Portal billing systems are online, technology is accepted, and the real test is that users start using it. The customer service will soon be flooded with a kind of problem: not even connected to the Internet, not having access to the charges, not being able to read them, not paying for them. Most of these problems can be blocked before they go online, without waiting for complaints to pile up.
Even Portal couldn't get it on the web.
The highest frequency complains that certification has been successful but the web page cannot be opened. Most cases are domain name parsing or black and white lists not being properly cleared after authentication. Take several end-user machines before going online, and do not look at backstages to show certification. Eliminate these problems during the testing phase, and get less than half of the billboards from the customer's clothes. And cover the weak net and old equipment: users use no new phones, old systems, old browsers, and can't just think of everything as good on a test machine, real users have a strange device.
The user doesn't understand the charges.
Users see the bill as saying that the bill is too technical. Portal should give users an understandable amount of time and cost page: how long, how much, how many, and how little to cover it. The display is close to the user's language, and there are few questions. Many complaints are not miscalculated, but do not understand. Cost pages also need to be linked to the fee rules, which can be seen in terms of the fees and ceilings they apply, and users can calculate their own costs without having to call for a customer's service, and self-help rates go up to the worksheet.
How long will the refund be in the account?
The user refunds the money every day because it is not expected. On line, write down the time limit for repayments, such as one to three working days of back-up and show the rate of repayment on the status page. Users know where the cards are, they do not press their clients repeatedly. Transparency in the statute of limitations is much faster than speed. Progress pages also distinguish between bank processing and service arrival.
Multiple devices login and kick
The user uses a single account computer at the same time, and is kicked off the system to ask why. A multi-equipment strategy is set up: allow multiple or one devices, and how can you give them a hint? The policy is written into a user's tip, so if users know the rules, they don't feel faulty. The strategy is also split: the office account allows multiple equipment, public account number one, no one cut, it either sucks or shared, neither looks good.
Do a real user test before you get online.
The real user is exposed to the problem and the internal test always goes well, because insiders know where the pits are. The real user should step on it, and the problem with the on-line service is that it's the first thing to get in front of the line. Tests cover different age groups and equipment, not just young colleagues.
The client service is updated with the rules.
The rules are modified to synchronize the speech, and not to use old words to answer new ones. Synchronize the updates, so that customers do not miss their service, users do not get caught up in contradictory responses. The talking library needs a version, corresponding rule versions, and the client interface can see the current effective version.
The worksheet data is back on the product.
The worksheets are reconfigured to form closed rings. The system is becoming more and more easy to use. If you do not return, the same kind of questions are asked again and again, the client service will always be fire-fighting.
The online announcement is to speak the rules.
A human voice announcement is sent on the line: how to connect, how to count, how to back up and who to ask. The bulletin speaks less, the user has less time to take care of basic questions. It puts out technical documents, it contains three or five lines that users can understand, and it leaves a complex link.
A pre-serving shortware
A fast-track tool for the customer service: check user status, check bill details and launch refunds. The tool is easy to respond to, and the user is well aware. The tool needs control and sensitive operations leave a mark. The same people can handle more users.
We'll stay on line for a week and wait for the manual to sink.
The first week of access is filled with people, who watch the worksheets and systems in real time. Ten times as many times as the fire department can get back to the next configuration. No one gets out, and the first week is easier to change. The log-keeping manual: high frequency problems, check paths, rule boundaries, and then new projects are directly referenced, and team capacity grows. Without it, the guidebook is the last kilometre of delivery on line, and the same pit will be stepped on.
Expected management to be delivered
The rules on the line, announcements, and self-help pages are all part of delivery, not collateral. Expected management is a natural low in passenger service. Write it into the delivery list, so that technology is not accepted. The completeness of delivery is reflected in whether users will use it or not, and not just whether systems run or not.
Portal’s billing system is not secure and stable, half of which looks to technology for expected management. The high-frequency problems of connection, deduction, refund, multi-equipment are such that the customer’s service will not be inundated by the work order if it is blocked at the point of entry, written and self-help.