As the notion of Web-enabled self-service matures, organizations must be sensitive to customer expectations for relevant information and problem resolution across channels in order to optimize costs and deliver a consistent user experience.
The document discusses the results of a study on the effects of a new drug on memory and cognitive function in older adults. The double-blind study involved 100 participants aged 65-80 who were given either the drug or a placebo daily for 6 months. Researchers found that those who received the drug performed significantly better on memory and problem-solving tests at the end of the study compared to those who received the placebo.
The document discusses the benefits of using Foxit PDF Creator software for creating and editing PDF documents. It allows users to easily convert files to PDF, edit and annotate PDFs, fill out forms, and add security features. Foxit PDF Creator provides a cost-effective alternative to other PDF software while still offering full functionality.
The document discusses the results of a study on the effects of a new drug on memory and cognitive function in older adults. The double-blind study involved 100 participants aged 65-80 who were given either the drug or a placebo daily for 6 months. Researchers found that those who received the drug performed significantly better on memory and problem-solving tests at the end of the study compared to those who received the placebo.
The document discusses the benefits of using Foxit PDF Creator software for creating and editing PDF documents. It allows users to easily convert files to PDF, edit and annotate PDFs, fill out forms, and add security features. Foxit PDF Creator provides a cost-effective alternative to other PDF software while still offering full functionality.
Introduction to Server side programming , PHP variables, decision and looping with examples, PHP and HTML, Arrays, Functions, Browser control and detection, String, Form processing, File uploads, Dates and timezone, Working with Regular Expressions, Exception Handling, Working with JSON data, Object Oriented Programming with PHP
Sambalpur University certifies that Chandrakant Chanapati completed his Master of Philosophy in Life Sciences in 2008, where he secured first place in the first semester examination. Sambalpur University confirms that Chandrakant Chanapati successfully completed his M.Phil. in Life Sciences.
Manual Instruction for LEPIN 05037 SLAVE I - Compatible with LEGO 75060 | Lep...Wiki Brick
Manual Instruction for LEPIN 05037 SLAVE I - Compatible with LEGO 75060 | Lepin Star Wars
------------------
LEPIN 05037 Slave I - UCS is a LEPIN Star Wars set echoes LEGO 75060 (Hard to find) of the same name and is LEGO compatible building blocks and bricks set. The set consists of 1487 pieces and is designed for kids aged 14 and above.
✅ SET DETAILS
• 2067 pieces
• Ages 14+
• Highly valued and very hard-to-find LEGO Star War knock off bricks set reproduced by LEPIN in 100% replica.
• 4 minifigures: Boba Fet, Bespin Guar, 1 Stormtroope and Han Solo
• Fly the Slave I with legendary character Boba Fett on a bounty hunt in the Star Wars Universe!
• Alternative wing mode for flying and landing.
• Rotating cockpit with pilot seats.
• Equipped with hidden blasters and dual spring-loaded missiles.
• Display support stand and name plaque stickers are included.
• Lepin's premium collector series replica with every detail cloned from the original LEGO model.
• Match up with other LEPIN StarWars brick sets to re-create the classic scenes in the Star Wars Galaxy. Fly with X-Wing and Y-Wing in the universe to restore peace to Endor. Just a perfect add-on to any other Star Wars brick sets.
• This is a 100% LEGO compatible Star Wars KO building blocks and bricks set.
✅ DISCLAIMER: Bricks You May Want does not condone buying clone brands or copying original products in any way or form.
------------------
✅ SUBSCRIBE & Follow us for more!
• Website: http://Wiki-brick.com
• Twitter: https://twitter.com/wikibrick
• Tumblr: https://www.tumblr.com/blog/wikibrick
• Pinterest: https://www.pinterest.com/wikibrick/
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Monthly Khazina-e-Ruhaniyaat December'23 (Vol.14, Issue 8)Darul Amal Chishtia
8th issue of Volume 14. A magazine in urdulanguage mainly based on spiritual treatment and learning. Many topics on ISLAM, SUFISM, SOCIAL PROBLEMS, SELF HELP, PSYCHOLOGY, HEALTH, SPIRITUAL TREATMENT, Ruqya etc.A very useful magazine for everyone.
Pitching to Primes by Lockheed Martin Canada April 7, 2016Randall McGregor
This document provides guidance for suppliers pitching partnership opportunities to Lockheed Martin Canada. It emphasizes that suppliers should demonstrate how their product, service, or technology fits Lockheed Martin's current or future contract needs and value proposition criteria. Suppliers are advised to be prepared by introducing their company, understanding the priorities of the Lockheed Martin division they are engaging with, and clearly articulating what value they bring and how they fit Lockheed Martin's industrial and technological benefit obligations. The document also stresses that Lockheed Martin Canada operates as a business seeking mutually beneficial relationships, not a charitable organization.
10.2010 Liferay European Symposium, Dusan BystrianskyEmeldi Group
The document discusses maximizing the customer experience through online self-service portals. It outlines challenges in implementing Telefonica O2 Slovakia's integrated ePortal using Liferay, including integrating with existing applications and a new CRM system. These challenges were addressed through custom development of single sign-on, application integration, and supporting multiple languages. The portal saw growing customer registration and engagement with self-service features. Future directions discussed include enhanced profiling, personalization and data-driven personalized content.
Introduction to Server side programming , PHP variables, decision and looping with examples, PHP and HTML, Arrays, Functions, Browser control and detection, String, Form processing, File uploads, Dates and timezone, Working with Regular Expressions, Exception Handling, Working with JSON data, Object Oriented Programming with PHP
Sambalpur University certifies that Chandrakant Chanapati completed his Master of Philosophy in Life Sciences in 2008, where he secured first place in the first semester examination. Sambalpur University confirms that Chandrakant Chanapati successfully completed his M.Phil. in Life Sciences.
Manual Instruction for LEPIN 05037 SLAVE I - Compatible with LEGO 75060 | Lep...Wiki Brick
Manual Instruction for LEPIN 05037 SLAVE I - Compatible with LEGO 75060 | Lepin Star Wars
------------------
LEPIN 05037 Slave I - UCS is a LEPIN Star Wars set echoes LEGO 75060 (Hard to find) of the same name and is LEGO compatible building blocks and bricks set. The set consists of 1487 pieces and is designed for kids aged 14 and above.
✅ SET DETAILS
• 2067 pieces
• Ages 14+
• Highly valued and very hard-to-find LEGO Star War knock off bricks set reproduced by LEPIN in 100% replica.
• 4 minifigures: Boba Fet, Bespin Guar, 1 Stormtroope and Han Solo
• Fly the Slave I with legendary character Boba Fett on a bounty hunt in the Star Wars Universe!
• Alternative wing mode for flying and landing.
• Rotating cockpit with pilot seats.
• Equipped with hidden blasters and dual spring-loaded missiles.
• Display support stand and name plaque stickers are included.
• Lepin's premium collector series replica with every detail cloned from the original LEGO model.
• Match up with other LEPIN StarWars brick sets to re-create the classic scenes in the Star Wars Galaxy. Fly with X-Wing and Y-Wing in the universe to restore peace to Endor. Just a perfect add-on to any other Star Wars brick sets.
• This is a 100% LEGO compatible Star Wars KO building blocks and bricks set.
✅ DISCLAIMER: Bricks You May Want does not condone buying clone brands or copying original products in any way or form.
------------------
✅ SUBSCRIBE & Follow us for more!
• Website: http://Wiki-brick.com
• Twitter: https://twitter.com/wikibrick
• Tumblr: https://www.tumblr.com/blog/wikibrick
• Pinterest: https://www.pinterest.com/wikibrick/
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Monthly Khazina-e-Ruhaniyaat December'23 (Vol.14, Issue 8)Darul Amal Chishtia
8th issue of Volume 14. A magazine in urdulanguage mainly based on spiritual treatment and learning. Many topics on ISLAM, SUFISM, SOCIAL PROBLEMS, SELF HELP, PSYCHOLOGY, HEALTH, SPIRITUAL TREATMENT, Ruqya etc.A very useful magazine for everyone.
Pitching to Primes by Lockheed Martin Canada April 7, 2016Randall McGregor
This document provides guidance for suppliers pitching partnership opportunities to Lockheed Martin Canada. It emphasizes that suppliers should demonstrate how their product, service, or technology fits Lockheed Martin's current or future contract needs and value proposition criteria. Suppliers are advised to be prepared by introducing their company, understanding the priorities of the Lockheed Martin division they are engaging with, and clearly articulating what value they bring and how they fit Lockheed Martin's industrial and technological benefit obligations. The document also stresses that Lockheed Martin Canada operates as a business seeking mutually beneficial relationships, not a charitable organization.
10.2010 Liferay European Symposium, Dusan BystrianskyEmeldi Group
The document discusses maximizing the customer experience through online self-service portals. It outlines challenges in implementing Telefonica O2 Slovakia's integrated ePortal using Liferay, including integrating with existing applications and a new CRM system. These challenges were addressed through custom development of single sign-on, application integration, and supporting multiple languages. The portal saw growing customer registration and engagement with self-service features. Future directions discussed include enhanced profiling, personalization and data-driven personalized content.
Self Directed Services
A Service Provider’s journey
Byd AQA - incorporating Qualcare
Presentation at the field forum on Self-directed funding for people with a disability
Friday 27 November 2009
www.field.org.au
The document proposes a customer portal for a global logistics company to provide business intelligence insights. The portal would consolidate shipping data, key performance indicators, costs, customs info, and processes to help customers optimize decisions. It would standardize sales, pricing, risk management, and service processes. The portal would use technologies like web services, business intelligence tools, and event management to give customers flexibility and value in sourcing and financial planning. A survey found customers feel such information is important for decision-making. The portal aims to improve transportation and logistics costs while enabling real-time visibility and decisions for corporate goals.
Belgacom presentatie portal roundtable 27 september 2012MooijBert
This document discusses the evolution and current state of Belgacom's B2C portal implementation. It covers the project's history from initial technology selection in 2001 to the evolution of services and products offered through the portal. The current portal architecture uses IBM WebSphere Portal and integrates various applications through an iFrame approach. Key challenges discussed include evolving the portal to support personalization, multi-device usage, integration of new services, and technology roadmap decisions.
Improving Customer Service with a Branded Self Service Portaldreamforce2006
The document discusses Postini's implementation of a custom self-service portal on Salesforce to improve customer service. Key challenges included a need for customization of the default Salesforce support portal and limited customer feedback. The solution included building a custom portal with targeted features, documentation, training registration, and integrated case feedback collection. This resulted in increased training registration tracking, more up-to-date contact data, and higher case feedback rates. The presentation concludes with a roadmap for enhancing the portal with personalization, communities, knowledge base improvements, and additional customization.
The document provides instructions on how to use the ticketing and helpdesk features in Site Manager. It describes how to view and filter tickets, create new tickets, edit tickets, and set up ticketing rules and workflows. It also covers self-service ticketing, where users can report issues themselves through a web portal. Finally, it discusses how to generate and customize ticketing reports.
- The number of immigrants in the US has grown substantially since 1950, doubling repeatedly from 10 million in 1950 to over 40 million in 2010.
- Immigrants are increasingly concentrated in southern and western metro areas rather than traditional destinations in the Midwest and Northeast. Nine metro areas saw their foreign-born populations double in the past decade.
- Immigrants dominate the US working age population and are more likely to have higher skills than native born Americans, though skills vary significantly between metro areas.
Market Research Diagram for PowerPoint by PoweredTemplate.comPoweredTemplate.com
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Making meditation a part of a daily routine, even if just 10-15 minutes per day, can have mental and physical health benefits over time by helping people feel more relaxed and focused.
A photographer traveled to western Yemen to document the lives of villagers living on Dhalamlam Mountain. For nearly two years, Yemen has been embroiled in a violent war but for many rural Yemenis, life has been difficult and the war has had little impact. The photographs show villagers going about their daily activities of working, studying, shopping, and praying high in the Yemeni mountains.
Crop Cardboard Freestanding Unit (FSU) in Coles - Case Study by Gush CreativeAndrew Fox
Gush Creative has been working closely with Devcos International, having helped design and produce a number of POS displays for their Savvy and Models Prefer brands in Priceline. In September this year, Devcos International launched Crop, a specific range of naturally derived skincare and cosmetic products. Gush was given the opportunity to bring to life the Crop temporary shelf display and freestanding unit (FSU) which was displayed in Coles Australia wide from September to October 2015.
We have put together this case study exploring the process involved with getting the FSU into Coles. We take a collaborative approach!
The document discusses challenge based learning, an approach to education that uses real-world problems as the context for student learning. It focuses on sustainability as a big idea and asks students how choices can reflect caring for the land. The process involves brainstorming questions, researching to find answers, analyzing data, implementing a solution, and reflecting on results. Assessment looks at the learning process rather than just outcomes.
Este documento describe diferentes tipos de redes sociales y sus usos potenciales en educación. Describe redes sociales estrictas que se centran en las relaciones entre personas, redes de microblogging como Twitter que se basan en mensajes cortos, y redes sociales completas como Facebook que permiten establecer lazos de amistad y compartir diferentes contenidos. También explica que las redes sociales completas pueden utilizarse para crear redes de asignaturas y centros educativos, grupos para consultar dudas y actividades académicas, tablones
Beautiful design activates the pleasure receptors in our brain. Smart user experience shapes human behavior. Elegant strategy creates a perfect marriage between the two.
As technology and data analytics evolve, we gain richer and deeper insight into how we do what we do. The first iteration of this involves understanding basic human action: did the design and the placement of the button encourage people to click? Did they click more often if it was moved it from left to right? Then came a deeper understanding of not only what was done, but who did it. Integration through Facebook and other social profiles created rich demographic-driven insight into who was doing what in response to interface in design. Now we find ourselves on the edge of a third wave, driven by geo location, wearable technology and advances in human biology, among other things.
We are now at a new frontier where the conversation is shifting from how we change behavior to how we can actually change the way that people process the world around them. The question then becomes how do artists, designers and engineers use this shift to create products that change the way people see and respond to the world around them.
Sarah Hall, founder and CEO of Harley & Co, will discuss how we can use things like GRIT, the Halo Effect, pattern recognition, the Availability Heuristic and more to drive the way we create. If you’ve ever wanted to leverage human biology and cognition to your advantage in design and creativity, join us.
Onboarding Designed to Engage and Delight Customers by Dan Fisher and Gerry G...Engage
This document discusses strategies for effective onboarding and training of new sales hires. It outlines common reasons why training fails, such as providing too much information without focus on internalization. Critical success factors for onboarding include mapping the sales process and recruiter/sales rep journey. Effective training uses regimented, milestone-based approaches and tracks metrics on engagement and adoption. Sustaining change requires ongoing coaching, playbooks, workshops and challenges to reinforce the training.
This document discusses transparency issues with current metrics used to measure scientific impact, such as PageRank and Journal Impact Factor. It argues that these metrics lack transparency in their algorithms and are susceptible to gaming. As an alternative, it proposes altmetrics, which provide transparent, verifiable impact indicators linked to open data sources. Altmetrics track references and reuse of scholarly works both within and outside of academia. They aim to give a more comprehensive view of impact by measuring extra-academic usage and reuse of open scholarly content. The document calls for more transparent APIs and measures of reuse to better capture scientific impact.
Why the coo should lead social media customer serviceRafael . Vieira
1) Social media offers companies an opportunity to redefine customer service by lowering costs and improving customer satisfaction and brand recommendation. However, many companies are not properly assigning ownership of their social customer care efforts.
2) While marketing often pioneers social media use, it may lack the resources and expertise for customer service issues. Operations functions are better equipped to handle high volumes of service requests across multiple channels, including social media.
3) A case study of a financial services company found that assigning social media customer care to the COO's operations team while collaborating with marketing improved service and saved money by diverting calls. Training agents and starting with a separate software tool also helped launch social media service successfully.
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.
Providing superior digital customer care, or e-care, can lower costs and increase customer satisfaction for companies. However, customers have been slow to adopt digital customer care channels like live chat and forums, instead preferring traditional channels like phone calls. There are four main reasons for customers' slow migration to digital care: 1) poor digital experiences that don't resolve issues, 2) unclear strategies from companies for migrating customers, 3) companies' fear of losing revenue from upsell/cross-sell opportunities, and 4) disorganized operations across digital care channels. For companies to succeed with e-care, they must make targeted investments, continuously optimize multichannel experiences, and support migration with a clear executive-level strategy.
Enhancing customer experience through Digital TransformationYASH Technologies
Is digital transformation only about digitizing existing services? It is much more than just that. Read more to understand the importance of digital core in today's era.
Why companies should care about e-care, Digital customer service is now a strategic imperative, but its adoption is hampered by weaknesses in delivery strategies and incomplete measurement of its effectiveness
Innovative Customer Service for Building Loyalty - Mindtreesamirandev1
Mindtree provides innovative customer service by building loyalty among customers. It gives the best solutions and strategies for delivering the best customer service in this digital era. Click here to know more.
Best Innovative Customer Service | Mindtree AnikeyRoy
Mindtree provides all the innovative customer service by building loyalty among customers. It gives the best solutions and strategies for delivering the best customer service in this digital era.
Afinium White Paper - It's All About the Customer June 2014Afinium
The document discusses how the US insurance market needs to become more customer-focused by adopting a unified enrollment and distribution platform with a single customer view across all channels. This will allow for improved customer understanding, engagement, and reduced costs. A modern, unified SaaS platform can integrate existing systems while testing thousands of marketing messages in real-time to optimize customer acquisition and retention through personalized experiences. Data analytics are crucial to understand customer behavior and continuously improve the customer experience.
Power to the People: Customer Care and Social MediaCognizant
The growth of social media, including Facebook and Twitter, offers many opportunities for businesses to connect with customers. Nonetheless, most companies still view social media as an extension of their traditional sales and marketing efforts; few are using social media to strengthen customer care and offer customers consistent, seamless and satisfying experiences.
Why Your Best Salesperson May Be a Customer Support RepCognizant
This document discusses how customer support organizations can be transformed into sales channels by focusing on providing a positive customer experience. It proposes that support teams should prioritize resolving issues on the first call to increase customer satisfaction and retention. The document also describes a customer care transformation framework that uses customer usage data and feedback to identify and fix recurring problems, empowering agents and customers to resolve issues themselves through self-service tools. This framework aims to transform dissatisfied customers into advocates by resolving the root causes of their issues.
Bring Agility in your Customer Service through Low code adoption and improve ...LCDF
Bring Agility in your Customer Service through Low code adoption and improve customer engagement.Creating Frictionless Customer
Service Applications with a Modern Development Platform.
IntelliResponse White Paper Customer Experience and Financial ServicesTim Peters, MBA
Financial services firms must offer customers more communication channels, options, and faster responses to attract and retain customers. As customers increasingly use websites for banking, insurance, and other financial services, firms must provide exceptional customer service across channels, from websites to mobile. However, many financial institution websites are poorly designed, making it difficult for customers to find information. To improve the customer experience, firms should identify customer goals, equip them with quick answers through self-service, and connect them seamlessly to assisted channels when needed. This will allow firms to better serve customers through their preferred channels.
This document proposes two initiatives for Wells Fargo Bank to implement online: 1) adding real-time customer support via instant messaging and 2) creating an exclusive online area for high-value customers. The proposals include use cases, a technology plan, discussion of change management models, and potential impacts and costs. If implemented, the initiatives could give Wells Fargo a competitive advantage and reduce operating costs through less phone support. However, they may face risks such as increased costs or competitors copying the ideas. Change management strategies like training and a phased implementation are recommended to help ensure acceptance and success of the initiatives.
Presenting the second paper in the series 'Multi-channel Customer Management' that delves deep into the design, deployment, coordination, and evaluation of customer interaction channels enterprises can and should leverage.
[24]7 Combines Realtime Analytics with Web Chat[24]7 India
1) The analytics vendor [24]7 announced a new product called [24]7 Assist which combines its real-time analytics capabilities with proactive web chat.
2) [24]7 Assist allows companies to better understand customer needs and determine the most suitable time to initiate a web chat using existing customer data.
3) Ovum predicts that web chat will rapidly become one of the top choices for customer support alongside email and phone.
Retail Banking: Delivering a Meaningful Digital Customer ExperienceCognizant
To compete effectively, banks must fully adopt digital technologies to enhance customer experience, by providing mobile banking, omni-channel banking options, digital personal financial management, and more.
The document discusses online customer support capabilities for communications and high tech companies. It finds that:
1) Most consumers are dissatisfied with the online support provided by these companies, which threatens customer loyalty that is critical for growth.
2) An evaluation of five major tech companies' support websites found that most suffered from deficiencies in areas like navigation, design, content and usability. Only one site was rated as good.
3) To improve customer satisfaction and loyalty, companies need to make their support sites more consistent, usable and integrated to better meet customer needs and expectations set by other industries.
[24]7 Assist is a predictive customer assistance solution that uses big data and machine learning to improve chat interactions. It analyzes customer data to better target customers, provides agents contextual information to simplify issues, and uses rich media to guide customers through complex tasks. Early clients saw up to 3.5x higher conversion rates and doubling of average order values. A case study shows how a customer frustrated by a high phone bill could have their issue resolved in 8 minutes through an intuitive experience powered by predictive targeting and recommendation.
ServiceNow CSM (Customer Service Management).pdfAelum Consulting
ServiceNow CSM is a crucial platform for streamlining, automating, and integrating service-related digital workflows in order to improve overall customer experience. Features of the platform include management of cases, analytics, a self-serve website, a playbook for the CSM module, along with integration features. By providing excellent client experiences, you lay the groundwork for future business growth, with the confidence that these standards will be retained over time through the platform provided by ServiceNow.
U.S. Retail Banking: Prescriptions for Channel Integration and BeyondCognizant
To achieve the dual goals of satisfying tech-savvy customers and boosting the bottom line, banks must first lay the foundation for integrated channels and fulfillment processes. Here is how they can embark on this two-laned path.
Similar to The Online Self-Service Portal Journey (20)
Using Adaptive Scrum to Tame Process Reverse Engineering in Data Analytics Pr...Cognizant
Organizations rely on analytics to make intelligent decisions and improve business performance, which sometimes requires reproducing business processes from a legacy application to a digital-native state to reduce the functional, technical and operational debts. Adaptive Scrum can reduce the complexity of the reproduction process iteratively as well as provide transparency in data analytics porojects.
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-makingCognizant
The document discusses how most companies are not fully leveraging artificial intelligence (AI) and data for decision-making. It finds that only 20% of companies are "leaders" in using AI for decisions, while the remaining 80% are stuck in a "vicious cycle" of not understanding AI's potential, having low trust in AI, and limited adoption. Leaders use more sophisticated verification of AI decisions and a wider range of AI technologies beyond chatbots. The document provides recommendations for breaking the vicious cycle, including appointing AI champions, starting with specific high-impact decisions, and institutionalizing continuous learning about AI advances.
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Experience is becoming a key strategy for technology companies as they shift to cloud-based subscription models. This requires building an "experience ecosystem" that breaks down silos and involves partners. Building such an ecosystem involves adopting a cross-functional approach to experience, making experience data-driven to generate insights, and creating platforms to enable connected selling between companies and partners.
Intuition is not a mystery but rather a mechanistic process based on accumulated experience. Leading businesses are engineering intuition into their organizations by harnessing machine learning software, massive cloud processing power, huge amounts of data, and design thinking in experiences. This allows them to anticipate and act with speed and insight, improving decision making through data-driven insights and acting as if on intuition.
The Work Ahead: Transportation and Logistics Delivering on the Digital-Physic...Cognizant
The T&L industry appears poised to accelerate its long-overdue modernization drive, as the pandemic spurs an increased need for agility and resilience, according to our study.
Enhancing Desirability: Five Considerations for Winning Digital InitiativesCognizant
To be a modern digital business in the post-COVID era, organizations must be fanatical about the experiences they deliver to an increasingly savvy and expectant user community. Getting there requires a mastery of human-design thinking, compelling user interface and interaction design, and a focus on functional and nonfunctional capabilities that drive business differentiation and results.
The Work Ahead in Manufacturing: Fulfilling the Agility MandateCognizant
Manufacturers are ahead of other industries in IoT deployments but lag in investments in analytics and AI needed to maximize IoT's benefits. While many have IoT pilots, few have implemented machine learning at scale to analyze sensor data and optimize processes. To fully digitize manufacturing, investments in automation, analytics, and AI must increase from the current 5.5% of revenue to over 11% to integrate IT, OT, and PT across the value chain.
The Work Ahead in Higher Education: Repaving the Road for the Employees of To...Cognizant
Higher-ed institutions expect pandemic-driven disruption to continue, especially as hyperconnectivity, analytics and AI drive personalized education models over the lifetime of the learner, according to our recent research.
Engineering the Next-Gen Digital Claims Organisation for Australian General I...Cognizant
The document discusses potential future states for the claims organization of Australian general insurers. It notes that gradual changes like increasing climate volatility, new technologies, and changing customer demographics will reshape the insurance industry and claims processes. Five potential end states for claims organizations are described: 1) traditional claims will demand faster processing; 2) a larger percentage of claims will come from new digital risks; 3) claims processes may become "Uberized" through partnerships; 4) claims organizations will face challenges in risk management propositions; 5) humans and machines will work together to adjudicate claims using large data and computing power. The document argues that insurers must transform claims through digital technologies to concurrently improve customer experience, operational effectiveness, and efficiencies
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
Green Rush: The Economic Imperative for SustainabilityCognizant
Green business is good business, according to our recent research, whether for companies monetizing tech tools used for sustainability or for those that see the impact of these initiatives on business goals.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
The Work Ahead in Utilities: Powering a Sustainable Future with DigitalCognizant
Utilities are starting to adopt digital technologies to eliminate slow processes, elevate customer experience and boost sustainability, according to our recent study.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data – the foundation of any successful AI strategy – and balancing technology spend with investments in AI skills.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
Five Priorities for Quality Engineering When Taking Banking to the CloudCognizant
As banks move to cloud-based banking platforms for lower costs and greater agility, they must seamlessly integrate technologies and workflows while ensuring security, performance and an enhanced user experience. Here are five ways cloud-focused quality assurance helps banks maximize the benefits.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
The Work Ahead in Intelligent Automation: Coping with Complexity in a Post-Pa...Cognizant
Intelligent automation continues to be a top driver of the future of work, according to our recent study. To reap the full advantages, businesses need to move from isolated to widespread deployment.
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
1. The Online Self-Service Portal Journey
As the notion of Web-enabled self-service matures, organizations
must be sensitive to customer expectations for relevant information
and problem resolution across channels in order to optimize costs and
deliver a consistent user experience.
Executive Summary
The advent of a global social community has
shrunk the world into a global village. This powerful
new channel makes the quick exchange of infor-
mation easy, as well as impactful, even changing
the image of an organization overnight. As a
result, all organizations need to provide outstand-
ing customer service to more effectively acquire
and retain customers. Customer expectations are
high for an excellent experience, and meeting or
surpassing these expectations isn’t easy.
Meanwhile, customer touchpoints continue to
proliferate, making it difficult for organizations to
maintain consistency and interconnection across
channels. Many organizations strive to synchro-
nize, automate or offer an effective set of self-ser-
vice tools to minimize human support, but this can
only be accomplished when customers can access
all the necessary information and options at the
right time and in the right form to resolve issues
on their own before calling for help.
This white paper assesses recent advances in
online self-service and identifies best practices
for building a world-class self-service portal that
not only optimizes customer support costs but
also adds a differentiating factor to attract and
retain customers by delivering a true omnichan-
nel customer support experience.
Mobile, Channel Proliferation
and Analytics
If the 1990s was an era of Internet-enabled
commerce, the millennium era has ushered in
desktop- and laptop-like computing functionality
to handheld devices. Mobile devices now rule the
world to such an extent that they have beaten all
expectations from both a personal- and profes-
sional-life perspective.
It is interesting to note that mobile subscriptions
reached about 6.7 billion by the end of Q4 2013,1
introducing a whole new spectrum of customer
issues. The mobile channel is not just another
device that customers use to seek support; it
signifies something much broader, as it combines
digital intelligence with a physical context (such
as location via GPS) to deliver service directly to
customers’ hands.
According to a Forrester blog, 67% of consumers
use Web self-service to find the answers to their
issues or questions.2
However, IT-built or Web-
enabled self-service portals can help reduce the
time to resolution only for specific problem types,
• Cognizant 20-20 Insights
cognizant 20-20 insights | may 2014
2. 2
such as password reset. Some issues still require
a call to the service desk or even in-person reso-
lution by a support technician. When channel-to-
channel handoffs are done effectively, they can
help reduce the time it takes to resolve problems
and make customers feel that all channels of
engagement are well-connected and integrated
across the spectrum, including customer-facing
Web sites, Facebook or Twitter pages, chat, e-mail,
call support, in-person interaction, etc. However,
the current state of customer support does not
reflect this, as a majority of companies in our
experience have nonintegrated communication
across various support channels.
Enabling effective cross-channel customer sup-
port is a journey that a majority of companies
undergo, with continuous improvements all
along the way; in our experience, one-time
revamps are typically ineffective. Further, measur-
ing online channel effectiveness in isolation will
not provide the true status of basic metrics, such
as customer satisfaction and cost effectiveness.
Organizations need to assess customer service
as a whole, across all channels. Analyzing when
customers interact with which channel, for
instance, can help organizations design self-ser-
vice systems that can detect the exact issue at
hand. Based on this knowledge, organizations can
present customers with pinpoint solutions for a
specific problem, resulting in enhanced customer
satisfaction with the products, services and brand.
For example, if 30% of a mobile service provider’s
requests are for a plan change, the organization
can recommend the best data plan for them,
based on past usage, user profile and history,
and enable them to complete the entire process
on their own. A different service request might
require additional verification, such as changing
from a pre-paid to a post-paid subscription. In
this case, which might account for another 10%
of total requests, the self-service portal can facili-
tate a Web request and then be processed later by
customer support or a third-party partner via an
offline mechanism. Full automation through the
online self-care system may not offer sufficient
return on investment, while having completely
disconnected systems may lead to the loss of a
customer.
A Self-service Portal Maturity
Framework
How can organizations elevate their self-service
channels to a transformational maturity level?
It starts with measuring the existing level of
customer support effectiveness. Figure 1 depicts
a maturity framework that can help organizations
understand their current state, as well as the
features or characteristics required to reach the
next levels of customer support excellence.
cognizant 20-20 insights
Online Self-service Portal Maturity Framework
Extends beyond typical reactive
support and provides proactive
guidance to customers.
Static HTML Web site
About products/
services page
FAQ
Support details
page
Login
Order flow
Status/history report
Account info
Mobile app
Live chat
Context-sensitive help
Intelligent assistant framework
Seamless data handshake
across channels
Automated triggers based on customer activity
Cross-sell and upsell features
Proactive product- or service-related
suggestions
5 Transformational
Provides a unified system, with consistency
across channels.
Seamlessly available everywhere,
using mobile or other touchpoints.
4 Unified
Web self-service channel provides dynamic functionality, such as login.
User can personalize level of information, such as order history, etc.
There can be sources of disconnect from other support channels.
3 Dynamic but Disjointed
Web service channel is available.
Provides minimal and static information about products and services.
Re-routes support by providing information on other support channels.
2 Emerging
Web service channel does not exist.
Support is provided by other channels, such as phone.
Scalability issues with growth.
1 Nonexistent
Figure 1
3. 3cognizant 20-20 insights
The following best practices can help organiza-
tions attain the highest maturity level possible
when providing cross-channel, self-service cus-
tomer support:
• Content: The old adage “content is king” is still
true. Unless there is meaningful content on
your Web self-service portal, users will resort to
other channels to resolve their issues. Outdated
content can also annoy or lead to customer dis-
satisfaction. Content published on the Web or
used by the service desk and any other touch-
points must echo the same message, without
ambiguity. Further, customers no longer want
to read oversized manuals and user guides;
instead, they expect to do a quick search for
a solution to their problem. When applicable,
static text should be supported by video-based
content or images; hence, it is imperative to
have a solid content management system
(CMS) that helps businesses publish the right
content.
To ensure cross-channel consistency, content
should be connected to the same data source
used by other channels when referring
customers to tutorials. Help information also
needs to be structured so that it is easy to
find and use. Most frequently requested infor-
mation should be given higher weightage for
simple queries, and complex queries should
be answered with rich, interactive media,
with links to other channels when self-help
cannot fully resolve the problem. When such
a hand-off is necessary, all the details of the
interaction should be meaningfully trans-
ferred from channel to channel. For example,
if an error that occurred in a workflow cannot
be recovered without manual intervention,
all error logs need to be integrated with
the customer support system. This will help
ensure that customers do not have to repeat
themselves when engaged with a customer
support representative.
• User experience: Content that is not easily
discoverable may as well not exist; clear
navigation to relevant information is a must.
This is possible when organizations focus on
customer personas and the task journey on the
Web site to build a fluid user experience with
intuitive and meaningful interactions. Orga-
nizations must also follow corporate design
standards to reflect the brand and maintain
consistency with related portals. Having a
clear understanding of what end users look for
throughout the end-to-end journey — not just
look and feel — can play a major role in effec-
tively designing the navigation or interaction
aspects of the user experience. It also helps to
have a dedicated user experience design team
manage all future enhancements rather than
restricting their role to the initial launch of the
Web site by sourcing design to a third-party
vendor for a limited time.
• Performance: Highly responsive systems
are essential to providing a strong customer
experience. Sluggish self-service portals can
result in users immediately abandoning the
site, as they expect quick and smooth response
in this era of on-demand services. Every step
toward improving site performance goes a
long way — be it on mobile, tablet or any other
medium. Measuring performance at different
periods (peak/lean season) and optimizing
performance to address shortcomings across
channels is critical. Cloud solutions can
help to meet unexpected spikes without the
high upfront capital infrastructure expenses
typically associated with on-premises systems.
Because self-service performance also depends
on the speed of other systems integrated with
the support hub, organizations need to look
at optimizing back-end systems, in addition to
the front-end components used by customers.
To detect bottlenecks, organizations need to
examine all system interdependencies, ensure
that the weakest link in the system is con-
tinuously improved and allocate sufficient IT
budget to the infrastructure- or technology-
related challenges. Otherwise, only market- or
consumer-facing features will be considered
on the roadmap, pushing key technology initia-
tives to the back seat.
• Personalization: “One size does not fit all”
in self-service portals. Users expect informa-
tion that is relevant to them to be upfront,
and that solutions will be specifically geared
to their issue rather than generic, out-of-the
box advice. Personalized self-care portals
can put customers at ease and offer better
engagement. To get there, the information
needs to reflect the customer’s entire order
history, ticket status and interactions on other
channels. To reach a transformational level of
self-service, the system will also offer exclusive
promotions that suit customers’ specific needs,
and take advantage of cross-sell and upsell
opportunities.
• Social and community building: Many
customers like to interact with others when
4. cognizant 20-20 insights 4
seeking solutions, or share their own insights
and knowledge to help others resolve issues.
As a result, organizations should form social
communities, promote interactions among
customers and provide necessary modera-
tion. Through gamification elements, such as
badges or other symbols that differentiate
power users from newbies, users can under-
stand which answers are coming from an
expert vs. a novice user.
Companies need dedicated community
managers to drive social adoption and make
meaning from these conversations. They need
to dig deep into what prospects are seeking, the
issues they face and which solutions are being
used in the market. They also need to make
sure this knowledge is used by the marketing
and sales teams to identify new opportunities
for growth, as well as new product or service
categories.
• Omnichannel customer experience: Getting
the right channel mix can not only reduce
total cost of support, but it can also improve
customer satisfaction. Promoting the Web for
frequent and less complex issues can help
reduce call support traffic. Showing time to
resolution for different channels can help users
decide which channel to use. Incentivizing the
Web channel merely to reduce support costs
may not be effective in the long term; instead,
organizations should focus on customer satis-
faction and the availability of 24x7 help with no
waiting time.
Moving from a maturity score of beginner to
expert within each of these dimensions can
enable the self-service channel to deliver a
transformational impact to your business (see
Figure 2).
Key Role for IT
Delivering to the highest maturity level across
the board typically means more work for the IT
organization, as well as tight collaboration with
stakeholders in the technology and business
organizations. Organizations need to look not
only into customer service and support features
and functionalities that need to be continuously
added or managed, but they also need to under-
stand the overall user experience in which these
features will be delivered. Designers need to work
closely with product owners and business users to
identify the scenarios in which customers will use
these systems and how solutions will be presented
in the end-to-end user scenario or task flow.
Maintaining a static roadmap can be disas-
trous. Organizations will see higher rates of
success when they continuously evolve based
Best Practices for Self-service Portal
Provide clear and readable content with
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customers may be less savvy
than customer support.
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customer issues rather than all issues.
Optimize based on customer’s
feedback.
User Experience Performance
Omnichannel
Customer Experience
Social
Community BuildingPersonalization
Make it easy to find the right content,
as well as the right solution.
Focus on simplicity rather than
overwhelming users with all
content upfront.
For issues that cannot be resolved
using the self-service portal, make
other options easily available.Optimize
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Content
Promote the Web channel for frequent
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Show time-to-resolution for different
channels, making it easy for customers
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Do not incentivize the Web for the sake
of reducingg costs. Focus on customer
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Use the same set of policies and solutions
tto bbriing uniifformiitty across chhannells
Promote social communities and
interactions among customers, along
with necessary moderation.
Attach a level of positive support, with
badges or other symbols to differenti-
ate power users vs.
newbies. Let your users act as
a channel of support.
Show specific details upfront, such as
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status, that may be of prime importance
with relevant repports.
Show relevant offers for cross-sell and
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one-size-fits all approach.
Automatically populate data fields as
aapppppprrooppprriiaattee.
Provide special contact channels or
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periods (peak/lean) and optimize site
performance. If page load time is high,
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to other channels of customer support.
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Optimize Web services to minimize load
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for the front end alone to be efficient.
Figure 2
5. cognizant 20-20 insights 5
on learnings from every rollout and consider the
impact (positive or negative) on both revenue
and call volume. Any feature that results in more
calls to the help desk needs to be thoroughly
analyzed to unearth the root causes of customer
challenges that might otherwise be ignored if not
monitored actively. Such analysis may even help
remove such a feature to avoid further customer
dissatisfaction.
All customer queries require full attention and
effort to understand whether online self-help can
fulfill the request partially or fully. This a priori
knowledge will help in building a feature list that
can be rolled out as future enhancements. Con-
tinuous or periodic monitoring of calls or other
support channels can prove to be a valuable
source of input to decide what is added to or
removed from the roadmap.
The IT team may also pursue a rigorous process
of internal testing to closely monitor a solu-
tion’s likely success instead of moving to a
full launch immediately after the internal QA
(quality assurance) team signs off. This will help
in assessing the impact across different browsers
and for different user types and environments
and arrest cases where self-service portal feature
rollouts lead to a spike in call support volume.
Closing the Loop
A customer support representative (CSR) is a
great entry and exit touchpoint for customers.
CSRs are in an ideal position to mark calls or tick-
ets as having a high potential for self-service reso-
lution, thus improving the performance of the self-
service system. If, for example, the CSR identifies
a product feature that is automatically brought to
the engineering team in real-time for fast-track
development, then the self-service product will
quickly ascend the customer service maturity
curve. However, most organizations do not receive
such feedback from their CSR teams. To over-
come this process shortcoming, the engineering
team needs to interact closely with the CSR team,
analyze each call and measure its veracity, purely
based on the tickets raised by the CSR.
Looking Ahead
If the journey of building state-of-the-art online
self-service channels sounds daunting, it can
be. However, with small steps taken in the right
direction, organizations can show incremental
positive impact on the overall support system.
Such energy and positive momentum can drive
larger initiatives to reach the transformational
level. Remaining customer-centric and focusing
on key cultural and geographical impediments
can also enable organizations to quickly achieve
their goals. This can be done in five steps:
1. Assess the current maturity score of
your online self-service channel by using
the framework highlighted in Figure 1. For
example, if your self-service channel provides
user- based login and dynamic functional-
ities but there are inconsistencies with other
channels, then the current maturity score
of Level 3 is insufficient to create a winning
strategy.
2. Define the long- and short-term goals for
the self-service channel in line with the
organization’s vision. For example, improving
support and the net promoter score (NPS) can
be a long-term goal; improving online self-
service adoption toward this goal can be a
short-term objective.
3. Identify the key pain points and classify them
based on the frequency and effort required
to alleviate these pain points. For example, a
poor user experience can be a bottleneck that
undermines self-service channel adoption. Re-
designing the experience by taking a persona-
based approach that optimizes tasks based on
user expectations and needs can be among the
keys to solving this problem.
4. Implement the low-hanging fruit and see the
impact on online self-service adoption and
overall support. For example, implement a few
navigational fixes first and see if that results in
a better user experience; then, try re-designing
the system in phases rather than in a big-bang
redesign.
5. Learn and continuously improve toward
the long-term vision. For example, simulta-
neously with the iterative approach for fixing
the user experience, focus on building a social
community and providing tighter integra-
tion with other channels to create a strong
foundation that can advance maturity from
Level 3 to Level 5.
To learn more about self-service portals, best
practices and solutions to your organization’s
specific customer service challenges, please
contact us at: inquiries@cognizant.com.