The Value of Blending e-Services in the Contact Centre€¦ · –Promotional calendars...

The Value of Blending e-Services in the

Contact Centre

www.inin.com ©2010 Interactive Intelligence, Inc.

E-Services Definition

We all use different channels of

communication


World class customer

service

• The goal........

• Need a multi-channel picture here!!!

• Some sort of photo.....

“How can I help you?”

“A man without a smiling face must not open a shop.” Chinese proverb


What will we be doing?

• Future plans........


0% 20% 40% 60%

Web-based collaboration

IVR/Voice Portal Application

SMS/text message

Video

Email

No new channel plans

26%

18%

15%

8%

6%

42%

Plans for 2011

Future Plans for Additional Channels

Source: Frost & Sullivan: Mastering Multichannel Self-Service – Coping with Empowered Customers, 2010

N=332; Multiple choice question


Case studies

• From the white paper…

“The Value of Blending eServices in the Contact

Centre”


• Provides personalised

specialty products

–Custom imprinted pens

–Promotional calendars

–Imprinted t-shirts, mugs, etc.

• Operates in 20 countries around the world

• Website is a key source of inquiries and orders.

–Allows customers to browse through the categories of

promotional items available and see sample items and colors.

National Pen


• First channel integrated to contact centre software?

– Chat

– Prominently displayed on the website, easy to find

– After trial and error, found each agent can handle up to 4

simultaneous chats

– Chat volume has risen from

200 to 800 per week

National Pen


• Next up? Email

• Email is being handled by sales reps today, but not being

via the contact centre software.

– All emails are directed to a single Outlook inbox and then

are manually distributed to sales reps.

• National Pen believes integrating email will allow them to

realise the kind of efficiencies they realised with web chat.

National Pen


Who decides and why

• Why should we do anything........


• e-Services business drivers

–Avoidance of high costs associated with traditional channels (voice)

– Increasing governance associated with recording interactions across

all the customer channels

–Customer demand – customers spend more time on the web

(researching, buying, commenting, etc.)

–The need for consistent customer experience across all channels

and a “one correct answer” scenario

–Engaging with a completely new customer through new channels

that typically did not enjoy interactions over the mostly phone-based

channels of the past.

–Procuring a suite solution today that will also cater to future

requirements, as opposed to procuring many point-based solutions

Business Drivers


• Competitive Reasons

–Expectations are increasing – to compete you must meet

these demands

–Customers desire the ability to decide when and how they will

communicate with your firm

–Opportunity to leap frog competition

◦ Only 28.3% have a multiple channel management system in place

(UK)

–Customers will go ELSEWHERE

• Technology Advances

–Proliferation of the Web

–Customers expect requests to be fulfilled in “Internet Time”

–Solutions exist to bring the channels together

Why move to multichannel?


• A lack of understanding –customer communication needs

–how to deploy, support, train

• Technology barriers –Point solutions that aren’t integrated in the server room and/or at the

desktop

–Lack of analytics

–Lack of recording, live monitoring, quality monitoring across all channels

• More channels = more costs –More technology to manage

–More vendor products to integrate

–More agent training

–Higher agent salaries (multichannel agents)

• Stubbornness

Reasons for not deploying


• Ultimately, what does it give us?


• Cost Efficiencies

–Self-Service can reduce calls into the contact centre by

12-14%

–Usually the 2nd channel added is email, which increases

the reduction to 16-18%

–If you add chat, it goes up to a 25% reduction in calls

–When someone deploys a second channel, typically they

then deploy the 3rd channel within a period of 12-18

months.

Statistics from the Gartner Group

Why move to multichannel?


Is it worth it?

Are the better Customer Service organisations more profitable?

(profit)


Social Media

• Let’s not forget…


Is Social Media

the Next Big

Contact Centre Interaction Channel?


Your Customers are talking…about YOU

Are YOU listening?


Social Media Plans

• National Pen

– 1,000+ friends on Facebook, 600 Twitter followers

– “In a competitive market, we’re trying to find the best edge,

try to go past our competitors. We want our customers to

have multiple areas where they can contact us, to make a

sale.”

• MCAP

• Ongoing organisational discussions on the role of social

media in the credit union


Best practices

• What next........


Single, All-in-One Platform


Best Practices

• Choose only those channels your customers demand

• Handle eServices with care

• Hire from within, dedicate agents to channels but make

them multi-modal

• Don’t be shy about integrated, all-in-one solutions

• Treat your channels like voice

©2010 Interactive Intelligence, Inc.

THE VALUE OF BLENDING E-SERVICES

IN THE CONTACT CENTRE

Questions?

Simon Cook, Practice Manager

[email protected]

+44 (0) 7869 189 978

mailto:[email protected]


• Through 2013, four major trends will dominate multichannel

customer service strategies:

–Tying together service interaction channels

–Integrating social CRM capabilities

–Analyzing the customer experience

–Applying business rules and knowledge in real time

• The focus on having information about more than one

channel and recording all the channels is necessary as

organisations add complexity to the traditional voice-only

contact centre.

e-Services for tomorrow

Source: Gartner MQ for Web Customer Service 2010

The Value of Blending e-Services in the Contact Centre€¦ · –Promotional calendars...

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