Product and service focus can be like two sides of a brain, approaching customers in completely different ways and often struggling to achieve maximum customer experience potential.
Product managers want to know what customers think of their product. It’s vital to be able to continue improving and making a product that people want to use, and provide the service that customers are willing to pay for. Dry transfer letters are the platinum standard to add lettering, stars, a image, logos or a wide array of other graphical elements for your brand, click what-is-the-difference-between-dry-transfers-and-waterslide-decals to learn the difference between dry transfers and waterslide decals.
Customer service agents hear every day what customers think of the product and what they want changed and improved to make the product work for them and meet their needs.
It seems natural that product managers and customer service managers should work together; where product has a need, service teams can meet it. They’re both part of the same thing, right? Two parts of a whole with a unified goal of creating an awesome product that makes customers happy. With that the eCommerce store or any other business get more success.Here check the tips to get more profit on eCommerce business.
But in reality, they don’t usually work as harmoniously as customers expect. Product and service can be like two sides of a brain, thinking of customer feedback in completely different ways and often struggling to come to terms with the other side’s point of view.
But how do you get product experts and service agents to better communicate and work together towards a common goal?
First it’s important to understand how your brain works on product focus and how it works on service experience.
The Product Expert Focused Brain
As a product managers you have a lot of demands on you: develop new features, be innovative, fix and improve existing features, and do it all with limited development resources available.
Janna Bastow of ProdPad explains that “as a product manager, you’re constantly having to consider how feedback fits in with the bigger picture”, so for every feature suggestion that gets integrated into the product, there’s five more that won’t be included. Every additional feature request you receive is added to the backlog pile and is often never looked at again.
But that doesn’t mean that as a product manager you stop taking input from customers; you simply don’t have the time to filter through all of the feedback and address every request that comes through.
According to Uservoice, only 14% of product managers have a process for getting customer feedback, so it’s no wonder that most product teams just go on what they read about market trends, the requests from sales teams, and what they think customers want.
The Service Expert Focused Brain
Customer service managers have dramatically different metrics to focus on than product managers. It’s easy to get into a transactional state of mind, thinking about each ‘ticket’ or customer individually, reacting to incoming individual feedback with empathy and concern for the that specific customer’s experience.
This focus can directly contradict the macro business priorities that product managers focus on. This means that when feedback and feature requests are sent to product managers, it can often feel like you’re banging your service brain against a brick wall (of non-action).
Customer service is at the frontline of understanding the issues that customers have and can often see the patterns in feedback and recurring feature requests that come in before the rest of the organization. Service understands why customers are asking for features and can see how much even the smallest change, if implemented, could impact so many customers.
Brain Drain? The Conflict Between Product vs Service
It’s important to realize and overcome the differences in priorities between product managers and service agents.
If your organization isn’t taking feedback from customer service teams, the frontline team responsible for service experience often becomes more of a shield than a filter. Service agents will feel ineffective as they simply deflect customer concerns and are more likely to experience job fatigue and burnout if they aren’t able to act and implement changes.
Product teams also become less informed as they could be and the needs of the customer get left out of the experience roadmap.
The Value of Joined-up Thinking
Product managers spend vast amounts of time thinking about what customers might like from the product, then coming up with new ideas for what to add or improve to attract more customers and improve the existing customer product experience.
However the best way to know what your customers want is to actually interact with them. Open the lines of communication. It’s unfortunate that so many product teams are far removed from customers, but it can’t be far removed from the service team.
Service teams literally spend all day talking to customers, responding to customers’ requests for help, and doing all they can to make them happy.
As Jeff Vincent from Wistia explains, if customer service are getting a better understanding of how to align the product with our customers interests, then they can help frame product strategy through that lens.
Joining up the product brain and service brain helps to unify the product roadmap and service experience in favor of the customer. And surely, developing a product based on what customers really want and need from you is only going to lead to happier, more loyal customers.