Alex BlackAlex BlackMay 17, 2019
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8min247

Organisations of all shapes and sizes are looking to migrate from traditional PBX telecoms platforms to unified communications (UC) environments, integrating their contact centre for greater collaboration. The market is growing robustly. A recent report by Global Market Insights estimated the Unified Communications and Collaboration (UCC) market size at over US$32 billion in 2018, with a CAGR of 8% from 2019 to 2025.

The rationale for businesses to move to UC environments is certainly clear.  Businesses increasingly understand the limitations of the traditional PBX model around scalability, complexity and having a single point of failure. They increasingly appreciate the benefits of moving to UC around faster return on investment, greater collaboration, lower total cost of ownership; streamlined operational processes and enhanced productivity. And they see all this as key to their digital transformation.

They know too that in the context of the contact centre, the enhanced collaborative functionality that migration can deliver will allow them to provide a consistently outstanding customer experience around the clock, make life easier for hard-working agents and employees and sweat their investments and save money on management.

Yet while many customer-facing businesses have undertaken the journey to unified communications and collaboration, many still hold back. Some have installed solutions like Microsoft Skype for Business or even Microsoft Teams but are running them in the background and are still using traditional PBXs as their primary telecoms switch.

So what is deterring these organisations?  Some pause on their journey waiting for new solutions or upgrades to be introduced by the leading platform vendors. Many others are concerned about the risk involved in migrating systems and moving from old infrastructure to new. And that is making it difficult to set out on the migration path at all. They have ruled out a big bang approach due to sweating down existing assets and they want flexibility and choice across the whole journey.

That’s why they need the peace of mind and reassurance that comes from working with solutions providers and implementation and support partners that are vendor and platform-agnostic; can integrate with all leading UC platforms –  from Microsoft to Avaya to Cisco –  and have migration at the heart of their strategy. Working alongside its partners, Enghouse Interactive is well-suited to achieve all this.

Driven by the need to achieve digital transformation and the desire to use it to deliver enhanced customer engagement, more and more businesses are looking to work closely with customer communications experts to help them assess their possible migration paths, choose the best option, then transition them smoothly and with minimal disruption to their existing operations. The approach needs to be open and flexible.  Whether organisations are looking to move from premise to premise, or premise to cloud, or thinking about migrating from one vendor to another, or one UC product to another within a single vendor environment, solutions providers and their channel partners need to be able to take customers on their digital transformation-driven  journey and ensure they reach their desired end destination.

That removes some serious headaches for customer-facing organisations, of course. Instead of fretting and worrying about their communications journey, they can let their solutions and implementation provider partners concern themselves with building a UC environment and connecting the contact centre. That in turn leaves the business itself free to concentrate on its overall network environment strategy, content in the knowledge that its migration journey to digital is being managed and de-risked.

Enghouse recommends and implements a phased migration for its customers. In any migration to a new telecoms infrastructure it is important to have the old and the new platforms running simultaneously (and both connected) so that if a technical problem occurs with the new system, or if there is a mis-configuration, for example,  agents can be quickly, although temporarily, moved back to the old infrastructure desktop.

Rather than moving the whole operation over to the new system straightaway ,  the organisation concerned could move a single department over initially: the IT helpdesk, for example, and then if all goes well, move another  shortly thereafter. If something goes wrong they can simply move that individual department back, effectively de-risking and removing the friction from the whole process.

It is important to remember, though, that the migration journey is not just about infrastructure, essential though that is. Scalability is key in supporting the overall approach and ensuring that the business always has the right level of capability to support its needs at any given time. A fully scalable migration strategy can support a modular by design approach. As the organisation grows, new channels, apps and bots, for example, can be added as and when required. It is also crucial, however, that the journey can go forward and back – and with this kind of methodology, businesses can scale back their capability when strategic drivers or external circumstances dictate.

Partnering for Success

Any organisation looking to migrate its contact centre and communications infrastructure to a new platform is in a sense stepping into the unknown.  It is likely to be a completely new experience for them. They know that by making the migration they want to tap into the benefits around enhanced flexibility and productivity, increased efficiency and customer satisfaction and explore new market sectors but they are apprehensive about the journey that needs to be undertaken to help them to achieve these goals.

That’s where Enghouse and its partners can really help in reducing the risk and friction for them and guiding them on that journey to unified communications that will in turn enable them to build a more collaborative interactive and efficient contact centre and communications environment to the benefit both of their customers and themselves.

Download our latest ebook to learn more

https://enghouseresources.com/contact-centre-migration-the-collaborative-journey/?URLQueryString=CXM

 

 


Paul AinsworthPaul AinsworthMay 15, 2019
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3min240

A majority of European mid-sized call centres understand the advantage in a connected customer journey, but only 14 percent are confident in meeting current and future needs.

That is one of the findings published in a new independent research study conducted by global business consulting firm, Frost & Sullivan, which found that revealed that 77 percent of call centres surveyed recognise the connected customer journey as elevating their competitive advantage and having an immediate impact on their business.

The report, Midsized Call Centres Take a Digital-first Approach; Cloud Solutions to Power Customer Service in 2019, explores what CX means to mid-sized organisations in terms of business impact, priorities, and technological maturity.

The report is based on a survey of 600 business and IT leaders across 26 countries involved in defining and implementing customer service strategies. One-third of respondents were based in Europe, with the research conducted in the UK, Germany, France, Italy, Sweden and The Netherlands.

More than 40 percent of survey respondents believe anticipating and catering to consumer needs are by far the most important capabilities in providing good Customer Experience. In Europe, 76 percent of mid-sized call centres surveyed indicate the ongoing digital disruptions across industries will significantly impact them. As a result, such call centres are accelerating investments in digital channels and emerging technologies.

Executive Vice-President of report sponsors PureCloud at Genesys, Olivier Jouve, said: “It’s no surprise that the majority of organisations are looking to cloud, AI, and big data to deliver the kind of experiences consumers expect today. For smaller organisations, a cloud-based, omnichannel contact centre is the best way to deliver predictive and personalised service across every channel.”

 


Jeremy PayneJeremy PayneApril 29, 2019
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8min391

Historically, businesses have primarily perceived call recording as a regulatory insurance policy.

The typical process was that calls were recorded, archived, and then accessed whenever a complaint was made. Some organisations still see call recording primarily in this way today.

Other businesses have moved on a step and carried out batch sampling on call records. Often, they might listen in to every 100th phone call for compliance purposes. They might also focus on monitoring new employees to help embed best practice. Alternatively, they might use the batch recordings for training purposes, picking out examples of angry customers, or high-performing agents dealing with customer queries.

Today, thanks to the latest AI and analytics, organisations can do much more with call recordings. With solutions like coacher and helper bots emerging, together with technologies like real time speech analytics (RTSA), we are seeing the advent of a new world of call recording.

Instead of simply being used reactively for compliance or training, the potential for organisations to use technology working in real-time in conjunction with the customer service representative has raised the bar, making it possible to use these kinds of solutions to drive up customer satisfaction and increase sales.

In particular, this is giving businesses greater insight into their contact centre and customer service operations. They can now listen in to every phone call. They can measure the sentiment of a customer interaction more precisely in real-time. Is the customer getting stressed? Is the agent becoming aggressive? Has the agent failed to make proactive use of the available helper bot to answer the customer’s query?

Answering these questions positively can be key to the success of a business, but it is also important to highlight that call recording today has evolved into much more than just recording a phone call. When listening to call recordings, business managers today also need to know what the agent was looking at on the screen at the time they provided information to the customer for example. Incorrect data on the company’s website could help to exonerate an agent who has made a mistake, and pinpoint a problem that needs to be addressed.

That’s why the ability to capture screen information, helping to put the call in context starts to give supervisors a clearer picture of what is happening within their customer service operation – and that drives better customer satisfaction, and improves the level of first interaction resolution. All this contextual information can then feed into a continuous improvement loop. Where one interaction is resolved successfully that can then feed the knowledge management and information systems making the whole process more accurate.

Barriers to roll-out

If you consider what is possible now and the way many organisations are starting to embrace and use these types of technologies, hand-in-hand with a human agent, the potential to also improve customer service and drive up sales has also increased enormously.

So, given all the benefits that they could achieve from this new approach, why isn’t every business moving over to it? One of the main barriers we are seeing today is cultural. Many organisations follow the ‘if it ain’t broke, why fix it?’ philosophy. This conservative culture is often reinforced by agents who are uncomfortable with more technology listening in to everything they do; monitoring every action they take, and flagging it up to their managers if they are ‘out of line’.

Unfortunately, whenever new technology is introduced into an organisation, it comes with an associated fear factor. Agents are understandably concerned about what the change might mean to them.

Businesses need to do more to listen to these concerns but also educate agents about the potential benefits of the new technology in helping them perform their role. Indeed, smart organisations will work transparently and openly with agents to look at how the technology can be used to make their job better.

Humans can, for example, be especially good at empathy and working with customers who might be in a moment of crisis or an emotionally charged situation. So it makes sense for businesses to free up agents to engage with customers in this way, while deploying bot technology in the background to give them the practical information they need to answer the customer queries and follow the best available next step.

Ultimately, it has to be about empowering the agent, rather than focusing on the mechanics of finding the information the customer is looking for. With the latest call recording technology, the agent can concentrate on the interaction itself, safe in the knowledge that bots are working in the background to provide the information they need to resolve each individual query.

Agents can also can gain from the enhanced training capability on offer. Businesses can use the approach to capture the kinds of phrases or behaviours used by best performing agents or sales staff and build that into the coaching and helping engines to benefit contact centre and customer service staff as a whole.

This kind of ‘hand-in-glove’ harmony between man and machine is critical in this context. When businesses get it right, it can enhance the agent’s life enormously as well as benefitting the business and the end customer. In summary, the latest call recording technology can bring significant benefits to organisations but it needs to be introduced in a way that overcomes the cultural fear that some organisations and their staff have about bringing in the latest advanced technologies. Get all that right and businesses stand to improve their compliance position, enhance employee engagement – and drive up customer satisfaction into the bargain.


Paul AinsworthPaul AinsworthApril 26, 2019
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4min537

UK Employee Experience Award winner Let’s Get Healthy is behind a new campaign to help the Co-op support customers and colleagues who have suffered a bereavement.

Let’s Get Healthy, which won Gold in the Health & Wellbeing category at the 2018 UK Employee Experience Awards in London, is delivering training to Co-op customer service centre staff that will equip them with techniques to offer support including arranging funerals and other post-bereavement plans.

Co-op – winner of the Best Contact Centre and Product Service Improvement: Transforming Customer Care categories in the 2018 UK Complaint Handling Awards –  is one of many thought leader firms providing training for colleagues to help them be resilient in what can be very stressful times.

Following a successful pilot of the campaign in November 2018, the programme will now be delivered across the customer service centre. The campaign includes a briefing session with senior managers, a one-day face to face course, and a seven-week plan of activity led by team leaders and operations managers to embed the learnings.

The dedicated training is designed to empower more colleagues to be brave-hearted and resilient, supporting adults through the stages of bereavement while being mindful that employees will have lost loved ones too.

Leeds-based Let’s Get Healthy has previously  provided corporate wellbeing services to firms including William Hill, G’s Fresh, Travis Perkins, and Northern.

Claire Carroll, Head of Member and Customer Services at Co-op, said: “We held sessions with our colleagues, and they shared with me their personal experiences of losing a loved one and supporting customers who have experienced a similar loss.

“Let’s Get Healthy designed a programme called Heart that helped my team be brave hearted when dealing with customers who may be broken hearted. The language itself has made it easier for us all to talk about death and how we deal with it. Providing tools and techniques to be resilient is essential in the type of work handled in service centres and this is the third year we have worked with the team at Let’s Get Healthy and we see huge benefits each year.”

Maria Bourke, Managing Director of Let’s Get Healthy, said: “Co-op identified the need to embed health and wellbeing as part of its wider business strategy to invest in its colleagues. This may be a unique topic to cover but bereavement affects every single employee in every single employer across the UK.  It’s always great to support thought leading organisations and I am thrilled that the roll out has started across Co-op.”


Paul AinsworthPaul AinsworthApril 24, 2019
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2min683

“Calm down” has been voted the worst thing to say to customers over the phone, according to a new poll of more than 100 call centre and customer service professionals.

In a survey carried out by enterprise communications company Fuze at the recent Call and Contact Centre Expo in London, 22 percent said “calm down” is the most frustrating response to give to customers, followed by “you’re wrong” (20 percent), and “let me put you on hold” (15 percent).

The full list of the top ten most frustrating responses of 2019 are:

  1. Calm down
  2. You’re wrong
  3. Let me put you on hold
  4. Let me speak
  5. That’s not my job/responsibility
  6. That’s against policy
  7. I don’t know
  8. There’s nothing I can do
  9. It’s no big deal
  10. I’m new here

Bradlee Allen, Product Evangelist at Fuze, said: “Call centres are key points of interaction between a brand and its customers, but the experience can be frustrating for both parties. Appeasing the customer is a priority, but responses like ‘calm down’ and ‘let me put you on hold’ only add to frustration and usually mean resolution takes longer to achieve.

“The key is making it easy for customers to connect with a brand and choosing the right communication technology to create a seamless, simple experience that delivers fast resolution and optimum customer satisfaction.”


Brendan DykesBrendan DykesApril 24, 2019
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7min450

Everyone is someone’s customer, and every single one of us knows how we want to be treated.

Yet we’ve all had experiences that have influenced our opinion of a brand, but actually little or nothing to do with the product or service itself. It is why the quality of service and experience provided by contact centres is critical to the well-being of any organisation that prides itself on the quality of its CX.

As the late Maya Angelou said: “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.” Intensifying competition and the growing power of consumers have together made customer experience the only means by which you can achieve truly durable competitive advantage in retail today. 

It is not possible, however, to provide a joined-up customer journey if the tools you have to manage it are incomplete. Simply throwing cash at CX technology will not lead to success. Here then is a seven-step plan to guide your contact centre transformation.   

1. You must acknowledge the need for change.

The first step towards the recovery of your CX is admitting you have a problem and having a genuine and consistent commitment to solving it. Don’t focus your energies entirely on customer complaints as a guide to your transformation. These are negative emotions. Look at positive feedback as well, to identify what your organisation is getting right so you can start replicating it. 

2. Be clear about the Customer Experience you are trying to deliver

Unfortunately, many organisations still have an incomplete definition of CX. Either that or their division into functional silos means that CX has become the proverbial elephant being examined by three blind men. In other words, everyone comes up with their own idea based purely on knowledge of their own silo, mistaking or misconceiving the true nature of CX and what it should deliver for the organisation.

3. Ensure you have executive buy-in

It is vital your CEO or CFO is on board to sponsor any contact centre transformation initiative and lead from the top down. But also consider whether you need a dedicated position such as a Chief Customer Officer. Whoever fulfils this role owns the Customer Experience and has the authority to ensure the requisite focus.

4. Work hard to ensure your organisation is fully on-board and aligned

Remember that people are capable of being very parochial, which is often caused by anxiety  about what change will mean to their own work and targets. To counter that, consider establishing a ‘CX Council’ to bring together all departments that have any role in the Customer Experience and empower them to work as a team with a unified vision of putting the customer first, no matter what.   

5. Get on your benchmarks

After mapping the customer journey, your next step should be to assess the current state of your strategy, people, processes, and tech. Come to a decision about how you are going to measure the delta of change in terms of positive customer emotion, not just reduced holding times or other operational metrics.

6. Collaborate to differentiate

This is an important one, because by working with a true solution partner, rather than simply a software vendor, you can set yourself on the right path to true omnichannel engagement and avoid the all-too-common operational pitfalls. Use the expertise of your partner to identify opportunities for business alignment along with ways of applying technology to speed up your transformation journey.

7. Build your business case

Providing good Customer Experience will have a positive impact on your organisation’s bottom line, which is certainly a legitimate justification for any CX initiative, but you still need a solid business case based on logic and metrics rather than intuition. If you have the right partner, they should be able to direct and inform this process.

These are seven great steps to set any organisation on the path towards recovering its CX and providing great customer service again. We cannot pretend it is always easy. Such a journey does inevitably involve a substantial measure of cultural upheaval. Customer experience needs to become a collective obsession within the enterprise.

CX culture and practices have to evolve every day and encompass what is always a changing technology landscape. But once this mindset is firmly embedded right across the organisation and all those internal barriers and silos are banished, at least as far as CX is concerned, the tangible bottom line benefits will flow in. You will also have a much happier and more fulfilled workforce.


Cassie WalkerCassie WalkerApril 23, 2019
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6min615

In order to run a successful contact centre, operational efficiency needs to be continuously upheld.

There are different components to contact centre efficiency, including how your staff interact with customers; how streamlined procedures are; and whether operations are running in a cost-effective manner that does not impact the Customer Experience.

Despite the varying definitions of efficiency, it all boils down to two things: supporting customers and improving performance. It’s important to keep these two goals in mind and implement basic practices to drive efficiency.

Optimise team efficiency through training

Making use of team productivity is important to ensuring efficiency. A study by Aberdeen Group found that contact centre agents spend around 25 percent of their paid time idly and not communicating with customers. Therefore, it is vital that this time is dedicated to developing your agents’ skills and knowledge surrounding best practice and customer service.

This is achievable through continuous, digital training. Agents are consistently sat at their desks with a computer. Therefore, during their idle time, it would be a great opportunity for them to complete quick online learning on their computer, or even mobile. This is why digital learning is an extremely beneficial method of training for contact centres, as a learning can take a few minutes a day, which is equal to 0.7 percent of a 35-hour week.

Investment in training means companies will see significant drops in average handling time (AHT), as the consistent level of training creates more competent employees who can apply their knowledge in real life call situations. This increases first-call resolution (FCR), which then reduces AHT. A lower AHT drives efficiency, as customers are dealt with in a quick, coherent manner.

Leverage experienced agents

Another basic to maintaining contact centre efficiency is having a system in place that helps new staff get up-to-speed as soon as possible. Contact centres face a very high employee turnover rate: they have a 26 percent employee turnover annually, whereas the average rate for the UK is 15 percent. Therefore, effective onboarding is vital. This can be done by utilising more experienced agents and drawing on their knowledge to help new staff adjust to the business’s processes.

As part of the onboarding process, experienced agents can help to coach and monitor live calls. Monitoring calls and having a support system of more existing agents will give new staff more confidence in their job and ease the onboarding process. A high level of employee confidence is key to increasing efficiency.

Measure performance and set targets for achievement

It is important to measure performance within any organisation. Having a clear set of data can help not only evaluate, but also benchmark individual and team performances. Analytical dashboards help identify knowledge gaps and the areas that need improvement, meaning contact centres can administer valuable, cost-effective training that will improve performance.

Focusing on targets can also enhance performance, as employees are aware of what is important to achieve within the centre. Aligning metrics with goals and making them clear to employees gives a purpose to their work and encourages collaboration.

Boosting efficiency in a contact centre isn’t done overnight; it requires measurement and consistent tracking of what is affecting performance. However, being able to identify areas for improvement is the first step, as these can then be resolved. Implementing these basic procedures, like using idle time for productive and effective onboarding, will have a significant impact on each agent’s performance and confidence. Competent and knowledgeable agents will then increase customer satisfaction and overall efficiency within the contact centre.


Claire PampeClaire PampeApril 15, 2019
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6min523

Nobody wants to receive a complaint about their product or service, but the reality is that we can’t please all of our customers all of the time.  

The time when customer complaints were hidden is now thankfully long gone. Appearing as a judge at the UK Complaint Handling Awards, which celebrates the innovative ways organisations manage complaints, I saw this first-hand.

Receiving complaints, responding to them effectively, and most importantly, learning from them can be challenging.  However, achieving this is critical to the success of any business that is focused on providing the best Customer Experience.

For every customer who complains, there are 26 other unhappy customers who remain silent (source: Lee Resource Inc.). Customers who care enough to tell you about their negative experiences are scarce, but they afford you the opportunity to turn that customer into an advocate and ultimately, retain their business.

Often, complaints are dealt with on a case-by-case basis, but it is critical to take a step back and undertake a root cause analysis, otherwise the opportunity to improve is lost. One of the most effective ways to undertake this process is to plot the journey of the complaint, thereby mapping all the touchpoints, both direct and indirect. 

While a customer journey map (CJM) is a tool often used by marketeers to plot the customer engagement story, from brand awareness through to (hopefully) a long-term relationship, it is also a great resource for complaint management. 

Rather than dealing with the fallout of the complaint on a case-by-case basis, the CJM process enables an organisation to review and map the complaint from beginning to end and identify the root causes. Instead of resolving the complaint from an internal point of reference and making assumptions, the CJM empowers the customer by putting them front and centre. 

One of the major strengths of adopting this method is the ability to view the complete journey when putting into place processes to prevent it happening again. The visual artefact highlights potential gaps, inconsistencies, and the volume of touchpoints – all of which have the potential to contribute to the complaint in the first place. 

More often than not, the solution does not sit at the complaint ‘fallout’ stage but much earlier in the journey. It may be that expectations were set incorrectly at the outset of the journey, or specific information was not provided in marketing collateral etc. By focusing on the complaint as a stand-alone issue, any process changes may have little or no impact. Only by viewing the complaint as a part of the whole journey can you be confident that changes made will have the greatest impact.

Another advantage of a CJM is the people involved in the mapping activity. Too often complaint management is focused on the team that receives that complaint – but any mapping workshop should include representatives from all parts of the business. This level of collaboration reaffirms the importance that every role plays in an organisation’s Customer Experience, whether directly or indirectly, and it also provides the perfect forum for some ‘outside the box’ brainstorming.  I’ve run journey mapping workshops where the ‘lightbulb’ moments have come from unexpected sources, such as software developers, finance teams, and HR.

We know that customer loyalty is one of the key determinants of an organisation’s success. By viewing complaints as learning opportunities and actioning solutions via a customer journey map, you increase the likelihood of turning that customer (and all those that kept quiet) into an advocate. As data from the Jim Moran Institute and Lee Resources showed, 95 percent of customers will give you a second chance if you handle their complaint successfully and in a timely fashion, and that translates to an improved Customer Experience for your current and future customers.


Paul AinsworthPaul AinsworthApril 2, 2019
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2min360

UK headquartered systems integrator Geomant , which specialises in contact centre technology and digital engagement solutions, has acquired US-based Inova Solutions.

Inova, now known as Inova Solutions – a Geomant Company is a global provider of real-time performance management and visual communication solutions, known in the industry for its wallboard technology. The acquisition culminates a successful ten-year trading partnership between the two organisations and is part of Geomant’s ambitious growth strategy.

Ákos Vécsei, Geomant CEO, said:“In working with Inova over the last ten years, we have seen a commonality of approach, which means customers of both organisations can be confident that the service they receive from us will be even better, as we combine forces.”

Geomant has confirmed its plans to invest in, and further extend the functionality of Inova’s solutions following the acquisition, integrating them with Geomant’s own contact centre and digital engagement software.

Mari Mitchell, President of Inova Solutions added: “We are committed to helping our contact centre customers solve operational problems. Now we can solve more problems, not only for our long term and very loyal Inova customers, but for other organisations that will benefit from the advanced technology and system integration capability Geomant offers.”


Valur SvanssonValur SvanssonMarch 29, 2019
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6min654

This article was co-authored by Josh Ayres, Head of Emerging Technology at IP Integration.

 

This week, 5,000 Contact Centre professionals descended on London for the Call and Contact Centre Expo – a two-day, annual event centred around Customer Experience management. 

Exhibitor stands and seminars were awash with talk of the sector’s coming of age as it embarks on a period of digitalisation, with emerging technologies placing the industry firmly on the cusp of the fourth industrial revolution.

Among the speakers was OmniTouch International’s Daniel Ord, who leads CXM’s Contact Centre Masterclass.

It is an exciting time for the Contact Centre. Technologies such as artificial intelligence (AI), Robotic Process Automation (RPA), Contact Analytics, and chatbots have opened up a world of possibilities and are changing the face of the Contact Centre – enabling brands to shorten processes, and free up agents to spend more time on delivering an exceptional Customer Experience.

How to smooth the path to digital transformation

The benefits of these emerging technologies are undeniable. Take the chatbot as an example: at a very basic level, it reduces pressure on the Call Centres, giving customers an additional outlet and instant access to information. From a financial perspective the benefits only continue, with research indicating that the use of chatbots will result in cost savings of over $8 billion by 2020, primarily in banking and healthcare. In fact, leading analyst house Gartner believes that by 2020, chatbots should take over 85 percent of customer service interactions.

However, before looking to implement any new tool, organisations must define their goals so that the path to digital transformation reflects their brand values and is also focused on what that organisation needs. Less attention should be given to the features that vendors are promoting.

The customer is king

As with any implementation, questions need to be asked. How will the technology fit into the Contact Centre? Which systems does the tool need to integrate with? How will it be rolled out to customers? How will employees use and embrace the automation tools?

There are no right or wrong answers here, and no one-size-fits-all approach; instead organisations must choose tools based on what provides the greatest value, while offering the simplest integration for the most manageable cost. The customer must also be a prime consideration here, and the impact of any technology on a customer’s journey with a brand must be assessed.

The adoption of technology, if done well, should only enhance this customer journey. After all, customers today expect so much more from their brands than ever before; expecting instant access to information, irrespective of the channel used, as and when they want it. Speeding up processes through automation, providing live chat functionality, and digital agents will only improve Customer Experience levels more.

Time to invest?

It goes without saying that the better the Customer Experience, the happier the customer. A happier customer means better review ratings, greater referrals, increased return business, and potentials for upselling. In the Contact Centre – the voice of a brand – this is more important than ever.

Digital transformation will not happen overnight – nor should it. Change should be considered and measured based upon an organisation’s requirements and what suits its customers and objectives best. What’s great is that with a host of amazing technology to pick from, the time has never been better to start a journey of transformation.




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