Customer Self Services
Customer Self Services (CSS), in German customer self- service (KSB), are services that can be used independently by customers and interested parties via interactive media (e.g. Internet, call centers and mobile services ), i.e. in self-service and independent of time.
They increase the transparency and efficiency of the business relationship by integrating the customer into the creation of the process. The applications can be divided into (1) simple information systems that can be used anonymously and (2) interaction and transaction systems that require registration.
Differentiation from similar terms
The abbreviation from Customer Self Services to “CSS” is problematic. It leads to frequent misinterpretations and is mostly confused with " Cascading Style Sheets ".
If the employees of a company can enter their data (e.g. addresses, vacations) into a system and edit them themselves, this is called Employee Self Service (ESS).
potential
A trend towards self-service can be observed in many areas, for example in financial services, telecommunications providers, retail, system catering, insurance, health insurance companies and energy suppliers . Personal support (full service) is supplemented and partially replaced by self-service offers. Self-service is accepted by customers because it satisfies existing needs for constant availability, time saving, anonymity, easy handling and independence.
In some cases, customers are taking on a growing share of traditional customer service, for example they update their contact information and manage their billing data. By integrating the customer into the business process (customer integration), the role of the previously passive customer is transformed into an active partner.
aims
Customer self-services should serve to give the customer an advantage over traditional serviced services, because then they are best accepted. However, some companies focus on increasing profitability and reducing costs. Comparable CRM projects paid off after an average of two to four years ( return on investment ). Savings result in particular in the area of processing costs and data integration.
Further goals are the quantitative (constant accessibility and availability) and qualitative improvement of customer service. By relieving the burden of routine tasks, the account managers have more time for personal advisory services.
Success factors
Not all customer groups are equally interested in using customer self-services. In the analysis phase, the appropriate groups should be found and described. In order to convince customers of CSS, specific added value should be offered and needs taken into account. The usefulness and added value should be credibly presented and documented. It should be taken into account that the requirements of a customer change with the customer life cycle.
Current studies show that with the increasing spread of customer self-services, they themselves are becoming a success factor. In Anglo-American countries in particular, a clear majority already expects a better shopping experience through customer self-services or, preferably, providers and stores that offer them.
See also
Individual evidence
- ↑ Self-service Technology Adoption: An Analysis of Customer to Technology Interactions. October 5, 2016, accessed November 22, 2018 .
- ↑ The rise of self-service as an integral part of the customer experience. October 11, 2018, accessed November 22, 2018 .
literature
- Bauer, Katja: Development and introduction of customer self-services for business customers using the example of the energy supplier EnBW AG , diploma thesis in the Electronic Business ( IEB ) course at the Berlin University of the Arts , July 8, 2005.
- Shahid Iqbal, Muhammad: Impact of self-service technology (SST) service quality on customer loyalty and behavioral intention: The mediating role of customer satisfaction , Cogent Business & Management Journal, Volume 5 2018, February 4, 2018.