Self-Service Alone Doesn’t Cut it for Customer Service

One thing that is constantly front and center of all discussions pertaining to superior customer experience (CX) is the notion of self-service. It is considered the holy grail of CX, in which customers can conduct their own transactions and inquiries online, instantaneously, without the need for human representatives.

What’s not to like? Customers get service anytime of day or night, and avoid the wait times for live representatives, which sometimes could take hours. About 88% of customers in data compiled by Tidio state they want access to a self-service portal when shopping online. In addition, AI-powered customer self-service is used in some form by 63% of businesses

However, self-service should not be considered the be-all, end-all of the CX space. If anything, it needs to be viewed in context, as part of an overall CX strategy that involves both humans and AI.

That’s the word out of a recent analysis published by Deloitte Digital, which urges a tiered approach to CX. “We can think of this as a pyramid with three layers, which require different approaches and resources,” the report’s authors state.

See also: Deliver Customer Service Autonomously? Hold That Thought

Self-Service Levels Identified

Who needs self-service and nothing else? At the bottom of the pyramid is the largest group of customers – those who are willing and able to shop independently, the Deloitte authors explain. “They need self-service. They want to use the website to search for products themselves, check availability, make purchases and manage returns. They make use of the FAQ section for general questions and the instructional videos for measuring sizes.”

At the next, somewhat smaller level of the pyramid are customers who need more face-to-face communication, the report continues. “They are looking for a semi-automated, half-personal approach. The company serves these customers via a chat function on its website where a chatbot answers basic questions, and if the questions become more complex, a live agent takes over. The retailer also offers phone support for customers who prefer to speak with a representative.”

At the top of the pyramid, the smallest segment, are customers who need or want to deal with live representatives.

Behind all three levels of this CX pyramid are supporting strategies. “This includes the internal processes that need to be shaped, the technology and data that will be used, and the expertise that needs to be developed,” the report’s authors said. In doing so, technologies and services can be identified and appropriately applied. “For example, to offer customers video calls, new software or computers may need to be installed first, employees trained, and dialogue support developed. Establish a process through which employees can report aggression, and can exclude the relevant customers from the option of a video call.”