Interactions 2012 V0.2

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Some overall thoughts on future trends in interaction management

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Interactions 2012 V0.2

  1. 1. Interactions 2012JW Marriot Hotel, Indianapolis APAC wide trends across the customer interaction space – a consultants view A brief look at trends including: •A consultants perspective •The IP Call Centre and IP Telephony space. •Predictions for the short and long term •Directions for consolidated vs. distributed call centres, •Multimedia and its value •Use of social media Presented by Steve Mitchinson Associate Director, Limebridge Australia Page 1
  2. 2. Some general observationsCustomers expectations are moving faster than most service providers canadaptTraditional contact centres are designed around “process” not “experience”Too few understand the dynamics/opportunities of CC “supply & demand”Current work allocations models don’t work in this complex environmentThe customers key requirement is to get through to an informed individual 85% percent of customers happy to transferred to an expertA rethink of recruitment practices & profiles – the changes in complexity havesignificant training and recruitment implications in order to meet the differentrequirements of the different channels.To be an expert in connected digital world all you need is a browserIll considered social media strategies – maybe you don’t all need to be in themiddle of the dance floor Page 2
  3. 3. The Journey – are we there yet? Call Answering to Conversation to Interaction to Customer Intimacy Steps Triage Containment Quality Function Location Integration Media Integration Interaction Service Neutral Neutral Neutral MgtTechnologies PBX/Key ACD Skills Call blending Network- Workflow Web Workflow Strong system based & scripting, based transaction enabled, transaction process re- routing, integrated routing, recording, web chat, recording, engineering, IVR, front office distributed ERMS, e-mail ERMS, change Predictive applications, switch/CTI, integrated response, integrated front management Dialers, data mining, distributed front speech office/back and CTI, Call multi- workforce, office/back recognition office, knowledge recording skilling, remote office, , video integrated management quality agents, integrated management emphasis, monitoring advanced management cultural management transition and toolsCapabilities Answer Answer calls Route Collect and End of Integration, Customer Integration, Pro-active the efficiently, calls to use distance control, choice of control, revenue phone control costs, most able information impediments, efficiency, contact & efficiency, generation, call queuing agent, about improved understandin media; understanding customised & once call customers resilience, g and emphasis and support for optimised that’s all at point of efficient support for moves to more complex response to focus, contact, support for more the transactions every contact improved defensive the global complex transaction service revenue business transactions not the call generation Phases Call Handling Call Centre Contact Centre Cloud/BPO Page 3
  4. 4. Are we there yet – obviously not Page 4
  5. 5. Customer ExpectationsThey are not what they used to be 1. Remember me 2. Recognise & respect my value to you 3. Know me - recognise and identify my needs 4. Connect me to the person/solution best able to assist me – now 5. Provide me with (an integrated) choice 6. Help me – be proactive, partner with and educate me 7. The customers key requirement is to get through to an informed individual – research by BT suggests 85% percent of customers are happy to transferred to an expert How can you achieve this more readily? Page 5
  6. 6. Contact Centre of the Future Source: Peppers and Rogers May 2012 Page 6
  7. 7. 5 Ingredients That Support Great Interactions What To Look For The systems and tools are in place to deliver effective Systems outcomes The systems and tools in place are being exploited Processes that are efficient and make optimal use of resources & systems Processes Processes that empower and allow staff to meet or exceed customer expectations People with the skills, knowledge, motivation and support Employees to deliver effective service The voice of the customer is understood and used to driveCustomers business improvement An integrated channel strategy exists An approach to culture and leadership that creates engagement, motivation & effectivenessManagement Reports & Measures that drive improved outcomes Page 7
  8. 8. IP Telephony and the CloudBenefits to engagementWin the hearts and minds of your employees and you will win the hearts and minds of your customers Linda Simonsen, CEO, Future People May 2012 We must :Attract, engage, and retain employees in order to attract, engage, and retaincustomersTo deliver this you must provide agents with Empowerment. You can only provideeffective empowerment if you have:1. An integrated suite of easily accessible and easy to use tools (or set better than your competitors)2. Up-to-date and relevant customer insights so that staff can complete meaningful and effective interactions with customers.3. More powerful management tools to guide your decisions and performance- in real time Page 8
  9. 9. The move to IP TelephonyIt has taken a while but....International Data Corporation (IDC) recently forecast IP Telephony marketgrowth of 95% over the next five years in the APAC regionAs traditional technology reaches the end of its lifecycle companies are looking tocontrol upfront costs and many are finally realising that IP telephony services arean attractive option to:Control up front costs but more importantly to better enable businessfunctionalityImprove disaster recovery capabilityReduction in floor space and associated overheads , through hot desking andtele-working – often refereed to as our “our green initiative”Productivity growth, through the introduction of new functionalityintegration with other applications, such as CRM or Outlook to improve bothproductivity and customer focus Page 9
  10. 10. The growing acceptance of “the cloud” A recent Accenture report suggested that Cloud has reached a “tipping point”The Australian Outsourcing Report 2012 (May) suggests 35 percent of organisations are nowconsidering cloud computing when making the decision to outsource, and 15 percent haveadopted cloud computing at an enterprise level as part of their outsourcing strategy.As major enterprises adopt it, the “security fears” will dissipate.Because the cloud typically lowers costs smaller enterprises gain technology advantages typicallyenjoyed only by larger companies at a fraction of the cost – improving their competitiveposition.We see examples of cloud computing changing the structures of businesses and markets andhelping get new products to market much faster. Coupled with the flexibility of smallerenterprises this suggests cloud computing my well change many industries.Remember a time when newspapers dominated news dissemination and classified advertisements– how things have changed! The same debate is now focussed on retailersThe lesson from newspapers and retailers is that when an opponent – regardless of how small –gains a significant advantage, you ignore it at your peril. Page 10
  11. 11. What do we see driving these trends•Ever increasing customer expectations that placeincreasing pressure on companies to deliverconsistent, timely and effective outcomes timeafter time•Service providers need to be more responsive•The goalposts for each of those requirementsshifts constantly- in the customers direction• Customers now make the choice of channel – notthe provider (65% will switch between channels)•Respect for the customers time is finally beingrecognised•Increased and often global competition meansyou don’t get a second chance•The increasing cost and complexity of “ownedinfrastructure” is often the limiter Page 11
  12. 12. The Phases of Outsourcing From cost decision to strategic decision – BPO 1. 0 – Lift & shift – BPO 2.0 – Business Process Improvement – BPO 3.0 – Cloud Opportunity – BPO 4.0 – Big Data & Multi MediaSource: Martin Conboy, www.thesauce.net.au Page 12
  13. 13. Social Media Or .....Social Confusion Fabio In SmartCompany’s survey on business tech use, one statistic that stood out was that less than 30 per cent of businesses were happy with their returns on social media.Source: http://www.businessinsider.com/22/5/2012 Page 13
  14. 14. Removing the Barriers Organisations are starting to understand the benefits of integrationEnterprises are now starting to understand the barriers thatstand in the way of achieving the desired outcomes.•The inflexibility of premise-based contact centre systems- increases indemand or a need to add new functionality can take weeks ( or evenmonths if Capex is involved)• Organisational silos that exist internally between different data,systems and processes can be overcome more easily•Knowledge gaps – too many IT Depts/CIO’s are now “behind the curve”•Artificial walls that exist between retail, contact centre and back office•Ongoing negativity towards outsourcing of work (jobs) as the best “costreduction” option•Costs of ownership – CC investments are often low in priorityThe cost effective integration of various systems via cloud based services can quickly provide aricher, cross channel view of customers and their value, status, preferences and history. This “singleview of a customer” empowers staff to deliver the interactions customers expects or moreimportantly demand Page 14
  15. 15. Getting it right Far too many implementations fail the “partner test” Enterprises (not MIS managers) need to put in the effort to find a provider and a solution that: •Acts like a partner •Focuses on your needs, not their product •Optimises your business processes for your clients – not to meet their sales pitch •Minimises the time to deliver and can do it on time and on budget •Embeds (as opposed to transfers) knowledge into your business • Effectively reduces risk • Controls your costs Page 15
  16. 16. In summaryClients need...A different complexity modelA rethink of recruitment, learning & developmentRevised and more meaningful metricsContact centre-style queuing and routing capabilities for back office or process work todeliver more effective and accurate prioritisation and distribution of that work activityAutomated escalation functionality that ensures service level goals are metA presence capability to support work assignment to improve customer responsivenessRecording solutions that go beyond outdated QM practices – it is also an essential part ofensuring compliance with both best practice business processes and regulatory requirementsEffective real-time monitoring to provide management with the desired level of visibilityacross all activities to allow more effective interventionsIntegrated reporting that provides the ability to manage and respond to each variationTechnology which improves flexibility, ability to respond and enables employees toparticipate in businesses processes from anywhere in the world.Solutions that support better outcomes and accelerate competiveness Page 16
  17. 17. Recommended Reading Minding Your Digital Business – McKinsey Global Survey May 2012Source:https://www.mckinseyquarterly.com/PDFDownload.aspx?ar=2975&srid=17 Page 17
  18. 18. Thank youFor further information: E: steve_mitchinson@limebridge.com.au or M: +61403001100
  19. 19. LimeBridge Australia Who we are Limebridge Australia is a specialised consultancy firm that helps it’s clients deliver better sales and service interactions with their customers. We work across all types of customer interaction and have an outstanding track record in delivery of operational improvements that are better for the company and customer. We have a blue chip list of past and present clients who are references for our work and results. ► We improve the customer experience and create 20-40% capacity within four months through operational transformation ► We deliver benefits in all customer contact points including call centres, self service, retail and back office administration ► We start with a targeted diagnostic of 4-6 weeks which confirms the customer benefits, the size of the prize and the changes our clients need ► Our point of difference is that we work with and train our clients people in our methods so that they can improve continuously.Victoria New South Wales Western Australia QueenslandL27 L57 MLC Centre, L18, Central Park Level 36, Riparian Plaza,101 Collins Street 19-29 Martin Place 152-158 St Georges Terrace 71 Eagle StreetMelbourne Vic 3000 Sydney NSW 2000 Perth WA 6000 BRISBANE QLD 4000T +61 3 9499 3550 T +61 2 9238 6265 T +61 8 6311 4699 T +61 7 3121 3058E info@limebridge.com.au E info@limebridge.com.au E info@limebridge.com.au E: info@limebridge.com.au Page 19

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