The Perfect Call2006 Customer Service Survey Report


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

The Perfect Call2006 Customer Service Survey Report

  1. 1. The Customer Service Challenge: Creating the quot;Perfectquot; Customer Call
  2. 2. The Customer Service Challenge: Creating the “Perfect” Customer Call
  3. 3. The Customer Service Challenge: Creating the “Perfect” Customer Call Findings from a recent survey of US and UK consumers For most companies today, seizing competitive environment. When they contact operations. We have seen growth opportunities hinges largely do, they often annoy more than a few firsthand, in our research and client on becoming and remaining more customers—an observation reinforced by work, how companies that adopt a new customer-centric—to entice new a recent Accenture survey of consumers approach to customer contact—one that customers into the fold and retain in the United States and the United capitalizes on emerging best practices existing customers—while continuing to Kingdom. and robust technology tools—can build hold down operational costs and remain a customer contact center that creates Companies simply must solve the service as efficient as possible. the optimum service experience for puzzle—they have no choice. If they each customer segment, while ensuring Unfortunately, as companies strive to don’t, their disenchanted, frustrated the cost of service does not become grow and achieve high performance, customers will become even easier prey a liability. Organizations as diverse as many organizations find it difficult for competitors. The service bar is being a global automotive manufacturer, a to address both of these challenges raised across all industries—causing retailer, a communications company, simultaneously. They either focus on customers to hold any product or service a non-profit association and even keeping down service costs, which can provider to the same high standards as a metropolitan city government are severely compromise service quality, or service leaders. And parallel trends, such developing the type of customer contact they pursue high-quality, high-touch as the growing complexity of product capabilities that can serve them well service that delights customers but and service bundles, are converging today and position them for high wreaks havoc with the bottom line. to heighten consumer demands for performance in the challenging years In our experience, most companies attention, guidance and advice. to come. ultimately end up taking the low-cost In Accenture’s view, the road to superior route, as unprofitable service operations service begins with superior customer are unsustainable in today’s highly The Customer Service Challenge: Creating the “Perfect” Customer Call
  4. 4. One of the most significant findings of our survey is that the human touch still counts when it comes to customer service—in fact, it counts a lot. The Human Touch is Preferred The two modes of service with which the up issues in person with a company, largest percentage of customers reported just percent said they choose to being satisfied were in-person customer attain customer service by going to a Accenture’s second annual survey of service at the place of business, and company’s place of business—although more than ,000 US and UK consumers customer service over the phone via a live consumers in the United States were clearly illustrates many of the challenges representative (Figure 1). Sixty percent of more likely than those in the United companies face in serving their respondents cited being satisfied or very Kingdom to seek service in person (6 customers. In the survey, participants satisfied with the former, and 49 percent percent versus 8 percent). expressed a distinct preference for a reported the same with the latter. more personal—and personable—service Conversely, methods relying primarily on Interestingly, consumers in the United experience, and disdained the increasing technology are not viewed as delivering States were more likely than those in use of technology in service operations a satisfying experience by a particularly the United Kingdom (57 percent versus (especially tools aimed at removing large percentage of respondents— 4 percent) to express satisfaction with humans from the service equation). especially service delivered via live chat live customer service via the phone. Survey participants also told us online (9 percent) and automated what frustrates them the most when Furthermore, the telephone is by telephone customer service (1 percent). contacting a company for service, and far the preferred method of getting Consumers in the United States were indicated that they are not at all shy service, as 8 percent said that when twice as likely as those in the United about switching providers because of a they have a problem, they pick up the Kingdom to be very satisfied with live poor service experience. phone (Figure ). Again, those in the online chat, while their UK counterparts United States were more likely than were much more likely to say they are One of the most significant findings their UK counterparts to say they call not at all satisfied with automated of our survey is that the human touch for assistance (86 percent versus 78 telephone service (65 percent versus still counts when it comes to customer percent). Perhaps acknowledging the 51 percent). And given their greater service—in fact, it counts a lot. time investment necessary to take satisfaction with service methods that 4 The Customer Service Challenge: Creating the “Perfect” Customer Call
  5. 5. 5 The Customer Service Challenge: Creating the “Perfect” Customer Call 5
  6. 6. Figure 1: How satisfied are you with each of the following types of customer service? Somewhat Not At All Never Used Satisfied Very Satisfied Satisfied Satisfied No Response 2005 2006 2005 2006 2005 2006 2005 2006 2005 2006 In-person service 16% 17% 44% 4% % 1% 4% 5% 4% % at place of business or store Live customer 15% 15% 4% 5% 6% 5% 11% 1% 4% % service over the phone Automated % % 8% 10% 5% % 58% 58% 6% 5% telephone service 11% 11% % % 8% 6% 10% 1% 8% 8% Email customer service Live chat online 8% 7% 19% % 5% 6% 8% 9% 40% 5% Figure 2: When you seek advice, how do you go about getting assistance? (*question not asked in 2005) Preference when Methods short on time used Call for assistance 8% 56% Send email 56% 5% Extract info from company’s website 5% 0% Go to place of business % 4% Send a letter 1% % Engage in live online chat 15% % Figure 3: How strongly do you agree or disagree with the notion that the increased use of technology in customer service has improved the level of service significantly in the past five years? 2005 2006 Strongly agree 5% 5% Somewhat agree % % Somewhat disagree 0% 1% Strongly disagree % 0% 6 The Customer Service Challenge: Creating the “Perfect” Customer Call
  7. 7. Having a knowledgeable, helpful representative is even more important than speed—whether speed of response or speed in solving the customer's problem. provide direct human contact, it’s not The growing popularity of email customer experience is a representative surprising that extracting information notwithstanding, consumers are who is able to meet all of a customer’s from the company’s website and clearly not happy with the pervasive needs without forwarding the customer engaging in online chat were the two role of technology in customer service to different representatives (Figure 4). least-preferred methods of seeking operations (Figure ). In fact, 61 percent Furthermore, 1 percent said the assistance, cited by 5 percent and 15 either somewhat disagree or strongly most important aspect is being able percent of respondents, respectively. disagree that the use of technology to discuss a problem with the service (such as automated phone attendants representative. Having a knowledgeable, However, bucking the trend somewhat and live Internet chats) in customer helpful representative is even more was email, which—in terms of service has improved the level of service important than speed—whether speed satisfaction—was not far behind live significantly in the past five years. of response or speed in solving the service via the phone. In fact, 44 customer’s problem. Agent Competence Is Key percent of respondents said they were either satisfied or very satisfied with When combining respondents’ most email as a customer service method However, simply being able to talk with important and second-most important (with UK consumers being more likely a live agent—whether in person or over aspects of a satisfying service than those in the United States to the phone—won’t satisfy customers. experience, we found that more than express satisfaction—47 percent versus Representatives must also have the half (5 percent) of all consumers 40 percent). Furthermore, email was information, knowledge and skills to participating in the survey cited the second-most popular method for solve all of customers’ problems and having their needs met without being seeking assistance among respondents— answer any questions customers might forwarded to different representatives behind calling the company—and was have about the company’s products or as critical. But we also found several especially preferred by UK respondents, services. other aspects gained importance when 6 percent of whom cited email as we combined respondents’ first and In fact, a plurality (6 percent) of one of the ways they go about getting second choices. respondents said that the most assistance (compared with 50 percent important aspect of a satisfying in the United States). 7 The Customer Service Challenge: Creating the “Perfect” Customer Call 7
  8. 8. Figure 4: Which of the following is the single most important aspect of a satisfying service experience? 2005 2006 The ability for a customer service representative to assist with 4% 6% all needs, rather than forwarding a request to different representatives for help with each product or service Ability to discuss problems with representatives 14% 1% Amount of time it takes to resolve a problem 1% 10% Quality of the response from the representatives 1% 1% Customer service representatives’ manner and approach 1% 11% Speed of response 6% 7% Convenient bill payment options % n/a Benefits offered to compensate me for my troubles % n/a Bills that are easy to understand % n/a 8 The Customer Service Challenge: Creating the “Perfect” Customer Call
  9. 9. Figure 5: Which of the following are the most frustrating aspects of dealing with customer service representatives? 2005 2006 Being kept on hold too long 78% 77% Having to repeat information to multiple representatives 75% 7% Representatives’ lack of the answers I need 69% 68% Representatives’ trying to sell me other products and services 55% 58% Representatives’ inflexibility 45% 47% Representatives’ slowness in responding 44% 46% Representatives are not personable 4% 4% Representatives do not offer customized solutions 4% 45% Customer service computers are often down 6% 7% Representatives ask for too much personal information % 6% Representatives ask too many questions % 7% Representatives create too much paperwork 14% 19% Representatives have poor command of English/heavy accents % N/A 9 The Customer Service Challenge: Creating the “Perfect” Customer Call 9
  10. 10. Figure 6: In the past year, which of the following types of service providers, if any, have you switched because of poor customer service? 2005 2006 Retailers 19% 18% Banks 1% 16% Home telephone service providers 1% 15% Internet service providers 1% 17% Wireless/cell phone operators 11% 11% Utility companies 10% 11% Cable/satellite television providers 8% 9% Hotels 6% 6% Insurance providers % 4% Airlines 4% 4% Figure 7: Action taken when you have a bad experience (*question not asked in 2005) Ask to speak to supervisor 48% Hang up and call back to get different agent 16% Quit doing business with the company 11% Tell others 10% Hang up 8% Send formal complaint 7% 10 The Customer Service Challenge: Creating the “Perfect” Customer Call
  11. 11. Four aspects were cited by approximately sell them other products or services consumers are significantly more likely the same percentage of respondents (58 percent). than US consumers to switch utility as most or second-most important in companies, home telephone service When respondents were asked to creating a satisfying service experience: providers, banks, and Internet service select one of these factors as the most a customer service representative’s providers because of poor customer service. frustrating aspect of the customer manner and approach (8 percent), experience, no single factor emerged But even if they don’t take the ultimate the quality of the representative’s as the top choice for a large majority. step of switching providers, most response (7 percent), amount of time Twenty percent were most frustrated by customers will not sit idly by and to resolve the problem (7 percent) being forced to repeat information and accept bad service (Figure 7). A plurality and ability to discuss the problem with being kept on hold too long. Eighteen (48 percent) said they will ask to speak the representative (6 percent). These percent chose representatives who lack to a supervisor, and 16 percent will rankings suggest that, although agent answers. Ten percent of respondents hang up and call back in the hope knowledge is still the most critical identified encountering representatives of getting a different representative aspect, his or her ability to deal with who cross-sell or up-sell as most more to their liking. Ten percent will people and handle customer issues frustrating aspect. tell others about their experience, 8 quickly and effectively also play an percent will simply hang up, and 7 important role in the service experience. Bad Service Has Business Impact percent will send a formal complaint. Frustrations with Service Abound And in this networked age, companies Poor service is not just an annoyance for are well-advised to keep in mind the customers—far from it. It actually can As many companies—and their growing trend among consumers to use have a significant impact on a company’s customers—have discovered, doing the Internet to broadcast their negative business by at best creating hard feelings customer service right can be extremely service experiences. among customers and at worst driving difficult. In fact, customers cited a On the Horizon: customers into the waiting arms of litany of frustrations they encounter Even More Demanding Customers competitors. In fact, we’ve found that when seeking assistance from poor customer experience often is the companies—some of which are easier to “tipping point” that causes a customer to Clearly, our survey has shown that address than others (Figure 5). switch providers. companies could do a much better The aspect of customer service cited as job of meeting customers’ service For example, more than half (5 percent) frustrating by the largest percentage needs—at least in the eyes of customers of all respondents said they have of respondents (77 percent) is being themselves. Yet the challenge of cost- switched any type of provider in the kept on hold too long. This aspect is effectively providing superior customer past year (Figure 6). The most-switched bothersome to more UK respondents service, while steep today, will only get providers among consumers overall (8 percent) than those in the United more difficult in the coming years—and were retailers (18 percent), Internet States (7 percent). And how long is companies need to be prepared. service providers (17 percent), banks (16 too long? Respondents in United States percent) and home telephone providers In our work with clients around the and United Kingdom spend an average (15 percent). Least-switched were airlines world, Accenture has found that of seven minutes on hold when seeking (4 percent), life insurance providers (4 customer expectations are crossing assistance from a telephone customer percent), hotels (6 percent), cable/satellite industry boundaries at an increasing help line. Significantly more consumers television providers (9 percent) and utility rate—to a point at which the notion in the United States (48 percent) than companies (11 percent). of different service standards for the United Kingdom (40 percent) are different industries is a thing of the spending five minutes or longer on hold. Switching behavior appears to differ past. In fact, service expectations now between the two countries surveyed. Other aspects that were seen as are high even for government services. Consumers in the United Kingdom are frustrating by a majority of all Unfortunately, however, the odds more likely than their US counterparts respondents were being forced to often are stacked against satisfaction. to have made any change in providers repeat the same information to Today, many organizations face dual (58 percent versus 46 percent). This multiple representatives (7 percent), threats from rapid commoditization is reflected in how UK respondents encountering representatives who didn’t and increased competition, which are reported dealing with individual types have the answers needed (68 percent), eroding their traditional advantages and of providers as well. For instance, UK and having representatives trying to undermining customer relationships. The Customer Service Challenge: Creating the “Perfect” Customer Call 11
  12. 12. And guess what? It’s only going to get Likewise, service bundles are becoming become more fragmented. The general more difficult in the future, especially more complex as companies knit population, which searches for customer given the emergence of two major together more services and offer support through multiple channels, is trends. These two trends will be a more customized contracts—again, segmenting into two distinct groups: driving force behind the need for to differentiate themselves. This those who want premium service and companies to stop making incremental action inevitably will drive customer are willing to pay a premium for it (think improvements to how they serve expectations higher. Take, for Lexus owners), and the do-it-yourselfers customers and, instead, completely example, the increasingly common at the other end of the spectrum, who reinvent customer contact. communications bundle of wireless cost very little to serve because they need service, cable, Internet and related very little support (think Home Depot The first of these trends is the media services. Customers used to high- shoppers). Both groups are growing— growing complexity of products and touch service in one of these areas will along with their expectations for support service bundles. In an attempt to expect the same level of service for the and a customer experience appropriate to create an ever-more differentiated bundle—even though the bundle is far their needs. For both groups, companies product experience, companies are more difficult for companies to manage. must determine how best to address infusing goods with increasingly This kind of cross-pollination is already their different characteristics because sophisticated technology—whether happening: Customers accustomed customers will no longer accept a one- it’s the new iPod, Xbox, refrigerator to FedEx telling them within minutes size-fits-all service model. or even children’s stuffed animals. when a package will arrive now tend to Ironically, however, this also results Overriding these two trends is an expect the same level of knowledge and in an increased complexity of use ongoing discontinuity with which responsiveness from the company that which, in turn, will require customer companies struggle—whether they know provides bundled telephone, cable and contact to become simpler and more it or not: that is, products and services broadband Internet service—regardless efficient—or else generate even more are brought to market faster than of how feasible that is for the providers. customer frustration and defection customer contact centers can handle than we see today. The second trend is a massive divergence the response. We’ve seen this happen in needs and expectations as customers time and again, especially in industries 1 The Customer Service Challenge: Creating the “Perfect” Customer Call
  13. 13. whose hallmark is continual product percent of respondents felt the most call volume, which in turn will lead innovation and where being first to important aspect of a satisfying to substantial cost savings as well as market is the competitive differentiator. customer experience requires that one increased customer satisfaction with agent should be able to meet their the service experience. Taking Action: Transforming needs instead of forwarding them to Customer Contact Similarly, a major media company we other representatives. worked with believed that reducing As customers set the bar ever higher, A major US bank experienced firsthand its call transfer rate and improving its companies must bridge the gap between the benefits of helping agents resolve call transfer capabilities—including customers’ expectations and companies’ customer issues on the first call. As the ability to report on call transfer ability to implement a satisfying and part of a pilot project to address its successes—would improve customer sustainable customer experience. high call volume and associated costs, service and boost customer satisfaction. Working with Accenture, a number of the bank reengineered its existing call The company implemented new systems leading organizations have been able to flow to focus on first-call resolution supporting interactive voice response do just that. These companies, in fact, effectiveness, not simply efficiency. The (IVR), call routing, computer telephony have succeeded in addressing many of bank then implemented customized integration (CTI) and integrated the customer service challenges that agent desktops to support the new reporting. The company now has robust our survey respondents identified, and call flow, and tied agent performance contact center capabilities that support are positioning themselves for high incentives to first-call resolution approximately 100 million inbound performance in an era of intensifying goals. The bank also designed more telephone calls, and more than 10,000 customer service demands. proactive customer servicing practices, call center agents. Within the first year of which enabled associates to promote deploying these capabilities, the company Solving customer problems self-service solutions for customers not only reduced its call transfer volume One challenge involves the ability during the call—thus reducing the need by 50 percent, but also achieved a of each representative to solve a for customers to call in the first place. positive return on its investment. customer’s problem by himself or The bank expects the pilot to generate herself. As we saw in our survey, 6 a 10 percent decrease in measurable The Customer Service Challenge: Creating the “Perfect” Customer Call 1
  14. 14. As our survey revealed, two of the most frustrating aspects of customer service are agents not having the answers customers need and agents who are not personable. Using technology more effectively Another company, a leading communica- tion; linked the IVR to back-end customer tions services provider, moved its IVR databases; and enabled voice and data Another challenge identified by survey systems to a new technology platform integration on call transfers. To enhance respondents is the effective use of tech- to enhance IVR capabilities and improve the new system, the company rolled out nology to deliver service—in particular, the overall operating and financial advanced IVR capabilities, which used IVR. A majority of participants (58 performance of the company’s customer caller verification information to route percent) said they are not at all satisfied contact operations. The existing IVR calls more efficiently, offered customers with automated telephone customer system lacked a customer identification a dynamic self-service main menu and service, which many companies have capability, leading to a high number of provided new performance monitoring implemented in an attempt to control misdirected customer calls. In addition, and reporting capabilities that helped escalating call center costs. But there’s the company offered customers limited managers capture better self-service a difference between simply replacing self-service options. Customers could metrics such as the number of hang-ups, humans with an IVR system to cut costs not, for example, obtain an explanation completed calls and misdirected calls. and optimizing the use of IVR as part of of billing statements, get a description Within one month of the project’s com- a larger effort to make an organization of current services or perform other key pletion, the company saw a reduction in more customer centric—as two leading service transactions without speaking to call volumes of 10 percent. This was due, companies have demonstrated. a live customer service representative. in large part, to the new automatic call One such company—a US retailer— Finally, capabilities for monitoring and transfer and self-service IVR capabilities developed self-service capabilities on reporting the outcome of customer and by a website enhancement project a new IVR platform that improved contacts in the IVR channel did not that enables customers to view online the customer experience by making it provide the type or depth of performance bills more easily. A parallel effort enabled easier to access rewards and rebate data that the company needed to analyze the company’s third-party call centers status. As a result, 18 percent of and optimize customer interactions. to access key customer information customers now opt for automated using Web services, thus increasing order The company developed a new IVR self-service features, as opposed to accuracy and limiting order fall-out while platform that included an Open Speech just five percent prior to the program’s helping these providers more effectively IVR and a middleware and reporting solu- implementation. cross-sell to the company’s customers. 14 The Customer Service Challenge: Creating the “Perfect” Customer Call
  15. 15. The Customer Service Challenge: Creating the “Perfect” Customer Call 15
  16. 16. Survey respondents voiced frustration with customer service agents who try to sell other products or services during customer inquiries. 16 The Customer Service Challenge: Creating the “Perfect” Customer Call
  17. 17. Having more capable defining governance structures for preferences and intentions and, and personable agents managing the Internet channel. subsequently, more closely tailor their offers to specific customers during As our survey revealed, two of the most Another organization leading the way in interactions. The result is a more frustrating aspects of customer service boosting the performance and knowledge positive experience for consumers as are agents not having the answers base of its call center agents is the New well as stronger sales for the company. customers need and agents who are York City Department of Information not personable. At the heart of both of Technology and Telecommunications For example, a provider of gas, these issues are two key shortcomings: a (DoITT). Mayor Michael Bloomberg electricity and other home-related lack of agent access to the information believed the city could better serve its services recognized that it needed to they need to do their jobs, and a citizens by implementing a centralized, make big changes in its organization fundamental lack of appropriate agent all-purpose call center—accessible if it were to effectively compete and training and development. A number of through a simple three-digit phone grow in the coming years. One of the forward-looking organizations—including number (-1-1)—that would quickly company’s most significant challenges a government entity—have taken giant direct callers to the information or was its product orientation which, strides toward addressing these issues resources they needed, any time of the coupled with a number of process to dramatically improve the interaction day or night. DoITT mobilized a team of and technology shortcomings, made it between agents and customers. professionals to build and launch the new extremely difficult for the company’s citizen service center and hotline within employees to understand customers and One such organization was a large nine months of the announcement. With effectively market to and service them. non-profit association that has built this project, New York City has applied its reputation largely on the quality of Ultimately, the company decided it the principles of customer relationship service provided to customers. Recently, needed nothing short of a complete management to transform the way it the association embarked on an transformation in the way it dealt with delivers citizen services. Today, New York improvement program to spark additional customers—including marketing, sales, City residents and visitors to the city growth and to ensure that it was meeting service and billing—to meet its strategic can dial the hotline anytime to speak its customers’ needs as effectively and goals. To achieve that transformation, the with a citizen service representative who cost efficiently as possible. For the company designed, built and implemented can assist them with a wide range of organization, the greatest opportunity a new call center application, which it service requests and information in 170 for improvement involved revamping its integrated with the company’s legacy languages. The integrated system provides contact center operations to be more customer systems. This effort included callers with more personalized service, efficient and deliver a more consistent customizing numerous interfaces, migrat- faster problem resolution and easier customer experience. ing 00 million rows of data into the new access to knowledgeable help. application, integrating agents’ desktop Among these changes were reengi- Providing more targeted cross- and telephony platforms, and rolling the neered processes and enhanced agent and up-selling solution out across 14 company locations. desktops; transformed workforce capa- Survey respondents voiced frustration The team also enhanced the call center bilities through organizational redesign, with customer service agents who system with campaign prompt, product training and performance management try to sell other products or services configuration and validation capabilities solutions; a new “performance center” during customer inquiries. To be sure, to help call center agents become more focused on forecasting, scheduling, there certainly are some consumers successful salespeople. quality assurance and reporting; and who prefer to have no cross-selling or enhanced call-routing capabilities and The new call center application gives up-selling during their interactions. upgraded IVR capabilities. the company a unique ability to However, in our experience, the real generate deeper customer insights In tandem with these efforts, the objection for consumers generally that lead to better decisions and association reengineered its Internet is not that agents are trying to sell more effective marketing programs. channel—an initiative that involved them something, but rather, that As just one example, sales conversion redesigning the association’s website on the offers are not especially relevant rates rose by up to 0 percent and 7 a new technology platform, accelerating or meaningful to them. Several percent for energy customers and home the establishment of an application organizations have addressed this services customers, respectively, after integration center of excellence, prepar- challenge by adopting robust customer completion of the project. ing the association to take advantage insight capabilities that enable them of Web transactions and analysis, and to more deeply understand consumers’ The Customer Service Challenge: Creating the “Perfect” Customer Call 17
  18. 18. Think of this customer contact diagnosis as akin to a check-up with a general practitioner, in which a person’s vital organs are evaluated for signs of trouble. Achieving market leadership and the call is completed—until they have operations to a qualified vendor—which high performance literally designed the perfect customer call. the city government did in the example mentioned earlier—organizations can As these and other companies have The next step is to create a game plan. quickly transform and continually demonstrated, breaking out of the Key here is developing the appropriate fine-tune customer contact over time customer service morass requires an customer insight capabilities and cre- so that they can anticipate and sustain entirely new approach to designing, ating a customer experience blueprint. a satisfying customer experience despite building and sustaining customer By using insight into what customers changing customer expectations. contact operations. This approach is need and want to create a single view characterized by several basic steps. of the customer, companies can design As we have seen time and again, service and implement the optimal customer often spells the difference between For starters, companies should conduct experience along the entire spectrum mediocre companies, poor performers a fact-based diagnosis of the customer of customer segments and value. and market leaders. Given the results of experience they deliver: how well they’re our survey, one could argue that many delivering on their brand promise, Finally, companies need to adopt the if not most companies are failing the how well different customer channels enabling technologies, tools and training service test today. This is unfortunate are working together, how well their that can improve representatives’ ability to since the tools, approaches and workforce is operating, and so forth. quickly and completely answer customers’ resources exist today for companies to Think of this customer contact diagnosis questions, customize solutions to specific create world-class customer contact as akin to a check-up with a general customers, and recognize and maximize operations that live up to customers’ practitioner, in which a person’s vital cross- and up-selling opportunities. expectations while remaining fiscally organs are evaluated for signs of trouble. sensible. While such operations may be If it turns out that building all of these considered by many companies to be an With the results of this diagnosis in hand, capabilities in house is impractical, option today, they will be a competitive companies must evaluate and fine tune companies should take advantage necessity tomorrow—especially for those every aspect of customer contact—from of the expertise offered by a third companies seeking to achieve high the time a call is received until the time party. By outsourcing contact center performance in an ever changing world. 18 The Customer Service Challenge: Creating the “Perfect” Customer Call
  19. 19. The Customer Service Challenge: Creating the “Perfect” Customer Call 19
  20. 20. Would you like to learn more? About Accenture Contact Accenture to learn how we Accenture is widely regarded as Accenture is a global management can help you achieve high performance the leading provider of consulting consulting, technology services and by transforming customer contact. solutions and managed services outsourcing company. Committed Visit or email designed to deliver high performance to delivering innovation, Accenture to your business. The company infuses collaborates with its clients to help marketing, sales and customer service them become high-performance operations with strategic insight, businesses and governments. With sophisticated data analysis, advanced deep industry and business process technology and operational excellence. expertise, broad global resources and Combining experience, innovation a proven track record, Accenture can and a global delivery network, our mobilize the right people, skills and Customer Relationship Management technologies to help clients improve professionals team with clients across their performance. With more than virtually all industries to design and 1,000 people in 48 countries, the implement strategies for creating company generated net revenues of customer experiences that enable US$15.55 billion for the fiscal year growth, increased profitability and ended August 1, 005. Its home page high performance. is Copyright © 006 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.