Today, contact centers need to deliver superior customer experiences while minimizing operational costs. To deliver this vital customer service engine, you must design a business result aligned strategy, choose the right technology partners, and leverage customer data and analytics for decision making. Making these improvements involves a long list of hard choices and challenges.
This is where ISG steps in. Beyond identifying gaps in your current state and helping you align on the future state business case, we specialize in advising on selecting the right tools and partners and executing a future-proof transformation plan. The result is an AI-enabled contact center that drives real business results: lower time-to-resolution, higher satisfaction and NPS ratings, and an overall elevated customer experience.
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Learn MoreSelf-service has changed immensely in recent years. It has gotten better, qualitatively, in delivering answers and resolutions to customers. But it has also gotten extremely complex, relying on a basket of new technologies to achieve results. It helps to look at it through the eyes of the three main constituencies that are affected by it: customers, contact centers and the businesses they sit in.
Field service operations are not often discussed as part of enterprise customer experience planning, but there is a strong argument that they should be seen as an important factor driving how customers perceive brands. Like contact centers, field service teams are dealing with the advance of startling new technologies that can be expensive and disruptive. The flip side of disruption, though, is that it presents interesting opportunities for improving customer-related outcomes.
With more B2B enterprises looking to provide access in a timely manner and when and where the customer chooses, digital commerce is a growing part of the overall customer experience. It is safe to say that in B2B commerce, the Amazon effect also applies, in that customers expect a similar level of frictionless automation, immediacy and simplicity in operation. But, as I will discuss, there are significant differences between B2B and B2C around individuality in pricing, more complex product sets and payment terms.
The environment around customer experience is being disrupted by a series of technical and organizational shifts ranging from artificial intelligence to work-from-home to deep customer analytics. When times change, it’s helpful for people to have a framework to organize their thinking and actions. I believe there are two dominant frameworks used to organize business approaches to customers. One is rooted in the efficiency of the contact center (let’s call it “CC thinking”), and the more marketing-centric framework is based on maximizing customer value (for argument’s sake, “CX thinking”).
By the late 2020s, Gen Alpha will move into the workforce, introducing a new dynamic. With the potential for up to five or six generations in the workplace, enterprises are often challenged to understand how to bridge the generation gap and create a cohesive workforce. The answer can be found within your technology stack.
There is a strong and growing market for managed services BPO, with contact center agreements contributing heavily to this growth. In the last three years, the demand for resilient and advanced digital customer experience (CX) increased, leading to a surge in investments activities in this space.
The growth of CX services has been phenomenal in the last couple of years, which reflects its growing importance among enterprises and their drive to ensure the best and most seamless experience for customers, with the intent of winning and retaining them. Enterprises are leaning on managed services partners to help them drive and transform their CX functions.
