Transforming the Contact Center in aMulti-Channel Banking Organization                                  Simon Angove      ...
Changing role of the contact centerDue to changing customer behavior and evolution of technology, role of thecontact cente...
Voice of the customer analytics tools listenacross channelsLeverage survey, text analytics and speech analytics tools to g...
Integrated listening strategyCombination of different “listening” tools to collect and analyze customer sentiment         ...
Re-skill and re-tool the workforceContact center agents must be equipped to handle more complex interactionsand varied mul...
Improve process effectiveness throughdesktop analyticsLeverage desktop & process analytics and agent desktop tools to redu...
Leverage workforce management practicesto reduce operating expenseWorkforce management has evolved beyond the basics of fo...
Integrate contact center with other channelsIntegrating the contact center with other channels can support delivery of ase...
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Transforming the Contact Center in a Multi-Channel Banking Organization

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In a rapid changing multi-channel banking industry contact centers must transform their operation or face obsolescence. Those that do can play a critical role in improving customer satisfaction and loyalty and generating revenue.

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Transforming the Contact Center in a Multi-Channel Banking Organization

  1. 1. Transforming the Contact Center in aMulti-Channel Banking Organization Simon Angove SVP & GM, Retail Financial Services Verint Systems October 2012 1
  2. 2. Changing role of the contact centerDue to changing customer behavior and evolution of technology, role of thecontact center changing significantly and becoming more complicated • Routine transactions migrating to other channels • Shifting to more complex sales and advisory interactions • Increase in email, web/chat, mobile and social media • Customers expect a seamless multichannel experience • Need to reskill and retool contact center workforce • Continued pressure to reduce or contain operating costs • Regulatory compliance a significant burden Are you experiencing increased complexity in your call center? No Yes 0% 10% 20% 30% 40% 50% 60% 70% 80% Source: ICMI, Leveraging Complexity: Trends for Future Success in the Contact Center, 2012 2
  3. 3. Voice of the customer analytics tools listenacross channelsLeverage survey, text analytics and speech analytics tools to glean customerinsight and proactively respond to issues and opportunities What do customers tell us in conversations What do customers tell us in they initiate with us? conversations we initiate with them? Phone Calls IVR Surveys Chat Relationship Surveys Transactional Email Surveys What do customers say about us in conversations we don’t even know about? Web Social Media Blogs & Communities 3
  4. 4. Integrated listening strategyCombination of different “listening” tools to collect and analyze customer sentiment Survey and behavior indicators show Speech & Text Analytics dig into a spike in customers saying they are survey comments to clearly show “not at all satisfied” why customers aren’t satisfied Analysis of call center recordings Bank makes operational changes exposes what customers are saying and surveys sent to panels about these topics determine the effectiveness 4
  5. 5. Re-skill and re-tool the workforceContact center agents must be equipped to handle more complex interactionsand varied multi-media channels • Hire high caliber multi-skilled agents • Invest heavily in training and elearning • Deploy knowledge management systems • Leverage process analytics and automation • Shift to customer-focused performance metrics • Align compensation and incentives 5
  6. 6. Improve process effectiveness throughdesktop analyticsLeverage desktop & process analytics and agent desktop tools to reducevariation in process execution and increase agent productivity 1. User opens the CRM system 2. Fire a trigger prompting a message based on customer’s profile 3. Automatically force the referral application open 4. Populate the referral application with the relevant data from the CRM system 6
  7. 7. Leverage workforce management practicesto reduce operating expenseWorkforce management has evolved beyond the basics of forecasting andscheduling to include practices that can further improve agent productivity • Multi-skilled agents Contact center operating budget • Multi-media blending • Home-working agents • Virtual contact centers Other • Enterprise contact centers expenses, 34% Salaries, 66% Source: ContactBabel, The US Contact Center Decision Makers’ Guide, 2012 7
  8. 8. Integrate contact center with other channelsIntegrating the contact center with other channels can support delivery of aseamless multichannel customer experience • Visibility to the customer journey Cross channel journeys • Route work to most appropriate channel • Proactive outbound customer outreach • Web integration via click-to-call and chat • Social media hub for enterprise • Video bankers and tellers • Outbound calling for branch appointments • Share resources between channels Source: BANKNXT, The Multichannel Banking Challenge, 2012 8
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