Optimizing Customer Service in a Multi-Channel World
|
|
- Domenic Little
- 8 years ago
- Views:
Transcription
1 Optimizing Customer Service in a Multi-Channel World An Ovum White Paper sponsored by Genesys Publication Date: October 2010 Introduction The way in which customer service is delivered has changed. Customers have never had so many options when choosing how they interact with an enterprise. The number of customer touch points has ballooned and what has been speculated and talked about in the industry for several years multi-channel customer service is now a reality. Most enterprises today support multi-channel communication, and most of it occurs in their contact center operations. While this has resulted in more satisfied customers, many enterprises find it difficult to gauge the success of multi-channel customer engagement due to shortcomings in the area of performance management. Performance management, as defined by Ovum, is the process by which an enterprise ensures it is meeting its goals in an effective and efficient manner. In the context of customer service, performance management focuses on the managerial and frontline performance of customer engagement across the contact center, web and front-office. The challenges that enterprises face typically come from isolated systems and a lack of standardized metrics and processes used across different parts of the organization. Therefore, meeting management s information needs, especially around business outcomes, is a challenge when it comes to multi-channel customer engagement. The increasing volumes of customer interactions, the emergence of new channels (i.e. social media), and the heightened enterprise focus on customer loyalty require enterprises to rethink their current performance management strategy. This white paper examines the importance of using business outcomes to gauge the success of multi-channel customer engagement and helps readers: Identify key trends and consumer preferences shaping multi-channel customer service today; Gain insight into the fundamental challenges enterprises face when tracking performance for multichannel customer service; Understand the business benefits of performance management across different channels; Learn how to develop and implement a successful performance management strategy. Ovum Unauthorised reproduction prohibited Page 1
2 Customer behavior is changing; customer service is becoming more complex Customer service has expanded past the traditional points of contact, like phone, physical store locations and mail. Customers expect that service engagement will include , web self-service, web chat, short message service (SMS) and social media. According to a recent Ovum study of 8,000 consumers from across the globe, the majority of consumers use three or more communication channels when engaging customer service. Results show that 25% of consumers use one or two channels, 52% use three to four, and 22% use five or more, as shown in Figure 1. The overwhelming majority, or 74%, of consumers use at least three channels when interacting with an enterprise for customer service related issues. Figure 1: Customer engagement by number of channels 52% of consumers use 3 or 4 channels 25% of consumers use 1 or 2 channels 22% of consumers use 5 or more channels Source: Ovum 1 channel 2 channels 3 channels 4 channels 5 or more channels N=8,000 Of all the channels today, the phone is still the first choice among consumers when it comes to communicating with customer service. However, while 56% of consumers prefer phone calls with live agents, a little less than half, or 44%, prefer non-voice channels as their first choice for customer service, as shown in Figure 2. The number of non-voice-preferring consumers will increase with the gradual demise of consumer landlines and the growing adoption of smart devices built for easy, new media-channel access. The emergence of these channels, plus the growing use of web self-service and , has created an environment where the volumes of transactions across all channels will increase each year. To provide a frame of reference, 98% of interactions in the contact center in North America came from the voice channel in In 2009, this proportion fell to 67%. However, total call volume still increased, as well as transactions across all other channels. Ovum Unauthorised reproduction prohibited Page 2
3 Figure 2: Preferred channel of communications 60% 50% 40% 30% 20% 10% 0% Phone call with live agent in contact center Web self-service Web chat SMS Paper mail Automated self-service or voice recognition Other (please specify) Fax Percent of respondents First choice Second choice Source: Ovum N=8,000 This change in customer behavior requires a different approach to measuring customer engagement. Yesterday s voice-only performance management was challenging. Today s multi-channel performance management is even more complex. Yet, without it, an enterprise will never achieve its business goals. New challenges facing enterprises The disconnects between operational and business goals causes many blind spots that are overlooked in performance management. Management must peer through a new lens that provides a more business-aligned, endto-end perspective of customer engagement in a multi-channel world. Only then can customer satisfaction and business outcomes be improved across an expanding set of customer touch points. While this concept is implicit in the minds of many, old and new challenges conspire against the success of performance management in a multichannel world. These include: Siloed performance reports for different platforms, channels, & the blended agent Due to mergers and acquisitions and short-sighted technology investments, most enterprises have multiple switches and platforms from a myriad of vendors in their contact centers. Additionally, a multi-channel contact center typically breeds autonomous reports per channel. As a result, reporting is siloed and operationally inconsistent. Include trying to track the performance of a blended agent or agent teams and managementlevel confusion becomes the only assured outcome. Ovum Unauthorised reproduction prohibited Page 3
4 Limited insight gleaned from efficiency metrics The key performance indicators (KPIs) used today by most contact centers focus mainly on efficiency metrics such as average wait time, average call time, post call wrap up times, etc. These metrics help frontline managers reduce costs but are poor indicators of the interaction s outcome or the customer experience. Effectiveness KPIs, such as first contact resolution and task completion rates, provide deeper understanding. But they are typically not tracked by contact centers today since existing systems were not built to capture this type of data. Fragmented information architecture Intelligence provided by customer interactions are stored in various customer databases. Outdated processes, further exacerbated by contact centers becoming multichannel, shred and sort key interaction details across different reporting systems. Consequently, contact centers find it difficult to reassemble the business context of thousands or millions of interactions, and often operate in the dark. For example, a frontline report can show that a customer waited 30 seconds for a sales call and the agent took one minute for post call wrap-up. But, the report may be silent on whether a sale was made or not, which prevents a deeper understanding of sales wins relative to agent training, customer type, or wait times. Most likely, if this data exists, it is locked in a completely different database, making effective and timely analysis difficult. Inconsistent customer experience across customer touch points Customers and enterprise share a desire for a consistent customer experience regardless of customer touch point. However, the requisite agent skill sets are different per channel. For example, agents with poor grammar and syntax are likely not suitable for or chat. At the same time, emerging channels, such as SMS and social media (like Twitter), tend to promote a less formal interaction e.g. punctuating responses like LOL, TTYL, BTW, NP, etc. Using slang can promote a more meaningful dialogue between agent and customer. But going over-board undoes any progress made. Navigating and managing these pitfalls increases with the number of channels going into the contact center. Embracing multi-channel performance management in a multi-channel world Given the challenges facing enterprises today, it is vital that they understand all the fundamental layers and steps needed to effectively manage a multi-channel operation. These are highlighted in the pyramid in Figure 3. Enterprises move upward in the pyramid as the previous level of need is met within the enterprise. The bottom two layers of the pyramid, Multi-channel Engagement and Reporting & Analytics, are the baseline; enterprises simply cannot service customers effectively without a multi-channel routing platform and a corresponding cross-channel solution that provides a consistent, unified understanding of interactions. True differentiation occurs for enterprises when their solution provides Business Outcomes & Business Context and Real-time Decision Making. The same solution that measures frontline efficiency should also measure the business effectiveness of interactions. Not only will this strategically align operations but other contact center operations, such as sales and marketing, will also glean insight from the same standardized contact center reports. At the top of the pyramid is Real-time Decision Making which enables organizations to align operations towards strategic goals in real-time versus drifting while management waits to make decisions that force the frontlines to Ovum Unauthorised reproduction prohibited Page 4
5 pursue short-sighted tactical goals. By progressing upwards in the pyramid, enterprises are able to differentiate themselves in a multi-channel world. Figure 3: Pyramid of multi-channel performance management Source: Ovum Assessing the layers of the pyramid: Key questions enterprises should be asking themselves Multi-channel Engagement: How many channels can your customer use today for customer service? The ability to provide multiple means of communications for customers to engage with customer service is paramount. Shifting demographics along with the proliferation of smart devices has paved the way for more customer interactions across , web self-service, web chat, short message service (SMS) and social media. Reporting & Analytics: How consistent and strategic is your understanding of interactions across these channels? Today, there exist a slew of reporting and analytics tools that track and analyze performance for just one channel (such as voice or ). But when it comes to measuring interactions across multiple channels choices are limited. A multi-channel contact center needs to track the customer through a maze of interactions across multiple channels in a single session. For example, a customer begins a transaction on a website, then engages in web chat with an agent, then calls into the contact center to talk with an agent - who is already aware of all the different channels the customer has interacted with as well as the customer s intent prior to the call. Ovum Unauthorised reproduction prohibited Page 5
6 The reporting and analytics tools that enterprises choose will determine their ability to effectively service customers in a multi-channel world and optimize resources across multiple channels. Business Outcomes and Business Context: How strong is your business understanding of interactions? The ability to track interactions across channels is critical, but in order for enterprises to derive maximum value from customer engagement, they need to capture the business context of each interaction and understand what it means for both the customer and the enterprise. Because typical automated call distribution (ACD) reports are limited, providing only insights into efficiency metrics, it is difficult for frontline managers and executive management to uncover the actual business context of the interaction. Business context adds the dimension needed for enterprises to optimize interactions towards larger business goals. Take, for example, Platinum Customer Billing reports. Typical ACD reports will only give frontline managers a view of average wait times and average call times. Most likely, they cannot provide a more nuanced understanding of which Platinum Customer Billing calls were about billing disputes versus billing address corrections. This distinction has a significant impact on a business, yet ACD reports are typically blind to the required business context. Sales and marketing campaigns are another example of where capturing business context is valuable. For example, enterprises that are aggressively promoting products should identify if the customer learned about the promotion from television, radio, print, the Web or word of mouth. Tweaking agent scripts so agents can capture basic information, such as asking the customer where they learned about the promotion, enables enterprises to understand the business context so they can gauge the success or business outcome of marketing campaigns across different media. A comparable ACD report measuring the same set of interactions would bring only limited value to the sales and marketing decision-makers. Are you managing by desired business results or simply frontline efficiency metrics? Enterprises need to track business outcomes to gauge the success of multi-channel customer engagement. Unlike frontline efficiency metrics, which focus primarily on containing agent costs, business outcomes are the best indicators of business performance. Drawing from the same Platinum Billing example, which compares a billing dispute and a billing address correction, the business outcome becomes even more important. Resolving billing disputes expeditiously is a key factor in avoiding customer churn as well as identifying and segmenting skilled agents. However, most ACD reports are blind to this strategic understanding of frontline interactions. Worse, these types of reports may promote agents who work towards about their efficiency metrics versus spending more time to successfully resolve difficult but higher value customer interactions. Building on the marketing campaign example, a contact center report that captures business outcomes could signal to sales and marketing which advertisement channel is attracting the highest volume of interactions and which channel has the most successful sales closing rates. This information is invaluable for sales and marketing, yet rarely does the contact center play such an obvious role in explaining the success of ad campaigns. Ovum Unauthorised reproduction prohibited Page 6
7 Real-time Decision Making: How long does it take for management to make a decision based on captured data? The ability to make strategic decisions in real-time is the final piece needed for an enterprise to maximize efficiency and revenue. Multiple contact centers, multiple channels, diverse platforms and frontline metrics that lack business context conspire together to blind or delay executive decision-making. Today, many executives typically wait for business analysts to process information using Excel (or through another rudimentary method) which inhibit any real-time decision making capability. Once reporting is standardized across all relevant channels and coupled with business context, then the foundation layers are in place to enable real-time decision making at the executive level. Creating a value realization plan to be implemented in stages Using business outcomes to gauge performance of multi-channel customer engagement is a fairly radical concept relative to the implicit efficiency-focused mindset of frontline contact center managers. But, several steps must be in place to make this reality. Executive and frontline users must fully embrace the concept of multi-channel performance management and fortify this strategy by: 1) Determining together what business context and business metrics should be captured; 2) Educating the workforce on the relevance of business and effeciency metrics; 3) Delivering comprehensive and standardized contact center performance reports to understand all operations systematically; 4) Raising organizational intelligence and expediting decision-making by empowering managers to answer their own questions through ad-hoc analysis capabilities. Ovum Unauthorised reproduction prohibited Page 7
8 Appendix APPENDIX Authors Daniel Hong Lead Analyst, Customer Interaction at Ovum Aphrodite Brinsmead Analyst, Customer Interaction at Ovum Disclaimer All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher, Ovum (a Datamonitor company). The facts of this report are believed to be correct at the time of publication but cannot be guaranteed. Please note that the findings, conclusions and recommendations that Ovum delivers will be based on information gathered in good faith from both primary and secondary sources, whose accuracy we are not always in a position to guarantee. As such Ovum can accept no liability whatever for actions taken based on any information that may subsequently prove to be incorrect. Ovum Unauthorised reproduction prohibited Page 8
Five steps to improving the customer service experience
Five steps to improving the customer service experience Metrics, tips, and tools for utilizing customer feedback An Ovum White Paper Sponsored by Publication Date: January 2012 INTRODUCTION As the use
More informationFive Secrets to Contact Center E-learning and Coaching Success
Five Secrets to Contact Center E-learning and Coaching Success A Guide to Best Practices An Ovum White Paper sponsored by Publication Date: August 2010 INTRODUCTION Training tools are valuable to contact
More informationCRM in the Contact Center and the Emergence of the Unified Agent Desktop
CRM in the Contact Center and the Emergence of the Unified Agent Desktop An excerpt from Datamonitor s recent report, DMTC2207 SUMMARY Publication Date: September 2008 Contact centers face ever-increasing
More informationDifferentiate your business with a cloud contact center
Differentiate your business with a cloud contact center A guide to selecting a partner that will enhance the customer experience An Ovum White Paper Sponsored by Cisco Systems, Inc. Publication Date: September
More informationAn Oracle White Paper October 2010. Siebel Financial Services Customer Relationship Management for Banking
An Oracle White Paper October 2010 Siebel Financial Services Customer Relationship Management for Banking Executive Overview Banks are in constant interaction with customers. A winning and proven strategy
More informationPut the R Back in CRM with a Customer Experience Platform
Put the R Back in CRM with a Customer Experience Platform An Ovum White Paper Sponsored by Publication Date: October 2015 Introduction In today s highly competitive market, businesses need to have their
More informationcustomer interaction solutions Contact Centres that Enhance Customer Engagement
customer interaction solutions Contact Centres that Enhance Customer Engagement The opportunities for companies to gather and process information can influence reputation and brand, as well as drive sales.
More informationSmall Businesses Need Contact Centers to Deliver Great Service
Small Businesses Need Contact Centers to Deliver Great Service March 2014 Sponsored by: - 1 - DMG Consulting LLC Table of Contents Cloud-Based Contact Center Solutions are Ideal for Small Businesses...
More informationA Strategic Approach to Customer Engagement Optimization. A Verint Systems White Paper
A Strategic Approach to Customer Engagement Optimization A Verint Systems White Paper Table of Contents Introduction... 1 What is customer engagement?... 2 Why is customer engagement critical for business
More information[ know me ] A Strategic Approach to Customer Engagement Optimization
[ know me ] A Strategic Approach to Customer Engagement Optimization A Verint and KANA White Paper Table of contents Introduction... 1 What is customer engagement?... 2 Why is customer engagement critical
More informationHow Omnichannel is Delivering on the Promise of Multichannel
How Omnichannel is Delivering on the Promise of Multichannel Sheila McGee-Smith Principal Analyst McGee-Smith Analytics Karina Howell Solutions Marketing Manager Interactive Intelligence, Inc. Contents
More informationHow To Listen To Social Media
WHITE PAPER Turning Insight Into Action The Journey to Social Media Intelligence Turning Insight Into Action The Journey to Social Media Intelligence From Data to Decisions Social media generates an enormous
More informationCase Study: Unifying ITSM Practices and Technology
Case Study: Unifying ITSM Practices and Technology SBM Offshore Reference Code: EI025-000007 Publication Date: 17 Jun 2014 Author: Adam Holtby SUMMARY Catalyst As a result of corporate expansions, mergers,
More informationThree Benefits You Gain by Managing the Customer Journey
Three Benefits You Gain by Managing the Customer Journey TABLE OF CONTENTS Three Benefits to Focusing on CX and Customer Journeys...1 Overcoming Roadblocks on The Path to Great Experiences...4 Keys to
More informationChoosing the Right Cloud Contact Center Solution
Choosing the Right Cloud Contact Center Solution A solution and vendor evaluation guide for enterprises An Ovum White Paper Sponsored by Publication Date: June 2012 INTRODUCTION Competing in today's complex
More informationIntelligence in Action: Business Benefits of a Smart Agent Desktop
Intelligence in Action: Business Benefits of a Smart Agent Desktop Reducing agent effort and improving productivity An Ovum White Paper sponsored by INTRODUCTION Customers are rapidly adopting SMS, email
More informationThe Customer Experience:
The Customer Experience: The Holy Grail of Competitive Advantage. 1 A great customer experience has emerged as the holy grail of competitive advantage. Providing a great customer experience has emerged
More informationIBM's Adoption of Sugar: A Lesson in Global Implementation
IBM's Adoption of Sugar: A Lesson in Global Implementation IBM's agile, collaborative, user-centered approach wins over 45,000 sales people Reference Code: IT020-000022 Publication Date: 24 Apr 2014 Author:
More informationDelivering a Superior Customer Experience
An excerpt from the 2013 Customer Experience Management Guide Delivering a Superior Customer Experience IT S IMPORTANT TO EMPOWER YOUR AGENTS TO DO THE RIGHT THING FOR THE CUSTOMER. THEY ARE, AFTER ALL,
More informationCRM. Best Practice Webinar. Next generation CRM for enhanced customer journeys: from leads to loyalty
CRM Best Practice Webinar Next generation CRM for enhanced customer journeys: from leads to loyalty Featured guest speaker Leslie Ament SVP Research and Principal Analyst at Hypatia Research Group and
More information10 ACD/CRM Questions Answered. Table of Contents
10 ACD/CRM Questions Answered Table of Contents INTRODUCTION 1 1) What are the basics? 1 2) We already have integrated our ACD with a CRM...Haven t we? 1 3) What Can I Expect for CRM Availability Beyond
More informationHow-to Guide: Top Ways to Improve Contact Center Performance
Top Ways to Improve Contact Center Performance HOW ADVANCED TECHNOLOGY IS HELPING CONTACT CENTERS ACHIEVE KEY PERFORMANCE INDICATORS Executive Summary Recent studies have demonstrated a positive relationship
More informationContact Center Trends and Future
Contact Center Trends and Future The Dynamic Contact Center Keith Pearce & Tamal Islam Consistent experience Internet integration Limit hold times Customer Experience New channels web, chat, SMS Differentiated
More informationUse Your Contact Center to Build a Better Customer Experience
SAP Brief SAP Customer Relationship Management SAP Contact Center Objectives Use Your Contact Center to Build a Better Customer Experience Engage your customers across all points of contact Engage your
More informationEngage your customers
Business white paper Engage your customers HP Autonomy s Customer Experience Management market offering Table of contents 3 Introduction 3 The customer experience includes every interaction 3 Leveraging
More informationAvaya Users Deploy Best-in-Class Practices to Improve Contact Center Performance
Avaya Users Deploy Best-in-Class Practices to Improve Contact Center Between March and July of 2012, Aberdeen surveyed 478 customer care executives regarding their contact center activities. Findings from
More informationCincom Synchrony. Cincom Synchrony. Multi-channel customer experience management SIMPLIFICATION THROUGH INNOVATION TM
Cincom Synchrony Cincom Synchrony Multi-channel customer experience management SIMPLIFICATION THROUGH INNOVATION TM Restore the intimacy Today s customers are more sophisticated and demanding than ever,
More informationFour Methods to Monetize Service Assurance Monitoring Data
whitepaper Four Methods to Monetize Service Assurance Monitoring Data Using Service Assurance Analytics in Voice and Data Network Monitoring to Increase Revenue and Reduce Cost Introduction In general,
More informationUniphore Software Systems Contact: info@uniphore.com Website: www.uniphore.com 1
Uniphore Software Systems Contact: info@uniphore.com Website: www.uniphore.com 1 Table of Contents Introduction... 3 Problem... 3 Solution... 5 Speech Analytics... 5 Effectiveness of speech analytics...
More informationTop 10 Ways To Improve Contact Centre Performance And Enable Proactive Customer Care
Top 10 Ways To Improve Contact Centre Performance And Enable Proactive Customer Care Contact Centres can become victims of their own success. Good customer service and the ability to quickly and effectively
More informationConvercent Predictive Analytics
September 2015 Convercent Predictive Analytics Innovation in User Experience for Issue Reporting & Management SOLUTIONPERSPECTIVE Governance, Risk Management & Compliance Insight 2015 GRC 20/20 Research,
More information[ know me ] A Strategic Approach to Customer Engagement Optimisation
[ know me ] A Strategic Approach to Customer Engagement Optimisation A Verint and KANA White Paper Table of contents Introduction... 1 What is customer engagement?... 2 Why is customer engagement critical
More informationCall Recording and Speech Analytics Will Transform Your Business:
Easily Discover the Conversations Call Recording and Speech Analytics Will Transform Your Business: Seven Common Business Goals and Speech Analytics Solutions Published January 2012 www.mycallfinder.com
More informationMultichannel marketing: creating a competitive advantage in today s complex marketing landscape For marketing and customer intelligence executives
Multichannel Marketing Solution Brief Multichannel marketing: creating a competitive advantage in today s complex marketing landscape For marketing and customer intelligence executives Executive summary
More informationMaintaining a Competitive Edge with Interaction Analysis
Explore Maintaining a Competitive Edge with Interaction Analysis Winner of the Frost & Sullivan 2007 Product Innovation Award Autonomy etalk White Paper Maintaining a Competitive Edge with Interaction
More informationPatient Relationship Management
Solution in Detail Healthcare Executive Summary Contact Us Patient Relationship Management 2013 2014 SAP AG or an SAP affiliate company. Attract and Delight the Empowered Patient Engaged Consumers Information
More informationSprint IaaS Cloud Computing - Case Study and Customers
Sprint making business agility real with reliable cloud computing solutions Partnership with CSC enables enterprise-class cloud services SUMMARY Ovum view Customers of all sizes and in ever-increasing
More informationTable of Contents. Executive Summary... 3 The Power of Information... 3. How Contact Analytics Works... 4
Table of Contents Executive Summary... 3 The Power of Information... 3 How Contact Analytics Works... 4 Case Study Using Speech Analytics to Predict Churn... 6 Improving Customer Satisfaction... 10 Optimizing
More information1. Overview 2. Field Service Management Components 3. Joining the dots 4. Filling in the gaps 5. Implementing end-to-end Service Management
1. Overview 2. Field Service Management Components 3. Joining the dots 4. Filling in the gaps 5. Implementing end-to-end Service Management End-to-end service management encompasses a wide variety of tasks
More informationManagement Update: The Eight Building Blocks of CRM
IGG-06252003-01 S. Nelson Article 25 June 2003 Management Update: The Eight Building Blocks of CRM Customer relationship management (CRM) represents the key business strategy that will determine successful
More informationLeverage Customer Data 5 to Improve Customer Experience About Us 7. Whitepaper
Introduction 2 Break Down Silos Between Contact 3 Center and CRM Data Use Data Analytics to Improve Contact Center 4 Performance and Customer Experience Leverage Customer Data 5 to Improve Customer Experience
More informationBest Practices Brochure. Optimizing Multichannel Environments Improve the Customer Experience and Profitability
Best Practices Brochure Optimizing Multichannel Environments Improve the Customer Experience and Profitability The Right Channel Shifting customer service to lower-cost channels is necessary to maintain
More informationOn the Radar: NextPlane
On the Radar: NextPlane Unified communications federation delivered via the cloud Reference Code: IT016-001534 Publication Date: 24 Sep 2013 Author: Saurabh Sharma SUMMARY Catalyst NextPlane UC Exchange
More informationORACLE CRM ON DEMAND INSURANCE DISTRIBUTION MANAGEMENT SOLUTION
ORACLE CRM ON DEMAND INSURANCE DISTRIBUTION MANAGEMENT SOLUTION For many insurance carriers, sales through indirect channels form the largest proportion of their business. However, most carriers do not
More information2013 ICT Enterprise Insights in the Life Sciences Industry
2013 ICT Enterprise Insights in the Life Sciences Industry Key findings from the 2013 survey results Reference Code: IT010-000185 Publication Date: 03 Oct 2013 Author: Andrew Brosnan SUMMARY Catalyst The
More informationramyam E x p e r i e n c e Y o u r C u s t o m e r s D e l i g h t Ramyam is a Customer Experience Management Company Intelligence Lab
ramyam Intelligence Lab E x p e r i e n c e Y o u r C u s t o m e r s D e l i g h t Ramyam is a Customer Experience Management Company enliven CEM An enterprise grade Customer Experience Management Solu
More informationIBM Unica and Cincom Synchrony : A Smarter Partnership
DATA SHEET Smarter Commerce for Smarter Customers Today s customers are deciding when and where the buying process begins, when it ends, who will be part of it, what order it will follow and how all elements
More informationCustomer Experience Management
Customer Experience Management Best Practices for Voice of the Customer (VoC) Programmes Jörg Höhner Senior Vice President Global Head of Automotive SPA Future Thinking The Evolution of Customer Satisfaction
More informationContinuous Customer Dialogues
Continuous Customer Dialogues STRATEGIES FOR GROWTH AND LOYALTY IN MULTI-CHANNEL CUSTOMER-ORIENTED ORGANIZATIONS whitepaper TABLE OF CONTENTS: PAGE Overview...3 The Continuous Customer Dialogue Vision...4
More informationMarketing Relevance In An Omnichannel World How Data And Measurement Are Key To Customer Engagement
A Forrester Consulting Thought Leadership Paper Commissioned By Neustar August 2015 Marketing Relevance In An Omnichannel World How Data And Measurement Are Key To Customer Engagement Table Of Contents
More information: 71870 ELEANORA LN RANCHO MIRAGE, CA 92270, USA.
G r o w Y o u r B u s i n e s s, i n c r e a s e y o u r p r o f i t & s a t i s f y y o u r c u s t o m e r s Call Center Services ERA TECH Call Centers helps large and small Business in every industry
More informationThe 5 Questions You Need to Ask Before Selecting a Business Intelligence Vendor. www.halobi.com. Share With Us!
The 5 Questions You Need to Ask Before Selecting a Business Intelligence Vendor www.halobi.com Share With Us! Overview Over the last decade, Business Intelligence (BI) has been at or near the top of the
More informationManaging the customer experience across channels -- a manager's guide
E-Book Managing the customer experience across channels -- a manager's guide With numerous customer touchpoints -- including email, customer communities and other social media, text and chat -- it s crucial
More informationDriving Customer Experience Excellence
Driving Customer Experience Excellence with Your Contact Center Bucher + Suter AG www.bucher-suter.com info@bucher-suter.com Bucher + Suter AG www.bucher-suter.com info@bucher-suter.com 55 It s increasingly
More informationORACLE SOCIAL ENGAGEMENT AND MONITORING CLOUD SERVICE
ORACLE SOCIAL ENGAGEMENT AND MONITORING CLOUD SERVICE KEY FEATURES Global social media, web, and news feed data Market-leading listening quality Automatic categorization Configurable dashboards, drill-down
More informationDigital Enterprise. White Paper. Multi-Channel Strategies that Deliver Results with the Right Marketing Attribution Model
Digital Enterprise White Paper Multi-Channel Strategies that Deliver Results with the Right Marketing Model About the Authors Vishal Machewad Head Marketing Services Practice Vishal Machewad has over 13
More informationORACLE SOCIAL ENGAGEMENT AND MONITORING CLOUD SERVICE
ORACLE SOCIAL ENGAGEMENT AND MONITORING CLOUD SERVICE INTELLIGENT SOCIAL LISTENING KEY FEATURES Cross-network publishing Post scheduling Message targeting Assignments and workflow Roles and teams Audit
More informationSmart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution
Smart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution The emergence of machine-to-machine (M2M) enabled equipment is driving a large growth of Field Service-based data
More informationASSESSING CUSTOMER SERVICE MATURITY AN IN-DEPTH LOOK AT MICROSOFT CUSTOMERS
RESEARCH NOTE February 2015 ASSESSING CUSTOMER SERVICE MATURITY AN IN-DEPTH LOOK AT MICROSOFT CUSTOMERS THE BOTTOM LINE Organizations are increasingly challenged to deliver higher quality, more consistent
More informationThe New Rules of Workforce Management
The New Rules of Workforce Management What can today s Workforce Management solutions do for your contact center? Provide advanced functionality, including leave management, self-service, mobile features
More informationBuilding Your CRM Short List: What You Need to Know Before You Buy
Building Your CRM Short List: What You Need to Know Before You Buy Nov. 28, 2007 Moderator: Matt Villano, senior contributing editor, Campus Technology Introduction Agenda Building your CRM shortlist:
More informationTechnological Tools Trends:
Technological Tools Trends: Prediction Models, Business Intelligence, Big Data and Multichannel Communications James Grace, Contact Center Consultant What is Big Data? Tema según el cronograma What is
More informationABHINAV NATIONAL MONTHLY REFEREED JOURNAL OF REASEARCH IN COMMERCE & MANAGEMENT www.abhinavjournal.com
e-crm OPPORTUNITIES AND CHALLENGES IN DIGITAL WORLD Dr. T. N. Murty 1, N D Chandra Sekhar 2 and S Vidya Sagar 3 1 Professor & Director, Nimra College of Business Management, Vijayawada, India Email: thamminaina@yahoo.com
More informationBig Data Ups The Customer Analytics Game
A Custom Technology Adoption Profile Commissioned By IBM February 2014 Big Data Ups The Customer Analytics Game Introduction In the age of the customer, enterprises invest in creating actionable customer
More informationModern Customer Care In a Multi-Channel World
An Oracle White Paper March 2015 Modern Customer Care In a Multi-Channel World By David Lanning, Senior CX Strategist and Jeff Griebeler, Principal Sales Consultant Executive Overview The Connected Customer
More informationMC311 Constituent Contact Center
MC311 Constituent Contact Center Montgomery County, Maryland A CASE STUDY Montgomery County, MD Montgomery County is located in the U.S. state of Maryland, just north of Washington, D.C. The county boasts
More informationFive Key Outcomes of Social CRM
Five Key Outcomes of Social CRM A look at the business case Social CRM: more than monitoring Take a step back. When contemplating social media initiatives, it s easy to get tunnel vision. The evaluation
More informationImproving Customer Experience with IVR
Improving Customer Experience with IVR June 2014 Sponsored By: Table of Contents Introduction... 1 Visual IVR... 2 Voice Biometrics... 3 IVR Analytics... 3 Simplified IVR Development Environments... 5
More informationBusiness Process Services. White Paper. Managing Customer Experience: Strategies for Success
Business Process Services White Paper Managing Customer Experience: Strategies for Success About the Author Ashwin Fernandes, Assistant Manager, TCS Ashwin is a practice consultant in the Innovation and
More informationAdvanced Multichannel Order Management Solutions That Optimize Sales Performance
Advanced Multichannel Order Management Solutions That Optimize Sales Performance Analytics that help you make accurate, informed decisions Scalable and Vendor-Neutral; work with any service provider Over
More informationSeven ways to boost customer loyalty and profitability through an empowered contact center
Seven ways to boost customer loyalty and profitability through an empowered contact center Is your bank using today s communications technology to its full potential? The financial services industry as
More informationUnified Customer Experience Management
Unified Customer Experience Management Unified Customer Experience Analytics Operational Excellence Customer Satisfaction & Loyalty Competitive Advantage Today s Customer Touchpoints Self-service (IVR
More informationCustomer Service Strategy Guide: Customer Experience for the Millennial Generation
Customer Service Strategy Guide: Customer Experience for the Millennial Generation Introduction The millennials are coming, and few businesses are prepared. For the purposes of this paper, the millennial
More informationThe Evolving Role of Process Automation and the Customer Service Experience
The Evolving Role of Process Automation and the Customer Service Experience Kyle Lyons Managing Director Ponvia Technology Gina Clarkin Product Manager Interactive Intelligence Table of Contents Executive
More informationThree Fundamental Techniques To Maximize the Value of Your Enterprise Data
Three Fundamental Techniques To Maximize the Value of Your Enterprise Data Prepared for Talend by: David Loshin Knowledge Integrity, Inc. October, 2010 2010 Knowledge Integrity, Inc. 1 Introduction Organizations
More informationManagement Update: The Cornerstones of Business Intelligence Excellence
G00120819 T. Friedman, B. Hostmann Article 5 May 2004 Management Update: The Cornerstones of Business Intelligence Excellence Business value is the measure of success of a business intelligence (BI) initiative.
More informationTDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended.
Previews of TDWI course books offer an opportunity to see the quality of our material and help you to select the courses that best fit your needs. The previews cannot be printed. TDWI strives to provide
More informationNext Best Action Using SAS
WHITE PAPER Next Best Action Using SAS Customer Intelligence Clear the Clutter to Offer the Right Action at the Right Time Table of Contents Executive Summary...1 Why Traditional Direct Marketing Is Not
More informationCreating Real Value for Your Customers and Your Organization in the Call Center
2011 The Business Value in Balancing Call Center Efficiency with Customer Satisfaction Creating Real Value for Your Customers and Your Organization in the Call Center Sponsored by 1 Striking the Balance
More informationCONTACT CENTER 09: Five Steps to a Lean, Customer-Centric Service Organization
CONTACT CENTER 09: Five Steps to a Lean, Customer-Centric Service Organization 2009 RightNow Technologies. All rights reserved. RightNow and RightNow logo are trademarks of RightNow Technologies Inc. All
More informationSWOT Assessment: CoreMedia, CoreMedia 7
SWOT Assessment: CoreMedia, CoreMedia 7 Analyzing the strengths, weaknesses, opportunities, and threats Reference Code: IT014-002848 Publication Date: 09 Dec 2013 Author: Sue Clarke SUMMARY Catalyst Web
More informationCustomer Segmentation and Profitability
Customer Segmentation and Profitability Building Loyal, Profitable Customers S O L U T I O N P A P E R : FINANCIAL SERVICES SOLUTION PAPER: FINANCIAL SERVICES Customer Segmentation and Profitability Building
More informationSWOT Assessment: FireMon Security Manager Suite v7.0
SWOT Assessment: FireMon Security Manager Suite v7.0 Analyzing the strengths, weaknesses, opportunities, and threats Reference Code: IT017-004174 Publication Date: 12 Aug 2013 Author: Andrew Kellett SUMMARY
More informationCall Center Glossary. Call Center Resources
Call Center Resources Call Center Glossary after-call work (ACW) The work that an agent completes after a call ends. It can include entering activity codes, completing forms or sending an outbound communication.
More informationBetter Sales Leads and Conversion Rates in a 360-Degree World
Growth Services Selling Power: Better Sales Leads and Conversion Rates in a 360-Degree World Better Sales Leads and Conversion Rates in a 360-Degree World THE LEADERSHIP CHALLENGE: A WEALTH OF DATA Today,
More informationIt s Time to Revisit your Complaint Management System. January 2014
It s Time to Revisit your Complaint Management System January 2014 Sponsored by: - 1 - DMG Consulting LLC Table of Contents Servicing Applications Make a Difference... 1 Delivering Outstanding Customer
More informationImprove customer experience with your call center
Improve customer experience with your call center 1 Table of Contents Welcome to the Age of the Unloyal Customer Superior Service Is More Difficult Than It Looks Segmented customer touchpoints Who is responsible
More informationCustomer Engagement: Rising to the Customer Service Challenge. Business Solution Brochure
Customer Engagement: Rising to the Customer Service Challenge Business Solution Brochure Customer Engagement: Rising to the Customer Service Challenge / page 2 Companies today are being forced to re-think
More informationIBM s State of Marketing Survey 2012
IBM Software Enterprise Marketing Management Marketers biggest challenges and opportunities reveal the rise of the empowered customer 2 Contents 2 Leading the customer experience 4 Removing silos and integrating
More informationcustomer care solutions
Your BANK Account balance: $2,345 Next payment due: 1/30/09 customer care solutions from Nuance Is it Time to Transform Your Contact Center? Migrate your Legacy IVR to Drive Your Bottom Line executive
More informationRealizing the True Power of Insurance Data: An Integrated Approach to Legacy Replacement and Business Intelligence
Realizing the True Power of Insurance Data: An Integrated Approach to Legacy Replacement and Business Intelligence Featuring as an example: Guidewire DataHub TM and Guidewire InfoCenter TM An Author: Mark
More informationSIEBEL CONTACT CENTER AND SERVICE APPLICATIONS
SIEBEL CONTACT CENTER AND SERVICE APPLICATIONS Deliver a great customer experience that sets you apart, improves efficiency and drives profitability with Oracle s Siebel Contact Center and Service applications.
More informationwhen it comes. Benjamin Disraeli to be ready for opportunity The secret of success is What is CRM? Why CRM? About Agiline CRM
What is CRM? Customer Relationship Management (CRM) is a strategy and a corporate philosophy that puts the customer at the center of business operations so as to increase profits by improving customer
More informationCustomer Experience: Essential Requirements for Company Profitability and Competitive Success
Customer Experience: Essential Requirements for Company Profitability and Competitive Success By Dr. Natalie Petouhoff TABLE OF CONTENTS Executive Summary...1 Economic Imperative of Focusing on the Customer
More informationLionShare knows the Landscape
LionShare knows the Landscape LionShare has a long-standing commitment to the health care industry. For more than 20 years we have partnered with hospitals and health systems across the country to make
More information