This document discusses multi-channel service delivery and how organizations can provide customer service through various channels. It finds that while the contact center remains an important channel, customers are increasingly using digital channels like email, websites, chat, and social media for service requests and resolutions. The best-performing organizations empower agents with real-time customer information across channels and educate customers about self-service options. To succeed, companies must support customers through their preferred channels in a cost-effective way.
Microsoft Dynamics CRM - Delivering Customer Service Via Contact Center and t...Microsoft Private Cloud
This document discusses how companies can improve customer service delivery across contact centers and websites. It finds that the best-performing companies ("Best-in-Class") achieve higher customer satisfaction and profit margins by empowering all employees with up-to-date customer information, integrating customer-facing departments, and educating customers about self-service options. To achieve these benefits, the document recommends companies standardize processes, train employees, and consider the revenue impact of superior customer management.
The Perfect Call2006 Customer Service Survey ReportAnil Kumar
The survey found that customers still strongly prefer personal customer service interactions over technology-based options. Most respondents were satisfied with in-person service and phone support with a live representative. While email was also popular, automated phone systems and online chat were less satisfactory. The human touch in customer service remains important. Additionally, having a knowledgeable representative who can resolve all issues without transfers was cited as a key priority. Customers are frustrated by long hold times, repeating information, and representatives lacking answers or trying to sell additional products. Poor customer service has led many to switch providers in various industries.
The document provides an overview of social customer service and strategies for implementing online customer communities. It discusses traditional customer service channels and emerging social channels. It also outlines best practices for online communities, key performance indicators to measure success, and examples of how companies have benefited from social customer service.
It’s important to understand the potential of social networking and the customer experience as well as how these technologies can be harnessed to deliver on corporate objectives.
1) Superior customer service is critical for high-tech companies to ensure repeat business and loyalty, but many companies overestimate how satisfied their customers are with the service.
2) Research shows that customers who have an extremely high satisfaction experience are nearly 300% more loyal than those with average satisfaction and those with average satisfaction are unlikely to purchase from the provider again.
3) There is a large disparity between how companies perceive their customer service capabilities and customer satisfaction, with customers generally being more angry and seeking alternative providers.
The Colorado Department of Revenue implemented RightNow Technologies to provide taxpayers with self-service access to tax information online in order to reduce call volumes and improve customer service. This resulted in an ROI of 8,732% and payback period of just 3 days. Key benefits included avoiding costs of hiring additional staff for the call center during peak tax season, and providing more rapid, accurate and consistent responses to taxpayers' questions. Continuous refinement of the knowledge base based on analytics of taxpayer interactions further optimized the system.
The document summarizes the findings of a survey of over 1,900 customer service leaders regarding trends in customer service. Some key findings include:
1) Customers now demand service across any channel, requiring service teams to personalize support for customers wherever they are. High-performing teams are more likely to already provide mobile apps and social media support.
2) High-performing teams empower agents by giving them tools to resolve issues and are more likely to adopt new technologies.
3) Top teams are increasingly providing proactive support using technologies to predict needs and self-service options like online communities to improve efficiency.
Microsoft Dynamics CRM - Delivering Customer Service Via Contact Center and t...Microsoft Private Cloud
This document discusses how companies can improve customer service delivery across contact centers and websites. It finds that the best-performing companies ("Best-in-Class") achieve higher customer satisfaction and profit margins by empowering all employees with up-to-date customer information, integrating customer-facing departments, and educating customers about self-service options. To achieve these benefits, the document recommends companies standardize processes, train employees, and consider the revenue impact of superior customer management.
The Perfect Call2006 Customer Service Survey ReportAnil Kumar
The survey found that customers still strongly prefer personal customer service interactions over technology-based options. Most respondents were satisfied with in-person service and phone support with a live representative. While email was also popular, automated phone systems and online chat were less satisfactory. The human touch in customer service remains important. Additionally, having a knowledgeable representative who can resolve all issues without transfers was cited as a key priority. Customers are frustrated by long hold times, repeating information, and representatives lacking answers or trying to sell additional products. Poor customer service has led many to switch providers in various industries.
The document provides an overview of social customer service and strategies for implementing online customer communities. It discusses traditional customer service channels and emerging social channels. It also outlines best practices for online communities, key performance indicators to measure success, and examples of how companies have benefited from social customer service.
It’s important to understand the potential of social networking and the customer experience as well as how these technologies can be harnessed to deliver on corporate objectives.
1) Superior customer service is critical for high-tech companies to ensure repeat business and loyalty, but many companies overestimate how satisfied their customers are with the service.
2) Research shows that customers who have an extremely high satisfaction experience are nearly 300% more loyal than those with average satisfaction and those with average satisfaction are unlikely to purchase from the provider again.
3) There is a large disparity between how companies perceive their customer service capabilities and customer satisfaction, with customers generally being more angry and seeking alternative providers.
The Colorado Department of Revenue implemented RightNow Technologies to provide taxpayers with self-service access to tax information online in order to reduce call volumes and improve customer service. This resulted in an ROI of 8,732% and payback period of just 3 days. Key benefits included avoiding costs of hiring additional staff for the call center during peak tax season, and providing more rapid, accurate and consistent responses to taxpayers' questions. Continuous refinement of the knowledge base based on analytics of taxpayer interactions further optimized the system.
The document summarizes the findings of a survey of over 1,900 customer service leaders regarding trends in customer service. Some key findings include:
1) Customers now demand service across any channel, requiring service teams to personalize support for customers wherever they are. High-performing teams are more likely to already provide mobile apps and social media support.
2) High-performing teams empower agents by giving them tools to resolve issues and are more likely to adopt new technologies.
3) Top teams are increasingly providing proactive support using technologies to predict needs and self-service options like online communities to improve efficiency.
Customer Insight Findand Keepthe Customers You WantAnil Kumar
This document discusses how companies can improve customer acquisition and retention by developing stronger insights into their customers. While many companies have invested in CRM systems, capabilities for generating and acting on customer insights are still lacking. The document examines how a single customer view can provide a more complete understanding of customers. It also provides examples of companies that have improved marketing, sales, service and operational effectiveness by developing robust customer insight capabilities, including a country's postal service. Overall, the key message is that deep customer understanding is needed to build loyal, profitable customer relationships.
CARF manages growing demand for accreditation with Pivotal CRM solution. CARF needed a more efficient system to manage large volumes of accreditation data as demand grew. Their previous paper-based system was time-intensive. With Pivotal CRM, CARF can streamline the accreditation application process online and improve surveyor productivity and customer satisfaction. Over 3,700 providers across North America and Europe have earned CARF accreditation. Pivotal CRM provides a unified system for effective communication between staff, customers, and surveyors to manage the accreditation process.
Technology the "New Normal" enabling businessInfosys BPM
Technology is enabling business process outsourcing (BPO) operations to move beyond process improvements and increase client business performance. Supply chain BPO services have great potential to transform clients by bridging the distance between front and back office supply chain processes. Supply chain visibility dashboards in particular can enhance collaboration between clients and BPO vendors to optimize global supply chains in real time. These dashboards may provide benefits such as improved supply chain management in an outsourced environment.
Self Service Customer Care For Next Generation NetworksGreen Packet
Smartphone devices have dramatically changed the way consumers consume data. The need to be connected anywhere and anytime is driving service providers to put focus into customer experience to grow customers, build loyalty and drive profits through new services. As a result, the expectations of service experience from the end-user are heightened and cannot be underestimated.
Service providers are under pressure to deliver customer experience that separates them from the competition, while at the same time trying to delicately balance their revenues and managing costs for near term gain and longer term success. In this paper, we outline the scale of issues faced in mobile device and service care that impacts both service providers and end-users beyond connectivity. With a broad range of services and wide variety of applications, the smartphone requires more complexity to handle a multitude of firmware and software configurations which legacy CRM systems are inadequate to deal with today’s customers.
Remote device support and service care is a key component to tackle the demands of escalating costs in customer care. Service providers are seeking integration onto backend systems without incurring heavy infrastructure changes and ensure the best fit into the existing operations through automated and proactive customer care mechanisms to ensure service excellence and thus prevent service quality degradation.
This document discusses customer journey and managed services provided by PT VADS Indonesia. It introduces PT VADS as a leading provider of integrated managed ICT/BPO services in Indonesia. It then discusses VADS' vision, mission and the services it provides including contact centers, data centers, and human capital management. The rest of the document discusses challenges in implementing managed services, the proposed operational model and reporting, how VADS can help access talents and manage attrition, the proposed organization chart, how VADS supports customers through technology, and benefits of the managed service framework such as reducing costs and risks.
CARF, an accreditation organization for human services providers, implemented a Pivotal CRM solution to more efficiently manage the large volume of data involved in the accreditation process for its growing customer base of over 3,700 organizations. The previous paper-based system was slow and resource-intensive. The new CRM system automates many tasks like assigning customer accounts and surveyors, allowing CARF to scale its operations while continuing to provide high quality accreditation services and enhancing the lives of those served by accredited providers.
Communication Dna Solutions Overview Portrait November 2011financialdna
If you are an individual, couple, family, leader or have a business then discover your unique Communication DNA style and start building sound relationships by firstly understanding the unique communication preferences and life perspectives.
This document discusses the challenges of outsourcing customer service operations. It notes that there is a tradeoff between service level accessibility (SLA), which is the speed of response, and service level quality (SLQ), which is the thoroughness of issue resolution. Defining clear metrics for SLA and SLQ goals is important but difficult, as pushing one metric often negatively impacts the other. In addition, outsourcing can threaten customer loyalty if the outsourced agents do not adequately represent the brand or understand customers' issues. The document examines these service level challenges as well as the monetary and reputational costs companies must consider when deciding whether to outsource customer service.
Adrian Gonzalez, ARC Advisory Group & Kate Vitasek, Tennessee’s Center for Ex...eyefortransport
This document discusses maximizing the value of relationships between third-party logistics providers (3PLs) and their customers. It notes that most 3PL-customer relationships are not structured strategically, but focuses on relationships where more progress is possible. Critical factors for strategic relationships include the CEOs championing change, trust between parties, shared visions with a customer focus, contracts encouraging flexibility, and a focus on insights over oversight. The document recommends these relationships move "up the value curve" through continuous improvement efforts.
Accenture 2009 Global Consumer Satisfaction ReportTRG
This document summarizes key findings from Accenture's 2009 global consumer satisfaction survey. The survey found that customer expectations and demands are higher than ever, while many companies are not keeping pace, resulting in increased switching between providers. Younger consumers have even higher expectations and are more likely to switch providers due to poor service. The document recommends that companies differentiate their customer service experiences based on individual customer segments and value to improve satisfaction and performance.
Eight Steps to Great Customer Experiences for Government AgenciesRightNow Technologies
This document outlines eight steps that government agencies can take to improve customer experiences despite constrained budgets. The steps are: 1) Establish a knowledge foundation to effectively manage and deliver knowledge; 2) Empower customers with self-service options via web and phone; 3) Empower frontline employees with access to extensive knowledge; 4) Offer service through multiple channels; 5) Listen to customer feedback; 6) Design seamless experiences across channels; 7) Proactively engage customers; 8) Continuously measure and improve experiences. Implementing these steps will allow agencies to fulfill rising expectations, comply with mandates, and increase productivity while reducing costs.
The document provides an overview of DPC's Government Services Division, which specializes in providing qualified IT, engineering, and administrative professionals as a best value proposition to government clients nationwide. Key details include that DPC has supported government agencies and organizations for over 10 years with over 600 personnel. The division provides cost-effective technology solutions and services to the federal government.
0442.q3 -2012--ee info session sept 18 draft 005Preston2k6
The document provides a business update from Morris Nord and Leza Muir of an insurance company. It includes the following highlights:
- Financial results for 2012 YTD are better than budget and the prior year across key metrics like revenue, claims, expenses, and net income.
- Group health and dental for small business has seen the most growth over the past 3 years among the company's key product areas.
- There is a discussion of how the company's products, services, claims processing, and market share compare to competitors.
- Improving customer experience and satisfaction is a priority, including enhancing digital capabilities and addressing changing customer expectations around convenience.
201309 LOMA Policyowner Service and Contact Center WorkshopSteven Callahan
Presentation to insurance service leaders on service and contact center opportunities to provide competitive differentiation as well as summary results of a recent short survey on contact center challenges.
The 3-Step Guide to Activating Social Media Customer Care in the Contact CenterMDG Advertising
Social Media Customer Service is the new gold standard for retail brands, but does your internal team have what it takes to get your program off the ground? This white paper discusses how to: Set up your social media strategy, Staff and train for proper handling, and the benefits of a robust social media strategy to take care of your customers where they feel most comfortable. Don't let your business be left behind, contact Global Response today. http://www.globalresponse.com/services/social-media-customer-care/
Grant Thornton - The developing internal audit agendaGrant Thornton
Summary findings of a survey, undertaken in conjunction with CIPFA, of UK heads of internal audit in local public sector bodies, investigating how internal audit functions are responding to the issues presently facing the sector.
Top 5 Consumer Expectations in the Insurance Industry - InvensisInvensis
Read what Consumers want from their Insurers (http://goo.gl/wJxHKE) and how outsourcing can help insurers to satisfy customers in the insurance industry. Top Five Consumer Expectations in the Insurance Industry which will help to keep insurance companies agile and efficient, and make them ready to meet the changing demands of their patrons.
Invensis Technologies (http://www.invensis.net) a leading IT BPO company with more than 14 years of experience, specializes in providing customer care, document process automation and IT services to insurance industries which helps insurance companies enable to leverage the new opportunities.
Please contact us at sales {at} invensis {dot} net OR Call us Now from US +1 (302)- 261-9036, UK +44 203 411 0183, AUS +61 3 8820 5183, IND +91 80 41155233 or browse (http://goo.gl/xmCoeO) for more details on our services.
This document discusses advancing multichannel knowledge management. It explains that customers expect consistent, up-to-date information regardless of channel. Multichannel knowledge management can provide a better customer experience and increase cost efficiency by reducing unnecessary contacts and time spent searching for information. The document recommends conducting a feasibility study and roadmap to design and implement an integrated multichannel knowledge management approach and culture change. Atos Consulting can help organizations transform how they manage knowledge across channels through its proven methodology and experience.
Service Push Social Media Discovery FrameworkJohn Perez
This document outlines Service Push's social media consulting services which include conducting a discovery process to identify opportunities for companies to integrate social media into their business processes. The discovery process involves interviewing stakeholders, monitoring social media conversations, analyzing competitors' social media strategies, auditing current tools, and developing a 1-3 year social media roadmap with recommendations. The goal is to help companies enhance sales, marketing and customer support through social media.
The document announces a tender for internet connectivity services for the University Institute of Engineering & Technology located in Sector 25 of Panjab University, Chandigarh. Bids are due by May 30th, 2008 at noon and will be opened on June 2nd, 2008 at 11:00 am. The tender notice number is UIET/PU/Internet/2008/19.
The VET system is closely regulated by national organizations to provide up-to-date real world training through training packages, qualifications frameworks, and assessment guidelines. Training packages are developed by Industry Skills Councils for each industry and describe the qualifications, units of competency, and assessment requirements. The VET system is governed by bodies like the Department of Education and Training, Australian Skills Quality Authority, and state regulatory authorities, and Registered Training Organizations must meet national standards to deliver nationally recognized training.
Customer Insight Findand Keepthe Customers You WantAnil Kumar
This document discusses how companies can improve customer acquisition and retention by developing stronger insights into their customers. While many companies have invested in CRM systems, capabilities for generating and acting on customer insights are still lacking. The document examines how a single customer view can provide a more complete understanding of customers. It also provides examples of companies that have improved marketing, sales, service and operational effectiveness by developing robust customer insight capabilities, including a country's postal service. Overall, the key message is that deep customer understanding is needed to build loyal, profitable customer relationships.
CARF manages growing demand for accreditation with Pivotal CRM solution. CARF needed a more efficient system to manage large volumes of accreditation data as demand grew. Their previous paper-based system was time-intensive. With Pivotal CRM, CARF can streamline the accreditation application process online and improve surveyor productivity and customer satisfaction. Over 3,700 providers across North America and Europe have earned CARF accreditation. Pivotal CRM provides a unified system for effective communication between staff, customers, and surveyors to manage the accreditation process.
Technology the "New Normal" enabling businessInfosys BPM
Technology is enabling business process outsourcing (BPO) operations to move beyond process improvements and increase client business performance. Supply chain BPO services have great potential to transform clients by bridging the distance between front and back office supply chain processes. Supply chain visibility dashboards in particular can enhance collaboration between clients and BPO vendors to optimize global supply chains in real time. These dashboards may provide benefits such as improved supply chain management in an outsourced environment.
Self Service Customer Care For Next Generation NetworksGreen Packet
Smartphone devices have dramatically changed the way consumers consume data. The need to be connected anywhere and anytime is driving service providers to put focus into customer experience to grow customers, build loyalty and drive profits through new services. As a result, the expectations of service experience from the end-user are heightened and cannot be underestimated.
Service providers are under pressure to deliver customer experience that separates them from the competition, while at the same time trying to delicately balance their revenues and managing costs for near term gain and longer term success. In this paper, we outline the scale of issues faced in mobile device and service care that impacts both service providers and end-users beyond connectivity. With a broad range of services and wide variety of applications, the smartphone requires more complexity to handle a multitude of firmware and software configurations which legacy CRM systems are inadequate to deal with today’s customers.
Remote device support and service care is a key component to tackle the demands of escalating costs in customer care. Service providers are seeking integration onto backend systems without incurring heavy infrastructure changes and ensure the best fit into the existing operations through automated and proactive customer care mechanisms to ensure service excellence and thus prevent service quality degradation.
This document discusses customer journey and managed services provided by PT VADS Indonesia. It introduces PT VADS as a leading provider of integrated managed ICT/BPO services in Indonesia. It then discusses VADS' vision, mission and the services it provides including contact centers, data centers, and human capital management. The rest of the document discusses challenges in implementing managed services, the proposed operational model and reporting, how VADS can help access talents and manage attrition, the proposed organization chart, how VADS supports customers through technology, and benefits of the managed service framework such as reducing costs and risks.
CARF, an accreditation organization for human services providers, implemented a Pivotal CRM solution to more efficiently manage the large volume of data involved in the accreditation process for its growing customer base of over 3,700 organizations. The previous paper-based system was slow and resource-intensive. The new CRM system automates many tasks like assigning customer accounts and surveyors, allowing CARF to scale its operations while continuing to provide high quality accreditation services and enhancing the lives of those served by accredited providers.
Communication Dna Solutions Overview Portrait November 2011financialdna
If you are an individual, couple, family, leader or have a business then discover your unique Communication DNA style and start building sound relationships by firstly understanding the unique communication preferences and life perspectives.
This document discusses the challenges of outsourcing customer service operations. It notes that there is a tradeoff between service level accessibility (SLA), which is the speed of response, and service level quality (SLQ), which is the thoroughness of issue resolution. Defining clear metrics for SLA and SLQ goals is important but difficult, as pushing one metric often negatively impacts the other. In addition, outsourcing can threaten customer loyalty if the outsourced agents do not adequately represent the brand or understand customers' issues. The document examines these service level challenges as well as the monetary and reputational costs companies must consider when deciding whether to outsource customer service.
Adrian Gonzalez, ARC Advisory Group & Kate Vitasek, Tennessee’s Center for Ex...eyefortransport
This document discusses maximizing the value of relationships between third-party logistics providers (3PLs) and their customers. It notes that most 3PL-customer relationships are not structured strategically, but focuses on relationships where more progress is possible. Critical factors for strategic relationships include the CEOs championing change, trust between parties, shared visions with a customer focus, contracts encouraging flexibility, and a focus on insights over oversight. The document recommends these relationships move "up the value curve" through continuous improvement efforts.
Accenture 2009 Global Consumer Satisfaction ReportTRG
This document summarizes key findings from Accenture's 2009 global consumer satisfaction survey. The survey found that customer expectations and demands are higher than ever, while many companies are not keeping pace, resulting in increased switching between providers. Younger consumers have even higher expectations and are more likely to switch providers due to poor service. The document recommends that companies differentiate their customer service experiences based on individual customer segments and value to improve satisfaction and performance.
Eight Steps to Great Customer Experiences for Government AgenciesRightNow Technologies
This document outlines eight steps that government agencies can take to improve customer experiences despite constrained budgets. The steps are: 1) Establish a knowledge foundation to effectively manage and deliver knowledge; 2) Empower customers with self-service options via web and phone; 3) Empower frontline employees with access to extensive knowledge; 4) Offer service through multiple channels; 5) Listen to customer feedback; 6) Design seamless experiences across channels; 7) Proactively engage customers; 8) Continuously measure and improve experiences. Implementing these steps will allow agencies to fulfill rising expectations, comply with mandates, and increase productivity while reducing costs.
The document provides an overview of DPC's Government Services Division, which specializes in providing qualified IT, engineering, and administrative professionals as a best value proposition to government clients nationwide. Key details include that DPC has supported government agencies and organizations for over 10 years with over 600 personnel. The division provides cost-effective technology solutions and services to the federal government.
0442.q3 -2012--ee info session sept 18 draft 005Preston2k6
The document provides a business update from Morris Nord and Leza Muir of an insurance company. It includes the following highlights:
- Financial results for 2012 YTD are better than budget and the prior year across key metrics like revenue, claims, expenses, and net income.
- Group health and dental for small business has seen the most growth over the past 3 years among the company's key product areas.
- There is a discussion of how the company's products, services, claims processing, and market share compare to competitors.
- Improving customer experience and satisfaction is a priority, including enhancing digital capabilities and addressing changing customer expectations around convenience.
201309 LOMA Policyowner Service and Contact Center WorkshopSteven Callahan
Presentation to insurance service leaders on service and contact center opportunities to provide competitive differentiation as well as summary results of a recent short survey on contact center challenges.
The 3-Step Guide to Activating Social Media Customer Care in the Contact CenterMDG Advertising
Social Media Customer Service is the new gold standard for retail brands, but does your internal team have what it takes to get your program off the ground? This white paper discusses how to: Set up your social media strategy, Staff and train for proper handling, and the benefits of a robust social media strategy to take care of your customers where they feel most comfortable. Don't let your business be left behind, contact Global Response today. http://www.globalresponse.com/services/social-media-customer-care/
Grant Thornton - The developing internal audit agendaGrant Thornton
Summary findings of a survey, undertaken in conjunction with CIPFA, of UK heads of internal audit in local public sector bodies, investigating how internal audit functions are responding to the issues presently facing the sector.
Top 5 Consumer Expectations in the Insurance Industry - InvensisInvensis
Read what Consumers want from their Insurers (http://goo.gl/wJxHKE) and how outsourcing can help insurers to satisfy customers in the insurance industry. Top Five Consumer Expectations in the Insurance Industry which will help to keep insurance companies agile and efficient, and make them ready to meet the changing demands of their patrons.
Invensis Technologies (http://www.invensis.net) a leading IT BPO company with more than 14 years of experience, specializes in providing customer care, document process automation and IT services to insurance industries which helps insurance companies enable to leverage the new opportunities.
Please contact us at sales {at} invensis {dot} net OR Call us Now from US +1 (302)- 261-9036, UK +44 203 411 0183, AUS +61 3 8820 5183, IND +91 80 41155233 or browse (http://goo.gl/xmCoeO) for more details on our services.
This document discusses advancing multichannel knowledge management. It explains that customers expect consistent, up-to-date information regardless of channel. Multichannel knowledge management can provide a better customer experience and increase cost efficiency by reducing unnecessary contacts and time spent searching for information. The document recommends conducting a feasibility study and roadmap to design and implement an integrated multichannel knowledge management approach and culture change. Atos Consulting can help organizations transform how they manage knowledge across channels through its proven methodology and experience.
Service Push Social Media Discovery FrameworkJohn Perez
This document outlines Service Push's social media consulting services which include conducting a discovery process to identify opportunities for companies to integrate social media into their business processes. The discovery process involves interviewing stakeholders, monitoring social media conversations, analyzing competitors' social media strategies, auditing current tools, and developing a 1-3 year social media roadmap with recommendations. The goal is to help companies enhance sales, marketing and customer support through social media.
The document announces a tender for internet connectivity services for the University Institute of Engineering & Technology located in Sector 25 of Panjab University, Chandigarh. Bids are due by May 30th, 2008 at noon and will be opened on June 2nd, 2008 at 11:00 am. The tender notice number is UIET/PU/Internet/2008/19.
The VET system is closely regulated by national organizations to provide up-to-date real world training through training packages, qualifications frameworks, and assessment guidelines. Training packages are developed by Industry Skills Councils for each industry and describe the qualifications, units of competency, and assessment requirements. The VET system is governed by bodies like the Department of Education and Training, Australian Skills Quality Authority, and state regulatory authorities, and Registered Training Organizations must meet national standards to deliver nationally recognized training.
Presentation at ConVerge 2010. Barriers faced when delivering Certificate IV in Training and Assessment with a blended delivery model and how they were overcome
Plan, organise and facilitate learning in thePauline Wilson
On-the-job training in the workplace is preferred by employers over off-premises training for several reasons. Training can be tailored specifically to the employer's environment and needs. Keeping learners in the workplace gives the training real purpose related to their jobs. Effective communication between trainers and learners is important to assess progress through methods like questions, projects, observations, and reports.
The document discusses Critical Functionality Testing (CFT), an early testing approach that focuses on critical application functions before User Acceptance Testing (UAT). CFT aims to identify defects in important areas like critical workflows, interfaces, batch processes and reports. It helps ensure UAT runs smoothly by resolving issues upfront and provides metrics on critical function stability. The benefits of CFT include lower costs from finding defects earlier, reduced UAT effort, and informed prioritization for development teams. A case study demonstrates how CFT helped a client meet tight timelines for an insurance system implementation while maintaining quality.
Este documento discute las ventajas y desventajas del uso de Internet. Entre las ventajas se encuentran que facilita la comunicación, permite conocer personas de todo el mundo e interactuar con ellas, y hace que la búsqueda de información sea más sencilla. Algunas desventajas son que también es posible encontrar contenido inadecuado como pornografía o violencia, puede generar dependencia y descuidar otras áreas de la vida, e inducir al aislamiento.
User Acceptance Testing Checklist (UAT)
A slideset showing items to check when putting a User Acceptance Test plan and User Acceptance Testing scripts together. UAT Testing allows your users to sign off they are happy with the delivery prior to deploying to production.
The document provides guidance on conducting user acceptance testing (UAT) for a business team testing a new web application. It outlines the UAT process, including planning the test, defining roles and responsibilities, guidelines for testers, managing defects found, and finalizing testing before moving the application to live production. The goal of UAT is to ensure the application meets business needs and functions as intended before launch.
Presentation of User Acceptance Testing (UAT)--process of DCS workers representing a cross-section of program areas and sites test the system and report issues to be rectified to the vendor for amendment.
The document discusses Clearworks' approach to requirements gathering and documentation for new products, services, and internal systems. It involves conducting interviews, workshops, and process mapping sessions with stakeholders to identify and document requirements. Requirements are captured in an easy-to-understand template and reviewed by stakeholders to ensure accurate interpretation. This comprehensive approach bridges business and technology needs and incorporates customer input.
User acceptance testing (UAT) validates that a system meets user needs by determining if it fulfills business requirements, as opposed to quality assurance (QA) which verifies that a system meets its specifications. An effective UAT involves creating test cases from business requirements and processes, using a combination of requirements-based, process-based, and data-driven approaches, and systematically recording the test plan execution and results.
The document discusses continuous delivery practices including defining goals and features through examples and stories, automating acceptance criteria tests, and implementing application code to pass those tests. It emphasizes that quality must be built into the process through techniques like test automation to enable continuous delivery of value to the business. Automating acceptance criteria keeps projects on track, provides better visibility, allows faster release cycles, and reduces risk and costs.
An Overview of User Acceptance Testing (UAT)Usersnap
What is User Acceptance Testing? Also known as UAT or UAT testing.
it's basically, a process of verifying that a solution works for the user.
And the key word here, is user. This is crucial, because they’re the people who will use the software on a daily basis. There are many aspects to consider with respect to software functionality. There’s unit testing, functional testing, integration testing, and system testing, amongst many others.
What Is User Acceptance Testing?
I’ll keep it simple; according to Techopedia, UAT (some people call it UAT testing as well) is:
User acceptance testing (UAT) is the last phase of the software testing process. During UAT, actual software users test the software to make sure it can handle required tasks in real-world scenarios, according to specifications. UAT is one of the final and critical software project procedures that must occur before newly developed software is rolled out to the market.
User acceptance testing (UAT), otherwise known as Beta, Application, or End-User Testing, is often considered the last phase in the web development process, the one before final installation of the software on the client site, or final distribution of it.
This document discusses business communication and mass communication. It defines communication as the transfer of information between people. Business communication differs from other types in its objectives. The communication process involves a sender, message, channel, receiver, and feedback. Mass communication relates to disseminating information to large audiences via newspapers, magazines, radio, television, film, and the internet. It also discusses forms of mass communication like print media, broadcasting, mobile, films, radio, and advertisements.
The document discusses key aspects of business communication, including the purposes of business communication such as informing, persuading, conveying goodwill, and establishing credibility. It also discusses communication processes and models, factors that influence business communication such as diversity, ethics and technology, and important concepts for effective business communication including communication channels, networks, and strategies for successful teams.
Business requirements gathering and analysisMena M. Eissa
Business analysis and requirements management are a key to project success.
This workshop helps candidates perform better based on sharing real life experience with them.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Digital Customer Service is customer service that is provided through digital channels, like website support, live chat, email, social media and messaging apps.
As much as technology has improved our lives, for many people customer service experiences remain unnecessarily frustrating. By adding new digital silos, many companies have created disjointed islands of context, knowledge bases and automation. However, if digital self-serve and human support are fully integrated and aligned to customer needs and expectations, digital customer service can bring significant benefits such as increased revenue, reduced cost to serve, and higher customer satisfaction.
This presentation defines what digital customer service is and the importance of creating a smooth and seamless omnichannel support for a compelling customer experience. It explains the eight most commonly used digital channels and the mistakes to avoid. Finally, it covers the key techniques and skills for the delivery of excellent customer service and the best practices to manage an omnichannel support system.
LEARNING OBJECTIVES
1. Acquire knowledge and the key concepts of Digital Customer Service
2. Describe the approach, practices and skills for delivering efficient and effective Digital Customer Service
3. Highlight the pitfalls to avoid and success factors for Digital Customer Service
CONTENTS
1. Introduction and Key Concepts of Digital Customer Service
2. Approaches and Practices of Digital Customer Service
3. Techniques and Skills for Human Supported Digital Customer Service
4. Pitfalls to Avoid and Factors for Success
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Customer expectations and service channel advancement has been keeping pace with each other. With Customers doing more with their mobile devices and engaging for a quick resolution through peer-to-peer interaction, organizations have another channel to Get Closer to their Customer.
Service&support as a strategic imperativeCatalina Popa
Leading edge companies regard their support organization as a strategic enabler, empowering support agents and focusing on impacting customer satisfaction. In doing so they are adopting a cross-channel support strategy, which includes remote support technologies. The results are real boosts in customer satisfaction and reduced support costs.
Survey results, analysis, commentary and analysis from over 700 participants of the 2007 Online Customer Engagement survey. Brought to you by Econsultancy and the cScape Customer Engagement Unit.
The document outlines a 9-step roadmap for businesses to evolve from traditional reactive customer service organizations to modern strategic ones. It discusses empowering self-service, providing multiple engagement channels, standardizing the agent experience, innovating new engagements, connecting knowledge silos, unifying customer data, personalizing service, connecting all brand experiences, and placing customer service at the heart of business strategy. The goal is to incrementally invest in customer service modernization to sustainably grow profits by delivering on the customer experience promise. Jumping ahead risks leaving people behind and not achieving desired returns.
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New customer expectations across all facets of engagement are challenging how traditional contact centers operate. Pressure is building to optimize customer experience, improve agent productivity, and deliver on strategic business initiatives.
But, the market conditions are changing and organizations have to be prepared to embrace:
-- The growing complexity and number of communication channels
-- New and evolving regulatory compliance requirements
-- Disruptive technologies, including Artificial Intelligence (AI) and Robotic Process Automation (RPA)
Forward thinking leaders are leveraging technology to transform their operations into Intelligent Contact Centers™, redefining the customer experience—and business value they bring to the organization.
Download the whitepaper for insight into how organizations are building next generation contact center applications. https://ap.pn/2M6sDs4
Customer Contact Center Best Practices and Considerations White PaperDATAMARK
Best practices and considerations for implementing customer contact centers, including inbound and outbound phone, email and social media customer engagement.
Is your Customer Service making the difference?Riccardo Sponza
Learn how relevant is your Customer Service for your business. Multi-channel strategy, social engagement, Self-Service case resolution, knowledge sharing are all critical success factors for and efficient and effective Service strategy, as well as optimizing your workforce management for field services.
Harness the Power of the Cloud to Drive Business InnovationPerficient, Inc.
Innovation in the cloud transcends information technology. It is woven into the very fabric of customer experience strategies and can be directly applied to how we think about business innovation as an enterprise.
Our Cloud First webinar provided a pragmatic approach to using design thinking to harness the power of cloud for business innovation. We walked through a framework for innovation and demonstrated how to build the right team, apply the right methods, and leverage the right tools to:
-Quickly create value for customers
-Bring people and ideas together
-Foster innovation through continuous delivery
-Release your ideas into the wild
Customer Relationship Management (CRM) is a business strategy focused on developing and managing long-term relationships with customers to increase their lifetime value and profitability for the organization. The philosophy of CRM recognizes that maintaining strong customer relationships provides a competitive advantage through increased customer retention, loyalty, and repeat business. CRM uses customer data, technology, and processes to better understand customer needs and provide personalized customer service across sales, marketing, and service channels.
Service with microsoft dynamics crm 2016Claudia Selle
The document discusses how customer service impacts customer loyalty and retention. It highlights that 76% of consumers use self-service options first and that agent turnover has increased to 27% annually. The key aspects of an effective customer service strategy highlighted are staying agile, earning loyalty through low effort interactions, and empowering agents. Interactive dashboards and knowledge management are identified as tools that can help optimize agent performance, customer satisfaction, and business outcomes.
On the 5th December 2013, Intelecom took a trip into the future to look at the trends which will influence our contact centres and the way in which we deliver customer service. Featuring a fascinating key note from Gartner, Intelecom also took the opportunity to dispel some of the myths surrounding Cloud contact centres and highlighted the growing importance of Social Media in customer service.
Digital transformation can help banks be more efficient in their operations, retain customers and increase profitability. This infographic explains how digital technologies such as mobility and customer analytics empowers banks to provide a more fulfilling banking experience to customers.
Communications advances are touching every industry and enabling new ways of connecting people. Video is becoming more integral to daily life as people interact in richer ways. Businesses are using real-time analytics of customer conversations and social media to fine-tune customer experiences. Organizations also face decisions around public versus private clouds and whether to use managed communications services. The integration of unified communications and mobility is expected to further boost productivity.
Davinci Virtual provides live receptionist services to help small and mid-sized businesses engage with prospects and customers across multiple channels like phone, email, and live web chat. Their professional agents can handle tasks like call screening and routing, appointment scheduling, order processing, and more. They offer three service plans - Premium, Business, and Auto Receptionist. Premium plans include additional capabilities like appointment scheduling, outbound calling, order processing, and administrative tasks. Business plans focus on call forwarding, voicemail management, toll-free numbers, and call routing. Both aim to provide a seamless customer experience across channels with a dedicated team of U.S.-based agents.
How to Achieve World Class Customer Experience through Insightful IT Bobhallahan
An amazing overview of how some of the Worlds top companies are achieving awesome customer experience through ingenious IT and brilliant Data intelligence, resulting in massive customer loyalty, repeat business monetization and sky high profits.
Beyond Omnichannel: Determining the Right Channel MixCognizant
Many companies believe that simply adding more customer channels or reducing the time it takes to handle customer queries will boost customer satisfaction and enhance the customer experience. Yet the proliferation of digital technologies and touchpoints have made it more difficult to track customer preferences and purchasing traits. By identifying customers’ preferred contact channels, companies can more effectively engage, serve, and retain them while driving profitable growth.
Similar to Astute aberdeen multi-channel_service_delivery (20)
The document provides an overview of customer satisfaction metrics from Zendesk's Customer Satisfaction Index. It finds that customer satisfaction averages 86% globally but varies significantly by industry, company size, target audience, and country. The top drivers of customer satisfaction are identified as scale of operations, efficiency (measured by first response time), and quality (measured by percentage of tickets resolved in one interaction). Best-in-class companies exhibit habits of immediate response, availability across multiple customer channels, and self-service support options.
Forrester's Kate Leggett recently blogged about the business benefits of improving the Agent Desktop experience, and I was inspired to add additional color commentary to this as I am currently working with a client who has some significant Agent Desktop challenges. So below is a summary of the Top 6 KPIs and Business Benefits associated with improving your Customer Service Agent's Desktop experience. The 6 KPIs are below:
Improving Agent Handle Time.
Increasing First Call Resolution.
Improving Agent Satisfaction & Turnover.
Improving Training & Ramp Up Time.
Improve Customer Satisfaction.
Increase Revenue.
Kpi social media response survey results1John Perez
This document summarizes the results of a survey of 441 organizations about their use of social media for customer response. Key findings include: most organizations view social media as an opportunity but have only recently started a social media response strategy; marketing and customer service teams are primarily responsible for social media response; and the most important metrics for measuring success are resolution rate and generating referrals/leads from social interactions.
Right now multi channel contact center benchmark reportJohn Perez
Over half of respondents have an average cost per call of $6 or less and average email response time of 12 hours or less. The majority of respondents have chat agents handling 1 to 3 chats at a time. Less than 10% of contacts represent an upsell/cross-sell opportunity for most respondents.
This document outlines Service Push's social media consulting services. It notes that most Americans use social media and support conversations are increasingly happening online. Service Push conducts a discovery process to identify opportunities to integrate social media into a company's processes. This involves interviews, analyzing social media usage and competitors, and recommending tools and a 1-3 year social media roadmap. The goal is to help companies engage customers online and use social platforms for marketing, sales and support.
The next generation of collaborative work will be defined by a shift from information handling to interaction management and socialization. Social software seems an unlikely example for enterprise collaboration initially, but networks allow tapping into collective coworker knowledge better than previous approaches. Communities form organically in social networks, connections are stronger, and adoption is faster due to ease of use. While past technologies like groupware and portals improved collaboration, social software facilitates user-driven interaction and knowledge-sharing.