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  • 1. The Impact of Social Media Integration in the Asia-Pacific Contact Center Industry Will the “Call Center” be replaced by the “Full-Media Center” soon? Shuishan Lu Industry Analyst, ICT Frost & Sullivan 13 August 2014 © 2014 Frost & Sullivan. All rights reserved. This document contains highly confidential information and is the sole property of Frost & Sullivan. No part of it may be circulated, quoted, copied or otherwise reproduced without the written approval of Frost & Sullivan.
  • 2. Shuishan specializes in emerging ICT trends, technologies, businesses trends and market analysis. His expertise lies in vendor and channel ecosystem analysis, developed through various market research assignments. His writing skills include market analysis reports and market insights. He has a strong understanding of Unified Communication and consulting in enterprise telephony, contact center applications, conferencing, mobility and UC services markets. Shuishan Lu, Industry Analyst Frost & Sullivan Today’s Presenter
  • 3. Agenda  Key Trends in the Asia Pacific Contact Center Market  Market Transitions and Social Media Framework  The Impact of Social Media on Customer Care  Recurring Challenges faced by Organizations  Key Takeaways 3
  • 4. Asia Pacific Contact Center Market, 2013 44.0% 1.3%14.3% 2.1% 36.2% 1.2% 0.9% Seats Distribution by Verticals, Asia Pacific, 2013 Banking & Finance Government & Education Outsourcing Retail & Utilities Telecom & IT Travel & Hospitality Other 19.2% 42.1% 38.6% Market Size by Horizontals, Asia Pacific, 2013 Small (Less than 50 seats) Medium (51 to 200 seats) Large (More than 200 seats) • Contact centers are moving to the “Omni-Channel Interaction” model to provide seamless customer experience from one channel to another. • Consumers’ behaviors to interact with the contact centers are influencing how they operate. • The growth of contact center agents has been slowed down in both matured and developing markets. 4 Source: Frost and Sullivan
  • 5. The Hype of Social Media • Customers are sharing experiences online • Social Media gives organizations the ability to listen to customers, even when they are not calling into contact centers • Social Media can have an enormous impact on business and is central to any customer engagement strategy. • Not only a service channel but also a sales channel 5
  • 6. The Social Media Framework 6 Source: Frost and Sullivan Forums where virtual communities for customers are supported Listening platforms (tools that are used for social media monitoring, analysis, and engagement) Applications that process inbound and outbound messages through social media sites
  • 7. Most companies are still at Stage 1 and Stage 2 of their Social Media strategy development 7 Phase I Listen and Monitor Phase II Social Media as a Marketing Platform Phase III Companies interact with customers through Social Media Phase IV Social Media as a Customer Communication Channel • Social media becomes an established contact channel, to the extent of replacing websites and contact centres • Advanced customer behavior analytics • Well developed monetising strategies • Central to a company’s marketing and customer strategy • Companies leverage data gathered through previous phases and use analytic tools to build real time picture of the brand • Engage directly with customers; sites such as Facebook becomes first point of contact for customers • Companies target messages to suit audience and use Facebook or Twitter for product promotion and deals • Limited customer interaction • Initial stage of adoption where companies begin to track what customers are saying about the brand. • Little or no interaction with customers Maturity of Strategy Over Time Penetration/ExtentofAdoption Current stage of adoption for most companies – moving from Phase I to Phase II Source: Frost and Sullivan
  • 8. Impact #1: Multi-Channel to Omni-Channel Interaction Source: Frost and Sullivan 8 SMS Video VoIP Social Media Web Chat / Instant Message E-mail VoiceMobility • Omni-Channel integrates those channels which exist in silos to provide a consistent customer experience. • Customers can start an activity in one channel, and seamlessly transition to another channel.
  • 9. Impact #2: “Cost Center” to “Profit Center” Source: Frost and Sullivan 9 • “Cost-Driven” contact centers: maximizing the operation efficiency using the most cost-effective manner. • Social media integration + mobility: contact centers are transforming to a completed sales channel • Social media on mobile: huge opportunities to reach out massive customers  Push notifications being time-sensitive and location-based are sent to the targeted smart phone users.  Completed sales channel on mobile social media platform: • Marketing & Promotion • Pre-Sales Enquiry • Payment • Post-Sales Service
  • 10. WeChat Accelerates the Transition Push Notifications Pre & Post – Sales Mobile Payment 10 Source: Frost and Sullivan
  • 11. Early Adopters of Social Media into Customer Care Source: Frost and Sullivan 11 E-Commerce Travel & Hospitality Utilities eBay, Amazon, Taobao Ctrip, eLong, Qunar Easy Taxi, GrabTaxi
  • 12. The Challenges of Contact Center in the era of Social Media Source: Frost and Sullivan 12 • Lack of Skilled Agents with the right ability • Justify ROI and Measure Performance • The Complexity of Compliance and Provision • Increasing Social Media Platforms • Value Proposition in Outsourced CC
  • 13. 10 Best Practice of Social Media Enhancements Engagement • Personalize • Carefully listen • Proactive interaction • Collect and Share customer feedback Platform • Regularly update the contents • Alternative contact channel • Customer-to- Customer interaction Marketing • Spotlight the customers • Special offers • New purchase channel 13 Source: Frost and Sullivan
  • 14. Frost & Sullivan’s Strategy for Good Customer Engagement through Social Media: 1. Clear objective: to disseminate information and offer proactive or reactive customer contact. 2. Identify a social channel (Social media sites, company’s website, online forums etc.) 3. Define a clear-cut engagement procedure 4. Actively participate in conversations by listening, screening, and engaging. 5. Measure the influence of the channel and monitor its impact on the objective. 14 Source: Frost and Sullivan
  • 15. Next Steps Develop Your Visionary and Innovative Skills Growth Partnership Service Share your growth thought leadership and ideas or join our GIL Global Community Join our GIL Community Newsletter Keep abreast of innovative growth opportunities Email: asiapacific@frost.com
  • 16. Your Feedback is Important to Us Please inform us by “Rating” this presentation. What would you like to see from Frost & Sullivan? Growth Forecasts? Competitive Structure? Emerging Trends? Strategic Recommendations? Other?
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  • 18. Q&A Session 18
  • 19. Thank You 19