A nuanced generalisation: A human touch for a digital generation

A push towards digital

A lot of recent literature has been devoted to helping managers understand and serve the millennial generation. With a combined global spending power of $2.45 trillion in 2015 this is no surprise [1]. Many assume that this generation of digital natives prefers self-service on digital platforms over human contact points. This approach misses crucial points about the needs of this generation and how a human touch can help meet them.

Millennials are human after all

Millennials are not a strange new consumer group that doesn’t want any human contact. They are in fact rather similar to previous consumer generations in what they want from a company. The difference is that, because they grew up with digital solutions and a multitude of options, their patience with companies that do not meet their needs is in far shorter supply. Because of this, it’s imperative to truly understand what impact you want each touchpoint to have, and then decide whether to go with digital or human.

66% of millennials rely on their parents’ guidance when buying big ticket items like a house or car.

Contradicting figures

The claim that millennials prefer digital self-service over human contact is often backed up with statistics like “42% of people under 35 would rather clean a toilet than call a contact centre” [2] In reality, statistics like this only tell half the story. Other surveys report millennials are not crazy about digital solutions either. In fact, 76% prefer to call or email with a company to solve service issues [3]. How do these conflicting statistics add up?

The medium isn’t the issue, it’s the experience

By focusing too much on the medium, companies are missing the importance of the experience delivered through that medium. Bad customer experiences are poisoning the well. Of those who preferred human contact, 85% cited at least one negative call centre experience in the last year. When millennials turn to social media channels there’s a good chance it’s because calling or emailing didn’t work [3].

Understanding why and when people want human experiences

It’s true that millennials are digital savants, but an important reason they currently prefer digital solutions is because they don’t want to be engaged by “corporate” spokespeople reading from a script. They’re willing and able to find information on their own. However, companies should carefully consider which type of queries people can solve themselves rather than just pushing blanket digital solutions. By thinking that millennials don’t want human touchpoints in a service, you may lose unique opportunities to provide guidance and build valuable relationships.

Where a human touch can add value

When making purchasing decisions, millennials often seek out the opinions of others, crowdsourcing and polling peers. In high stakes decisions or unfamiliar territories, a human touch becomes more important.

Let’s take, for example, car and home buying [4][5]. When making purchasing decisions this big, they turn to their most trusted authority for advice: their parents. 66% of them rely on parental guidance when buying big ticket items like a house or car [6]. This is no surprise, as 80% of millennials trust their parents’ recommendations the most [6].

Support millennials venturing into the unknown

Why is this important? Millennials rely heavily on their parents when venturing into unknown purchasing territory. This is not necessarily due to a lack of confidence, but rather because millennials, having grown up in a time when the answers to any question were at their fingertips, crave certainty. As a car manufacturer or retailer or financial service provider, this represents an important moment where you can approach millennials with advice. The aim is to come across not as a salesman, but as a trusted advisor.

42% of people under 35 would rather clean a toilet than ring a call centre.

Developing trust in financial services

Now is the time for the financial services industry to start building a healthy relationship with millennials. As they begin their professional careers, they’re starting to think about retirement planning and investing. This is the critical moment for banks and financial companies to be proactive in setting up more human touchpoints that will facilitate these important decisions.

Despite a wealth of digital financial tools, millennials are still in need of human advice they can trust. Only 27% seek professional financial advice despite only 24% having basic financial knowledge [7]. This represents a huge opportunity. If banks can develop human interactions where the objective is to advise, not to sell, they can start building valuable relationships. Millennials are ready for it. 60% wish their bank was more like a partner or friend, there on a human level to provide financial advice [8].

Being human where it matters

So why does this matter to your company? Millennial purchasing trends span every sector and are globally relevant [9]. While they may appreciate the ability to access to information quickly digitally, they should also be supported with human touchpoints. By offering access to opinions they respect, a company can support millennials in their decision making. By connecting in a more friendly and flexible fashion, goodwill, trust and loyalty can develop. These qualities are invaluable in today’s market and especially to this consumer generation.

[1] http://www.cnbc.com [2] http://www.sparkresponse.com [3] http://www.mattersight.com [4] http://www.forbes.com [5] https://www.bloomberg.com [6] http://www.targetmarketingmag.com [7] https://www.pwc.com [8] https://www.wealthwizards.com [9] http://www.unibs.it

Read all https://www.liveworkstudio.com/monthly-magazines/a-human-touch-for-a-digital-generation/

Advertisements

Your Brain Can Only Take So Much Focus

The ability to focus is an important driver of excellence. Focused techniques such as to-do lists, timetables, and calendar reminders all help people to stay on task.

Few would argue with that, and even if they did, there is evidence to support the idea that resisting distraction and staying present have benefits: practicing mindfulness for 10 minutes a day, for example, can enhance leadership effectiveness by helping you become more able to regulate your emotions and make sense of past experiences.

Yet as helpful as focus can be, there’s also a downside to focus as it is commonly viewed.The problem is that excessive focus exhausts the focus circuits in your brain. It can drain your energy and make you lose self-control. This energy drain can also make you more impulsive and less helpful. As a result, decisions are poorly thought-out, and you become less collaborative.

Read all: Your Brain Can Only Take So Much Focus

Fjord: Designing a more approachable #government service #servicedesign

Agentur für Arbeit (BA), the German Federal Employment Agency and largest provider of labour market services in Germany, came to Fjord with a simple and straightforward (but at the same time, also challenging and transformative) request: “

We want a new website where everything is accessible within three clicks. The search function needs to just be relevant and better.

That is all.”The original site had more than 20 different pages without a single, unified design approach, a consolidated content strategy, nor a clear wayfinding mechanism. Instead, users were left to fend for themselves in each scenario, often with no idea how to tackle their individual cases – i.e. which documents were needed, where to find the correct forms, how to filter through the information to find what they needed, etc. It was sensory overload without any guidance and a setup that set the audience up for failure.

Source: Designing a more approachable government service | Fjord

After all those years Businesses unclear which team should own customer experience #digital #cx

Chief marketing officers and other C-suite executives are unclear who should be in charge of the customer experience.

This confusion is a key challenge for 30% of the UK and US marketers, CEOs and chief customer officers surveyed by software company Calabrio, which is having a significant impact on the experiences these businesses deliver.

In the UK, for example, less than a third (30%) believe customer experience across all their channels is anything more than ‘satisfactory’.

This data reflects the latest KPMG Nunwood US Customer Experience Excellence report, which finds UK brands are lagging 6% behind their US counterparts in the customer experience stakes.

Read more: Businesses unclear which team should own customer experience

Improve your strategy setting process by something more dynamic and agile: Always-On Strategy

Always on2 fredzimny.wordpress.com500

Leading companies are improving upon their traditional strategy-setting processes by adding something much more dynamic and agile—we call it always-on strategy.

Read more at the Source: Always-On Strategy