actually think of the thing and getting that feedback directly from the customer.
That is something that way too many companies do not do in any capacity.
And it would be who Companies, particularly a product based company, to have your product developers, your project product and project managers, the people who make the thing, but don't necessarily have to support the thing to to be in that role in that customer service role.
And then that having a conversation with the customer about how the product is working for them, because you get the unvarnished feedback from the customers saying, Yeah, I hate this thing, this thing doesn't do this, let's do this.
And when you have the ability to have 60,000 people reach out and say, Hey, how's it working? How's it going? You're going to get a lot of useful data.
Now, one thing I thought was interesting was that the company doesn't use like 90% of its data above and beyond diagnostics did to know something's wrong.
But there are tremendous opportunities for a company like that and your company to to use even relatively mundane data for things like machine learning and and predictive analytics.
Real simple example.
From from the day, we were talking about the use of their systems and hotel rooms.
If you had a building with 500 of these set top boxes and these these fancy remotes, you can tell usage levels within that building.
If you can tell usage levels, then you can predict future usage levels, which means that for someone who operated a hotel, for example, they could actually use that data to forecast the likelihood of of guests.
Combine that with things like electricity usage, plumbing usage, etc.
And you could build very sophisticated models that could probably reasonably accurately forecast when your volume is going to change that would change your staffing, change your marketing, change your budgets.
And so I think there's a tremendous opportunity for any company that has operational data to turn that data into something more useful than just diagnostics.
Now Comcast itself has got a long way to go.
One of the interesting things that Jay had to say at the start of one of the panels is that brand reputation is a decade long cycle, meaning it takes a full decade of mostly positive experiences to teach a new generation of customers that the way things were that company, the company's past, reputation is not the present.
And 20 seconds in Facebook search or Google search or Twitter search will reveal that there's still a long way to go for, for the team of Comcast, but what we saw they're making the improvements that they need and putting the infrastructure in place to meet customers where they are some reason to be optimistic.
They're my thanks to Jay and the team at Convince & Convert, for inviting me to participate and look forward to other interesting insights into companies, particularly very large ones, and how they operate when they have many, many, many people and many different types of stakeholders to keep up As always leave your questions in the questions in the comments box below.
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