The Contact Center of the Future - A Business Context
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The Contact Center of the Future - A Business Context

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From Customer Centric to Customer Experience and Customer Journeys the simple premise is to always make the customer is the center of everything you do. The Contact Center needs to evolve to support ...

From Customer Centric to Customer Experience and Customer Journeys the simple premise is to always make the customer is the center of everything you do. The Contact Center needs to evolve to support this vision

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  • Ciboodle is a Business Process and Customer Engagement Platform. The purpose is to support the customer driven enterprise, through the Contact Center.From Customer Centric to Customer Experience and Customer Journeys the simple premise is to always make the customer is the center of everything you do. Some of you have probably written about it, many of you have read it, it is easier said than done it is hard work.. As technology evolves, so does the process by which your customer uses technology to get her job done. How does the enterprise keep pace? In the the next few minutes, I will explore, but only scratch the surface regarding what I believe to be some of the core tenets of customer service and the contact center and how these are going to evolve to keep pace.
  • It is and always should be about the customer. Every meeting, every project and every initiative needs to consider the impact to the customer. A product should do what it says on the tin and as the saying goes, the best customer service is no customer service, right? But reality hits, and it hurts. Customer service excellence is a core value of many organizations, as it should be. Service excellence, supported by repeatable and flexible business process is achieved by the proper alignment of the people, processes and technology. All the while thinking about the customer.Considering the investments made, alignment requires governance and metrics and a solid approach. The focus always needs to be centered on the interactions and conversations that take place between your customer and your organization. Let's start with the main characters.
  • The people have historically been the those with customer service or agent somewhere in their title, yes that simple. Now and in the future, this is no longer acceptable. Organizations need to change this, if they want to grow and prosper (survive?). The front face of the organization is expanding to marketing folks, product folks and the executives as well.Products and services are becoming more complex, all parts of the organization are front facing and absolutely need to become part of the customer experience and be willing to participate in customer engagement initiatives. It is about collaboration, knowledge sharing; a bit of sales, a dash of marketing and  understanding your customer and your overall corporate vision. I hope it is clear that the people in the organization need to be as flexible and dynamic as the technological components. 
  • A Process is a series of actions designed with a specific outcome in mind. Coordination is the organization of the different elements of a process across departments, timezones and the whole ecosystem frankly.. There are many important actors where coordination is required; other knowledge workers, the customer, back office and partners. The more actors involved, the more important coordination becomes. Actors, are not all human either.Paper based, rigid and often manual processes  are no longer in vogue. Customers are no longer interested in listening to a static script, following your defined path nor being pushed towards your efficient route. The front office needs to be coordinated with other parts of the organization. Yelling over the cubicle does not count as coordination, sticky notes do not count as managing information and firing off an email is not business process management.
  • The channels of communication supported by your organizations need to adapt to the changing channel usage by your customers. Customers like changing modes of communication, possibly even mid-stream during a process, this is their prerogative. Real-time, synchronous channels are more expensive, but studies show that satisfaction rates are also higher on these channels. Customers do want to use new channels such as social media and web-chat to interact with a businesses – but they want these in addition to (not instead of) established one (Phone or Email). That’s because their channel choice will depend on why, where and when they are contacting the business.Often customers will use (or would like to use) multiple channels during a single ‘transaction’ – for example, researching a new product or service online and reading peer reviews (community) before purchasing in store then using help forums to discover new features. And if there’s a problem, they may want to talk to someone.Technology certainly includes more than just channels of communications. Your ability to integrate data and information from the old and stodgy to the new and cool are critical to the success of the modern contact center.
  • Co-creation emphasizes the generation and ongoing realization of mutual organization-customer value.Historically, organizations would spend time and effort to extract as much value out of a relationship as possible. Customers are now more knowledgeable, connected and they talk to each other. The governance model of the customer driven enterprise will increasingly be focused on co-creation.Your contact center needs to get in the game.Co-created value arises in the form of personalised or unique experiences for the customer (value-in-use). Value is co-created with customers if and when a customer is able to personalize his/her experience using a firm's product-service proposition.An example of value extraction is the the parking lot attendant who charges you an extra day for a ½ hour overage, the rental care company who charges ridiculous rates for gasoline. Businesses need to get smarter here.
  • Metrics are similar to the governance, but there are subtle differences. Where governance focuses on value co-creation, metrics are how things are measured. In the contact center the traditional metrics are Average Handle Time (AHT) and first call resolution. These legacy operational cost savings measures will get in the way of positive customer experience, which will drive down satisfaction and loyalty ratings. More and more of the forward looking organizations are using AHT as a training tool, not to drive the business.
  • Collaboration is working together to achieve a goal. It is a recursive process where two or more people or organizations work together to realize shared goals, (this is more than the intersection of common goals seen in co-operative ventures, but a deep, collective, determination to reach an identical objective) — for example, an intriguing endeavor that is creative in nature  — by sharing knowledge, learning and building consensus. (Wikipedia). I believe collaboration and co-operation are closely aligned, with emotional elements highlighting the differences. The more someone is controlled, the less positive the experience ‘feels’. Being proactive is simply getting ahead of potential issues, not waiting for them to happen to you.

The Contact Center of the Future - A Business Context The Contact Center of the Future - A Business Context Presentation Transcript

  • EVOLUTION OF THE CONTACT CENTER Mitch Lieberman February 27, 2012 Kick Start Forum - Australia 1
  • Future PastEVOLUTION OF THECONTACT CENTER PEOPLE PROCESS TECHNOLOGY GOVERNANCE METRICS APPROACH 2
  • Future Past Knowledge Worker Call Center WorkerEVOLUTION OF THECONTACT CENTER PEOPLE PROCESS TECHNOLOGY GOVERNANCE METRICS APPROACH 3
  • Future Past Knowledge Worker Call Center WorkerEVOLUTION OF THECONTACT CENTER PEOPLE Dynamic, Adaptive, Coordinated Linear, Static, Clumsy PROCESS TECHNOLOGY GOVERNANCE METRICS APPROACH 4
  • Future Past Knowledge Worker Call Center WorkerEVOLUTION OF THECONTACT CENTER PEOPLE Dynamic, Adaptive, Coordinated Linear, Static, Clumsy PROCESS TECHNOLOGY Dual Channel Multi-Channel and Cross-Channel GOVERNANCE METRICS APPROACH 5
  • Future Past Knowledge Worker Call Center WorkerEVOLUTION OF THECONTACT CENTER PEOPLE Dynamic, Adaptive, Coordinated Linear, Static, Clumsy PROCESS Dual Channel Multi-Channel and Cross-Channel TECHNOLOGY GOVERNANCE Value Extraction Value Co-Creation METRICS APPROACH 6
  • Future Past Knowledge Worker Call Center WorkerEVOLUTION OF THECONTACT CENTER PEOPLE Dynamic, Adaptive, Coordinated Linear, Static, Clumsy PROCESS Dual Channel Multi-Channel and Cross-Channel TECHNOLOGY GOVERNANCE Value Extraction Value Co-Creation METRICS Acronyms Experience APPROACH 7
  • Future Past Knowledge Worker Call Center WorkerEVOLUTION OF THECONTACT CENTER PEOPLE Dynamic, Adaptive, Coordinated Linear, Static, Clumsy PROCESS Dual Channel Multi-Channel and Cross-Channel TECHNOLOGY GOVERNANCE Value Extraction Value Co-Creation METRICS Acronyms Experience APPROACH Reactive and Controlling Proactive and Collaborative 8
  • Future Past Knowledge Worker Call Center WorkerEVOLUTION OF THECONTACT CENTER PEOPLE Dynamic, Adaptive, Coordinated Linear, Static, Clumsy PROCESS Dual Channel Multi-Channel and Cross-Channel TECHNOLOGY GOVERNANCE Value Extraction Value Co-Creation METRICS Acronyms Experience APPROACH Reactive and Controlling Proactive and Collaborative 9
  • Mitch Lieberman @mjayliebs Thank You10