It was gratifying for me to see the Salesforce announcement about the latest iteration of its SMB service desk product, Desk.com because it is so in-line with my thinking as well as my book, Solve for the Customer (I know, it’s a shameless plug). While I happily acknowledge that I advise the company from time to time, there is no causal relationship between the book and product, but sometimes, correlation is just fine. This is one of those times when correlation yields validation in both directions.
Of course there’s a press release and you can find it at Salesforce.com because it is not my intention to regurgitate it here. I prefer to focus on one new function that draws my interest and shows the parallels I mentioned, Desk.com Customer Health Monitor. Billed as a category-first among service providers, the monitor does what I’ve been advocating with minor exceptions. It tracks metrics about customers that a vendor thinks are important and reports on them thus providing alerts that help to prevent churn or attrition.
FYI, Zuora, another company I advise recently bought FrontLeaf to do much the same from a different angle. This idea is gaining traction.
This approach amounts to managing by exception. A small company can’t afford the labor or even subscribe to the systems involved in constant customer outreach and this tactic focuses on what evidence shows are customers that need an intervention, perhaps by a customer success manager. All good.
Now for some nits that need to be worked out—not in the product but methodologically. The big, and for many, hidden issue is knowing what you don’t know i.e. how does a business know what things to measure? An obvious example in the press release is what happens when a customer calls support twice in a month. Is this a sign of trouble or frustration and possibly a churn signal? It could be and the point of an alert is to call for further investigation, which leads to interrogating other metrics to triangulate the situation.
For example, new customers getting up to speed will likely call in more than established customers so it’s best to correlate frequency with other factors like seniority and possibly also products in use—did the customer just install the latest upgrade?
There are many iterations of all this and the simple point is that any company will first want to identify all of the situations that need monitoring and develop accurate metrics for them. I call the situations Moments of Truth, things that both vendor and customer care about and that must be addressed, moments of truth. So we must know our moments of truth before the rest of this makes sense.
We can safely assume we know some of our Moments of Truth but that’s no longer enough. We need to know all of them or we’ll be missing things we can help with and that’s bad because successfully negotiated Moments of Truth lead to bonding which leads to customer advocacy. We really can’t have too much bonding so we need processes that find all of the Moments of Truth and instruments them via tools like the health monitor.
Discovering Moments of Truth is likely a task for a future product release and probably other products like community and analytics. Using our brains to find the low hanging fruit will do just fine for now but suffice it to say there’s more to be done.
(Cross-posted @ Beagle Research Group)