How is Customer Relations responding in 2016 to continued pressure on cost, expectation for higher quality, rising complexity, and decreasing cycle-time to respond to clients? This report addresses the drivers of trends we are observing – evolving channels and customer experience expectations – and will provide insight into methods for addressing the customer relationship evolution.
The keynote presentation from UserConf 2012. Richard White, CEO of UserVoice.com, talks about how business on the web has changed...and why taking care of customers is the only way you can succeed anymore.
Check out the video of this talk on YouTube: http://www.youtube.com/watch?v=qKapwfmpvew
Learn more about UserConf at http://www.userconf.co
Millward Brown 2015 Digital and Media PredictionsKantar
Since 2009, Millward Brown experts from around the globe have offered annual predictions for the coming year - forecasting the hottest digital and media trends and providing recommendations to help advertisers move confidently into the coming year... - See more at: http://www.millwardbrown.com/global-navigation/insights/articles-and-reports/digital-predictions/2015/2015-digital-and-media-predictions#sthash.0lE3FZhU.dpuf
TrendWatching Webinar | The Future of Customer Experience James Treacher
Read The Future of Customer Experience here: http://hubs.ly/H07R5xV0
To book a keynote with Max, the writer of The Future of Customer Experience – email: alice.king@trendwatching.com for further information.
THE CONSUMER AND ADVERTISING LANDSCAPES IN INDIA EVOLVE QUICKLY AND OMG IS CONSTANTLY THINKING ABOUT HOW TO KEEP UP WITH THAT RATE OF CHANGE IN ORDER TO HELP BUILD BRANDS AND DELIVER GROWTH.
The keynote presentation from UserConf 2012. Richard White, CEO of UserVoice.com, talks about how business on the web has changed...and why taking care of customers is the only way you can succeed anymore.
Check out the video of this talk on YouTube: http://www.youtube.com/watch?v=qKapwfmpvew
Learn more about UserConf at http://www.userconf.co
Millward Brown 2015 Digital and Media PredictionsKantar
Since 2009, Millward Brown experts from around the globe have offered annual predictions for the coming year - forecasting the hottest digital and media trends and providing recommendations to help advertisers move confidently into the coming year... - See more at: http://www.millwardbrown.com/global-navigation/insights/articles-and-reports/digital-predictions/2015/2015-digital-and-media-predictions#sthash.0lE3FZhU.dpuf
TrendWatching Webinar | The Future of Customer Experience James Treacher
Read The Future of Customer Experience here: http://hubs.ly/H07R5xV0
To book a keynote with Max, the writer of The Future of Customer Experience – email: alice.king@trendwatching.com for further information.
THE CONSUMER AND ADVERTISING LANDSCAPES IN INDIA EVOLVE QUICKLY AND OMG IS CONSTANTLY THINKING ABOUT HOW TO KEEP UP WITH THAT RATE OF CHANGE IN ORDER TO HELP BUILD BRANDS AND DELIVER GROWTH.
The world is facing difficult times. I hope to inspire you all about the impact the crisis may have on customer experience. In this presentation, I share some ideas about the future of customer experience. How will customer experience evolve during and after this corona crisis.
In the deck I work with three strategic pillars to focus your customer experience efforts on: digital convenience, empathy and responsibility.
In this edition, we're covering:
RISE OF THE MACHINES • THE PRIVACY PARADOX VISIONS OF EXPERIENCE • NEW CARD TRICKS • MADE TO ORDER • CLASSIC/REFINED, CONTEMPORARY/DEFINED
The cycle of innovation and iteration that digital is known for means existing concepts can suddenly find radically new trajectories. In this report, we highlight ten ideas that have been gaining rapid traction, and which will reshape how we digitally interact with the world around us.
Frontier(less) Retail—an Innovation Group report created in partnership with WWD, the leading fashion, beauty and retail authority—reveals a retail landscape that has become borderless, blurred and amorphous.
Consumer expectations are becoming limitless—whether it’s instant delivery, intuitive commerce or compelling store experiences. Interfaces for retail are moving beyond the smartphone into our home environments, and the digital and physical worlds are blurring in new ways.
This is a document trying to 'crystal-ball' some behavioral trends and themes in the digital marketing space in the next 12 months.
I work as a digital director at OMD Sydney and need to be clear that this is a local piece of work and not a global OMD or Omnicom viewpoint.
It was created for clients and internal training and has been amended in places for publication. I hope you find it interesting and useful.
Isobar predicts that 2018 will be the year of Augmented Humanity, a year where technology enhances and scales our most human attributes. In 2018, technological interfaces will become more natural and instinctive, technology will automate repetitive tasks to free up time for creativity and compassion, and artificial intelligence will meet emotional intelligence.
Carat has been producing trend reports for several years, to focus our minds on themes for the year ahead.
This year sees a big convergence between content and commerce, messaging and gaming, and ever more creative uses of data, all driven by the speed of connectivity.
The future of cities is rapidly taking shape—with vast disruptions and innovations prior to COVID-19 now accelerated mightily due to the pandemic. Where we live, what work looks like, and how we shop have all changed, with a people-centered focus at the forefront.
This is a Report by the National League of Cities.
https://www.nlc.org/resource/future-of-cities-reenvisioning-retail-for-recovery-and-resilience/
10 trends from 10 areas of media and advertising in Ireland which have been emerging in 2010, and to watch in 2011.
A look at "this year, next year" in the irish media and advertising market place.
Want to make 2014 a great year for your brand and business? Here are the 10 trends we at Jack Morton believe will make a difference for brands in the year to come. From the obvious social media marketing tactics to the not so obvious (the next iPhone that's not an iPhone), we share our POV on the things we think will matter to marketers in 2014.
Fjord is a Design and Innovation division of Accenture Interactive. Every year the firm publishes a document called ‘Fjord Trends’. The 2016 edition took me 2 hours to read. As I read, I culled points that caught my attention. I present them as highlights with the hope that it will encourage you to read the full report available here.
http://bit.ly/2i1QLjU
The “Commerce Graph” is a new framework we have developed to think about the future of physical exchange. The model offers an alternative to the dominant narrative about the commerce landscape that frames digital networks as an adversary of physical exchange — a force that will inevitably drive us to buy and sell nearly everything virtually.
In 2015, successful organizations will form connections
between services, devices and places. The seams between
these cannot be avoided, but can be managed and
finessed.
My slides from SAScon 2013 on the topic of "Maximising your online reputation" with some tips around how to gain and use insights into social conversations to manage brand reputation online.
Me Data - The Rising Opportunity for Self Optimization Apps Beyond
A new research study from creative digital agency Beyond, shows that the lack of concern over the privacy of Me Data - open, freely available, personal data - and the popularity of personal tracking apps is leading to a demand in self-optimization services like Google Now. These products and services will break out of the niches created by personal tracking apps, instead offering overall lifestyle self-optimization services based on several different strands of Me Data.
In the digital age, custimer service means far more than answering a phone call or replying to a mail or handlinga complaint.
It is going beyond these basics and enabling a great purchase & usage journey for the customer.
This presentation hopefullt helps you think, what are the pain points for customers & how can we ease them? what are teh pleasure points and how can we enhance them and most importantly how can we value add beyond what they expect and digitally delight them.
Happy reading...may it provoke you!
The world is facing difficult times. I hope to inspire you all about the impact the crisis may have on customer experience. In this presentation, I share some ideas about the future of customer experience. How will customer experience evolve during and after this corona crisis.
In the deck I work with three strategic pillars to focus your customer experience efforts on: digital convenience, empathy and responsibility.
In this edition, we're covering:
RISE OF THE MACHINES • THE PRIVACY PARADOX VISIONS OF EXPERIENCE • NEW CARD TRICKS • MADE TO ORDER • CLASSIC/REFINED, CONTEMPORARY/DEFINED
The cycle of innovation and iteration that digital is known for means existing concepts can suddenly find radically new trajectories. In this report, we highlight ten ideas that have been gaining rapid traction, and which will reshape how we digitally interact with the world around us.
Frontier(less) Retail—an Innovation Group report created in partnership with WWD, the leading fashion, beauty and retail authority—reveals a retail landscape that has become borderless, blurred and amorphous.
Consumer expectations are becoming limitless—whether it’s instant delivery, intuitive commerce or compelling store experiences. Interfaces for retail are moving beyond the smartphone into our home environments, and the digital and physical worlds are blurring in new ways.
This is a document trying to 'crystal-ball' some behavioral trends and themes in the digital marketing space in the next 12 months.
I work as a digital director at OMD Sydney and need to be clear that this is a local piece of work and not a global OMD or Omnicom viewpoint.
It was created for clients and internal training and has been amended in places for publication. I hope you find it interesting and useful.
Isobar predicts that 2018 will be the year of Augmented Humanity, a year where technology enhances and scales our most human attributes. In 2018, technological interfaces will become more natural and instinctive, technology will automate repetitive tasks to free up time for creativity and compassion, and artificial intelligence will meet emotional intelligence.
Carat has been producing trend reports for several years, to focus our minds on themes for the year ahead.
This year sees a big convergence between content and commerce, messaging and gaming, and ever more creative uses of data, all driven by the speed of connectivity.
The future of cities is rapidly taking shape—with vast disruptions and innovations prior to COVID-19 now accelerated mightily due to the pandemic. Where we live, what work looks like, and how we shop have all changed, with a people-centered focus at the forefront.
This is a Report by the National League of Cities.
https://www.nlc.org/resource/future-of-cities-reenvisioning-retail-for-recovery-and-resilience/
10 trends from 10 areas of media and advertising in Ireland which have been emerging in 2010, and to watch in 2011.
A look at "this year, next year" in the irish media and advertising market place.
Want to make 2014 a great year for your brand and business? Here are the 10 trends we at Jack Morton believe will make a difference for brands in the year to come. From the obvious social media marketing tactics to the not so obvious (the next iPhone that's not an iPhone), we share our POV on the things we think will matter to marketers in 2014.
Fjord is a Design and Innovation division of Accenture Interactive. Every year the firm publishes a document called ‘Fjord Trends’. The 2016 edition took me 2 hours to read. As I read, I culled points that caught my attention. I present them as highlights with the hope that it will encourage you to read the full report available here.
http://bit.ly/2i1QLjU
The “Commerce Graph” is a new framework we have developed to think about the future of physical exchange. The model offers an alternative to the dominant narrative about the commerce landscape that frames digital networks as an adversary of physical exchange — a force that will inevitably drive us to buy and sell nearly everything virtually.
In 2015, successful organizations will form connections
between services, devices and places. The seams between
these cannot be avoided, but can be managed and
finessed.
My slides from SAScon 2013 on the topic of "Maximising your online reputation" with some tips around how to gain and use insights into social conversations to manage brand reputation online.
Me Data - The Rising Opportunity for Self Optimization Apps Beyond
A new research study from creative digital agency Beyond, shows that the lack of concern over the privacy of Me Data - open, freely available, personal data - and the popularity of personal tracking apps is leading to a demand in self-optimization services like Google Now. These products and services will break out of the niches created by personal tracking apps, instead offering overall lifestyle self-optimization services based on several different strands of Me Data.
In the digital age, custimer service means far more than answering a phone call or replying to a mail or handlinga complaint.
It is going beyond these basics and enabling a great purchase & usage journey for the customer.
This presentation hopefullt helps you think, what are the pain points for customers & how can we ease them? what are teh pleasure points and how can we enhance them and most importantly how can we value add beyond what they expect and digitally delight them.
Happy reading...may it provoke you!
DESMA is an Initial Training Network in the area of Design Management. This presentation presents the network structure and it has been used during the DESMA Argentinian tour, therefore it's in Spanish.
How might we create brands of enduring value that are relevant to a new generation and resilient for a new world? Like never before, brands are navigating an era of constant change. In virtually every industry and category, incumbents are being challenged by upstarts as the marketplace moves faster than ever before. This report details a fundamental shift in the marketplace towards authenticity, wellbeing, sustainability and social purpose. It reveals how the deepest hopes, needs and aspirations of a rising generation of consumers will define our future. By understanding the Aspirationals - who they are, what they care about and why they matter - brand leaders will be inspired to think more creatively, design more holistically and act more purposefully for a world where we can thrive in change together.
Marketing Campaign Model Canvas – Free and Exclusive DownloadB2Bento
The tool that every marketer must have in their arsenal, the Marketing Campaign Model Canvas aids marketers in campaign planning, marketing strategy and framework. Look at the bigger picture and run a more effective campaign.
Taller sobre Diseño Emocional (Emotional Design) mirado desde la perspectiva que ofrecen las Neurociencias.
El objetivo de este taller es motivar los curiosos a conocer los avances que ofrece el Design & Emotion Society (http://www.designandemotion.org) y cómo la Neurosicoeducación (NSE) nos puede ayudar a entender el proceso que hace nuestro cerebro frente a diversos estímulos, llegando a resoluciones como el hacer o no hacer algo en determinada situación.
El material Cubre aspectos propios del Diseño Emocional, Diseño de Interacción y Diseño Centrado en el Usuario potenciado con avances de la Neurosicoeducación (NSE), Neuromarketing y Neurobiología de las Emociones.
In this webinar, representatives from Forbes and the University of Virginia discussed the trends currently influencing the CMO, the challenges and opportunities these leaders face, and the 11 essential CMO characteristics that lead to high-performing marketing organizations.
With the Marketing Canvas, you can describe, design, challenge and pivot your Marketing Strategy on ONE PAGE.
In the following slides, you will find a DO-IT-YOURSELF process for applying this methodology for your business (Startup, SME or Corporate companies).
Enjoy the process and don’t hesitate to comment, criticise or contribute.
Laurent (@lbouty, laurent@bouty.net)
12 Powerful Business Canvas To Think, Plan and Action Your Business Model, Sa...Ishwar Jha
Canvas helps paint beautifully your imagination for the world to cherish. Here and now, presented to you a list of beautifully articulated blank canvasses that you can work for painting your life, career, business, marketing, sales, content and everything else on a canvas.
Your mind is the canvas of which you are the artist. Use these canvasses to draw the masterpiece for achieving your goals, dreams and desires…
Here's how you can fight the challenge of commoditization and take the lead in an environment where the competition may be finding it difficult to survive.
If your contact center deflects a major part of your support call volume, your company is probably missing out on opportunities to own the customer relationship.
89% of consumers switch to a competitor after a poor CX Abhishek Sood
89% of consumers switch to a competitor following a poor customer experience, according to an Oracle study. But how can you use digital technology to improve your customers' experience?
Uncover how several prominent businesses embraced digital technologies to retain customers and increase profits. For example, Domino's Pizza had a 23% growth in profit after it allowed customers to track their deliveries online.
Discover the 4 factors that can make a digital transformation project profitable and worthwhile.
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.
Most organisations today function and connect with consumers in significantly different ways than they did a few years ago. Customers, for example, may investigate their alternatives, learn about competing companies, and make purchases from the comfort of their own homes.
Building Next-Gen Enterprise Using Digital TransformationNIIT Technologies
This paper encapsulates the importance of Digital Strategy in building a brand and providing the fuel to fire growth in enterprise businesses. Gone are the days when online channels were used as mere travel booking tools. As we move into an era of the hyper connected world, businesses can no longer see technology in isolation. High expectations of ‘digitally aware’ travelers and the large amount of information available pose a unique challenge. Enterprises need to analyze if they have really been able to derive maximum potential from this digital surge, and turn it into a competitive advantage in their favor.
Accenture research reveals how transforming to a living business enables insurance companies to achieve sustainable growth through hyper-relevance. To learn more visit: https://www.accenture.com/us-en/insights/insurance/living-business
The Consumer-Driven Digital Economy: Creating value in a digital world where ...SAP Customer Experience
The time to unleash the power of digitization is now, both to maintain a healthy business and to drive new growth, and to balance current infrastructure and future innovation without disruption.
Here we offer our perspective on the future of the industry and how SAP contributes to the transformation of the consumer-driven digital enterprise.
Transforming Customer Engagement in UtilitiesRNayak3
Most utilities don't have to compete to gain and keep their customers, each utility company must design a customer engagement model that works best for it
There is broad agreement in the executive and management ranks
that customer experience is a key competitive differentiator today.
Companies of all sizes and across all industries see the strategic
significance of superior customer experience expanding in the future.
Nearly three-quarters of business leaders (73%) said that delivering a
relevant and reliable customer experience is critical to their company’s
overall business performance today, and almost all (93%) agreed that it
would be two years from now.
However, very few companies have the necessary technology systems in place to
support the organizational and process changes required to reorient the business to
the customer. Delivering a superior customer experience requires flexible software
capable of ingesting and analyzing growing volumes of data in various forms, and
legacy systems are rarely capable of this task. As a result, there is a substantial
disconnect between the importance of customer experiences and the capabilities
of companies to deliver them. A mere 15% of business leaders rated their customer
service strategy and approach as very effective, while just over half (53%) said their
approach is somewhat effective. FIGURE 1
These are among the findings of a new Harvard Business Review Analytic Services
study of 680 executives about customer experience management—research that
features in-depth interviews with several top-performing company leaders.
Increasingly, customer experience is the competitive differentiator as companies battle
for business in industries where products are growing ever more commoditized and
customers significantly more demanding—and IT is uniquely positioned to lead the
technology, process, and organizational transformation required to meet customers
where they are. “We must continuously improve our customer experience by, for
example, removing friction from our processes and adding new features to our
products,” said the customer experience leader at an international financial services
company in the midst of a global reorganization to improve customer experience
performance. “We need to make sure that our customers have an optimal experience
across various silos and products from start to finish.”
Data has a clear role to play in developing a superior customer experience—
and companies have access to more information on their customers than ever
before. Indeed, they are seeing an exponential increase in customer-related data,
driven largely by social media, mobile, and e-commerce. But these expanding
troves of customer information alone are clearly not driving customer experience
improvements—let alone innovation—in the vast majority of organizations.
As digital innovation blurs the lines between traditional sectors, TCS and Marketforce investigated how businesses delivering cutting-edge customer experience are raising the bar for all.
This report provides a pan-sector snapshot of current customer experience practice in Europe. We look at those sectors getting it right, why the rest are getting it wrong, and chart a course to customer-centric success through an holistic CX approach that will satisfy even the most high maintenance customer."
The ultimate guide to the new buyers journeyMarketBridge
At MarketBridge we have the privilege of working with hundreds of marketing and sales leaders every month. In those discussions one thing is abundantly clear: the customer buying journey is rapidly changing and organizations are struggling to keep up.
These dramatic shifts in buying behavior are well documented; independent research by Gartner and Forrester suggests that by 2020,
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. Experience shared.
Gesner Filoso
Sitel Global Marketing & Brand Director
Sitel Research and Insights
TRENDS RESHAPING THE
FUTURE OF CUSTOMER SERVICE
AGE OF
EXPERIENCE
2. This report is the result of collaboration between Sitel’s employees
and stakeholders from around the globe. Our company is now
providing services through more than 61,000 employees in 21
countries on behalf of some of the best known brands in the world
in the most diverse number of industries with global solutions that
include customer acquisition, customer care, technical support and
social media programs.
The question we try to address in this report is: how is the Customer
Relations responding in 2015 to continued pressure on cost,
expectation for higher quality, rising complexity, and decreasing
cycle-time to respond to clients? This report will address the drivers
of trends we are observing – evolving channels and customer
experience expectations – and will provide insight into methods for
addressing the customer relationship evolution.
Who should read this document?
Customer Care and CRM Professionals, Contact Center and CRM
Leaders, Marketing Strategy VP & Directors.
Sitel Research and Insights
TRENDS RESHAPING THE
FUTURE OF CUSTOMER SERVICE
AGE OF
EXPERIENCE
Gesner Filoso
Sitel Global Marketing & Brand Director
p.02
3. THE EXPERIENCE ECONOMY When 1,500+ consumers were tested under laboratory conditions, more
than 60% said they felt their heart rate increase when they thought about
receiving great customer service. For more than 50% of those tested,
receiving great service triggered the same cerebral reactions as feeling
lovedI
.
The takeaway? When it comes to customer service, it’s not about what
consumers think, touch points, or contact length. Great service is about
feelings, it’s about experiences.
And this is not new in our industry. Intuitively, most people recognize the
value of a great customer experience. Brands that deliver them are ones that
we want to interact with as customers — that we become loyal to, and that
we recommend to our friends and family.
Our research and consulting on customer journeys shows that the most
important trend is that we have reached the time to stop the philosophical
debate about whether investing in the experience of your customers is
the right business decision. Almost 70% of companies plan to increase
their customer management spendII
and 62% of organizations view
customer experience provided through customer service as a competitive
differentiatorIII
.
This isn’t a question of beliefs anymore —the solution to broken service
delivery chains isn’t to focus on touchpoint management. Instead,
companies agree on the need to embed customer behaviors and journeys
into their strategic and operating modelsIV
.
Delivering successful journeys brings about an investment in technology, a
truly omnichannel approach, and exploring near adjacent opportunities. But
more importantly, it causes an operational and cultural shift that engages
the organization across functions and from top to bottom, generating
excitement, innovation, and a focus on continuous improvement. Many of
the previous year’s trends have now been gathered with one single purpose
– enhancing customer experience.
“Today the concept of selling
experiences is spreading beyond
theaters and theme parks.”
p.03
4. THE PROGRESSION OF ECONOMIC VALUE
COMMODITIES GOODS SERVICES EXPERIENCES
UNDIFFERENTIATED COMPETITIVE POSITION DIFFERENTIATED
MASS
MANUFACTURING
DISTRIBUTION AND
INFORMATION
THE ERA OF THE
CUSTOMER
According to an article from B. Joseph Pine II and James H. Gilmore published in
the Harvard Business Review Magazine, this transition from selling services to selling
experiences will be no easier for established companies to undertake and weather
than the last great economic shift, from the industrial to the service economy.
Experience shared. | sitel.com
p.04
5. In this context, customer services continue to grow in size and strategic
importance, creating a need for structured operations and processes and
flexible technology to adapt to change.
Of course, these trends offer just a glimpse of THE FUTURE OF CUSTOMER
SERVICE, not the entire picture. But they’re manifestations of the shifting
consumer expectation, technology movements, ideas, and outcomes that
will redefine great service in 2015 and beyond.
Technology & Innovation
The customer experience center of the future will be a confluence of the
cloud, hardware innovation, shorter release cycles, and IT’s alignment with
the experience journey.
As human lives become increasingly entrenched and interconnected with
the solutions, the consumer demand for simplified service and support will
continue to increase exponentially.
Customer Service Operations
What will the operations of the future look like? What roles will third-party
providers, continuous improvement and remote management tools play?
Employee Management
Explore the future of employment, including acquiring and retaining talent
and performance management, gamification, and what it will mean to be an
employee of tomorrow’s customer service.
Global Sourcing
How will our industry change by 2020? What is the real cost-benefit of
a multi-sourcing model? Can a multi-sourcing strategy protect customer
experience? What role will Work@Home play in the new environment?
TECHNOLOGY & INNOVATION
TABLE OF CONTENTS
Info-sense, connected experience ecosystem,
mobility, face time, any time, winds of cloud, social
media
CUSTOMER SERVICE OPERATIONS
Customer effort, proactive customer service,
Customer experience is moving to recentralization,
self-support
EMPLOYEE MANAGEMENT
Analytics & workforce intelligence, generational
shift, gamification
GLOBAL SOURCING
Automation-enabled self-service, offshore,
nearshore, home based agents
p.05
P.06
P.12
P.15
P.19
6. Experience shared.
TECHNOLOGY & INNOVATION One of the biggest changes to affect the contact center has been the shift
in control from organization to consumer. This transition is fueled by the
ways that interactions are handled and the increased reach and influence
of the customer voice. Empowered by the continually growing number of
faster and more dynamic web and mobile channels, consumers are more
interconnected and freely share their experiences with businesses than
ever before. The increase in customers’ control of their experience will
continue to challenge the processes, organizational structures, and systems
that companies have put in place to communicate with customers, and will
require a change in corporate mindsets as well.
Consumers prefer word-of-mouth and distrust corporate communications;
more than 70% trust online reviews, while less than 14% trust advertising.
This communication evolution has served to not only increase consumer
expectation, but contact management complexity as well. Since customers
expect a consistent level of service from an organization at any given time,
regardless of their initial point of entry, companies need to provide a holistic
view of the customer across all divisions, business areas, and even branches.
Companies must be at the right place, at the right time, on the right channel.
Here are some of the top trends that customer service leaders need to
understand and address in order to stay competitive and deliver a great
customer experience.
Info-sense
Customers are demanding new levels of quality experiences, based on the
technology available. In 2014, 36%XX
of global consumers were willing to
share their current location with retailers via GPS – that’s almost double
the number in 2013. With the evolution of Big Data initiatives and new
technologies, consumers will increasingly expect the use of real-time data to
shape and enhance the service they receive.
Connected Experience Ecosystem
On other hand, the Internet of Connected Products (IoCP) is enabling digital
connectivity among companies’ customers, partners, and employees.
TRENDS RESHAPING THE
FUTURE OF CUSTOMER SERVICE
AGE OF
EXPERIENCE
p.06
7. “In 2014, 36% of global consumers were
willing to share their current location with
retailers via GPS”
Experience shared. | sitel.com
36%
p.07
8. Social media, omnichannel, mobility, and other trends come together with
connected products driving deeper engagement, enabling companies
to gain better business insight, and enable never-imagined experience
opportunities and revenue growth.
Enterprises are embracing technology as a catalyst to create new business
opportunities — new markets, new products, new services, and new
areas of growth. In this context, the Internet of Things (IoT) represents
an evolution in which factories are instantly addressing production line
problems, hospitals are monitoring and regulating pacemakers and
utilities companies are proactively adjusting temperature and lighting
according to a customer’s requests and preferences, to name just a few
examples.
Furthermore, as the number of connected internet devices continues to
grow exponentially (by 2020, there will be 75 billion internet-connected
devices according to Morgan Stanley), organizations like Sitel will be
able to send, receive, gather, analyze, and respond to events from any
connected device, increasing sensibly the chance to enhance their
experience, build trust and strengthen customer relationships.
Key Takeaways:
•While social, mobile, analytics, and cloud still drive customer
relations’ trends, the focus now is on new ways that emerging
technologies like IoT are being woven into the next generation of
business strategies across almost every industry.
•Organizations looking to reimagine themselves in a technology-
driven world set forth on their journey to becoming digital
businesses. Many organizations were experimenting, while others
were making larger investments. But all are now counting on
technology to create stronger customer relationships and fuel their
next wave of growth.
•BPO companies like Sitel are investing in research and solutions
to help put the Internet of Things to work for our clients by giving
them the ability to:
• Figure out how to connect millions of contacts, objects and events,
converting the data into tangible business results with local decision
making.
• Support the development of new processes and systems of interaction
with people, mobile devices, sensors, machines and applications, creating a
truly omnichannel environment.
• Reimagine our business and improve customer experiences by receiving
and responding to events in near-real time (e.g; Disney MagicBand business
case)
Mobility
According to a leading research firm, the incremental amount of traffic
being added to the mobile internet by 2016 alone is approximately three
times the estimated size of the entire mobile internet in 2012. Today,
more than 50% of internet users in the U.S., U.K. and Japan access the
web via a mobile device. Just four years from now, one billion consumers
will have smartphones.
The proliferation of smartphones and mobile devices will continue to
super-charge customers’ expectations for anytime, anywhere, on-demand
support for any problem. The first one to effectively solve a customer’s
problem will win. Mobile will also present new and unique opportunities
for marketers to take advantage of location data to provide timely and
compelling offers. This should provide for proactive service notifications
based on proximity as well a improve customer experience by reducing
effort. Businesses must be prepared to both support and innovate as
mobile customer expectations grow.
With more than half of users adopting smartphones around the world,
customers are gravitating to mobile web and custom applications
(apps) as their primary portal for services and the main method of
communication. Interestingly, new challenges spring up around
integration of the devices with other systems, carrier issues, hardware
p.08
9. “Today, more than 50% of internet users in
the U.S., U.K. and Japan access the web via
mobile device”
Experience shared. | sitel.com
50%
p.09
10. and software issues and point-of-sale issues, etc. All of these new issues
are increasingly complex and in many cases cross-ownership between
device manufacturer, carrier, app designer or reseller. It is still unclear
who will own the resolution for technical issues.
That said, well beyond the bespoke traditional outbound telemarketing
campaign, the years ahead will see many businesses transforming core
support processes to optimize them for creating revenue in the mobile
world. 69%of business-to-consumer (B2C) organizations surveyed
consider contact centers to be critical to revenue generationV
.
Consumers have amazing options at their fingertips, enabled by
information, services, and the ability to shop from anywhere via any
number of personal technology devices. According to Forrester Research,
more than 40%of Western Europeans purchase goods online, with
Germany, Switzerland and France all reporting more than 50% of
consumers doing so. In the US, 67% of consumers currently shop online,
using four or five web outletsVI
.
Executives across the enterprise are recognizing that every touchpoint
must first retain a customer and then turn positive experiences into
improvements to the bottom line. In recent researchVII
, it was noted that
companies need to become far more innovative, rebooting their strategy
to emphasize quality and customer experience, not price. In a fast-
moving and ultra-competitive marketplace, the customer service agents
who are listening and engaging are the part of the business creating
meaningful value at moments that matter.
Face time, any time.
Service interactions via video will also continue to grow as brands strive to
induce a human element into the conversation. This doesn’t have to be
about dealing with customer questions or complaints in a more engaging
way, but it’s about make offering new experiences, trials and tests via
webcam. According to some top tier retailers (e.g; Amazon) among tablet
owners, 75% of customer service interactions now come via the “Video”
button.
Winds of Cloud
Gartner says the worldwide cloud services market surpassed $109
billion in 2012VIII
and the demand for managed services keeps growing
significantly, outpacing the traditional deployment model of buying and
managing unified communications and collaboration technology onsite. A
growing number of companies are choosing hosted collaboration services,
letting providers host dedicated equipment for them, or paying a license
fee to have collaboration services delivered by a service provider over the
cloud.
The key to taking advantage of this growth will be understanding the
nuances of the opportunity within service segments and geographic
regions, and then prioritizing investments in line with the opportunities.
The ability to dynamically provision, pay, and scale on-demand is
changing how most businesses will deploy IT in the future. Cloud
computing will make it possible to turn on services when needed and shut
them down when they’re not.
Social Media
One of the most significant trends over the last three years is the rise of
social media outside marketing and inside customer service. Social media
is moving beyond contacts and interactions to a culture of community
and collaboration for the most progressive companies. More than 23%
of consumers from the age of 18-32 prefer social media when learning
about products. Consumers are no longer relying solely on the traditional
channels of phone and email. They are interacting online with peers over
sponsored communities and over the public cloud via Facebook, Twitter,
Instagram, and Pinterest.
Consumers and consumer groups are setting up social media and other
online advice services themselves. Approximately 83% of consumers tell
their friends if they get a good deal, demonstrating that the demand for
advice from fellow customers is present and strong enough to influence
companies around the globeIX
.
p.10
11. “More than 23% of consumers from the age
of 18-32 prefer social media when learning
about products.
Experience shared. | sitel.com
23%
p.11
12. Experience shared.
CUSTOMER SERVICE
OPERATIONS
Customers want more than products and companies must deliver more than
goods. By 2020, customer experience will overtake price and product as the
key brand differentiatorX
and already by 2015 smart brands will see delivery
as much more than functional.
Customer service ranks as the #1 factor influencing how much a consumer
trusts a company, but 92% of companies reported a decline in customer
satisfaction, with consumers most disappointed by inconsistent service.
New Customer Service Operations need to develop a culture of continuous
improvement, in which everyone keeps a sharp watch for opportunities to
improve the overall system – but what are the key elements to measure?
In a business environment where simplified marketing metrics have the
strongest appeal in the boardroom, the Customer Effort Score (CES) follows
Net Promoter Score (NPS) as a desirable way to quickly understand if the
organization is delivering on the customer experienceXI
. However, there is
no silver bullet; simplified metrics do not tell the whole story, and decision
makers may ignore the blind spots at their peril. This is true of NPS and is
also the case with CES.
Customer Effort
One of the key oversights organizations face when applying Key Performance
Indicators (KPIs) is that the customer metrics end up defining the customer
experience strategy. This paper aims to explain Customer Effort and how
it applies to service delivery in organizations, its role in the constellation of
customer metrics, and generally how to ensure customer experience metrics
are enablers of the business strategy rather than an end in themselves.
Customer Effort tends to only apply to customer interactions and not to the
whole customer experience, leading to a raft of reasons why a Customer
Effort Score may not be appropriate as the only customer experience
measure on which to rely.
Rather, Customer Effort is a concept and if CES is used, it should be seen as
complementary to core metrics like Customer Satisfaction (CSAT) and
TRENDS RESHAPING THE
FUTURE OF CUSTOMER SERVICE
AGE OF
EXPERIENCE
p.12
13. NPS, but by itself it is not the answer to effective management of the
entire customer experience.
Proactive Customer Service
Financier Warren Buffett has noted, “Price is what you pay; value is
what you get.” Customers have shown time and time again that they
are willing to pay more for higher perceived value in any market sector
and companies are planning to monetize this trend. Proactive customer
service providers are anticipating needs, allowing companies to provide
greatly differentiated, high-touch services that reinforce the company’s
brand identity and customer value proposition. 2015 will continue to
see companies increasing their spend on proactive customer service to
delight customers with convenient, useful information at their moment of
greatest need.
Customer Experience is Moving to Recentralization
Multi-channel is quickly becoming passé as omni-channel gives way to
the power of the customer to drive interactions. For 10 years, businesses
have aggressively been chasing new channels and layering them on
operationally, trying to engineer to the lowest cost to serve. Expect
customer service organizations to better align their channel strategy
this year to support their customers’ needs. Expect them to also work on
guiding customers to the right channel based on the complexity and time
sensitivity of interactions.
Logic has dictated that the more calls we push to IVR, web self-service,
and automation the lower our cost and the better our business. This
logical approach, however, has been flipped on its head with the new
customer experiences pressure that now exists. In a recent research
report, 86% of customers said that they will pay MORE for a better
customer experienceXII
. This means that each interaction across
channels and over time must be consistent, positive and on target with a
company’s brand promise.
Social customer communities, multichannel knowledge management,
mobile virtual agents, and natural language processing will have the
the biggest impact on the customer service experience in the coming
years. Brands that don’t innovate around these trends—and that fail
to serve customers where, when, and how they want to be served—will
suffer. The winners will be the businesses that learn to run a thread
through all channels and experiences by centralizing with omni-channel
strategies.
Self-support
The Forrester survey found that 44% of respondents believe the ability
to get quick answers from a live chat representative during an online
purchase is “one of the most important features a website can offer.”
But this is not about “online chat.” Across all demographics, voice is still
the primary communication channel used, but is quickly followed by
self-service channels. Expect companies to keep investing to streamline
development and reduce ongoing maintenance efforts with an
architecture that enables reuse of core automation components across
multiple self-service channels.
Advanced IVR applications and Visual IVRs enable companies to provide
low-cost personalized multichannel self-service 24 hours a day, 7 days
a week. Technologies such as speech recognition and personalization
serve to offer a more natural, effective, and less frustrating interaction
than traditional touch-tone systems. Many customers prefer to complete
account management tasks, pay bills, and place service orders via an
automated system rather than wait for a live representative.
p.13
14. “... 44% of people believe the ability
to get quick answers from a live chat
representative during an online purchase
is “one of the most important features a
website can offer”
Experience shared. | sitel.com
44%
p.14
15. Experience shared.
EMPLOYEE MANAGEMENT No matter your industry, or the size of your company, one tenet holds true:
No customer service strategy can be effective unless the front-line people
are motivated and trained to do so. Motivation and training is, of course, the
natural domain of HR, which typically conducts annual, monthly and even
hourly performance reviews, sets personal goals, and manages employee
incentive and competency development programs.
However, we can also expect to see companies investing in a proprietary
suite of technologies, training processes and tools in the areas of talent
acquisition, learning services, knowledge management, workforce
collaboration and performance optimization. Innovation in the field of
human capital management is one of the key capabilities mapped by top
tier companies in the industry to enable a consistent, scalable and flexible
workforce.
Here are some of the top trends that customer service leaders are pointing
as critical in order to stay attractive to employees and enhance their
employee’s satisfaction.
Analytics & Workforce Intelligence
In today’s world, customer service and human resources leaders understand
that data-driven solutions can improve decisions about talent, and, as a
result, revenues and profits. Companies are now focusing on the use of
data-driven insights to develop actionable plans to better recruit, retain and
motivate employees.
Market demand for Workforce Intelligence is on the rise as business leaders
increasingly recognize that recruiting, retaining, and motivating the right
talent is critical to business growth and prosperity. Equally important is the
ability to access and analyze the right information to support talent-related
business decisions.
On other hand, linking employee training to companies’ business strategies
will still be critical. However, simply spending more on training programs
won’t automatically translate into enhanced productivity. Rather, Workforce
Intelligence solutions will clearly define goals and measure the return on
TRENDS RESHAPING THE
FUTURE OF CUSTOMER SERVICE
AGE OF
EXPERIENCE
p.15
16. “... 69% of millennials believe office
attendance is unnecessary on a regular
basis.”
Experience shared. | sitel.com
69%
p.16
17. investment that companies expect from learning initiatives. By making
program goals and program outcomes tangible, companies can ensure
tangible improvements.
Generational Shift
By 2015, millennials will be the majority representation of the workforce,
as baby boomers retire in greater and greater numbersXIII
.
Millennials are known to have significantly different expectations for their
employment experience, forcing HR to face challenges of engaging and
retaining a new profile of employees, while also ensuring the knowledge
and skills of retiring baby boomers are maintained. For instance, 69% of
Millennials believe office attendance is unnecessary on a regular basis.
Companies will look to more sophisticated methodologies, tools and
processes to better predict, incorporate and react quickly to the changing
workforce in order to understand how to best motivate, train, and retain
workers.
Gamification
Industry leaders recognize that contact centers typically have low levels
of task discretion and mode rate levels of interaction task, and few
contact centers use quality improvement teams and autonomous work
groups extensively. This is the case regardless of the education level
of the employees. Moreover, performance appraisal and performance
monitoring are used extensivelyXIV
.
Yet, on the other hand, there is a much greater variability between
contact centers in the extent to which they use other human resource
practices, such as sophisticated selection, extensive training and
performance-related pay. Furthermore, the use of these other human
resource practices is not strongly associated with the way jobs are
designed. But this scenario is rapidly changing.
Everywhere we turn, it seems there are experts claiming that the best path
forward is to engage people with elements of competitive play.
Gamification has now been established as a valid engagement tool in
the enterprise to drive workforce and customer engagement and drive
business growth.
Customer service organizations have a lot of experience with goal setting,
rules, and incentives. What the industry hasn’t figured out is how to
align work with personal passion and commitment. The big change on
Employee Management practices is based on the result of some research
that states we enjoy games and spend so much time playing them
because it is our choiceXV
. We volunteer to enter their fray.
Meanwhile, the problem with work is that so much of it feels involuntary.
Certainly no one forced us or a customer service employee to take a
particular job, but whatever sense of excitement or mission we felt as a
new recruit has been lost in the daily grind.
Applying game design in the workplace can bring back the thrill of putting
points on the board, beating the odds, and accomplishing important
goals. Leveraging game mechanics can unleash passion, potential, and
personal commitment. Games can help transform the weak links of social
media connections and conversations into purposeful networks.
The technology research firm Gartner predicts gamification will be used
in 25% of redesigned business processes by 2015. This will grow to more
than a $2.8 billion business by 2016, and 70% of Global 2000 businesses
will be managing at least one “gamified” application or system in the
following years.
p.17
18. “... gamification will be used in 25% of
redesigned business processes by 2015”
Experience shared. | sitel.com
25%
25%
p.18
19. Experience shared.
GLOBAL SOURCING Global sourcing (offshore services) is expected to grow to a $500 billion
industry by 2020XVI
. Despite the political pressure, the popularity of offshore
outsourcing is still growing rapidly, spurring innovative relationship models
with blended domestic, nearshore and offshore support. Companies that
understand and embrace the research and investment required for successful
offshore sourcing will reap great rewards, while minimizing risk.
The annual Offshoring Network Survey XVII
results show increasing demand
for engineering, product development, and research and development
activities. Consequently, there will be a significant shift in the volume
of service functions from developed to developing countries that have
socioeconomic and political stability, access to a competent human resource
base and rock-solid infrastructure. However, to most successful companies,
outsourcing is not only about offshoring to one low-cost location, it’s about
blending onsite, home-based, offshore and nearshore capabilities, supported
by a proven global operations model.
Automation-enabled Self-service the First line of Satisfaction
Customers expect to be able to self-serve on the web or in the IVR without
human interaction/escalation.
Offshore is as Essential as Ever for Scale in a Cost Competitive world
With nearly 500 million Spanish speakers, 400 million English speakers,
100 million German and 100 million French speakers, it is important to
have global language solutions that will scale cost effectively. Mature and
proven operating centers exist in safe and secure countries. The sourcing
of customer experience management jobs is driving the globalization that
is enhancing the stability of economies and cultures by providing jobs and
education.
Nearshore is Key to Business Continuity and Critical Language Support
In any operation of significant scale there is a need for geographic
diversification to ensure operating stability with redundancy and separation.
Nearshore solutions across the globe offer customer experience operations
with close proximity that complement larger scale operations in lower cost
offshore destinations. Central America, for example, is an ideal offshoring
TRENDS RESHAPING THE
FUTURE OF CUSTOMER SERVICE
AGE OF
EXPERIENCE
p.19
20. “... currently 12% of contact centers with
formal workforce management programs
are utilizing home-based agents”
Experience shared. | sitel.com
12%
12%
53%
USGlobal
p.20
21. location for U.S. and Canadian businesses. With compatible time zones
and short flight times, these locations can seamlessly provide quality, cost-
effective customer experiences.
Homeshore capability must set the standard for service expectation.
Domestic customer experience operations are vital to a large scale customer
experience operation as a benchmark for global operations and as an
enterprise leader to establish standards.
Home-Based Agents Complete the Chain
The time is right for home-based agents to massively take off and reach a
new level of maturity. Technologies have addressed bandwidth, security and
reliability concerns. It is becoming common for home-based agent positions
to meet or exceed the security standards of a brick-and-mortar site. The
adoption curve has reached a critical mass and work-at-home employees
exceeded 100,000 in 2013. Added pressure to bring higher value service
back from offshore locations is also a major driver for adding home agents.
As transformation initiatives evolve, many will include home-based agents
to fill in the complex parts of a complete solution. Home-based agents will
fill in the peak staffing requirements with part-time labor and will provide
specialty agents with unique training and language capabilities. The more
complicated the role to staff, the more likely home-based agents will fit the
bill and fill the role.
A recent benchmark reportXVIII
shows that currently 12% of contact centers
with formal workforce management programs are utilizing home-based
agents. According to the National Association of Call Centers, 53%of
US contact centers already have some portion of their agents working
from home. As the job of an agent becomes more complex, moving to an
home-based agents model is one way many companies are finding a more
educated, stable workforce — wherever they live.
REFERENCES
I
American Express Service Study, September 2013
II
2014 Call Center IQ , Call Center Executive Priorities Report
III
Deloitte, 2013 Global Contact Center Survey
IV
“The truth about customer experience,” by Ewan Duncan, Conor Jones, and Alex
Rawson, Harvard Business Review, September 2013.
V
Source: Loudhouse Research Survey: Call Centers Are Expected to Create
Revenue,- December 22, 2010
VI
US Online Retail Forecast, 2010 To 2015, Forrester Research, Inc., February 2011
VII
“Customers take control”, December 2011, PWC
VIII
Gartner Symposium/ITxpo, September 2012
IX
According to JWT Intelligence (December 2010)
X
Walker, Customers 2020 Report
XI
How to use Customer Effort as a Customer Experience Measure, GFK
XII
2011 Customer Experience Impact (CEI) Report, RightNow
XIII
The U.S Bureau of Labor Statistics
XIV
David Holman, Stephen Wood, Chris Stride, The Institute of Work Psychology
University of Sheffield
XV
“If All of Work Were Gamified”, Saul Kaplan
XVI
International Journal of Innovation, Management and Technology, Vol. 3, No.
1, February 2012
XVII
International Journal of Innovation, Management and Technology, Vol. 3, No.
1, February 2012
XVIII
“Workforce Management in the Contact Center: Optimizing Agent Scheduling
and Productivity to Improve Customer Experience Results, January 2012
IXX
“The New Workplace Currency It’s Not Just Salary Anymore”, Cisco Study,
November 2011
XX
September 2014, http://trendwatching.com, “The future os customer service”
p.21