Best and worst of phone self-service design, 2009
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| Tag | 1 | 2 | Value |
|---|---|---|---|
| LDR | 00000nam a22000004b 4500 | ||
| 001 | MAP20090104747 | ||
| 003 | MAP | ||
| 005 | 20191202111854.0 | ||
| 008 | 090428s2009 usa|||| ||| ||eng d | ||
| 040 | $aMAP$bspa$dMAP | ||
| 084 | $a217 | ||
| 245 | 0 | 0 | $aBest and worst of phone self-service design, 2009$cby Adele Sage... [et al.] |
| 260 | $aCambridge$bForrester Research$c2009 | ||
| 490 | 1 | $aFor Customer experience professionals | |
| 520 | $aForrester applied its IVR Review methodology to the phone self-service experiences at 16 US firms, four each of the largest auto insurers, discount retailers, footwear manufacturers, and online travel agencies. Among the generally weak phone self-service experiences, Nike earned the only passing overall score. As a group, the auto insurers outperformed the other industries, but the last-place industry, discount retailers, lagged the top performers by only two points. Despite the many flaws, we also uncovered several best practices, such as Orbitzs anticipation of customer needs, 21st Century Insurances clear menu options, and Nikes helpful presentation of information. To improve phone self-service experiences, firms shouldevaluate their own IVRs, take advantage of the right applications to manage customer service costs, and design their IVR experiences with other channels in mind | ||
| 650 | 1 | $0MAPA20080610326$aDistribución de seguros | |
| 650 | 1 | $0MAPA20080609542$aCanales de distribución | |
| 650 | 1 | $0MAPA20080602406$aMarketing estratégico | |
| 650 | 1 | $0MAPA20080593483$aServicio al cliente | |
| 650 | 1 | $0MAPA20080589189$aAtención al cliente | |
| 650 | $0MAPA20190001328$aMárketing de la empresa de seguros | ||
| 700 | 1 | $0MAPA20090013513$aSage, Adele | |
| 710 | 2 | $0MAPA20080436582$aForrester | |
| 830 | 0 | $0MAPA20080528355$aFor Customer experience professionals |