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Intelligent Interaction Analytics are the Foundation

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contents

Introduction ... 3

Growth of Digital Customer Engagement ... 3

Empowered, Demanding Customers ... 3

Richer Social, Mobile and Web ... 4

Move from Multi-channel to Omni-channel Experiences ... 4

The Importance of Multi-channel Analytics ... 6

Solution Considerations: Factors in Choosing a Best-in-Class Platform ... 7

Conclusion and Recommendations ... 9

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IntroductIon

Consider this: Can the sophisticated use of analytics trump the old business advantages of geography, speed to market and proprietary technology? Frost & Sullivan believes that contact center insight analytics has the potential to yield significant competitive advantages: efficient and effective execution, smart decision making, understanding important customer insights, and the ability to squeeze every last drop of value from business processes.

Even as companies are investing heavily in Digital Customer Engagement initiatives, the majority of contact centers are not harnessing all of the data sources available to them. However, today’s platforms utilize advanced analytical functionality to rapidly identify customer, contact center, agent, and enterprise issues, trends, insights, and much more. Current solutions analyze the data, find trends, and deliver actionable recommendations to improve business performance. The overarching goal is to deliver richer and more personalized experiences to customers.

Contact center analytics makes up a group of solutions that provides managers with tactical and actionable insights and recommendations. Good analytics solutions find patterns in the data and make this information available in real time. Change is continuous, and the plethora of new communication channels in the market is evolving at warp speed. This paper also contains Frost & Sullivan’s most recent contact center research and trend data coverage. It includes enterprise considerations for complete customer experience management and discusses the importance of customer sentiment analysis.

the Growth of dIGItal customer enGaGement

Empowered, Demanding Customers

With the rise of mobile and social technologies, customers are now more knowledgeable, empowered, and demanding than ever. Their ability to access and share information anytime, anywhere, puts them in control of their own experience. Why do we care? It’s because these “always-on” connected customers expect to do business with companies on their terms—including how, when and where they choose to interact for customer service and support. Now, the real work begins.

A changing consumer landscape serves up challenges that can confound the most well-intentioned enterprises and providers. Consumers are expecting service on the channels they prefer. Like it or not, it’s increasingly outside of voice, IVR and email.

To that end, Frost & Sullivan is witnessing a significant shift from traditional channels—voice and email—to newer, digital channels—mobile, social, Web, chat, and video. As shown in Chart 1 below, traditional channels accounted for 53% of customer interactions in 2014. However, in 2016, the opposite will be true, with digital channels forecasted to represent 54% of customer service interactions in 2016. This data is based on a Frost & Sullivan survey of over 300 contact center organizations in North America in 2014.

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All rights reserved © 2015 Frost & Sullivan Chart 1: Channel Usage

53%

46% 47%

54%

In 2014 Expected in 2016

Traditional Channels (Voice-live agent, IVR, Email)

Digital channels (Chat, Mobile app, Social media, Video,Web self-service) Customer Interaction Channel Usage (Percent of Total)

Source: Frost & Sullivan 2014 Contact Center Survey; N=305 Enterprises in North America

It is therefore critical for customer service organizations to develop new and expanded capabilities to support a growing array of digital channels.

Richer Social, Mobile and Web

The data shows that traditional channels, particularly phone interactions, are declining in overall volume. They are also increasing in complexity. Here’s what it means: Consumers often prefer a “digital-first” touchpoint in contacting a brand. A person may start to find answers or resolve issues via digital channels first. If unsuccessful, they may escalate to a chat or video playback option. A phone call to customer care is probably the last resort. At this juncture in the journey, they are a lot better educated about products and services, but also may be angry and upset.

Hence, brands that are prepared to meet these types of customer challenges have a chance to build deeper customer relationships and loyalty. Conversely, those companies that are not able to deliver risk losing customers and valuable business to rivals.

the move from multI-channel to omnI-channel experIences

Contact centers need the capabilities to cover all aspects of multi-channel communication across all industries. The challenge for the call center executive is in determining how to invest in the processes and technologies needed across multiple channels. We believe that it’s imperative to give agents the single view needed to give customers direct access to the experience they desire—all at the right cost for the organization.

Frost & Sullivan defines Omni-channel as seamless and effortless, high-quality customer experiences that occur within and between contact channels. It ensures that data and context from the initial contact carries over to subsequent channels, reducing customer effort, improving the customer interaction, and enabling the business to tailor the customer journey.

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Frost & Sullivan believes that traditional, voice-centric call centers are morphing into Omni-channel centers of excellence. Some in the industry suggest

the term, “relationship hubs.”

The Omni-channel consumer wants to be able to use all available channels simultaneously, including the (retail) in-store experience. This consumer will also expect a positive experience in every communication channel in which they engage. To support this effort, agents in contact centers today are utilizing a wider arsenal of communication tools—voice, video, e-mail, IVR, Web chat, file sharing, and social media. Frost & Sullivan believes that traditional, voice-centric call centers are morphing into Omni-channel centers of excellence. Some in the industry suggest the term, “relationship hubs.”

The proliferation of channels and devices that consumers now have at their fingertips is creating an operational challenge for every contact center. As shown in Chart 2, one-third of contact center organizations state that their contact channels are fully integrated, while the largest proportion is mostly integrated. By 2016, 54% expect to be fully integrated (a 64% growth rate), primarily due to 50% of mostly integrated contact centers transitioning to full integration.

Chart 2: Omni-channel Capabilities

Integration of Contact Channels to Deliver Omni-channel Customer Experiences

33% 54% 49% 40% 17% 5% In 2014 Expected in 2016 64% increase Don't know

Not at all integrated Partially integrated Mostly integrated Fully integrated

Source: Frost & Sullivan analysis

We currently see the leaders in the industry moving very rapidly to deploy technology and processes. Their goal is to convert traditional contact centers into true multi-channel organizations with a single view of the customer. This structure provides valuable, integrated data for both customers and agents.

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All rights reserved © 2015 Frost & Sullivan

the Importance of multI-channel analytIcs

Business Discovery Must Yield Actionable Insights

The explosive amount of user-generated content on the Web makes it extremely difficult to uncover meaningful insights that can be acted upon. In all of the chatter and massive amounts of collected data, companies are desperate to gain a complete and holistic picture of their customers’ activity in real time. The reason is because today, most companies deliver what we refer to as “fractured” multi-channel experiences. When customers move from one channel to another, their context and history doesn’t move with them. So they have to repeat their effort or problem when they move between channels. This situation results in lower customer satisfaction, missed opportunities for upsell/cross sell, and eventually customer churn.

One of the key foundational elements along this journey is having a multi-channel analytical framework that captures and analyzes customer interactions—both

traditional and digital channels.

One of the key foundational elements along this journey is having a multi-channel analytical framework that captures and analyzes customer interactions—both traditional and digital channels. Once the groundwork is established, the next step is to leverage that insight as part of your company’s operational systems. This would include CRM, contact center, and WFO systems in order to deliver meaningful Omni-channel customer experiences.

The Impact on Workforce Optimization (WFO) Tools

Chart 3 shows the wide variety of uses for WFO applications in the enterprise. More than 65% of respondents use the platform to understand customer behaviors, preferences and intentions; 60% look to identify process improvements.

Chart 3: Enterprise Use of WFO applications

Using WFO Applications For

65% 62% 60% 58% 56% 43% 1% Understanding customer behaviors,

preferences, and intentionsTraditional users such as call recording, scheduling,

adherence, QA and trainingIdentify process improvements

Improve effectiveness ofmarketing campaigns

Agent performance management

Aligning contact center with other business units

Other

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The takeaway from the research findings is that enterprises have found that the process of developing loyal, high-performing agents is tied directly to customer satisfaction and efficient business operations within the call center. It is a key factor for healthy customer interaction management (CIM). Benefits include:

3 Lower attrition rates;

3 Improvement in agent-to-customer communication; and 3 Inclusion of effective tools for the desktop.

Battling agent turnover and improving the overall customer experience continue to be top priorities in contact centers across the globe. No one can deny the importance of agent retention as a key benchmark for best-in-class contact center performance.

Chart 4 below shows the dramatic increase that is predicted in the integration of WFO and Multi-channel applications from 2014 to 2016. As shown in Figure 4 below, only 22% of contact center organizations stated that they have fully integrated both. That proportion is expected to grow to 51% (a 132% increase) by 2016. This is important because it will mean greater collaboration and sharing of customer insights between sales, marketing, and customer service. This will ultimately drive greater revenue and value for the business.

Chart 4: Percent Integration of WFO and Multi-channel Applications

Integration of WFO and Multi-channel Contact Handling Applications

22% 51% 41% 36% 33% 10% In 2014 Expected in 2016 132% increase Don't know

Not at all integrated Partially integrated Mostly integrated Fully integrated

Source: Frost & Sullivan analysis

solutIon consIderatIons: factors In choosInG a Best-In-class

platform

Is it possible? A Singular Platform for Every Customer Touch Point

Simply put, Multi-channel analytics involves data aggregation and analysis of multiple consumer communication sources. The platform choices can be overwhelming, while today’s consumers frolic in a frenzied multi-device, multi-channel environment.

Frost & Sullivan has assembled a number of solution considerations and pointed questions to be considered when selecting a best-in-class contact center analytics platform:

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All rights reserved © 2015 Frost & Sullivan Multi-channel. Can the analytics platform:

3 Capture interactions across all traditional and digital channels?

3 Bring all that information together to analyze for meaningful insights—at a customer level, customer segment level, and overall brand level?

3 Leverage these insights across touchpoints, applications, and users?

Integration

Does the contact center analytics platform integrate easily and well with key operational systems? 3 Quality monitoring

3 Workforce management and scheduling 3 Coaching and performance management

3 Contact center, CRM, and marketing automation

Ease of Deployment and Use

3 Is the platform easily deployed with minimal professional services?

3 Are administrators able to customize the presentation layer, including setting up views and dashboards specific to definable user roles?

3 Will the system reveal live analysis of interaction content?

3 Can users set up and build customized reports (tables, dashboards, charts) with relative ease?

Functionality

3 Is the platform scalable and agile?

3 Can the data sets grow in complexity while benefiting other functional areas (marketing, sales) as new channels emerge?

3 Does the system dynamically and automatically provide dashboard-based analytics that show progress in meeting relevant KPIs, including service-level agreements?

3 Can the solutions optimize and centralize the distribution of all interactions across all communications channels?

Product Roadmap

3 What kind of R&D resources and capitalization has the provider invested in the platform?

3 Does the product suite offer a full range of modules that can be deployed separately or operate seamlessly together?

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conclusIon & recommendatIons

Providing consistently excellent customer service has become one of today’s top differentiators for enterprises across virtually every vertical market. As organizations struggle to balance customer satisfaction with the drive to increase revenue and minimize costs, they are increasingly exploring technologies and processes that help heighten the customer experience on one hand and help uncover actionable intelligence for informed business decisions on the other.

Building Internal Support

Strategic Objectives and Alignment. Determine the customer data sources and the business outcomes

you are seeking. You want to track customer behavior across every potential engagement channel, regardless of entry point—sales, service or support. The team must be able to paint a holistic picture of customer drivers, behaviors, and buying patterns by way of a rich customer dataset. An analytics platform should be mapped to corporate goals to uncover customer needs, predict future buying behavior, improve C-sat levels, and make agents more productive.

Executive Team Sponsorship. In order to get funding and support, an executive (CXO) must be engaged and

designated as the analytics “champion.” The right leader ensures that the campaign will have the organizational backing and accountability. Make sure that the proper stakeholders (sales, marketing, contact center) are on the team. Companies will need to allocate fairly substantial budgets for investments in analytics architecture, technologies, and management. Therefore, the project’s success must be tied to the company’s financial goals. Only in this way can the team build and manage a roadmap for success, as well as measure results.

Best Practices Recommendation Short List

1. Recognize the Multi-channel nature of customer interactions.

2. Leverage these insights for customer service, marketing, and compliance applications. This benefits all

customer experience stakeholders (end-user customers, agents, supervisors, QA analysts, marketing analysts, risk and compliance analysts, and executive teams).

3. Tightly integrate analytics tools with the operational systems that will ultimately consume and leverage

these insights—WFO, contact center, and CRM systems.

Right Toolset, Right Company

There are literally dozens of vendors in the contact center industry that provide customer interaction analytics solutions and suites for agent performance. Market dynamics and recent technical innovations bring new advances, functionality, complexity and challenges to daily contact center operations. This places customer contact analytics squarely in the spotlight as a “must-have” tool in today’s contemporary contact center. Frost & Sullivan believes that contact center analytics—properly deployed with the right partner and the right platform—puts the delivery of integrated, intelligent and insightful customer interactions right at your fingertips.

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All rights reserved © 2015 Frost & Sullivan ABOUT HP WFO SOFTWARE

With a 32-year history of innovation in the contact center industry and more than 20 technology patents, HP WFO Software provides enterprise contact centers with call recording, integrated workforce optimization and advanced Voice of Customer analytics—backed by HP’s superior customer service. HP’s workforce optimization solution, HP Qfiniti, is a modular suite that includes tools designed to optimize workforce management, quality monitoring, liability recording, performance management, coaching and eLearning, and surveying. Advanced Voice of Customer discovery is provided by HP Explore, an industry-leading analytics and reporting solution that enables the enterprise to quickly recognize and act upon customer insights in multichannel, multi-language environments. Working in close partnership with business customers around the world, HP WFO Software delivers true competitive advantage in the marketplace by enabling contact centers to drive down lower total cost of ownership and significantly improve customer service.

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