Cloud-Based Contact Center Study - Connect FirstConnect First
DMG’s worldwide survey of 169 enterprise, contact center, IT, operations, sales and marketing executives, managers and leaders in organizations of all sizes, found that 62.4% of respondents were already using cloud-based (also known as hosted) systems and applications in their contact center or customer service departments. There were close to 45 types of systems and applications used in contact centers, all of which are now available from vendors on-premise using the traditional licensing model, or in the cloud.
This document discusses best practices for internal communications based on a study of over 400 companies. It finds that employee engagement is the top goal of internal communicators. The biggest challenge they face is managing information overload. Email and intranet are the most used and effective channels currently, though video and social media are growing. The document offers tips for internal communicators to boost engagement, including making communications timely, targeted, relevant, personalized, and measurable. It stresses the importance of collaboration between internal and external communications teams.
Understanding investors: Directions for corporate reporting (ACCA research)Nino Bazhunaishvili
This document summarizes research on understanding investor needs and preferences for corporate reporting. It finds that while annual reports remain important, investors want more timely information from a broader range of sources. They also want reporting to be less complex and provide clearer communication on risks. There is strong support for integrated reporting that combines financial and non-financial data. However, electronic reporting standards like XBRL have met challenges in being widely adopted. Overall, investors emphasize the need for clarity, transparency and engaging more with regulatory bodies to improve corporate reporting.
- 90% of executives surveyed think customer experience is very important for their company's strategy in 2010, and 80% want to use it to differentiate from competitors.
- While most companies have some customer experience practices in place, like VoC programs and customer experience leaders, they still face obstacles like a lack of clear strategy and cross-organizational cooperation.
- Companies are taking more action on customer experience compared to last year, but still struggle with satisfying customers, especially online where satisfaction is lowest.
This document summarizes key findings from Accenture's 2015 Global Risk Management Study regarding the insurance industry. It finds that while insurance risk managers still focus on regulatory compliance, there is a growing strategic focus on enabling business growth. Most insurers see risk management as helping with long-term profitable growth. However, more integration is needed with other business functions. The document also notes that insurers are seeking growth in new areas like digital initiatives and products, which requires balancing risk and return. Risk functions must work with business leaders to help ensure growth opportunities are pursued safely.
1) Most companies now have a PMO (84%), which have generally been in place for a few years.
2) PMO budgets average $500,000 while overseeing project budgets of $8 million.
3) Resource management remains a key challenge for PMOs, especially for more mature ones.
- The document is a summary of a market research report on customer experience management (CEM) programs.
- It finds that while 95% of businesses see CEM as important, only 57% have comprehensive CEM programs in place.
- Those with CEM programs see benefits like increased customer satisfaction, loyalty, and profits. However, 84% of those without programs face barriers, mainly different departments owning parts of the customer experience.
- It also shows gaps between what businesses can offer customers automatically through technology, versus rising customer expectations in areas like personalized service across channels.
Cloud-Based Contact Center Study - Connect FirstConnect First
DMG’s worldwide survey of 169 enterprise, contact center, IT, operations, sales and marketing executives, managers and leaders in organizations of all sizes, found that 62.4% of respondents were already using cloud-based (also known as hosted) systems and applications in their contact center or customer service departments. There were close to 45 types of systems and applications used in contact centers, all of which are now available from vendors on-premise using the traditional licensing model, or in the cloud.
This document discusses best practices for internal communications based on a study of over 400 companies. It finds that employee engagement is the top goal of internal communicators. The biggest challenge they face is managing information overload. Email and intranet are the most used and effective channels currently, though video and social media are growing. The document offers tips for internal communicators to boost engagement, including making communications timely, targeted, relevant, personalized, and measurable. It stresses the importance of collaboration between internal and external communications teams.
Understanding investors: Directions for corporate reporting (ACCA research)Nino Bazhunaishvili
This document summarizes research on understanding investor needs and preferences for corporate reporting. It finds that while annual reports remain important, investors want more timely information from a broader range of sources. They also want reporting to be less complex and provide clearer communication on risks. There is strong support for integrated reporting that combines financial and non-financial data. However, electronic reporting standards like XBRL have met challenges in being widely adopted. Overall, investors emphasize the need for clarity, transparency and engaging more with regulatory bodies to improve corporate reporting.
- 90% of executives surveyed think customer experience is very important for their company's strategy in 2010, and 80% want to use it to differentiate from competitors.
- While most companies have some customer experience practices in place, like VoC programs and customer experience leaders, they still face obstacles like a lack of clear strategy and cross-organizational cooperation.
- Companies are taking more action on customer experience compared to last year, but still struggle with satisfying customers, especially online where satisfaction is lowest.
This document summarizes key findings from Accenture's 2015 Global Risk Management Study regarding the insurance industry. It finds that while insurance risk managers still focus on regulatory compliance, there is a growing strategic focus on enabling business growth. Most insurers see risk management as helping with long-term profitable growth. However, more integration is needed with other business functions. The document also notes that insurers are seeking growth in new areas like digital initiatives and products, which requires balancing risk and return. Risk functions must work with business leaders to help ensure growth opportunities are pursued safely.
1) Most companies now have a PMO (84%), which have generally been in place for a few years.
2) PMO budgets average $500,000 while overseeing project budgets of $8 million.
3) Resource management remains a key challenge for PMOs, especially for more mature ones.
- The document is a summary of a market research report on customer experience management (CEM) programs.
- It finds that while 95% of businesses see CEM as important, only 57% have comprehensive CEM programs in place.
- Those with CEM programs see benefits like increased customer satisfaction, loyalty, and profits. However, 84% of those without programs face barriers, mainly different departments owning parts of the customer experience.
- It also shows gaps between what businesses can offer customers automatically through technology, versus rising customer expectations in areas like personalized service across channels.
1) InterContinental Hotels Group uses an assurance mapping process to plan its internal audit activities. This involves assessing risks, sources of assurance across the three lines of defense, and coverage from prior audits.
2) Global Internal Audit interacts with other assurance providers to understand their work and determine appropriate reliance. An "assurance contribution map" scores each line of defense in key risk areas.
3) Based on the risk assessment and assurance mapping, Global Internal Audit establishes its audit plan while positioning itself as the ultimate assurance provider and coordinator to the Board of Directors.
Business in the Community Ireland CEO Survey October 2012Amarach Research
A survey of 100 Irish CEOs/Managing Directors from Ireland's top 1,000 companies.
More details - and a handy infographic - available at the Business in the Community Ireland website:
http://www.bitc.ie/2012/10/ceo-survey-shows-responsible-business-practice-positive-impact-botton-line/
Grant Thornton - Targets in sight: Approaches to delivering NHS cost improvem...Grant Thornton
The survey found that trusts achieved on average 4.8% cost improvements in 2011/12 against targets of 5.1%. For 2012/13, trusts again targeted 5.1% cost improvements on average, reducing to 4.9% in 2013/14 and 4.7% in 2014/15. Service and pathway redesign was identified as making the single biggest contribution to cost improvements in 2012/13. For long-term cost improvements, trusts rated reducing workforce numbers and average pay as major contributors, along with service redesign and partnerships with other organizations. Mergers were seen as having only a modest contribution to long-term cost improvements.
This document discusses strategic meetings management (SMM) programs. It provides an overview of SMM benefits, common challenges, and best practices based on industry research including surveys and expert interviews. Key findings include that early SMM adopters realized cost savings and increased compliance and transparency, while common challenges were gaining stakeholder buy-in and expanding programs globally. Success factors included senior management support, data and reporting, and outsourcing partnerships.
Aligning Business and Technology for Competitive AdvantageDijitle
Until quite recently, I.T. has functioned primarily as a technology implementer for the business. it has focused on providing a robust infrastructure, along with the implementation and integration of package software to automate the main business processes. But now we have entered the age of digital business, where many businesses exist solely because of technologies – in many cases technology is now driving the business rather than being subservient to it.
This document discusses a survey of over 350 Asian executives on technology adoption and corporate planning. Some key findings include:
1) For technology decisions, Asian firms consider input from multiple senior executives, especially the CEO and CIO, but the CEO ultimately makes most decisions. External stakeholders like customers and employees also influence technology choices.
2) New technologies are accelerating decision-making and requiring changes to how companies collaborate internally. Around half of respondents said technologies like mobility and analytics improve collaborative decisions and increase pressure to decide more quickly.
3) Technology adoption and business planning are now more closely aligned, with technologies allowing companies to better incorporate customer and other stakeholder views into planning. However, firms must overcome challenges like competing
Running Successful Outsourcing Procurement Projects & Delivering Profitab...lonas19
This document outlines an agenda for a two-part session on running successful outsourcing projects and delivering profitable outsourcing business. The first session will examine how to successfully run outsourcing procurement projects by understanding the sourcing lifecycle and identifying weaknesses. The second session will discuss competitive bidding strategies and assessing service delivery maturity. Key topics include understanding the sourcing process, defining strategy, assessing market capabilities, developing business cases, and optimizing the procurement process.
This survey from McKinsey summarizes strategies at companies around the world. It finds that only 53% of executives say their company's strategy emphasizes creating competitive advantages over competitors, while others just aim to keep up with best practices. When tested against 10 criteria for an effective strategy, nearly two-thirds of companies pass 3 or fewer tests. Regional differences exist, with Indian companies passing more tests. Flexibility in strategic choices and creating relative advantages are the most commonly passed tests and rated as most important for financial performance. However, only 33% of strategies rely on novel insights rather than widely available data. The survey suggests many companies could strengthen their strategies by more rigorously testing them against principles of competitive advantage.
Mindstorm Ltd creates multi-user, interactive surfaces that attract and engage guests for the leisure industry. Their surfaces turn ordinary surfaces like tables, bars, and walls into touch displays for ads, menus, games and social media. This provides competitive advantages like increased sales, customer engagement and brand promotion for clients like bars, casinos and hotels. Mindstorm's technology is hidden inside surfaces and enables multiple touch points and uses.
This document outlines the seven categories of acts in Islamic jurisprudence:
1. Fardh (obligatory) - Must be performed and neglecting it is punishable. Rejecting it makes one a disbeliever.
2. Waajib (obligatory) - Must be performed and neglecting it is punishable, but rejecting it does not make one a disbeliever.
3. Sunnah (encouraged) - Acts that the Prophet performed that are further divided into strongly recommended and non-strongly recommended categories.
4. Mustahab (encouraged) - Acts preferred by pious predecessors that are rewarded but punishment is not for neglecting.
5.
The document describes the bucket sorting algorithm. It works by dividing the input range into buckets and distributing elements into the buckets based on their values. Each bucket is then sorted individually, usually with insertion sort, and concatenated together in order. The time complexity is O(n) when the number of buckets k is Θ(n), as distributing elements takes O(n) time, sorting each bucket takes O(n log(n/k)) time, and concatenating takes O(k) time. Bucket sort assumes uniform distribution of input elements across the range.
Introduction to Medical Imaging, Basics of Medical Imaging, Fundamentals of Digital Image Processing, First chapter of Digital Image Processing Book by Rafael C. Gonzalez.
History of Computer, History of Computing, Evolution of Computer, Generations of Computer, Past Present and Future of Computer, Abacus, Differential Engine, Analytical Engine
A hash algorithm is a one-way function that converts a data string into a numeric string output of fixed length. It is collision resistant, meaning it is very unlikely for different data to produce the same hash value. Common hash algorithms include MD5 and SHA-1. A one-way hash function takes a variable-length input and produces a fixed-length output. It is easy to compute the hash but very difficult to reverse it or find collisions. Hash functions are used for password verification, digital signatures, and ensuring data integrity.
Introduction to Input Devices of Computer System, Introduction to Input Mouse, Introduction to Input Keyboard, How keyboards works, DVORAK Keyboard, QWERTY Keyboard, Ergonomics. Computer Basics
1) InterContinental Hotels Group uses an assurance mapping process to plan its internal audit activities. This involves assessing risks, sources of assurance across the three lines of defense, and coverage from prior audits.
2) Global Internal Audit interacts with other assurance providers to understand their work and determine appropriate reliance. An "assurance contribution map" scores each line of defense in key risk areas.
3) Based on the risk assessment and assurance mapping, Global Internal Audit establishes its audit plan while positioning itself as the ultimate assurance provider and coordinator to the Board of Directors.
Business in the Community Ireland CEO Survey October 2012Amarach Research
A survey of 100 Irish CEOs/Managing Directors from Ireland's top 1,000 companies.
More details - and a handy infographic - available at the Business in the Community Ireland website:
http://www.bitc.ie/2012/10/ceo-survey-shows-responsible-business-practice-positive-impact-botton-line/
Grant Thornton - Targets in sight: Approaches to delivering NHS cost improvem...Grant Thornton
The survey found that trusts achieved on average 4.8% cost improvements in 2011/12 against targets of 5.1%. For 2012/13, trusts again targeted 5.1% cost improvements on average, reducing to 4.9% in 2013/14 and 4.7% in 2014/15. Service and pathway redesign was identified as making the single biggest contribution to cost improvements in 2012/13. For long-term cost improvements, trusts rated reducing workforce numbers and average pay as major contributors, along with service redesign and partnerships with other organizations. Mergers were seen as having only a modest contribution to long-term cost improvements.
This document discusses strategic meetings management (SMM) programs. It provides an overview of SMM benefits, common challenges, and best practices based on industry research including surveys and expert interviews. Key findings include that early SMM adopters realized cost savings and increased compliance and transparency, while common challenges were gaining stakeholder buy-in and expanding programs globally. Success factors included senior management support, data and reporting, and outsourcing partnerships.
Aligning Business and Technology for Competitive AdvantageDijitle
Until quite recently, I.T. has functioned primarily as a technology implementer for the business. it has focused on providing a robust infrastructure, along with the implementation and integration of package software to automate the main business processes. But now we have entered the age of digital business, where many businesses exist solely because of technologies – in many cases technology is now driving the business rather than being subservient to it.
This document discusses a survey of over 350 Asian executives on technology adoption and corporate planning. Some key findings include:
1) For technology decisions, Asian firms consider input from multiple senior executives, especially the CEO and CIO, but the CEO ultimately makes most decisions. External stakeholders like customers and employees also influence technology choices.
2) New technologies are accelerating decision-making and requiring changes to how companies collaborate internally. Around half of respondents said technologies like mobility and analytics improve collaborative decisions and increase pressure to decide more quickly.
3) Technology adoption and business planning are now more closely aligned, with technologies allowing companies to better incorporate customer and other stakeholder views into planning. However, firms must overcome challenges like competing
Running Successful Outsourcing Procurement Projects & Delivering Profitab...lonas19
This document outlines an agenda for a two-part session on running successful outsourcing projects and delivering profitable outsourcing business. The first session will examine how to successfully run outsourcing procurement projects by understanding the sourcing lifecycle and identifying weaknesses. The second session will discuss competitive bidding strategies and assessing service delivery maturity. Key topics include understanding the sourcing process, defining strategy, assessing market capabilities, developing business cases, and optimizing the procurement process.
This survey from McKinsey summarizes strategies at companies around the world. It finds that only 53% of executives say their company's strategy emphasizes creating competitive advantages over competitors, while others just aim to keep up with best practices. When tested against 10 criteria for an effective strategy, nearly two-thirds of companies pass 3 or fewer tests. Regional differences exist, with Indian companies passing more tests. Flexibility in strategic choices and creating relative advantages are the most commonly passed tests and rated as most important for financial performance. However, only 33% of strategies rely on novel insights rather than widely available data. The survey suggests many companies could strengthen their strategies by more rigorously testing them against principles of competitive advantage.
Mindstorm Ltd creates multi-user, interactive surfaces that attract and engage guests for the leisure industry. Their surfaces turn ordinary surfaces like tables, bars, and walls into touch displays for ads, menus, games and social media. This provides competitive advantages like increased sales, customer engagement and brand promotion for clients like bars, casinos and hotels. Mindstorm's technology is hidden inside surfaces and enables multiple touch points and uses.
This document outlines the seven categories of acts in Islamic jurisprudence:
1. Fardh (obligatory) - Must be performed and neglecting it is punishable. Rejecting it makes one a disbeliever.
2. Waajib (obligatory) - Must be performed and neglecting it is punishable, but rejecting it does not make one a disbeliever.
3. Sunnah (encouraged) - Acts that the Prophet performed that are further divided into strongly recommended and non-strongly recommended categories.
4. Mustahab (encouraged) - Acts preferred by pious predecessors that are rewarded but punishment is not for neglecting.
5.
The document describes the bucket sorting algorithm. It works by dividing the input range into buckets and distributing elements into the buckets based on their values. Each bucket is then sorted individually, usually with insertion sort, and concatenated together in order. The time complexity is O(n) when the number of buckets k is Θ(n), as distributing elements takes O(n) time, sorting each bucket takes O(n log(n/k)) time, and concatenating takes O(k) time. Bucket sort assumes uniform distribution of input elements across the range.
Introduction to Medical Imaging, Basics of Medical Imaging, Fundamentals of Digital Image Processing, First chapter of Digital Image Processing Book by Rafael C. Gonzalez.
History of Computer, History of Computing, Evolution of Computer, Generations of Computer, Past Present and Future of Computer, Abacus, Differential Engine, Analytical Engine
A hash algorithm is a one-way function that converts a data string into a numeric string output of fixed length. It is collision resistant, meaning it is very unlikely for different data to produce the same hash value. Common hash algorithms include MD5 and SHA-1. A one-way hash function takes a variable-length input and produces a fixed-length output. It is easy to compute the hash but very difficult to reverse it or find collisions. Hash functions are used for password verification, digital signatures, and ensuring data integrity.
Introduction to Input Devices of Computer System, Introduction to Input Mouse, Introduction to Input Keyboard, How keyboards works, DVORAK Keyboard, QWERTY Keyboard, Ergonomics. Computer Basics
Comparison sorting algorithms work by making pairwise comparisons between elements to determine the order in a sorted list. They have a lower bound of Ω(n log n) time complexity due to needing to traverse a decision tree with a minimum of n log n comparisons. Counting sort is a non-comparison sorting algorithm that takes advantage of key assumptions about the data to count and place elements directly into the output array in linear time O(n+k), where n is the number of elements and k is the range of possible key values.
In December of 2012, Bullhorn conducted its second annual trends survey of agency recruitment professionals in Europe, seeking to assess the state of the staffing industry from the perspective of business performance,recruiter remuneration, popularity and growth of recruiting technologies, and measurement best practices. In addition to the 2013 European Staffing and Recruitment Trends Report, the 2013 North American Staffing and Recruiting Trends Report and the 2013 Australian Staffing and Recruitment Trends Report are also available on the Bullhorn website.
What makes a mobile operator successful? There has been a widely held view in the market that operators are struggling to generate growth as they move into a smartphone and data-centric world. However, some operators around the world are proving this to be false. They are prospering thanks to large amounts of data and the usage of new services – not in spite of them.
We have identified what makes a frontrunner: operators with superior service revenue growth and a high share of non-voice revenues. We have found the common components and significant differences in their strategies for profitable and sustainable growth. Our key finding was that there are six common traits that are shared by frontrunners – we call these Growth Codes. #growthcodes
The document discusses strategies used by mobile operators called "frontrunners" to achieve profitable growth. It identifies six common traits, or "Growth Codes", shared by frontrunners: market performance leadership, measure and manage user experience, create innovative offerings, create strategic partnerships for innovation, embrace innovation, and create a performance gap to competitors. The document analyzes three strategies used by frontrunners - quality-led progression, market-led adaptation, and offering-led transformation - and how they relate to the six Growth Codes. Frontrunners have achieved an average annual revenue growth of 12.4% compared to 7.3% for their peers, proving that operators can prosper in a data
Capitalising on Complexity - Ross PearceVincent Kwon
A new IBM CEO study on capitalizing on complexity was conducted with over 1,500 CEOs. The results have implications for CIOs in how they can better support CEOs. The study found CEOs focus on creativity, customers, and operational dexterity to manage complexity. CIOs can help enable these priorities through embracing new technologies, simplifying processes, and providing business intelligence and analytics to support smarter decisions. CIOs also need to help reinvent customer relationships by using data and collaboration technologies to better understand customer needs.
Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
Extensive and best-practice users of customer analytics significantly outperform their competitors across key performance metrics like profits, sales growth, sales, and return on investment. Companies that extensively use customer analytics are much more likely to achieve above-average performance across the entire customer lifecycle, from new customer acquisition to customer loyalty and profitability. The top performers implement customer analytics broadly across their organizations and view it as a strategic priority rather than just an IT topic.
Click through excerpts of LinkedIn's report on recruiting trends across Denmark, Finland, Norway and Sweden.
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Rogers Communications aims to improve its declining customer experience through three recommendations: 1) Increase low employee engagement by implementing behavioral tests for internal roles and an internal social media tool. 2) Decrease the two main areas of customer complaints by improving information flow to frontline employees. 3) Set an aspirational customer experience vision by benchmarking against top customer experience leaders in other industries to guide Rogers' strategy. The presentation analyzes Rogers' current customer experience challenges and proposes initiatives to align its strategy and increase employee engagement to enhance the customer experience.
The document discusses key contact center trends for the upcoming year, including a major move to cloud-based contact centers. A survey found that 28.8% of companies have already moved some functions to the cloud, while 24% plan to, and 39.8% have no plans currently. The importance of optimizing the customer journey across channels like social, web, mobile and contact centers is also covered. Managing transitions between channels is highlighted as important. The responsibility for mobile customer service applications varies, with the most common being the IT organization at 40.4% and contact center/customer care team at 11.6%.
This document summarizes the key findings of a survey conducted by KPMG on monitoring and evaluation practices in the development sector. Some of the main findings include:
1) There is no clear consensus on terminology or approaches to monitoring and evaluation among organizations. This can create issues with lack of clarity.
2) While sophisticated evaluation models and techniques exist, the most commonly used techniques are quite basic, such as logical frameworks and performance indicators.
3) There is a need for stronger feedback loops to better synthesize lessons learned and ensure they are acted upon in a timely manner. Many evaluations are produced but not acted upon.
4) The adoption of new technologies for data collection and analysis is lagging,
The recruiting industry is changing rapidly. To stay competitive and craft a proactive recruiting strategy you need to know how and why. In this free seminar, you will learn the latest Nordic trends and “must know” facts that will keep you ahead of the curve and make you invaluable to your organization.
This document summarizes the key findings of the 2022 FP&A Trends Survey. Some of the main findings include:
1) While 76% of FP&A teams feel they deliver strategic value, only 16% consider themselves high performing and 16% struggle to keep up with demands. Too much time (45%) is spent on low-value activities like data management.
2) For FP&A to truly function as strategic advisors, they need to spend more time (currently only 33%) on high-value activities like scenario planning and driving change.
3) Many organizations still struggle with data quality issues, as 31% lack a single trusted data source. However, those using AI/ML were more
What issues are top of mind for CPOs? We asked hundreds of them – and we’re r...SAP Ariba
In this session, we’ll share the most important insights from Deloitte’s 2016 Global CPO Survey, which reflects the sentiments of more than 300 procurement executives from 33 countries representing every major industry. The survey covers the state of play in key procurement disciplines such as business engagement, talent, and productivity. With five years of data under our belt, we’ll talk about how the CPO’s outlook has changed over the years—as well as what the future holds.
What is Going on in the GovCon Market? Benchmarks and Trends for Government C...Unanet
What is Going on in the GovCon Market? Benchmarks and Trends for Government Contractors Presented by Kim Koster, Unanet.
Uncover the insights and tips to grow your government contracting business.
* Plan & strategize for next fiscal year.
* Focus on internal control best practices and standards.
* Insights to create internal roadmaps and manage controls.
* Drive value in your overall organization.
The document provides a summary of BCG's 2014 global asset management report. Some key points:
- Global assets under management reached a record $68.7 trillion in 2013, up 13% from 2012, though net flows only reached 1.6% of prior-year AUM.
- Profit margins recovered to near pre-crisis levels but net revenues remained flat, below historic levels. Managers focused more tightly on costs.
- Growth varied widely by region, with double-digit growth in the US, Japan, Australia, Asia, and the Middle East/Africa, versus high single digits in Europe and Latin America.
- Specialty funds and solutions dominated net flows, while traditional
The document summarizes survey results on business priorities and IT investments among mid-sized businesses. It finds that strategic mindsets have shifted from cost reduction to growth and innovation. Firms are investing in analytics, cloud computing, and other technologies to drive revenue and customer relationships. Over 70% seek consultative IT partnerships to advance these priorities and investments in areas like analytics, cloud, and collaboration. Key barriers to achieving IT priorities for Indian mid-sized firms include costs, skills shortages, and implementation challenges.
The document discusses key trends in digital marketing and lessons learned from 2012. It analyzes data from marketing surveys to compare the practices of "Top Performers" to "Everyone Else". Top Performers are more likely to invest in marketing automation and focus on personalization. While adoption of automation grew in 2012, many organizations still rely on outdated batch email campaigns. The document recommends simplifying automation implementation and focusing on people, process and strategy in addition to technology.
Eurogroup Consulting asked 250 European top-managers their experiences with Operational Excellence. Operational Excellence is still an important management-topic. However, the goals of operational excellence projects are changing. Increasing customer satisfaction has becomve more important than cost savings. Operational Excellence has become an organisation-wide way to increase create happier customers. This also means that becoming operational excellence is complicated for most (larger) organisation. Organisational silo's, complex processes and stakeholder involvement are today's obstacles for succes. This requires a balanced and integrated approach. Europe says farewell to isolated operational excellence projects that act as a cost cutting program. There's a new perspective on operational excellence.
The State of Mobile Apps 2012: A Survey of Enterprise Plans Kony, Inc.
MGI Research conducted a survey of over 200 organizations around the world to paint a holistic view of the current state and the future of mobile apps. This document outlines the summary of the results.
Similar to Middle East Contact Centre BenchmarkingPrelim Results V1.1 (20)
Bullet #1From a strategic MI perspective 50.6% centres measure and report to the business/board prospect to customer conversions, 25% report CLTVBullet #240.9% cited the increased influence of sales strategy on contact centre development, in FS vertical the figure is 48.8%Bullet #3Highest ranked commercial driver for the CC is acquire new customers with increase sales/revenues being the combined highest. Extend service offering is a low value driver.Trends:Bullet #1 Finding customersSocial media networks offer a multitude of ways to actually find new customers. Crowdsourced content, scanning social media for current trends and advertising offer measurable, tangible means of tracking customer interest.Bullet #1 Winning them overProactively scanning channels for customer insights can help you design an alternative offering before contacting customers over Facebook and Twitter with your competitive offer - making specific social media offers on these channelsyou’re also better able to track their uptake and ensure accurate measurability.Bullet #2 Growing your customersMulti contact channels creates new opportunities to cross and upsell new products and services, in the social media channel this is essentially a captive customer base. Enlisting customers to help you research and develop new products will help grow the value of existing customers and build a feeling of trust.Bullet #3Retaining the customers you haveCustomers want more convenience, offer easy-to-use services directly through self-service and social media channels to ensure your customers are more likely to use them.Remember that the end goal is contact avoidance, which means reducing the need for them to call into the contact centre in the first place. Find detractor mentions and negative comments and proactively try to contact them to resolve the Issue.
Bullet #1From a strategic MI perspective 50.6% centres measure and report to the business/board prospect to customer conversions, 25% report CLTVBullet #240.9% cited the increased influence of sales strategy on contact centre development, in FS vertical the figure is 48.8%Bullet #3Highest ranked commercial driver for the CC is acquire new customers with increase sales/revenues being the combined highest. Extend service offering is a low value driver.Trends:Bullet #1 Finding customersSocial media networks offer a multitude of ways to actually find new customers. Crowdsourced content, scanning social media for current trends and advertising offer measurable, tangible means of tracking customer interest.Bullet #1 Winning them overProactively scanning channels for customer insights can help you design an alternative offering before contacting customers over Facebook and Twitter with your competitive offer - making specific social media offers on these channelsyou’re also better able to track their uptake and ensure accurate measurability.Bullet #2 Growing your customersMulti contact channels creates new opportunities to cross and upsell new products and services, in the social media channel this is essentially a captive customer base. Enlisting customers to help you research and develop new products will help grow the value of existing customers and build a feeling of trust.Bullet #3Retaining the customers you haveCustomers want more convenience, offer easy-to-use services directly through self-service and social media channels to ensure your customers are more likely to use them.Remember that the end goal is contact avoidance, which means reducing the need for them to call into the contact centre in the first place. Find detractor mentions and negative comments and proactively try to contact them to resolve the Issue.
Bullet #1From a strategic MI perspective 50.6% centres measure and report to the business/board prospect to customer conversions, 25% report CLTVBullet #240.9% cited the increased influence of sales strategy on contact centre development, in FS vertical the figure is 48.8%Bullet #3Highest ranked commercial driver for the CC is acquire new customers with increase sales/revenues being the combined highest. Extend service offering is a low value driver.Trends:Bullet #1 Finding customersSocial media networks offer a multitude of ways to actually find new customers. Crowdsourced content, scanning social media for current trends and advertising offer measurable, tangible means of tracking customer interest.Bullet #1 Winning them overProactively scanning channels for customer insights can help you design an alternative offering before contacting customers over Facebook and Twitter with your competitive offer - making specific social media offers on these channelsyou’re also better able to track their uptake and ensure accurate measurability.Bullet #2 Growing your customersMulti contact channels creates new opportunities to cross and upsell new products and services, in the social media channel this is essentially a captive customer base. Enlisting customers to help you research and develop new products will help grow the value of existing customers and build a feeling of trust.Bullet #3Retaining the customers you haveCustomers want more convenience, offer easy-to-use services directly through self-service and social media channels to ensure your customers are more likely to use them.Remember that the end goal is contact avoidance, which means reducing the need for them to call into the contact centre in the first place. Find detractor mentions and negative comments and proactively try to contact them to resolve the Issue.
Bullet #171.2% calls resolved by first Agent in first call (Client 66%, UK 66.3%), calls not resolved in first call 21.2% (Client 34%, UK 26.6%)Bullet #2>76% cited service change that improves Agent capability to resolve the query during the first call without escalation has the biggest impact on Csat Bullet #323.6% centres measure and report to the board sales opportunities identified through inbound service calls and 25.2% measure % calls handled through self-service.Trends:Bullet #1 Focusing on the elimination of failure demand has three major advantages – it savesmoney, ensures the customer experience is not put at risk and helps agents, by avoiding their need to handle challenging calls.Bullet #2 As self-service grows and agents handle more complex calls, there will be a requirement for core skills in resolution and rapport – greater use of ‘voice of the customer’ programmes and peer-based coaching to help agents become more aware of what makes a good call from a customer experience. Bullet #3 External MI and analysis providers importantly have the ability to combine contact centre data with wider customer and enterprise data. It’s highly probable that the analysis of call quality data will be one of the first competencies to be moved out of the contact centre followed by: contact driver analysis, root cause analysis and customer experience analytics.
Bullet #171.2% calls resolved by first Agent in first call (Client 66%, UK 66.3%), calls not resolved in first call 21.2% (Client 34%, UK 26.6%)Bullet #2>76% cited service change that improves Agent capability to resolve the query during the first call without escalation has the biggest impact on Csat Bullet #323.6% centres measure and report to the board sales opportunities identified through inbound service calls and 25.2% measure % calls handled through self-service.Trends:Bullet #1 Focusing on the elimination of failure demand has three major advantages – it savesmoney, ensures the customer experience is not put at risk and helps agents, by avoiding their need to handle challenging calls.Bullet #2 As self-service grows and agents handle more complex calls, there will be a requirement for core skills in resolution and rapport – greater use of ‘voice of the customer’ programmes and peer-based coaching to help agents become more aware of what makes a good call from a customer experience. Bullet #3 External MI and analysis providers importantly have the ability to combine contact centre data with wider customer and enterprise data. It’s highly probable that the analysis of call quality data will be one of the first competencies to be moved out of the contact centre followed by: contact driver analysis, root cause analysis and customer experience analytics.
Bullet #146.4% have a single view of customer data/information and 56.4% of product/services information. 34.3% have a partial view of transaction historyBullet #234.2% segment customers by product holding or services they buy, 18.4% on customer value and 18% on customer attributes. 30% of segmented customers are not identifiable when they make contactBullet #3Close to 50% of centres have no SLA’s or informal agreements with other business areas.Trends:Bullet #1 Using technology to provide agents with a single, consolidated and consistent view of customer, product and transactional data will not only reduce the time it takes to resolve customer queries, it will also cut the amount of rework required and ultimately deliver a more positive customer experience.Bullet #2 This is one of the most common and key causes of frustration in contact centres and surprising results from one of the more mature sectors in the context of contact centres, equally expectation from the customer is higher in this sector. However, some centres are implementing a number of projects that involve automation as a result of extending existing call centre technology into the back office, and some relating to enhanced workflow technologies that are beginning to emerge on the market.Bullet #3 There is much discussion regarding the role that the contact centre can and should play within the broader business. One of the easiest ways to achieve this is through sharing customer or market intelligence gathered in the contact centre.
Bullet point #1 - Channel pop. FS = 76.9% IVR, 69.2% Web (UK = 60%, 55%), Global 53.1% /63.3%Bullet point #2 - Globally 48.1% met/exceeded expectations on adoption (60% UK), 47.3% in FSBullet point #3 - Average of 20% (FS) 16.3% (UK) 12.7% (Globally) of calls are reverted to agents as a result of web self-service issuesBullet point #4 - Only a quarter of web and telephony systems are integrated – 29% FS, 37% UK Bullet point #5 - There is an emerging desire by providers to improve self-service, with results showing a shift in focus and greater emphasis on improving customer satisfaction – replacing cost reduction as the top priority considerationMore users than ever before are using self-service, and telephony self-service has become a globally accepted standard. Web self-service is the most popular and most widely provided self-service channel (ahead of established IVR and speech offerings).2. A total of 30% of centres don’t even measure IVR customer feedback, and 84% don’t believe they can claim any sort of competitive advantage based upon their self-service capability.3. By applying the same intuitive flow, aesthetics and consistency used elsewhere to telephony self-service, organisations will be more able to apply best practice and provide consistency and a better customer experience through migrating higher volumes of traffic for enhanced returns on investment. 93.1% of respondents understand the overall impact self-service has on the customer and see it as significant, important or critical versus approximately 30% that don’t measure IVR customer feedback at all.
Bullet point #1 - 63% have initiatives in place to reduce attrition vs. 53.5 Global and 56.3 UKBullet point #2 - Training – 70% of organisations measure the benefit of training… UK = 58.8%, FS = 73.7% improvement in overall quality as the main benefit measured.Bullet point #3 - Staff Satisfaction is measured by 76.1% of all respondents, 89.2% in FS. Average for FS is 76.2% compared with Global of 76.3%Bullet point #4 - Staff turnover figures are unsustainable in the longer term, organisations will place more focus on measuring the real cost of staff turnover, which includes the loss of knowledge and experience.This year’s results reflect an overall annual staff turnover of 35.2%, representing a significant deterioration since the last Report (perhaps somewhat explained by industry-wide economic cutbacks over the period). For any contact centre finding itself in a growth period, the challenge of replacing over a third of its staff per year, as well as having to find new staff, can be serious and very costly.Bullet point #5 - Organisations will need to pay close attention to the number of dissatisfied staff and the sources of their discontent. Staff satisfaction research should be used to inform policies and identify areas of improvement ultimately benefiting customer retention levels.Bullet point #6 - The number of homeworking agents in Europe has tripled since 2009 and this is expected to continue to rise as more businesses consider this part of their employment strategy.The use of homeworking in FS is least with only 4.5% of the respondents. A total of 11.3% (FS?) of respondents rate homeworking as an initiative to reduce attrition.The Technology sector uses the most homeworkers at 54.5%, while Consumer goods and Retail andFinancial services use them the least (4.8% and 4.5% respectively). A total of 11.3% of respondents rate homeworking as an initiativeto reduce attrition and expect this to rise as more businesses consider this as part of their employment strategy.
Bullet point #1 - 63% have initiatives in place to reduce attrition vs. 53.5 Global and 56.3 UKBullet point #2 - Training – 70% of organisations measure the benefit of training… UK = 58.8%, FS = 73.7% improvement in overall quality as the main benefit measured.Bullet point #3 - Staff Satisfaction is measured by 76.1% of all respondents, 89.2% in FS. Average for FS is 76.2% compared with Global of 76.3%Bullet point #4 - Staff turnover figures are unsustainable in the longer term, organisations will place more focus on measuring the real cost of staff turnover, which includes the loss of knowledge and experience.This year’s results reflect an overall annual staff turnover of 35.2%, representing a significant deterioration since the last Report (perhaps somewhat explained by industry-wide economic cutbacks over the period). For any contact centre finding itself in a growth period, the challenge of replacing over a third of its staff per year, as well as having to find new staff, can be serious and very costly.Bullet point #5 - Organisations will need to pay close attention to the number of dissatisfied staff and the sources of their discontent. Staff satisfaction research should be used to inform policies and identify areas of improvement ultimately benefiting customer retention levels.Bullet point #6 - The number of homeworking agents in Europe has tripled since 2009 and this is expected to continue to rise as more businesses consider this part of their employment strategy.The use of homeworking in FS is least with only 4.5% of the respondents. A total of 11.3% (FS?) of respondents rate homeworking as an initiative to reduce attrition.The Technology sector uses the most homeworkers at 54.5%, while Consumer goods and Retail andFinancial services use them the least (4.8% and 4.5% respectively). A total of 11.3% of respondents rate homeworking as an initiativeto reduce attrition and expect this to rise as more businesses consider this as part of their employment strategy.
Bullet point #1 - 3 most important technology trends experienced: consolidation of contact centre technology; service availability and business continuity planning; voice, data and video convergence. Actually in reverse order for Rank 1 – 3.Bullet point #2 -Bullet point #3 - Bullet point #4 - As channels evolve so too will technologies. At the same time more cloud providers will emerge with their offerings of very specific, highly complex Applications-as-a-Service (XaaS) options.Bullet point #5 - Cloud services for contact centres continue to grow as organisations explore their advantages to the wider business. The introduction of IP into the contact centre is pivotal to ensuring technology becomes cloud based. and gives cloud providers the ability to provision contact centre infrastructures that are reliable, flexible and cost effectiveBullet point #6 - Contact centres will prioritise improved automated customer interaction as a rise in self-service is a critical component for managing and reducing customer service costs
Bullet point #1 - 3 most important technology trends experienced: consolidation of contact centre technology; service availability and business continuity planning; voice, data and video convergence. Actually in reverse order for Rank 1 – 3.Bullet point #2 -Bullet point #3 - Bullet point #4 - As channels evolve so too will technologies. At the same time more cloud providers will emerge with their offerings of very specific, highly complex Applications-as-a-Service (XaaS) options.Bullet point #5 - Cloud services for contact centres continue to grow as organisations explore their advantages to the wider business. The introduction of IP into the contact centre is pivotal to ensuring technology becomes cloud based. and gives cloud providers the ability to provision contact centre infrastructures that are reliable, flexible and cost effectiveBullet point #6 - Contact centres will prioritise improved automated customer interaction as a rise in self-service is a critical component for managing and reducing customer service costs
Bullet point #1 - 3 most important technology trends experienced: consolidation of contact centre technology; service availability and business continuity planning; voice, data and video convergence. Actually in reverse order for Rank 1 – 3.Bullet point #2 -Bullet point #3 - Bullet point #4 - As channels evolve so too will technologies. At the same time more cloud providers will emerge with their offerings of very specific, highly complex Applications-as-a-Service (XaaS) options.Bullet point #5 - Cloud services for contact centres continue to grow as organisations explore their advantages to the wider business. The introduction of IP into the contact centre is pivotal to ensuring technology becomes cloud based. and gives cloud providers the ability to provision contact centre infrastructures that are reliable, flexible and cost effectiveBullet point #6 - Contact centres will prioritise improved automated customer interaction as a rise in self-service is a critical component for managing and reducing customer service costs
Bullet point #1 - 3 most important technology trends experienced: consolidation of contact centre technology; service availability and business continuity planning; voice, data and video convergence. Actually in reverse order for Rank 1 – 3.Bullet point #2 -Bullet point #3 - Bullet point #4 - As channels evolve so too will technologies. At the same time more cloud providers will emerge with their offerings of very specific, highly complex Applications-as-a-Service (XaaS) options.Bullet point #5 - Cloud services for contact centres continue to grow as organisations explore their advantages to the wider business. The introduction of IP into the contact centre is pivotal to ensuring technology becomes cloud based. and gives cloud providers the ability to provision contact centre infrastructures that are reliable, flexible and cost effectiveBullet point #6 - Contact centres will prioritise improved automated customer interaction as a rise in self-service is a critical component for managing and reducing customer service costs
Bullet point #1 - 3 most important technology trends experienced: consolidation of contact centre technology; service availability and business continuity planning; voice, data and video convergence. Actually in reverse order for Rank 1 – 3.Bullet point #2 -Bullet point #3 - Bullet point #4 - As channels evolve so too will technologies. At the same time more cloud providers will emerge with their offerings of very specific, highly complex Applications-as-a-Service (XaaS) options.Bullet point #5 - Cloud services for contact centres continue to grow as organisations explore their advantages to the wider business. The introduction of IP into the contact centre is pivotal to ensuring technology becomes cloud based. and gives cloud providers the ability to provision contact centre infrastructures that are reliable, flexible and cost effectiveBullet point #6 - Contact centres will prioritise improved automated customer interaction as a rise in self-service is a critical component for managing and reducing customer service costs
Bullet point #1 - 3 most important technology trends experienced: consolidation of contact centre technology; service availability and business continuity planning; voice, data and video convergence. Actually in reverse order for Rank 1 – 3.Bullet point #2 -Bullet point #3 - Bullet point #4 - As channels evolve so too will technologies. At the same time more cloud providers will emerge with their offerings of very specific, highly complex Applications-as-a-Service (XaaS) options.Bullet point #5 - Cloud services for contact centres continue to grow as organisations explore their advantages to the wider business. The introduction of IP into the contact centre is pivotal to ensuring technology becomes cloud based. and gives cloud providers the ability to provision contact centre infrastructures that are reliable, flexible and cost effectiveBullet point #6 - Contact centres will prioritise improved automated customer interaction as a rise in self-service is a critical component for managing and reducing customer service costs