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Transforming the Enterprise and Call Center with Intelligent Automation (IA)

5 Capabilities Intelligent Automation (IA) Solutions Must Deliver to Align with Customer Demands

We live in a world that is connected, mobile and demanding. Enterprises must use Intelligent Automation to gain a better understanding of their customers’ demands, behavior and sentiment. This is essential to successfully manage the customer experience. Especially when today’s customers have other options, high expectations, and access to multiple channels of engagement.

Intelligent Automation Solutions

Managing big data resulting from everyday business with customers, employees and internal activities is another major challenge. It is almost impossible to analyze big data and produce actionable knowledge using manual methods. Other challenges include the lack of unification among enterprise systems and the absence of business process automation.  Deficiencies in producing real-time and holistic views of the overall enterprise operation pose a final challenge.

Conventional workforce optimization (WFO) solutions are not adequate since they do not make use of intelligence-based automation. They use an “inside-out” approach that focuses on aligning customer service with internal business processes.  IA-driven solutions use an “outside-in” approach that aligns business processes with customer demands.

CXM Driven by Intelligent Automation

To cost-effectively deploy IA solutions to most functions of an enterprise, solutions should offer 5 major, generic capabilities:

Capture

Access, capture and record data, media and KPIs from every entity engaged in enterprise functions. This includes data and media from telecom platforms, service request routing, customer engagement, multichannel interactions, transactions, IoT devices, CRMs, and ERPs.

Unify

Manage, normalize, convert, categorize, and prepare the captured data for the next steps of processing and analysis.

Analyze

Multichannel and cross-channel analytics use the unified datato produce actionable knowledge and insightful trends.

Decide & Learn

Rule-based or AI-driven decision-making and learning machines use the actionable knowledge and trends to automatically determine next best steps and actions.

Act

Automatically launch the best actions, reports and notifications determined by the decision-making machines.

The advantage of such capabilities is that they can intelligently automate enterprise and contact center functions related to both customer experience management (CXM) and business process automation.

Empowering enterprises to cost effectively and intelligently automate and unify customer experience management and business processes.

Organizations can intelligently automate the entire CXM process and customer journey before, during and after service. This includes customer service routing, engagement, processing and feedback management. During engagement, IA drives other applications such as automated QA and compliance management. IA also impacts voice and text-based Intelligent Virtual Agent as well as intelligence-based voice applications such as fraud protection and discovery of sentiment. Business process automation is enabled through intelligent robotic process automation, unification and process automation among dispersed enterprise systems engaged in delivering certain enterprise functions.

Deployment of and transition to Intelligent Automation solutions requires customer assistance programs to assure success and a rapid return on investment. Suppliers of Intelligent Automation solutions should offer customer-centric programs like consultations and proofs of concept.  Intuitive tools that help customers map their business processes to IA solution configurations should also be made available. Solutions offered as both on-premise software or SaaS make acquisition easier and help organizations meet their business and financial requirements.

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Customer Experience Management Powered by Intelligent Automation

Customer Experience Management Powered by Intelligent Automation

Customer Loyalty vs. Customer Satisfaction

All enterprises should strive to create positive customer experiences that lead to customer loyalty. Customer loyalty is different from customer satisfaction.  It establishes a long-lasting relationship with customers. It is an ongoing process, not a single set of actions. Therefore, enterprises should develop a strategy for customer experience management.

Companies first focused on customer interactions by capturing and analyzing customer calls, emails and chat. Agent training soon followed to better serve customers during interactions. This approach helped to achieve customer loyalty, but it ignored other steps of the customer journey critical to Customer Experience Management (CXM).

4 Segments of Customer Experience Management

Customer experience management demands a view of the entire customer journey, consisting of the following four segments:

  1. Routing customer service requests to the right organization and agent rapidly with no need for the customer to repeat information
  2. Managing interactions for the best outcome for the customer
  3. Processing customer service requests quickly and accurately
  4. Capturing and analyzing customer feedback from all customer touch points during and after the completion of service, making changes and taking action toward improvement.

intelligent automation

Intelligent Automation Technologies Greatly Power Customer Experience Management

Enterprises can face major challenges in establishing these four critical segments effectively. This is where advanced Intelligent Automation (IA) technologies greatly enhance CXM programs.

The core components of IA is commonly used the same way in all four segments.

  1. Data and media capturing, unification, and big data management performed on all areas critical to the customer journey. This includes telecom platforms (network routers, IVR, PBX, ACD, etc.) and key performance indicators from workforce optimization, workforce management, customer relationship management and enterprise resource planning.
  2. Multichannel analysis (speech, desktop and text) of unified data and the creation of actionable knowledge
  3. Learning Decision Making Engines (LDME) driven by Artificial Intelligence (AI) further analyze actionable knowledge, make best decisions, and learn from historical data and analysis
  4. Automated actions driven by LDME launch actions and automate functions

 

Artificial Intelligence and Learning Machines are Key to Making IA a Practical Solution

customer journey

In customer service routing, IA automatically captures, monitors and analyzes the status and performance of all entities engaged in the customer journey. Routing makes the best decision and launches the action to intelligently route the service request in real time. It also captures customer information from each touch point and deposits it in a single place accessible to all agents and systems. This prevents customers from having to repeat information.

IA captures and analyzes customer interactions (calls, emails, chat, desktop transactions) to automatically conduct quality assurance, compliance management and customer sentiment analysis. Real-time coaching, workflow automation, reminders and notifications help automate agent interactions. Recent developments in AI-based chatbots and Intelligent Virtual Agent (IVA) technologies automate customer interactions while reducing enterprise expenses.

When it comes to processing customer service transactions, IA utilizes Robotic Process Automation to process repetitive tasks in various processes without errors. IA utilizes Business Process Automation to perform data collection, unification and analysis of transactions to automate business processes.

Finally, IA captures customer sentiment from every customer touch point during and after service. This can include social media content and customer surveys. IA analyzes the data and provides actionable knowledge to LDME that can offer conclusions, trends and actions.

Each of these four steps is designed to improve systems, processes and the interactions engaged in the customer journey.

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What is a Call Center? A Modern Primer

Call centers are offices staffed with representatives who either make or receive phone calls.

Call centers employ many staff in customer service, sales and support functions.

Call Center Introduction

A call center is an office where a company’s inbound calls are received, or outbound calls are made. Call centers are increasingly popular in today’s society, where many companies have centralized customer service and support functions. Call centers employ many staff in customer service, sales and support functions.

Call centers are often large offices staffed with representatives who either make or receive phone calls. Depending on the size of the call center, a single office could have anywhere from a few dozen to hundreds of telephone staff. Depending on the needs of the company, call centers can make either incoming or outgoing calls, or both.

Some call centers focus on answering inbound calls, such as a bank that gives out a toll-free number for customers needing assistance. In that case, call center representatives can give account balances and take loan applications over the phone. Other call centers focus on outbound calls, such as a survey company. In that case, survey representatives make outbound calls to ask people to answer survey questions over the phone.

Almost every company or enterprise has a need for call center. Call centers provide a number of advantages to companies. By centralizing telephone-based service and support in one location, companies can easily adjust staffing to match call volume. Call centers can be located almost anywhere, allowing companies to take advantage of time zones and cheaper labor rates in different states and countries. Call centers also centralize the technology needs of companies, allowing major telecommunications setups to be installed in a small handful of call centers instead of a number of smaller offices, making upgrades and training easier to complete.

Inbound and Outbound Call Management

Many call centers use a number of different technologies to help improve performance and customer experience. Inbound call centers often use automatic call distribution (ACD), in which incoming calls are assigned to representatives on the order they are received, or assigned based on their skills.

Inbound call centers also use a technology called Interactive Voice Response (IVR), in which an automated recorded voice presents a menu to the caller to choose from by dialing numbers or speaking the choice.

Outbound call centers may use Dialer technologies. Dialers can automate the outbound dialing for representatives in which a list of telephone numbers are entered into the Dialer, and Dialer will dial those numbers automatically either after the agent has completed the previous call, or continue dialing the numbers on the list until a number answers and while the representative is waiting, in which case the Dialer automatically connects the answered call to the representative.

Workforce Optimization (WFO) and Workforce Management (WFM)

Call centers usually utilize call recording and monitoring (WFO), in which customer calls are recorded and monitored by quality assurance staff to ensure that phone representatives meet customer needs. Quality assurance and agent performance scoring are critical functions in improving the performance of call center representatives. There are software technologies and applications, called workforce management (WFM), used to effectively schedule call center agents based on the volume of calls during the day, week or month. This schedule management will prevent over- or under-staffing the call center.

Other technologies, such as Performance Management (CCPM), are available to call center managers to define their Key Performance Indicators (KPIs), measure, report and manage the performance of their agents and call centers. In recent years industry vendors have provided to call center software technologies that can perform speech and/or text analytics. Analytics technologies can assist in automating and optimizing work required to monitor, measure and qualify call center transactions and/or agent interactions with customers.

The collection of all of the above technologies, called Workforce Optimization (WFO) and Workforce Management (WFM), can be used to automate and optimize the call center transactions, functions, customer interactions and quality-compliance management. Call center technology evolves constantly, helping call center staff assist customers more efficiently and effectively.

Hierarchy of Call Center and Enterprise Technologies

Multiple categories make up today's complex call center environment.

From connecting to the outside world, to customer support programs, call centers are a vital part of modern business.

Call Center Outsourcing

Call centers have been increasingly popular as outsourcing increases. With outsourcing, companies contract out some functions to other companies. As it can be expensive to maintain call center equipment and staff, some companies choose to outsource their telephone functions to an external call center. In this case, external call center staff can be trained to answer phone calls from a number of different companies.

 

Evolution of the phone: Why the phone lies at the heart of business

 

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First Call Resolution – You Don’t Know What You’re Missing

First Call Resolution

Call sampling for quality purposes misses a great deal of valuable customer information – a low first call resolution (FCR) rate leads to increased call volume, workload, agent payroll expenses, customer dissatisfaction, and loss of customers.

First Call Resolution

Enterprises record calls and customer interactions, performing Quality Assurance (QA) evaluations in order to improve their customer’s experience, and their own business performance. No matter how fine-tuned your enterprise processes are, every contact center gets repeat calls.  Industry reports indicate that approximately 65% of inbound calls are resolved on the first call. That means that 35% of customers are forced to call back to get their issue taken care of. Some customers won’t even bother to call back resulting in lost revenues, brand erosion, and lost customers. Repeat callers and the problem of first call resolution (FCR) is so important, because multiple calls for the same reason account for up to 15% of a contact centers annual budget.1

The question is how do you handle repeat callers, and are you even aware of how many times your customers called you back for the same reason. One of the components that is missing, especially in large contact centers with hundreds of agent calls, is a solution to listen to all of your customer calls, monitor all customer interactions, and only report or flag the instances that need to be reviewed.

Why First Call Resolution Matters1

  • Reduce operating cost –a huge opportunity to reduce your center’s operating cost.
  • Improve customer satisfaction – 1% improvement in first call resolution yields a 1% improvement in customer satisfaction; the absence of first call resolution is the biggest driver of customer dissatisfaction.
  • Increase opportunities to sell – when a customer call is resolved you increase the customer cross-selling acceptance rate by 20%.
  • Improve employee satisfaction – high employee satisfaction means higher first call resolution; stress is very high on employees who handle 2nd or 3rd customer calls.
  • Reduce customers at risk – if a customer’s problem is resolved in the 1st call, only 1% of those customers are at risk to go to your competitors.

Call Sampling

Quality Monitoring (QM) and Quality Assurance (QA) systems can help prevent bad habits from becoming common place, and ensure call center agents get all the details just right.  However, due to QA costs, most contact centers are forced to only sample calls for the purpose of QA – missing a great deal of available information that is valuable for improving the customer experience and performance.

The answer is to automate the entire QA process with automated speech analytics. AQA using speech analytics identifies and flags only the calls that need attention per pre-set guidelines or profiles. Discovering the reasons for repeat calls can be found using Speech and Desktop analytics and Customer Surveys.  In today’s business 100% of calls and transactions must be captured, monitored and evaluated in order to achieve the performance targets.  However, there is a major challenge in conducting quality and liability management for 100% of calls or desktop transactions.

Example 1 – by answering three simple questions it is easy to see why first call resolution matters:

Q1.      How many agents do you have?

A1.       50

Q2.      What is the average duration of calls recorded per agent per day?

A2.       6 hours

Q3.      What is the number of business day you work per month?

A3.       21 days

The formula here is a total of 50 agents X 6 hours of recorded calls X 21 days = 6,300 hours of recorded calls per month. Typically, a QA supervisor can only listen to a maximum of 120 hours of recorded calls per month. That means you need to have 50 QA supervisors to do 100% QA for 50 agents – at a huge cost of over $2.5M per year. That is why many contact centers still rely on call sampling – missing important calls, interactions and trends every day.

First Call Resolution Solution

The FCR solution is to apply analytics-based QA to automate and conduct 100% QA on all calls and interactions. This will enable you to discover and resolve problems with agents, processes or subjects (such as products or services), that cause repeat calls. Automating the QA process has become affordable for contact centers of all sizes, and certainly not at a premium of $2.5M/year for 50 QA supervisors required to QA without automation.

Example 2 –

  • A contact center has 100 agents
  • Repeat call rate is 60%
  • That means 60 agents are handling only repeat calls
  • Using speech and desktop analytics, repeat calls are reduced by 20%
  • This is a savings of 20 agents handling repeat calls

20 * $5,000/Month → $60,000/Month → $720,000/Year

A significant savings with a real return on investment.

Benefits of an Automated QA Solution

  • Users can define QA scoring templates
  • Speech analytics will automatically analyze each call against the QA template and records the scores
  • Speech analytics use phonetics engine that processes the analysis extremely fast
  • Results can be directly and automatically disseminated to various organizations, or
  • Can be further evaluated by a small group of QA supervisors

Implementing Automated Quality Assurance

As with any advanced technology such as analytics, it is important to find a vendor that will work with you to fulfill your specific needs and environment. This should first begin with a complete review of your issues, challenges and root causes of concern, and the capability to uncover trending information. The only way to really understand the issues and create a solution is to use your own data and implement a solution using your own operating processes. Implementing an automated quality assurance solution has a demonstrable return on investment and can improve your customers as well as your employees’ satisfaction.

 

Fully Automated Quality Monitoring for High Volume Contact Centers http://ubm.io/2eqgP8i

1SQM Group

 

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Cross-Channel Analytics Transforms the Enterprise

Cross-Channel Analytics Transforms the Enterprise

Capturing and analyzing 100% of the customer experience at every touch point determines the alignment and the optimization necessary to significantly improve customer satisfaction.

Cross-channel Analytics Delivers Customer Engagement Management

OnviSource recently announced a new cross-channel analytics, enterprise-wide solution called OnVision. OnVision leverages an entire suite of workforce optimization (WFO) products to deliver insightful information and trend analysis related to customer interactions and experience across all channels and customer touch points.

“Inside-out” versus “Outside-in”

WFO is traditionally used as an “inside-out” approach to optimize the performance of the workforce within an enterprise in order to improve customer satisfaction. Today’s market is rapidly transforming to an “outside-in” method with first capturing and analyzing 100% of customer experience at every touch point. This determines the alignment and the optimization that is necessary to significantly improve customer satisfaction, and resulting in customer retention, growth, new revenues and favorable branding.

The transition of WFO to this new approach, called Customer Experience Management (CXM), requires an omni-channel method to capture relevant customer experience data from every channel; including calls, emails, chats, desktop transactions, customer surveys and social media. However, capturing 100% of information from all channels can produce a massive amount of data, or Big Data.

What Cross-channel Analytics can do for You

Cross-channel analytics can be leveraged in many ways including looking for data on a specific “subject” you want information on, to providing important data on events or issues you are not even aware of yet. For example, a customer may contact your business from multiple channels before making a purchase. They may fill out an online form, call for information, or send an email inquiry. All of these unique interaction touch points can identify and assist the customer. Unfortunately, the same customer often gets conflicting information, even pricing, depending on which channel they contacted. OnVision can dramatically improve the overall messaging and alignment for customer engagement.

Another example, this time from a corporate view, where a bank issues a new credit card. The bank wants to understand customer sentiment regarding the credit card launch from multiple sources such as social media (Facebook, Twitter, etc.), call center inquiries, email, text, and chat feedback. OnVision can combine all of the multi-channel analytics into a subject search, in this case, the credit card, and automatically report on the campaign from all of the different channels into one combined report. OnVision can also provide “proximity” searches such as “I like this credit card”, or “this is not a good credit card offer”, “I hate this credit card”, into a cross-channel analytics report.

Often businesses are not even aware of what they need to change to improve operations, customer service, products or processes. OnVision can discover as yet unknown issues or trends. For example, a sudden spike in complaints about a new product, across multi-channels, that might not have triggered an alert if they were only identified coming from one channel. Applying cross-channel analytics gives you trending and predictive analytics and a universal view of the entire enterprise.

The multi-channel analytics generates a huge amount of data. OnVision greatly assists managing the big data. It automatically analyzes the captured data from each channel and produces channel-dependent actionable knowledge. OnVision consolidates and filters customer interaction data across the entire enterprise into seamless, usable and actionable data. It is the next step in the evolution of workforce optimization and big data management, providing a customer centric approach to customer loyalty and improved satisfaction. OnVision fulfills the need for a solution in which WFO and omni-channel analytics are unified with big data management techniques. This provides a true customer experience management, or the next generation WFO, in a universal view.
Connections Magazine – Transforming WFO into CEM 

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Customer Care the New Differentiator

Customer care is the new differentiator.

Without a customer care strategy, companies can lose customers hurting their brand and growth.

Customer Care Strategy

Delivering exceptional customer care, support and service should no longer be considered as a corporate obligation, but as a strategic marketing and enterprise wide initiative. As technology improves, many business software and applications have become commodities. Case in point, contact center call recording. It has been around for over 20 years and was a huge benefit to financial enterprises and retail companies. Many businesses were founded providing this front office application. Fast forward to 2016, and call recording has evolved into sophisticated workforce optimization (WFO) solutions that include call recording, quality assurance/monitoring software and even automated speech analytics.

The point here is that if you are trying to stand out in a crowded arena you must offer something that differentiates you from the noise. One thing that has become very clear to many companies is the need to deliver immediate, and great customer care. Social media, and other multi-channel customer touch points, have elevated the customer’s reach beyond a telephone call. Companies must be prepared to handle inquires quickly and efficiently with a consistent message and process.

Companies that develop a cohesive customer support strategy will be able to differentiate themselves in many ways. Not only by delivering great customer care to existing customers, but also leveraging their customers to attract new prospects. It promotes credibility and enables the marketing of their customer care successes with customer case studies and testimonials. Happy customers remain loyal customers, and it is well worth the investment to keep customer care and service a high corporate priority.

As enterprise software products have become commodities, new advanced solutions can often be complex business applications to solve today’s needs. Therefore, customer care takes on a different strategy that begins even before a purchase is made. Vendors must do a good job of understanding a clients problems, root causes and other issues. What exactly are they trying to solve and with what result? A tailored solution often works best, and in order to purchase a new solution, different procurement options must be available that match both their business and financial requirements. Delivering a complex solution requires the vendor to assist new clients every step of the sales process – from analysis of their needs to recognition of their return on investment (ROI).

A few steps that need to be considered for a successful customer care launch include a CRM package to monitor all customer issues. Tracking software can be setup with alerts for time sensitive matters, and pre- and post-sales information. This includes sales and implementation data, technical support, and other customer service data such as technical advisors, software updates, and even system audits.

Customer Care

Exceptional customer care gives companies room to grow and keeps clients happy.

Voice of the Customer

Truly managing to successful customer care also involves utilizing customer service tools, multi-channel analytics and customer surveys to capture, analyze and take actions in order to respond to customer needs. This is key to improving customer sentiment and customer satisfaction. Establishing excellence in providing customer communication and service programs that drive to quick resolution and closure creates customer loyalty not just customer satisfaction. Customer care is not an option it is an expectation.

Remember, every employee, from the front office (contact center) to the back office (fulfillment), both share in the responsibility of providing great customer service. A well thought out strategy will enable repeat business through up-sales of products and services benefiting the enterprise with revenue growth and sustainability.

“Four reasons to invest in B2B customer service tech”

http://bit.ly/1PhP7ju

 

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Tis the Season to Deliver Customer Satisfaction

Angry Customer

Lack of training for customer service employees not only frustrates the customer, it also stresses out the staff.

One of my past college instructors recently posted rather disparaging comments about Amazon.com’s delivery services in the state of Texas. He obviously did not receive customer satisfaction with a recent purchase. I was very surprised to see the post because this particular instructor has always been a mellow individual, who up to this point, I don’t think had a bad word to say about anyone. Therefore, I can only assume that he finally had enough run around trying to rectify his issue. It all boils down to something I have been writing about for the past year – the importance of the customer journey and providing the ultimate customer satisfaction (it better be a good experience!).

In the case above, although Amazon had contracted out a regional delivery service for the holiday season, they are still ultimately responsible for delivering customer satisfaction. They are responsible for all delivery services acting as an agent for Amazon. As he stated in his post, my instructor is a longtime advocate of purchasing goods via Amazon. This was his first negative experience and now he is asking the general public not to purchase certain items from Amazon. NewVoice agrees, 58% of consumers will never use a company again after a negative experience.

Social Media and Customer Satisfaction  

There are two points I would like to highlight. The first is that my instructor knows the power of social media and is using it to vent his frustrations about a lack of customer satisfaction. He is also using it to warn other would-be buyers. He first requested that Amazon post a message about the delivery problems. When he did not get a response, he did what so many other unsatisfied customers are doing. He posted complaints on social media for everyone to see. I have yet to view an online reply from Amazon regarding this delivery issue. According to Forrester Research, 45% of consumers will abandon an online purchase if they can’t quickly find answers to their questions.

The second point concerns the use of seasonal employees. Now there is nothing wrong with using seasonal employees, and I applaud companies who can put more people in work. What bothers me is the minimal training of the seasonal workers. They are typically given a script with canned responses to every question. How many of us have fallen victim to the untrained customer service representative who keeps repeating the same few answers to every question we ask? According to The Harvard Business Review, 84% of customers say that their expectations had not been exceeded in their last customer service interaction. Death by customer service rep could be the epitaph on many a customer tombstone.

Too often companies protect profits at the expense of unhappy customers. The lack of proper training, empowerment, and decision making of customer-facing staff not only frustrates the customer, and lowers customer satisfaction, it also unnecessarily stresses out the staff. I personally can’t imagine anything worse than spending 8 hours a day communicating with hostile customers and having no real power, knowledge, or tools to effectively help them. According to American Express, 35% of cardholders have lost their temper when talking to customer service. As in the instructor example above, an angry customer can easily damage a company’s image and brand with unforeseen, and negative results.

Read the instructor’s post:  http://bit.ly/1N9VTtv

100 Customer Service Statistics You Need To Know

http://bit.ly/1FD2gyg

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Customer Experience Predictions for 2016

Predicting the Future of Customer Service

One business prediction – you will lose customers to the competition if you can not provide a consistent and good customer experience.

Customer Experience Strategies

Many organizations are currently reviewing and planning corporate customer experience strategies and activities for 2016. As you review current processes and procedures and the things you would like to accomplish, looking into the crystal ball and predicting what the future may bring can’t hurt your bottom line.

One clear prediction for all organizations concerns the overall customer experience and how well your customers perceive their interactions with your company. According to Accenture’s 10th Annual Global Consumer Pulse Research, $1.6 trillion is lost by companies that disappoint customers with poor experiences. It’s a nearly 30% increase in the money up for grabs over the last five years as customers switch companies due to a poor customer experience.

Customers are savvy buyers. They demand excellent service from you no matter whom they interact with or how – by phone, chat session, or email.  They view every contact point as one company and expect a consistent experience. And it is no longer just a matter of how much something costs. Consumers, especially B2B, are more than willing to pay a small premium for a great customer experience that is handled cheerfully and efficiently.

Competitive Edge

If price is not always the winning factor, what else can distinguish your company from the competition? The competitive edge is found in delivering a great customer experience. This has to be an overall effort beginning with the pre-sale and continuing throughout the life of the customer relationship. When employees put the customer first, they create goodwill and a true partner relationship. A satisfied customer will continue to use your services and products if they are met with a familiar and pleasant attitude. More than likely, they will even forgive minor discretions or inconveniences if the overall experience is a good one.

This kind of relationship builds customer loyalty with many tangible and intangible rewards. You will receive repeat business, referrals and positive reviews of your company that yield growth and profitability. You will be able to establish your reputation and brand for excellent customer service through long term customer loyalty.

Customer Service Programs

Many companies today have accrued huge stores of customer interaction and/or Voice of the Customer (VoC) data. However, most are challenged with effectively turning it into operational assessments and actionable reports. New solutions for unifying and analyzing data offer users “Business Objectives”, such as an understanding of overall voice of customer, employee and customer feedback, customer journey and customer behavior-reactions. The benefit of these solutions is that they can automatically look for the related customer-centric activities discovered through analytics, integrate the metadata of each activity, and present it as it relates to their business objective. With this type of big data management, your company can really listen to and understand your customers’ true sentiment like never before.

New Year – Old Plan

You don’t want to become a company that experiences big losses from losing unhappy customers. Success ultimately depends on how well you treat your customers, even more so in our “socially-enabled” society, where a negative post can have an immediate and dramatic effect on your business. As Amazon CEO Jeff Bezos passionately said, “If you make customers unhappy in the physical world, they might each tell six friends. If you make customers unhappy on the Internet, they can each tell 6,000 friends.” Don’t repeat last year’s mistakes. Be a winning company that gains opportunities by investing and planning in customer loyalty strategies that reinforce your brand, boost your reputation and deliver a great customer experience.

The Cost of Unhappy Customers (Infographic)

http://bit.ly/VUgw7i

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The Ascent of Text Analytics

Use text analytics to uncover true customer sentiment.

Valuable customer insight from all data sources is not utilized to its full potential.

The New Frontier – Text Analytics

In this era of progressive improvements to the customer experience, many companies are searching for new avenues to gain insight into the customer journey using text analytics. Text analytics can be defined as a process for analyzing unstructured text, extracting relevant information, and transforming it into useful business intelligence. Large corporations such as Walmart, Amazon, and Google collect massive amounts of customer data in the Petabyte range and beyond. As enterprises of all sizes struggle to uncover true customer sentiment from unstructured data sources such as social media, surveys, notations in CRM software and service notes, blogs, and many other sources, this valuable customer insight is not being utilized to its full potential.

Preventing a Poor Customer Experience

However, most companies use only a fraction of the customer data that is readily available to them. One of the value propositions for using text analytics is its ability to analyze and classify huge quantities of text and automatically extract meaningful data that really needs to be scrutinized. This yields customer experience information that previously might not have been known or recognized, and used to prevent a repeat, poor customer experience. Text analytics reveals insights into why something is happening. For example, a visitor to a website might not be able to find a product or suitable answer to a question. Text analytics can be used to discover if the issue is related to content, FAQs, or navigation problems.

Root Cause Analysis

The data gleaned from text analytics can also be used to determine the root cause of problems (known or unknown), and companies can begin to anticipate or predict problems by analyzing customer interaction data. Just as speech analytics can unveil customer sentiment by automatically identifying key words and phrases from customer telephone calls, text analytics adds to the wealth of unstructured customer information that can be extracted, transformed and loaded into subject-oriented categories delivering new possibilities for enhancing the customer experience.

  • Trend analysis
  • Tool to make strategic business decisions
  • Predict and forecast customer behavior patterns
  • Deliver an improved customer experience
  • Companies are realizing that all employees must listen to their customers, or they will become fair game for the competition

http://bit.ly/1Hpydkn

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Enterprise Feedback Management

Enterprise Feedback Management

Enterprise Feedback Management solutions enable views into the customer journey delivering a high level of customer satisfaction.

Enterprise Feedback Management Solutions – More than a Simple Survey

Enterprise Feedback Management (EFM) solutions are more than just simple surveys, they are used for actively monitoring customer and employee feedback from all customer touch points such as calls, emails, text, desktop transactions, surveys and social media channels. EFM enables views into the customer journey, and can identify and improve internal business processes to optimize and provide a high level of customer satisfaction, or discover sales opportunities, liabilities, and business intelligence.

EFM, however, requires technical abilities to:

a) Capture all data from all channels, such as structured and unstructured data (text, voice, SMS), and solicited and unsolicited input (such as social media).
b) Perform analytics on all different types of media collected from those channels, including audio, speech, text, email, surveys, screen-based transactions and social media.

Furthermore, EFM demands to provide the capability to view the tiered information (data, unified information, and actionable-predictive-prescriptive information) in a holistic and universal form in order for users to immediately see and easily understand what they have been looking for. This information now becomes a valued enterprise wide asset, not, for example, only a contact center, or other business unit performance or productivity tool.

Complete Views of the Customer Experience

OnviSource supports a true Enterprise Feedback Management solution through its multichannel capture-evaluation, called OnviForce™, and a universal view management, called OnVision™. Capturing data from multiple OnviSource platforms presents a complete view of the customer experience. The data is then analyzed for process improvements, trending detection and associated alerts, customer journey, and sharing of results through real-time, multi-channel analytics, automated actions, and dashboard and other types of enterprise reporting.

Re-defining customer feedback concepts.

 

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