Interactive Intelligence

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Interactive Intelligence. Transforming the way we manage customer contact. “How can I help you?”. Need a multi-channel picture here!!! Some sort of photo. B2B customer management…. Customer Service in the B2B environment Why do we create ‘rulebooks’ Cross-channel communications. - PowerPoint PPT Presentation

Transcript of Interactive Intelligence

2010 Corporate Overview Presentation - No Animation

Interactive IntelligenceTransforming the way we manage customer contact1Need a multi-channel picture here!!!Some sort of photo.....

How can I help you?Innovation Experience Valuewww.inin.com2011 Interactive Intelligence, Inc.Great customer satisfaction, great customer experience is dependant upon this, if we can ensure that every interaction is handled by someone with the right: Skills,Knowledge,Systems,and is empowered

Then we are assured of great customer service

....ultimately, thats what we are here to discuss!2B2B customer managementCustomer Service in the B2B environmentWhy do we create rulebooksCross-channel communications3B2B Customer Experience modelsSMEEnterpriseChannelVery similar to B2C environmentsThe customer is made up of multiple contacts, influencers, decision makers, administrative and finally, the actual end users, the people using the product or service day in, day outThere is still a need to influence the delivery of customer service but you have little control of itB2B ModelsDifference from B2CInnovation Experience Valuewww.inin.com2011 Interactive Intelligence, Inc.Well, lets look at the Small business customers. Selling andservicingsmall businesses is very much like consumer markets. You can treat the buyer/user as one entity. As with consumers, one of the keys to success is figuring out how to segment your customer base andtailoryourinteractions to meet the needs of your most important segments.

Enterprise customers need to be looked at differently. When you have large companies as your customers, you need to understand the dynamics oftheirorganization. The decision maker is often timesdifferentthan theadministrativecontact who may be different thantheactual user ofyourproducts and services. Companies need to understand how these collections of roles inside of customer accountsaffectstheir loyalty. This insight must drive the way that you look for, and act on, customer feedback.

Distribution channels are often overlooked. Often times, companies reach their ultimate customers throughdistributionchannels. This includesresellersin IT markets, independent agents in insurance, retailers for consumer brands, and employers and brokers for groups health plans. To succeed in this model, you need to understand the needs of the end customer and support/incentivise/coerce/ your partners to deliver the experiences that drive loyalty.

Understanding your target audience (SMEs, contract managers, purchasing executive, support personnel, users etc.) is critical if you are to apply the same customer experience principles.

Customer experience is as important in B2B as it is in B2C!

4Visibility and control real timeConsistency all of the timeFlexibility to change and measure - agileManage everyone involved Empowered peopleSingle view of the truthJust in time and accountable attitudeCustomer experience.....Innovation Experience Valuewww.inin.com2011 Interactive Intelligence, Inc.Customer experience outcomes are the product of you being able to mange:

Visibility and control of the complete customer experienceA consistent experience regardless of the contact method used; call, email, web chat, SMS, voice self service, web self service, social media etc.Ability to change the experience and observe improvement or not from any changes madeVisibility and control of all people resources in house / off shore / home workers / outsourced etc.Empowered agents, embrace a continuous improvement culture based on real customer and team leader feedbackAccurate, easy to use reporting on all contacts / all people Professional, just in time and accountable attitude

5Customer service evolutionWhen did the customer services function become a call-centre and when did the contact-centre become CRM or Social CRM?Innovation Experience Valuewww.inin.com2011 Interactive Intelligence, Inc.Over the years, the art and science of delivering customer service has changed dramatically. For most leading enterprises, customer service has migrated from the call centre to SocialCRM via three successive waves of change.

The late nineties began the evolution of customer service from a relatively simple proposition (the call centre) into the complex multi-channel, multi-experiential process of today. As channels exploded, the enterprises early inclination was to integrate channels however their technology didnt allow it, and so new technology and process were implemented around the demands of that channel. This issue with this approach soon became clear. After building these silod web service, silod eService and silod communities, enterprises discovered that the internet, however revolutionary, needed to re-make and re-forge old customer service processes, rather than spawning a Frankenstein of new ones. In this first wave, enterprises expanded the reach of customer service, but in so doing, accidentally manufactured inconsistent and inadequate service experience.

So, in the past half-decade, customer service organizations went to work trying to eradicate these silos and move toward multi-channel, multi-model readiness. The effort has taken three fundamental forms. First, enterprises have gradually adopted unified messaging, to try to add a layer of integratedness to the underlying, disparate, uncooperative technology platforms. The infrastructure for routing and queuing customer interactions has become ever more unified, IP-centric and multi-channel. Second, there is substantial recognition that service models are more important than channels. Essentially the difference between multi-channel and cross-channel. Enterprises have recognised the fact that three models - self-service, assisted service and social service truly define the potential experience, and that these models cut across channels (the web site can consist of self-help and chat, and the telephony channel can be supported by IVR and CSR).

Investment has poured into self-service in recognition of its equal partner status with traditional assisted service but little has been done to overcome the distance or reduced loyalty factors thats created between a customer and a supplier do people buy from people? Can you have a loyal relationship with a web page?.

The third piece, the reorganisation or rationalisation of technologies to eliminate seams and simplify I.T. Administration is still going on because the ever changing face of customers needs keeps getting in the way.

The result of all of this activity, sadly, not quite as wed hoped, often organisations end up delivering one-size-fits-all experiences.

6Rulebooks why do we write them?One size fits all really? why should it?The definition of insanity - Doing the same thing over and over again and expecting different results.?

The quotation in fact encourages experimentation by trying different things. Dont alter your existence completely, but understand that eventually you need to smarten up if things you are doing arent producing the results you desire.

7Why is this happening?

TelcoACD

IVR

CTI

Dialer

Recorder

WFM

- Customer shunted from machine to machine - Designed as a functional silo- Thoughts of integration came later with little value- Connected platforms does not equal integrated experience- Multi site brings exponential complexityLots of fragmented platformseMail, FAQ, Chat, SM, SMSInnovation Experience Valuewww.inin.com2010 Interactive Intelligence, Inc.Where do our rulebooks come from:

With systems that are added over time, we get multiple platforms, from multiple vendors (often, single vendors fronting multiple platforms) and each of them inevitably operates in its own silo:

So, what happens, we start to write down rules: Emails only get responded to within 48 hours, or worse? If youve sent in an email someone from our email team will answer it? Sorry Sir, I dont know who you spoke to last time you called in, what was the subject of the call? If I want to complain, then I need to speak to a manager? Why, is no one else empowered to help me? If I call in and get cut off I cannot go back to the person I have already regaled half of my story too.....

And the list goes on...8How does the customer feel about this?

TelcoACD

IVR

CTI

Dialer

Recorder

WFM

- Tones, Silence, Music, Prompts, Clicks- Differing audio talents, between questions and answers- Agents seemingly ignorant of any details already given- Pointless selection menus that confuse- Events that generate anxiety / impatience and feelings of hopelessnessOften the experience containseMail, FAQ, Chat, SM, SMSInnovation Experience Valuewww.inin.com2010 Interactive Intelligence, Inc....and for us, experience creation logic is bitty and disconnected, reporting data is over abundant, siloed, overlapping, it is often contradictory and inaccurate, the real decision making information gets lost in the fog of data and you need a squad of administrators for day to day management!

Why, when I click on Contact Us do I have to click another 10 x links before getting to the phone option? Why does the person I am speaking to never have records of my last interactions? Why do I have to press the same 7 x selection buttons just to follow-up on a call I made earlier? Why cant I email in a question and expect a call back instead of very late email? Why cant I check out progress on a call by mobile or receive status updates by text? Why cant someone check my call recordings if notes werent made?

None of these are for my benefit, and I am not silly, I know theyre not for me, theyre to persuade me not to talk to someone, to save my suppliers valuable resource for calling me at the most inappropriate moment to