“eAlicia is the 1st global platform in Customer Experience”

Pedro Barcelo presents eAlicia Internacional in La Vanguardia
Pedro Barcelo presents eAlicia Internacional in La Vanguardia

Pedro Barceló, CEO of the MST Holding Group, presents international eAlicia in the La Vanguardia edition of January 28, 2020

Here you can consult the full interview:

eAlicia is a management platform that evaluates and controls the overall quality of your business facilitating decision making. It allows you to have a 360º vision measuring the satisfaction of your customers and the quality of your services / products anywhere in the world. eAlicia has been helping companies improve the quality of their services for 8 years, adapting to change and constantly evolving, becoming the official tool of the “Chosen Customer Service of the Year” contest.

Could you explain how the application has evolved in recent years?

eAlicia is constantly changing to make it more manageable and have a global vision of the business. Thanks to the daily feedback we have with our customers, we can adapt the tool to the real needs of users and consumers. For example, this year, changing the design and usability of the website has been our priority and today, it is already a reality.

The new platform design is closer and adapted to the digital world. As well as the changes in the website that will allow visitors to move more easily through the Home and obtain information as clearly as possible.

We have seen that you have changed the slogan of eAlicia. Why?

We believe that “Measure to continue growing” refers to what we really want to convey. Any company in the world needs to have controlled the experience that their clients are having in any continent. If you are not able to detect where you are failing, you will not be able to please your customers and they will stop consuming your product.

The slogan of the new website, “Measure to continue growing”, tries to convince users and future customers the need to measure the quality of service in their companies to continue growing. With eAlicia you measure the quality you give as your customers perceive anywhere in the world and in real time.

What are the keys for eAlicia to remain positioned as one of the leading platforms in Quality Management and Customer Experience?

The keys are the combination of technological innovation, one of our strengths, and our expertise in quality of customer service and customer experience along with our broad customer base.

With this combination, eAlicia helps to improve the customer experience that has become a key point for the improvement of our customers’ business. Companies are transforming into a Customer Centric strategy and from MST we are helping them to this transformation driven by eAlicia.

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The Customer Experience: fashion or obligation?

The Customer Experience: fashion or obligation Today we want to highlight the innate potential that we have in organizations to serve our clients in an exceptional way: the innate Customer Experience

Some experts already point out that, in order to improve the customer experience, it is not only necessary to reduce the distance between the client’s expectations and what he actually receives, but his emotion must be managed. To this end, sophisticated systems for capturing these signals (changes in the skin, micro facial expressions …) are being investigated in the most objective way possible that they are also practical, economical and easy to use.

  • People are equipped with innate and learned skills for managing emotions in a simple and economical way

That is, we are social beings and therefore we are equipped with the necessary skills to interpret and manage the emotions of others and our own. It is a matter of survival. For example, a baby who begins to walk but stumbles and falls to the ground, the first thing he does is not cry, but look at his mother / father. If the caregiver makes a scary face, the baby will cry. If the caregiver is calm and faces acceptance because the fall is part of the learning process, the baby will know that he has to get up again and keep trying. They learn to react based on the emotional response of their environment.

Therefore, this is what our customers expect. When there is something that does not work and they react with anger, pasotism, apathy, there must be a survival response. That is, a change.

However, according to a study in the US, customers are lost by:

  • 1% because they die
  • 2% because they move
  • 4% because they leave with the seller
  • 11% for the price and other associated costs
  • 14% for dissatisfaction with the product / service
  • 68% due to the attitude of indifference of a company representative.

Why can’t we look at our clients and know what emotion they are having? Why don’t we know how to react to properly manage that emotion and achieve the goal of satisfying it?

Since customer service has professionalized, companies have insisted on controlling and measuring everything.

Do you have specialized techniques to have a higher level of Customer Experience?

In Consulting C3 we offer audits and consultancies of Customer Experience.

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How to make your client the protagonist

The client must always be the protagonist of your company: Do you do what is necessary to make it so?

Most companies say their customer is the number one priority. But is it really like that? In this post we give you the keys to make your client the protagonist of your company through the following questions:

Processes:

  • Do we have the client integrated in all the processes of our company?
  • Do we have it integrated into the decision and strategy processes of the different areas?
  • Do we have it at least integrated into some mechanism that collects your feedback in real time?
  • Is there a possibility that a change in the needs of your customers will affect a modification of your product or service or improve a process quickly?

Implication:

  • Can the entire organization respond positively to these questions or only some areas of the company?
  • The rest of the company, where is it oriented? To the product, to the intuitions of the partners, to the technology, to the benefits …
  • Do we have internal boycotts to really focus on the customer?
  • Is the leadership dome rather conservative and promotes and is involved in that helm turn?
  • Is there any figure that directs this change and leads the incorporation of the client in the new processes?
  • Do we have a company accustomed to constant change efficiently?

Feedback:

  • The client is asked about his experiences, what he thinks not only of a product but of how the service offered, the processes, the solutions offered are organized?
  • Is the customer asked about their expectations?

Employees:

  • Is the suggestions for improvement of the workers themselves taken into account?
  • Are workers themselves properly incentivized as the main points of contact with customers?

It is not easy to make a helm turn when your organization is oriented, organized and structured towards other foci that are not “the customer”. It has not always been necessary. But today it is essential.

How to do it?

  1. Social networks help us integrate customer opinion into our processes. Use them to value the positive and improve the least positive.
  2. Do not be afraid of complaints, you just have to do what customers ask us to shout, value how to do it strategically.
  3. Recalculate your costs and reorient the actions based on customer feedback and employee suggestions.
  4. You must be original to fit the puzzle until the gear shift works perfectly.
  5. Use tools that facilitate the work and handling of millions of data to obtain conclusive results.
  6. Take small actions that substantially improve the customer experience, according to your own requests.

What strategy do you use to involve your employees in putting the customer at the center?

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Four frequent mistakes when using assertiveness in customer service

Assertiveness in customer service is one of the basic tools, especially in situations of conflict, complaints, incidents or claims

Every Thursday we bring you advice related to the world of Contact Center and Customer Service. Today we will see what are the main errors of managing conflict situations in a call.

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The most frequent errors are:

Convince the client that he is not right. Enter into discussions, get on the same level as the interlocutor regarding bad language.

  • Instead, you must listen more than talk. We should not take the client’s anger as personal. We have to adopt a professional attitude.

Use a telephone communication full of ambiguities and without concretions.

  • To avoid this, you must achieve effective communication. Ask specific, concise and clear questions that have concrete answers and are simple for the client. You should also avoid abstract concepts. It is better to talk about concrete examples according to the information that the client gives you or with examples of other cases in similar situations.

Demonstrate superiority through aggressive language and expressiveness.

  • It is more effective to convey security, sincerity and tranquility. If all the conversation insists on these principles, the client will tend to imitate this behavior.

Disregard the opinion or knowledge of the client.

  • Many times we already know that the customer is not right. The mission of the telephone manager is to provide fair information so that the client can tell and offer an alternative solution.

Just as managers must be assertive, customers can also be assertive.

One of the basic tools of telephone communication is assertiveness.

We say that a person is assertive when:

Express opinions

Translated into the language of customer service we can say that we must respect the opinions of our client. Take into account that the client has information about his case and some acquaintances. We can have information on many cases similar to those of the client. This information can be expressed assertively.

Defend your own rights freely,

The customer who claims his service or product rights when he has paid for it is in his right. Only 1% of customers claim their rights, so we must make it an opportunity to offer a solution and build loyalty.

It does not allow others to take advantage of it.

If the client feels cheated, he becomes angry and stops being a client. It is your right. In order to maintain effective communication you must strive to be clear, concrete and concise to clear up confusion. Providing adequate information focused on the client’s objectives helps build trust.

It is considered with the feelings and opinions of others.

Since telephone communication is a two-way channel, assertiveness makes it possible to transmit an appropriate way to treat the interlocutor. As specialists in effective communication you must master this mechanism. It is about arguing calmly about the facts and neglecting the assumptions.

Every Thursday we will have a new tip in our blog.

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Let’s snack today thanks to Donuts!

Last Wednesday, November 20, Donuts gave us a very special gift: A great snack!

As you all know or have you ever tried, Bimbo group gave us a pleasant surprise by giving us Donuts for all the workers. All employees had a Donut thanks to Bakery Donuts Iberia.

«According to studies by the brand itself, 99’7% of Spaniards know Donuts®, a renowned brand that remains iconic generation after generation.» So if you are of that 0.3% look at the faces of happiness that Donuts generated ® with its wonderful donuts.

The origin

The creator of a new donut concept, the Donuts® was the businessman Andreu Costafreda, son of a family of bakers. After a trip to the United States in 1961, he discovered machines that allowed to easily produce new varieties of donuts.
A year later, Mr. Costafreda reaches an agreement with the Americans to manufacture these new donuts in Spain using the aforementioned machines. However, the project was truncated by the restrictive policy of the time, which prevented importing flour from the United States, since the quality of the existing Spanish flour did not allow using machines or making donuts.

However, the tenacity of this entrepreneur led him in just five months, to create a new formula with various types of flour and ensure the optimum quality of the raw material to manufacture a new product. Donuts® are born, a brand that was registered in Spain in 1962. After more than 50 years and, despite the many attempts of competing brands as well as cooks and consumers in cooking blogs, nobody has yet managed to match their flavor and texture. Only Donuts® taste like Donuts®, a unique and inimitable formula that has conquered millions of consumers. And in Spain more than 250 million Donuts® are consumed every year, which represents 8 Donuts® every second!

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