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Contact Center of the Future: Smart, Selective Human Touch in the Digital Age

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Is your financial firm prepared to deploy a contact center of the future? In this new Accenture Distribution & Marketing presentation, we explore a customer strategy and contact center interaction design framework to address changing customer engagement preferences and technology advancements. Key to this strategy is balancing digital with the human touch. View the presentation to learn more or read our blog series on the topic: https://accntu.re/2vLYkiT

Published in: Technology

Contact Center of the Future: Smart, Selective Human Touch in the Digital Age

  1. 1. CONTACT CENTER OF THE FUTURE SMART, SELECTIVE HUMAN TOUCH IN THE DIGITAL AGE
  2. 2. INTRODUCTION
  3. 3. HUMANS AT A DISTANCE Is your financial firm prepared to deploy a contact center of the future? Contact centers are moving from being a cost center to a strategic asset. As customers move into an omnichannel ecosystem, it is imperative that the contact center seamlessly integrates across channels. These interactions can be handled through automation or humans at a distance, which is the contact center. Copyright © 2017 Accenture. All rights reserved. 3 E-mail Social Media Mobile Chat CUSTOMER ENGAGEMENT CHANNELS Phone Physical
  4. 4. THE CONTACT CENTER OF THE FUTURE IS A STRATEGIC ASSET Contact centers are shifting from a cost center only model to a strategic asset, with three pervasive themes driving this shift. Smart Automation Critical Mass for Robotics Secure message-based communication volume and trust reaches critical mass, allowing robotics to materially impact transaction volumes. Copyright © 2017 Accenture. All rights reserved. 4 Maturing Voice Analytics Contact Center customer data and insight generation will mature, improving contact center coaching, compliance and root cause identification. Selective Human Touch Humans for High Value Human contact will be reserved for higher value, relationship-based interactions. Workforce Bifurcation Interaction segmentation will separate “holdouts” from “high-value” to different workforces with diverse skill sets, career paths and compensation schemes. Smart Integration Channel Assimilation Individual channels will be assimilated under a customer experience strategy focused on customer’s desired outcomes over individual channel goals. Leverage Listening Customer feedback from all channels will now be used in both operations, to anticipate and avoid service failures— and innovation—to evolve the customer experience. Metrics Alignment Metrics are tuned to the experience, versus single point stand alone applications.
  5. 5. AUTOMATION AND CHANGING CUSTOMER NEEDS WILL DRIVE A NEW APPROACH Costs Counter to individual compensation, total labor costs have potential to drop significantly within 5 years from robotics and transaction migration investment; continued customer digital trust could accelerate benefits. Copyright © 2017 Accenture. All rights reserved. 5 Automation, and identifying customer needs, will drive the contact center of the future’s role in delivering a profitable and sustained relationship. Agents Need More Skills Diagnostic tools Diagnostic nature Sales Empathy and listening Understand customer history Complex problem-solving Beyond Automation Holdouts will remain for customer segments and targeted transactions, driving a divergent treatment method. Workforce Shifting role of the contact center will require updated agent skills, which will impact coaching, hiring, success metrics and incentives, and will push workforce liquidity beyond traditional center boundaries. New Models Migration towards a Chief Customer Officer and long- term segment ownership to maximize outcomes for the customer and financial services provider. Automation & Customer Needs
  6. 6. DEFINING YOUR STRATEGY
  7. 7. A FRAMEWORK FOR CUSTOMER STRATEGY AND CONTACT CENTER INTERACTION Copyright © 2017 Accenture. All rights reserved. 7 Accenture has created a new customer strategy and contact center interaction design framework to address changing customer engagement preferences and technology advancements. The next slides cover each component in detail. Operational & Customer Data Customers & Segments Transactions Communication Channels Customer Engagement Tools / Technology Operating Model HIGHLY AUTOMATED HIGH TOUCH HIGHLY AUTOMATED HIGH TOUCH
  8. 8. CUSTOMERS & SEGMENTS Copyright © 2017 Accenture. All rights reserved. 8 Market Trends Customers segmenting themselves based on varying levels of digital adoption. Customers expect that you tailor products to their wants and needs. Three consumer personas are emerging from Accenture research: Key Implications How does your operation serve the well-established customer that chooses to avoid digital interactions? How is your digital experience unique to the power users and valuable to those that experiment with digital channels? What is the level of service required to fulfill low value customers’ expectations across channels? Can you culturally and technically separate the two types of service needs? Strategic Decisions Allow line of sight for traditional customers to familiar products and services. Promote positive digital experience channels benefitting the customer and company. Let customers personalize products and customer journey via feedback and data. Align desired customer journeys to balance current and future value of each segment. NOMADS HUNTERS QUALITY SEEKERS Highly digitally active group, ready for a new model of delivery Searching for the best deal on price Looking for high quality, responsive service and data protection Understanding how to efficiently interact and service your customer base is key. Customers can be segmented based on their economic value, level of digital adoption and the way they view their provider. Source: Accenture Research – D&M Consumer Study (2017)
  9. 9. ELIMINATE Repeatable, automated processes with robots EXACT Quick and easy interactions with robotics for accuracy EXCELLENT Outcome-focused interactions aligned to segments Copyright © 2017 Accenture. All rights reserved. 9 Key Attributes Efficient Interface and interaction should be high-quality to align with customer expectations. Largest opportunity for utilizing digital and robotics to minimize cost while delivering desired experience. Excellent Increased value in blend of human, physical and digital channels for outcome-driven interactions Sharing data across channels is fundamental to finding and achieving desired customer journeys. Exact Commoditized treatment acceptable to customers assuming the process is quick, easy and accurate. Opportunity for leveraging robotics to deliver precision and consistency for the customer. Eliminate Investment focused on repeatable, tech-driven processes, with robotics as a low-cost, accurate option. Lowest opportunity to leveraging human interaction as a future state channel. By understanding the value that desired capabilities could bring to our customers, an optimal balance of cost to customer experience can be targeted. EFFICIENT High-quality interface driven by digital LOWERVALUETOCOMPANY HIGHERVALUETOCOMPANY LOWER VALUE TO CUSTOMER HIGHER VALUE TO CUSTOMER CUSTOMERS & SEGMENTS
  10. 10. TRANSACTIONS Copyright © 2017 Accenture. All rights reserved. 10 Market Trends Customers continue to be increasingly channel agnostic, wanting ease of access and accuracy that values their time. Customers who don’t prefer automated transactions must be incented to use those capabilities. Focus will be on building and maintaining relationships while the market continues the shift to commodity self-serve and bot interaction. Key Implications What self-service capabilities drive service differentiation? Have the easy self-service capabilities already been rolled out to all applicable business units? What transactions provide the greatest value from human interaction? What policies and regulation will impact the deployment of self-service? Self- sales? What technology, financial, and organizational barriers require a new approach to justify and implement? Strategic Decisions Value of internal and external education on self-service utilization to drive adoption. Key transactions which improve and differentiate the customer experience. Optimal channels for each transaction type, and even by customer segment. Knowledge of the customers’ relationship to create new opportunity for self-service across within and across products. Digital “Sherpas” in other channels to help guide unaware but wiling customers through positive, digital experiences. Transaction volume has increased substantially over the last five years. Companies should ensure that each interaction drives positive feelings and brand loyalty. The contact center plays a large role in this, and overall strategy should be reassessed given the trends around desired human interaction.
  11. 11. TRANSACTIONS: MAPPING INTERACTIONS ALONG THE AUTOMATION LINE Copyright © 2017 Accenture. All rights reserved. 11 Building a Memorable Customer Experience Focus on making interaction quick and easy for the customer Automated for majority of customers and manual for users with minimal digital engagement Potential for automation depending on customer type. Build the relationship with memorable experience Limited automation because of opportunity to invest in the relationship, add real value and retain customer Unable to automate with an interaction highly personalized, because of regulation or risk concerns Interactions of the future can be mapped along a value line, which defines the optimal level of human and bot interaction to drive great customer experiences and efficient transactions. 1 2 3 4 5 HIGHLY AUTOMATED HIGH HUMAN INTERACTION Transaction Types Transaction-Based Low Value Situationally Viable Relationship Oriented High Value Opportunity 1 2 3 4 5
  12. 12. COMMUNICATION CHANNELS Copyright © 2017 Accenture. All rights reserved. 12 Market Trends Customers will engage in asynchronous communications, across channels and with time delay. Customers will leverage the channel based on ease and speed to outcome. Increasing demand for warm-transfer within the same day from other channels into the contact center, containing interaction and communication history Text based communications will become critical to enabling the growth of bots and expansion to other transactions. Key Implications How standardized is the experience across channels provided? Is the customer data approach designed for individual channels and for migration across channels? What is the ease of a customer to change channels seamlessly? Is the organization positioned for emerging channels from external influences (GAFA)? Strategic Decisions Role of individual channels is diminished to target value in end-to-end customer experience. Desire to embrace messaging on 3rd party properties and even emerging devices (Alexa, Siri, PoS machines, etc.) as an additional channel to communicate with customers. Timing for expanded natural language bot capabilities from text to language based customer interactions considering maturity. Changing consumer expectations around interactions, driven by GAFA (Google, Apple, Facebook, Amazon), have increased channel usage to include physical, digital, bots and contact center. Customers now dictate the channel and expect additional non-voice capabilities when interacting with the contact center.
  13. 13. COMMUNICATION CHANNELS: TOMORROW’S DIGITAL COMMUNICATION Copyright © 2017 Accenture. All rights reserved. 13 Customers increasingly transact across time and channels through physical, digital, bots and the contact center. Yesterday’s Digital Communication • Customers have a limited selection of channels to engage with their provider. • The company’s knowledge of their customer was minimal and cross-channel contact integration was scarce. Tomorrow’s Digital Communication • Asynchronous communication and robotics allow companies to use the strength of the enterprise to support sophisticated products and services. • Dynamic customization of content based on customer profile and behaviors • The company attempts to enrich their customer knowledge at every transaction. • Customers are less likely to care about the channel of access, more about the outcome and ease to answer. • Guides customer to the channel they can be best served instead of insisting on “omnichannel” support across all processes. Engagement Channels 3rd Party Ecosystem Data Management Platform (DMP) 3rd Party Web Engagement Channels A B New Channels Asynchronous Handling
  14. 14. CUSTOMER ENGAGEMENT Copyright © 2017 Accenture. All rights reserved. 14 Market Trends As robotic advances continue, a reduced dependence on humans for transactional tasks will accelerate. Human agents will be staffed in the contact center with an on-demand mindset, equipping leaders with additional flexibility. Consumers will slowly begin to increase digital trust for advice and purchasing decisions, but will demand easy access to human assistance. Financial institutions will begin to go beyond the traditional boundaries and into new products and spaces, which needs operations to support these new endeavors. Key Implications How can you decelerate recruiting and supplant full-time equivalent (FTE) budget with investments in robotic agents? How will you increase the skill-set of customer service representatives (CSRs) to handle more complex interactions via hiring and upskilling? How can you load balance across the contact centers and potentially other lines of business to share capacity in times for high demand? Can you adopt methods to flex your enterprise workforce to deliver skilled capacity when needed most? Strategic Decisions Different skill sets will be required from traditional contact center CSRs: • Majority of remote CSRs must to become more relationship-oriented • Sales background and listening skills are crucial to appropriate cross- selling expectations • Increased digital interaction requires CSRs to be confident multi-taskers and writers Human agents will become empathetic advisors with new skill focus areas: problem solving, analytical thinking, sales and communications. Advances in technology, in the form of robotic process automation (RPA) and digital self-service, have large impacts on service interactions. Reduced dependence on humans for transactional tasks and the rise of the “on-demand” workforce can dramatically improve contact center efficiency and change agent expectations.
  15. 15. CUSTOMER ENGAGEMENT: ROBOTICS Copyright © 2017 Accenture. All rights reserved. 15 RPA allows the contact center to shift its focus from low value transactional interactions to high value relationship building interactions. Contact Center Examples Human Persona as the first point of contact – examples: “AI Lisa”, Facebook chat bots Robotic identification of relevant content (videos) building customer knowledge Task completion fully audited, without human intervention and tuned for outcomes Automate analysis of every discussion for compliance, data capture and coaching Advanced presentation of treatments to agent or directly to customer based on data Work across existing systems to reduce integration, search and manual data capture Solutions Virtual Agents Identity Analytics Cognitive Robotics Speech Analytics Next Best Action Intelligent Automation Technology Vision Audio Processing Natural Language Processing Knowledge Representation Machine Learning Expert Systems Sense Comprehend Act Robotics in Financial Services
  16. 16. CUSTOMER ENGAGEMENT: THE LIVING ORGANIZATION Copyright © 2017 Accenture. All rights reserved. 16 The living organization—the liquid, on-demand workforce becomes possible. Permanent Staff 50%Bots 30% Contractors / Freelancers 20% TYPICAL WORKFORCE IN 2025 What different skill sets will be required from a traditional contact center and customer service representatives (CSRs)? More relationship-oriented Sales background and skills as cross selling is important at every level. Confident multi-tasking for asynchronous handling Empathetic advisors will require problem solving, analytical thinking and communications skill. Above all, they need empathy with customers at all times. STAFFING MODEL OF THE FUTURE Reduced dependence on humans for transactional tasks Underused contact center capacity can be used to supplement load for chat and social
  17. 17. TOOLS & TECHNOLOGY Copyright © 2017 Accenture. All rights reserved. 17 Market Trends Investments in data aggregation and analytics will increase bot effectiveness, and provide targeted next best offers. Robotics paired with advanced contact routing will boost contact center ability to get the right work to the right agent. Customer Relationship Management (CRM) solutions continue to be leveraged and enhanced, build on a complete data profile of customers. Key Implications How are investments directed towards enabling technology to be self-learning, self-improving and proactive in recommending the next best action? What mechanisms are required to sense the customer’s evolving ecosystem and preferred engagement channel? How are data sources aggregated in an MDM environment to enabling quick learning and insight generation? Strategic Decisions Technology architecture should support: • Agile test and learn methodology to rolling out new technologies • Ability for change quickly by assigning the right decisions to the right people • Tracking operational metrics to evaluate these elements Next step for achieving desktops integrated across all channels to share customer data Target state for contact center technology is an integrated design providing bots, agents and, most importantly, customers with the right knowledge, in the right context, in real-time.
  18. 18. TOOLS & TECHNOLOGY: SATISFYING ELEVATED CUSTOMER EXPECTATIONS Copyright © 2017 Accenture. All rights reserved. 18 Customer service representatives should have tools necessary to meet elevated customer expectations, giving a cross-enterprise, holistic view of the customer while allowing for differentiated features based on role. Activity Examples Customer Relationship Management Communication & Collaboration Sales and Leads Complaints Management Issue Management Customer Experience Management Authentication Support Transactions Employee Customer Interaction Modes Employee experience is a driver of cost and service Customers have new tools and use them with contact center employees at the same time Easy and fast transactions are addressed by self-service and with intelligent automation (RPA) when employee handled. Region and territory boundaries are transcended as customers use remote channels for complex situations. Employees have more complex dialogues and tools, which impact their role and satisfaction significantly. PC Voice Call MobileRemote CSR Face-to-Face Rep Agency CSR Tablet Face-to-Face Voice Call CSR PC Cust Mobile Face-to-Face Mobile
  19. 19. OPERATIONAL & CUSTOMER DATA Copyright © 2017 Accenture. All rights reserved. 19 Supplement customer profiles with interests, trends, sentiment and behaviors through mining customer data and transaction metadata. Challenges exist with converting data across numerous, disjointed systems due to complex architectures. Financial service institutions must increase cyber-security across all channels, resulting from an increased number of threats. Is the customer effort measured at each stage across the value chain? What filters are leveraged to prioritize customer effort reductions across channels? What is the ideal organizational alignment for analytics resources (whether centralized or in lines of business)? Is the AORCA (acquisition, onboarding, retention, cross-sell, advocacy) model used to analyze customer trends across channels? Tracking and evaluating asynchronous handling requires new thinking by leadership. Customer Relationship Management systems will become an even more critical backbone to the channel ecosystem with increased data sharing expectations. Compete on the digitally-driven experience by evolving IT infrastructure and big data capabilities to help real- time personalization. Deepen customer trust through enabling a secure, data-driven relationship, and uncover opportunities for increased security. Customer and operational data become even more important as analytics capabilities continue to mature. Financial institutions should continue to look for ways to gather customer information to better understand and serve them. Traditional methods for metric tracking, customer service rep KPIs, profit and loss calculations and management guidance should change to match the new priorities in the contact center. Market Trends Key Implications Strategic Decisions
  20. 20. OPERATIONAL & CUSTOMER DATA: COLLECTING CUSTOMER DATA Copyright © 2017 Accenture. All rights reserved. 20 As technology develops to mine and translate social feeds into sentiment, trends and a complete customer 360, understanding various forms of customer data is becoming increasingly important. Collecting customer data by channel allows institutions to supplement their customer profiles with interests, trends, sentiment, and behaviors 1. Source: comSCORE 2016 MOBILE APP REPORT, *WE ARE SOCIAL 2. Source: STATISTA 3. Source: INSTAGRAM, 4/2017 4. Source: SNAP, INC, comSCORE 2016 MOBILE APP REPORT Companies need to be present in the customer’s ecosystem to create a TRUSTED DIALOGUE It is necessary to COLLECT AND MANAGE customer data while respecting privacy and adhering to regulation Social networks contain PUBLIC DATA AND INFORMATION that’s pertinent to marketers 1.65Billion Active mobile social accounts globally1 500Million Daily tweets2 13Hours Average person spends a month on Facebook1 700Million Instagram users3 166Million Daily active Snapchat users4
  21. 21. OPERATING MODELS Copyright © 2017 Accenture. All rights reserved. 21 Market Trends Coordination across channels for capability investment becomes more critical due to the diminishing the individual channel’s role in decisions. Maximizing experience across all channels is unrealistically expensive. Optimizing speed, cost and quality becomes even more difficult. Key Implications Has contact center alignment changed from Operations to the Sales organization? How is your contact center staffed to function in a Test and Learn environment? Are FTE dedicated to driving experience, continuous improvement and voice of the customer? Strategic Decisions Align contact center in the CMO organization to drive alignment in mission, measurement, focus and rewards. Iterate on customer experience instead of waiting for the ideal omni-channel model to be developed. Deploy a rapid prototyping platform for get true test and learn speed into the hands of channel leadership. New operating models, such as the on-demand workforce, create opportunities for companies with seasonal work volume to seek efficiencies through shared workforces. A successful contact center requires the right combination of organizational alignment, reporting structure and strategic vision.
  22. 22. OPERATING MODELS: AN ON-DEMAND WORKFORCE Copyright © 2017 Accenture. All rights reserved. 22 The on-demand workforce can dramatically improve contact center efficiency and demand more from its agents. Variable workforce—gain access to specialist skills and technology at times of peak demand. Uber surge pricing model—peak times and seasonality can attract a higher hourly rate to encourage agents to sign up for these shifts. Perpetual part-time agents become more valuable to the contact center to more accurately match supply and demand. Digital tools will provide the human agent with data from multiple sources to resolve complex problems. Project management skills will be needed to control a variety of resources. Recruiting, training, compensation, etc. will need to adapt to develop and retain the necessary skills. Agents On Demand Agent as a Problem Solver
  23. 23. MOVING FORWARD
  24. 24. DEFINING THE STRATEGIC VISION AND ALIGNMENT OF THE CONTACT CENTER Develop the model of channels for meeting customer expectations and the cost/benefit implications Analyze customer base and their current and future channel propensities to determine areas of opportunity in the existing channels to compliment each other and fulfill overall expectations. Copyright © 2017 Accenture. All rights reserved. 24 While a contact center begins to standardize its operations and technology, a holistic enterprise strategic vision is needed for the future of the contact center. 1 Understand customer segment expectations for those service and acquisition interactions Examine the propensity for customer adoption based on the existing and desired customer segments to validate the strategy and help to shape concepts for operations, education/marketing and investment need. 2 Develop hypotheses for the new capabilities required to support the future customer strategy Develop and refine hypotheses across experience delivery, marketing, customer education, policy, technology leverage, organizational barriers, and process to change service, deepening, and acquisition interaction mix. 3 Build the path to deliver against the strategy Shape the approach based on the impact and ability to deliver: customer readiness, investment/benefit urgency, delivery dependencies, critical decision making, etc. 4
  25. 25. ACCENTURE CONTACTS Copyright © 2017 Accenture. All rights reserved. 25 For more information, please contact us or read our blog post series on Contact Center of the Future. John McNally Managing Director Financial Services, North America Chicago john.f.mcnally@accenture.com Andrew Systma Senior Manager Financial Services, North America Charlotte andrew.sytsma@accenture.com Follow us on LinkedIn www.linkedin.com/ showcase/16181827
  26. 26. ABOUT ACCENTURE Copyright © 2017 Accenture. All rights reserved. 26 Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions—underpinned by the world’s largest delivery network —Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With more than 401,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com DISCLAIMER This presentation is intended for general informational purposes only and does not take into account the reader’s specific circumstances, and may not reflect the most current developments. Accenture disclaims, to the fullest extent permitted by applicable law, any and all liability for the accuracy and completeness of the information in this presentation and for any acts or omissions made based on such information. Accenture does not provide legal, regulatory, audit, or tax advice. Readers are responsible for obtaining such advice from their own legal counsel or other licensed professionals. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

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