by Elizabeth Hines | Apr 17, 2019 | Blog, Marketing, Marketing Automation
Chatbots are a must-have lead generation and customer service tool for supply chain businesses in 2019.
The newest generation of B2B buyers is increasingly dominating the two-way conversation between marketers and buyers. They prefer to gather purchasing information on their own — overwhelmingly via online searches, vendor websites, and peers and colleagues — rather than talking to sales representatives. They are unsubscribing from marketing emails at alarming rates, citing over-communication as the number-one reason why. And they are using messaging platforms to speak directly with brands when they have questions or problems.
At the same time, buyers are demanding more personalized communications, faster response times, and an improved, cohesive user experience on all of a vendor’s digital channels.
All these factors are driving the growing popularity of chatbots as a lead generation and customer service tool. But, at Fronetics, we think it’s time to stop viewing them as a trendy communication mechanism and more as a necessary part of a supply chain operation’s marketing strategy.
Chatbot applications for the supply chain
I’ve written before about the impressive implications that automation has for supply chain marketing & sales efforts. (HubSpot reports that businesses using marketing automation receive a 451% increase in qualified leads.) At Fronetics, we’re seeing chatbots as one of the most successful and easy-to-implement marketing automation tools in the current marketplace.
Chatbots are relatively inexpensive, inherently low-maintenance, and surprisingly user-friendly — to both the buyers interacting with them and the vendors setting them up. They help website visitors find the information they need quickly, while gathering user data that is useful in marketing and sales efforts, all without taxing human resources. In fact, Chatbots Life reports that businesses can save up to 30% of costs associated with servicing customer requests by using a chatbot.
Millennials, in particular, appreciate the quick, easy, and unobtrusive communication option that chatbots offer. And, as we all know, this generation comprises an increasing percentage of the B2B purchasing landscape. In a crowded marketplace, vendors that offer a pleasing user experience will have the competitive edge when it comes to winning business and growing a base of loyal customers.
A real-life example
We are recommending chatbots to clients because we have seen firsthand how effective they can be. I’ll give you an example from our own experience at Fronetics.
We recently implemented a chatbot on our website that we synced with my calendar, allowing users to schedule a time to speak with me about our services. I am not exaggerating when I say that within 24 hours, we had a lead come through the bot. I spoke with that lead at the time he scheduled, the next morning, and delivered a proposal to him the next day.
Chatbots are here — in a big way. If you’re not using one, your competitors certainly are (or will be soon). Having a chat mechanism on your website will soon be the difference between winning more business and missing out… if it’s not already.
This post originally appeared on EBN Online.
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by Fronetics | Apr 24, 2018 | Blog, Content Marketing, Customer Service, Logistics, Marketing, Strategy, Supply Chain
While automation technology can streamline many processes and functions, customer-service automation can sometimes backfire and lose you business.
We’ve talked a lot recently about implementing automation technology into your sales and marketing operations. It can be a great tool for saving time and money while increasing your communication and customization with prospects and leads.
But a recent Harvard Business Review article by Ryan W. Buell, Professor at Harvard Business School, reminds us that the benefits of automation “aren’t universally rosy,” particularly when it comes to customer service. Here’s why customer-service automation isn’t always the best answer.
Your brand is at stake
People like technology when it works. But they can be unforgiving when it doesn’t. Customer service is the part of your business that is most likely to cause lasting damage to your reputation when automation fails.
Any point of contact between your company and your customers is part of customer service. Outbound emails, chatbots, automatic order confirmations, and interactive voice response (call trees) are all part of the customer experience. If any one of them disappoints, you’ve given customers a reason to think twice before doing business with you again.
Solving problems is more important than saving time
People want technology to make life easier and ordinary tasks faster. That’s why digital boarding passes, on-demand ride services like Uber and Lyft, and electronic payment systems like Venmo are “good” technology. With simple interfaces and a specific purpose, they make it easier to accomplish something that would take longer to do without them. People perceive companies that offer these services as innovative, helpful, and even indispensable.
If, on the other hand, “an action would be seen as annoying when performed by a person, chances are it will be annoying when performed by technology,” according to Buell.
Call trees are the most egregious example of bad automation, especially when callers are forced to listen to product pitches or survey requests before they can talk to someone who can solve their problem. “The best uses of technology are likely to make customers and employees feel more, rather than less, valuable to your organization,” says Buell.
No one wants to talk to a machine
Humans are emotional and social beings. Buell suggests “an instantaneous connection to a gracious and well-informed human should be a short stroll, click, or tap away.”
Machines are information deliverers, not problem solvers. They can’t deal with ambiguity or non-conforming situations. As they get smarter and more connected, they can fool you into believing they’re thinking when, really, they’re just processing inputs and responding based on rules. That’s not the same as hearing, caring and reacting with empathy. And that’s why great customer service should always include easy access to a human being.
When electronic service isn’t responsive, it can make your customers’ problems worse, not better. Tasks that require creativity or are unique to individual circumstances don’t lend themselves to automation.
Don’t let technology take center stage
Technology should be invisible to as great an extent as possible. When servers and cashiers are slaves to tablets and POS systems, they’re not making eye contact and talking to customers. When callers are asked to repeat the same account information while navigating from one department to another, they get justifiably irritated, which puts your call center agents on the defensive before they’ve even said a word. Automated services that are difficult to use or don’t lead to the right outcomes are more annoying than satisfying.
Experts at TechTarget offer the following advice to keep service technology in the background where it belongs:
- Unify management of different customer service channels whenever possible to provide consistent service.
- Integrate customer data so callers don’t have to repeat the same information over and over.
- Integrate business processes across departments to create logical hand-offs and a path to solving customer problems.
- Make it easy to reach a human at any time!
- Make sure humans test and update automated services on a regular basis.
If you’re looking at customer-service automation as a way to improve productivity, don’t make the mistake of prioritizing cost savings over customer satisfaction. Never underestimate the value of human connections for both employees and customers.
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by Jennifer Hart Yim | Oct 12, 2017 | Blog, Data/Analytics, Logistics, Strategy, Supply Chain
Shippers should be tracking these last-mile metrics to drive down the high cost of last-mile logistics.
This post comes to us from Adam Robinson of Cerasis, a top freight logistics company and truckload freight broker.
Using technology to improve last-mile metrics is essential to driving last-mile costs down, but how do shippers know if the technology is helping or hurting? The answer to this question lies in using last-mile metrics to track key performance indicators and target levels of service to ensure accountability, visibility and continued reduction of costs in last-mile delivery.
A recent survey of customer service experiences, reports DC Velocity, revealed many retailers feel current technologies do not address their customer service needs, and as few as 3 percent of retailers cite full support as part of their current systems. Unfortunately, history teaches shippers that reducing costs means cutting customer service, but integrating customer service data into delivery operations and transportation systems is key to increasing a brand’s value. In fact, 72 percent of survey respondents believe it is very important to improve access to data for in-transit shipments, which includes last-mile delivery. Essentially, shippers need to track these 11 metrics.
1. On-Time Deliveries Are King of Last-Mile Metrics
The number of on-time felt or late deliveries are more important than any other metric tracked in last-mile logistics. These metrics provide a quick yes or no analysis of the effectiveness of your last-mile logistics strategy.
2. Fuel Consumption Rates
Last-mile metrics involving fuel consumption rates can vary and depend on the preference of the company, but how fuel consumption rates are calculated can greatly influence whether a driver is saving or wasting fuel.
For example, overall fuel consumption costs may be lower, but interval-based fuel consumption rates could show consistent, stopping and starting patterns that do not coincide with existing routes and drive up fuel costs. As a result, fuel consumption rates should be calculated by averaging the total fuel costs per driver, all drivers, per delivery vehicle and per route.
3. Last-Mile Vehicle Capacity Used Versus Available
Last-mile logistics should also consider the capacity utilized against the available capacity in all last-mile delivery vans. This metric is calculated by dividing the available capacity by the total capacity. Excess available capacity rates allude to poor loading procedures or the need to consolidate routes. The same calculation is used to calculate capacity used, dividing the capacity used by total capacity.
4. Planned Versus Actual Mileage
Planned versus actual mileage last-mile metrics are calculated by dividing the actual mileage per vehicle, driver, or route by its own planned mileage. Higher actual mileage rates reveal problems with route planning or unforeseen detours to route schedules.
5. Driver Hours In-Motion and Stationary
In-motion and stationary driving hours are expenses in last-mile logistics, and, unless your company employs a fully autonomous and drone-assisted delivery network, stops are necessary. However, the amount of stops and hours of both in-motion and stationary position can help measure performance of drivers. Excess stationary hours or excess in-motion hours are calculated by dividing the total amount of time drivers spend on a route by the number of hours in motion and the number of hours stationary.
6. Cost Per Item, Per Mile, and Per Vehicle
Last-mile metrics should track the cost per item, per mile, and vehicle associated with a specific route and the company as a whole. As a result, shippers should average the total costs per item for a given route and for the company’s shipments over a set period. The same average process should apply to both mile and per vehicle metrics, too.
7. Number of Stops
Last-mile logistics and metrics should also track the number of stops per vehicle. This is important to monitoring fuel costs, but it can also allude to poor route optimization practices. In other words, vehicles with a high number of stops should be reevaluated for ways to improve route schedules.
8. Average Service Time
The average service time metric can be complicated because it involves different data to calculate, depending on the source of an order. Most commonly, it is calculated by dividing the total service time at the store by the total number of deliveries. In other words, what is the average amount of time spent per order between the store, the warehouse, and other pre-shipping processes?
9. Customer Complaints
The need to manage customer service and address customer complaints leads to another metric in last-mile logistics, reports Talking Points With Adrian Gonzalez. What is the total number of customer complaints, and how do they stack up against the total number of deliveries? This metric is calculated by dividing the total number of deliveries by the total number of complaints received.
10. Order Accuracy
Order accuracy is calculated by comparing the known inaccuracies of orders against all shipped orders. Since some consumers may never report inaccurate orders, it is difficult to track a specific order inaccuracy metric. Instead, shippers should track order accuracy rates by dividing the total number of shipped orders by the number of orders not subject to customer service disputes, calls or complaints.
11. Damage Claims
A final last-mile metric to track is also about problems with orders: damage claims. Shippers should track the number of incoming damage claims against the total number of shipments. This is calculated by dividing the number of damaged claims by the total number of shipments. The resulting value is the percentage of damage claims in decimal form.
Using Metrics, Shippers Can Improve Last-Mile Logistics
Metrics allow shippers to understand the ins and outs of last-mile logistics, and metrics provide a means of measuring the performance of last-mile logistics plans against actual processes and their associated costs. As a result, shippers can make changes to their operations to improve last-mile services through last-mile metrics, and knowing more about last-mile needs is key to providing more than just the standard last-mile delivery options.
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by Jennifer Hart Yim | Jul 13, 2017 | Blog, Customer Service, Manufacturing & Distribution, Strategy, Supply Chain
Manufacturers who listen and focus on customer experience and service will win in the battle to increase revenue and company size.
This post comes to us from Kevin Jessop of Cerasis, a top freight logistics company and truckload freight broker.
Manufacturers have always struggled to know their customers. But, modern businesses have grown to encompass an omnichannel sales opportunity. Customers can place orders online, by phone, in person and in nearly any other means desirable. Unfortunately, this means manufacturers face an even greater challenge, as more customers translate into greater use of customer service.
In addition, customers are continuing to demand lower prices and free shipping. But, our predictions’ post noted how manufacturers are having trouble with transforming customer input into responsiveness and enhancements to the customer experience. Those who do achieve this feat can realize significant increases in revenue and high returns. But, how do manufacturers turn their focus to the customer experience?
1. Determine What Customers Want Today.
Modern technologies can give manufacturers real-time insight into the ways products are moving in retail and online environments. But, patterns today do not necessarily reflect the needs for tomorrow. As a result, manufacturers must be wary of overproduction and focus on providing the products customers want now, not tomorrow. In other words, manufacturers need analytics from point-of-sale systems, transportation metrics and more. Furthermore, companies must extend the buying cycle to get as much information as possible from consumers.
2. Lengthen the Buying Cycle Through Interaction.
Remember the catch-phrase, “Do you want fries with that?” Well, that concept holds true in the supply chain and for manufacturers alike. Consumers may not always go for what you are offering, but they want you to offer more than you have. Essentially, this creates a stronger level of customer service, and it can turn into additional purchases. More importantly, it gives manufacturers a chance to find out more about what the customer wants.
For example, a customer is a shoe store may purchase shoes, but if offered a new brand of socks, he or she refuses. During the ensuing conversation, the representative finds out that the socks have gathered a bad reputation on social media.
While this example is a bit extreme, it highlights how a longer buying cycle can translate into insights for manufacturers. In addition, a longer buying cycle naturally improves the company’s reputation.
3. Partner With Appropriate Businesses.
Businesses are often grouped into a broad category of competitors, but businesses can work to help manufacturers become more responsive to their consumers. This can include offering like products in package deals, compiling changes in like demographics or sharing information to reduce costs across the scope of both companies’ transportation networks. In fact, manufacturers can collaborate with third-party logistics providers (3PLs), like Cerasis, to realize the benefits of collaboration and taking advantage of business-to-business (B2B) sales through integration of systems, explains Louis Columbus of Supply Chain 24/7.
Essentially, every interaction with another business increases the possible customer base by both the number of employees in the new business and the number of customers working with that specific business. As you go through the chain of business, the opportunity for enhancing customer experiences grows.
4. Take Extra Care of B2B Partners.
B2B sales are more fickle than business-to-customer sales. According to a Gallup study, reports Chief Executive, more than 70 percent of B2B companies are facing setbacks and decreases among their B2B partners because of lacking customer engagement. Since B2B sales often take place behind the public’s perception of the economy, it is important that manufacturers work to create engaging relationships through content-driven, digital experiences. This can include videos demonstrating how products work, informative blog posts that provide something free and helpful to customers and beyond. Of course, the same concept of using digital technology to engage customers can be applied to B2C sales channels as well.
5. Be There for Customers After the Sale.
We have all experienced that disheartening feeling when calling customer service and getting lost or frustrated with the lack of service offered. Manufacturers need to be present to their customers after the sale because the level of customer service provided will be shared widely on social media. More importantly, poor customer service or inability to help customers with product issues or questions will gain a huge following much faster than a positive comment.
For example, manufacturers could send out emails for high-tech products that will require updates, or they may create online video banks to teach customers how to use the products easily. The opportunity for creativity in engaging current and future customers is only limited by your imagination!
Listening to What Customers Say is the Key to a Positive Customer Experience.
These steps go back to one thing, listening. Your company should listen to what internet-connected devices are saying about customers. You should listen to what your B2B partners are saying about your products and customers. Listen to what stakeholders, employees and B2C customers are saying. If you take the time to listen, you can meet the growing expectations of a modern customer base that wants a higher level of service than past generations. Ultimately, manufacturers who do listen and focus on customer experience and service will win in the battle to increase revenue and company size.
This post originally appeared on Cerasis’ blog.
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by Fronetics | Jun 8, 2017 | Blog, Content Marketing, Marketing, Social Media
Word of mouth happens organically, but these three tips will help your business get the most out of this kind of recommendation.
For as long as I can remember, I’ve been relying on friends and family for recommendations on everything from cars to coffee makers. The oldest — and perhaps the most effective — form of marketing is word of mouth (WOM). Today it’s easier than ever to research opinions on products and services through social media and review sites.
Buyers are no different. They value the opinions of peers and colleagues. In fact, B2B buyers rank it among their top three resources for information. And, in general, 82% of Americans seek recommendations when making a purchase of any kind.
It makes sense: User reviews offer an unbiased, credible experience regarding a company’s products or services. So potential customers do not have to rely exclusively on information the organization provides. What’s more, reviewers often share more than just opinions; they frequently include related tips or good-to-knows, which offer extra value for the reader.
You know buyers are out there talking about your company, so make their chatter work for you. Here are three tips to turn word-of-mouth marketing into leads.
3 ways to make word of mouth work for you
1. Identify target influencers
More and more consumers are turning to third-party reviews over brand messaging. In fact, data from MuseFind shows that 92% of consumers trust an influencer more than an advertisement or traditional celebrity endorsement.
Influencers have established credibility with their followers and the ability to sway opinions. By identifying key influencers in your sector or industry, you can begin to foster a partnership and help drive the messaging about your brand and products. Influencer marketing drives brand awareness and builds relationships with your target audience.
2. Talk about the exceptional
Social media has allowed word-of-mouth referrals to go one step further. With digital reviews, companies have a new responsibility to respond to customer comments, both good and bad. This creates an opportunity to demonstrate exceptional customer service.
Be available, be responsive, and be attentive to customers who leave comments on social media and third-party review sites. This will create a loyalty that translates into customers that care deeply about your product and are much more likely to share with their peers and coworkers. It also allows users checking your social media or third-party review sites to witness your exceptional customer service firsthand.
3. Make reviews easy
The easiest way to get people talking about your company is to give them the opportunity to do so. Seek out customer reviews on specific products or processes and share them far and wide.
One unique way of capturing this information is using a platform like Yotpo. By directly sending customers an email with a built-in review form, this company is able to collect quality feedback in the form of customer reviews or user-uploaded images. These credible experiences can be shared as a marketing tool on your website, social media platforms, and elsewhere.
B2B marketers need to be thinking about the power of word-of-mouth recommendations. There is no shortage of thoughts and opinions being shared online, so use these opportunities to your advantage.
Have some good ideas on how to utilize word-of-mouth recommendations and customer reviews? We’d love to hear them!
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