The Contact Centre Panel team like to challenge ourselves and each other in our thinking, to ensure that we are doing the right thing for our clients and partners. We each have our favourite reference points, experiences, “North Stars”. One reference point that John Greenwood often brings me back to, is the age-old wisdom of Robert Lieberman and “The Telephone Book”.

I’ve not read it, at some point I will, but John will take me back to the key question of “what are contact centres about?….they are about winning and retaining customers” and that is something that is indisputable. (I’m probably paraphrasing John and Robert there, but this is what has stuck with me).

Some may be more focused on winning, others retaining, but all play a key part in both. I’ve added grow because really if you aren’t growing and everyone else is, then effectively you are in retreat.

So, if that is the objective then what is your preferred method? Where are your prospects and customers hanging out, where is the best place to find them, how do you best contact and engage with them? The truth is that if you are only using a single channel of communication and type of message, then you are probably missing most of them entirely or you are simply leaving a lot to chance.

We have such an abundance of communication channels available to us, all of which are competing for the attention of your buyers. No single communication is going to bring that win. Instead, a multi-channel approach aligned to the habits of your target market is needed. Advertising only takes you so far, direct mailing of the postal or electronic variety maybe a little further. Make yourselves available for a webchat or WhatsApp messaging, but at some point a conversation is going to happen, for which the phone is still key. Real-time communication where you can hear the “unspoken” questions, the pauses, the hesitations and potential objections.

Because if we really want to win new customers (especially in a business-to-business environment), then we have to KNOW them. We have to understand what they need and when they are likely to need it. We have to build reputation based on understanding and trust. The message, whether delivered via adverts, chat, e-mail or social, will only get you so far.

After that, you have to be available for a conversation, to really listen to what that customer needs and to ensure you have the right solution for them.

Quality of service adds to reputation and credibility, so the non-sales people have a part to play too. If levels of service and customer satisfaction are high then include this in your marketing messaging, all of which can help you get a foot in the door. Speaking to prospects and customers allows you to properly understand their needs such as what and when they need/want to buy. How you communicate with them must include their preferred channels to maximise engagement and gain insight.

You’ll need to tailor that approach according to sector, profile and demographics, but speaking to people is where you start to bring all that hard work together.

How easy is it to sign up or subscribe to your company’s products or services? Pretty easy I should think (or hope). Now more than ever, organisations understand that in our hyper-competitive world, a friction-free way to make consumers aware of what you offer and to make it as easy as possible to become your customers, is vital.

However, deliberately creating friction and barriers for customers looking to leave is almost as common. We all know that it takes a lot of effort and expense to acquire customers, so surely making it a bit of an up-hill slog for customers to leave is just common sense?

Maybe, but possibly that’s all about to change. Be warned!
In the US, Ericsson-owned Vonage has been fined $100m by the US Federal Trade Commission for using a raft of measures which meant that domestic and small business customers found it almost impossible to cancel Vonage’s VoIP services.

Vonage’s services were easy to start using, with many customers offered ’free trial’ opportunities allied to less-than-transparent switches to default sign-up and auto-billing. But when it came to trying to cancel their membership, things were difficult and ‘friction’ was everywhere. The tactics Vonage used ranged across: the sophisticated use of ‘dark patterns’ on the web; making customers speak to ‘retention team’ advisors in order to cancel; hiding the ‘retention’ phone numbers; routing cancellation calls to barely-staffed phone lines with inconvenient opening times.

“Do as I say, not as I do”

The FTC gleefully highlighted Vonage’s own advice to its business customers which it totally failed to take itself – a classic case of “do as I say, not as I do”.

Vonage’s advice included:

• “not offering other channels practically guarantees a poor customer experience”
• “offering only voice in your contact center won’t cut it in the new normal.”
• “[Don’t] frustrate customers by requiring them to contact you for support that should be available on a self-service basis” and
• “it should be just as easy to return your product as it is to buy it.”

They don’t mean us though, do they?

However, most of us aren’t in the US and not under the jurisdiction of the FTC, so does this really matter?

Well, first of all, a lot of us work directly or indirectly supporting US clients and their customer experience delivery, so it’s always helpful to know if you’re potentially part of delivering illegal customer journeys!

But equally, government regulation tends to – slowly – follow international trends. So, Vonage’s recent experience might be a $100m sign of things to come in other markets and jurisdictions. In the UK we know that government is still determined to tackle the consumer ‘loyalty penalty’ (the fact that many products and services are cheaper for new customers than for loyal, long-established users), which is closely related to a customer’s ability to exit expensive deals and relationships – and similar concerns are voiced in the EU and expressed through its Digital Services Act.

So, if part of your customer retention strategy is the creation of challenging journeys for people looking to cancel, then it may be time to do some redesign!

If you haven’t heard of ChatGPT, I suggest you read Dave’s article from January’s newsletter or do a quick google search – you won’t be able to miss it. The AI-powered language model is predicted to, and already is, revolutionising industries across the board. But what are its potential implications for the contact centre industry?

With its natural language processing capabilities, ChatGPT can understand and respond to customer queries in a way that closely mimics human interactions. This can lead to faster, more accurate and more efficient support for customers, while also helping businesses save costs by reducing the need for human customer service representatives.

According to a report by Grand View Research, the global contact centre market size was valued at USD 350.4 billion in 2020 and is expected to grow at a compound annual growth rate (CAGR) of 9.4% from 2021 to 2028. With such a large market size, there is significant potential for ChatGPT to have a major impact on the industry.

One of the biggest advantages of ChatGPT is its ability to handle large volumes of customer queries simultaneously. Traditional contact centres often struggle to keep up with high volumes of requests, leading to long wait times and frustrated customers. With ChatGPT, however, customers can receive immediate support without having to wait in line for a human representative. This can lead to faster resolution times, higher customer satisfaction rates and increased loyalty to the brand.

ChatGPT can also provide 24/7 support to customers, which is especially important in today’s globalised economy where businesses operate across different time zones. This means that customers can receive assistance at any time of the day or night, regardless of their location. This can lead to improved customer experiences, as customers are able to get the support they need when they need it.

In addition to providing faster and more efficient customer support, ChatGPT can also help businesses save costs. According to a study by Accenture, the average cost of a customer service call is between £5 and £7. With ChatGPT, businesses can handle routine queries at a fraction of this cost, as the technology can handle multiple queries simultaneously without the need for human intervention. This can lead to significant cost savings for businesses, as they are able to handle a larger volume of queries with fewer resources.

Furthermore, ChatGPT can provide personalised support to customers by analysing their previous interactions with the business, their purchase history and their preferences. This level of personalisation can help businesses build stronger relationships with their customers, leading to increased customer loyalty and repeat business. A study by Gartner found that by 2025, 80% of customer service interactions will be handled by AI-powered technologies like ChatGPT, which highlights the growing importance of this technology in the industry.

While ChatGPT can handle routine queries, it’s important to note that it’s not a replacement for human customer service representatives. There will still be situations where a human representative is needed to provide more in-depth support or to handle sensitive issues. However, by using ChatGPT to handle routine queries, businesses can free up their human representatives to focus on more complex queries, leading to higher-quality customer support overall.

In conclusion, ChatGPT is a powerful tool that has the potential to transform the contact centre industry. With its ability to handle large volumes of customer queries simultaneously, provide 24/7 support, offer personalised support and save costs, businesses can significantly improve their customer support infrastructure. As ChatGPT continues to evolve and improve, it’s likely that we’ll see more businesses adopting this technology to enhance their customer support operations and improve their bottom line.

M&S recently announced that they plan to invest £480 million in their ‘Store Rotation Programme’ which would entail “180 higher quality, higher productivity full line stores…[and] opening over 100 bigger, better food sites”, generating 20 more stores overall. Whilst growing a brick-and-mortar presence may seem surprising to some, due to the general shift towards online shopping caused by the pandemic, research suggests that high street stores are bouncing back.

Analysis conducted by PwC demonstrates that current consumer preferences between online and offline shopping are polarised. 37% of consumers prefer physical stores for enjoyment or pleasure, compared to 32% for online shopping. Additionally, 56% of consumers believe that customer service is better in-store as opposed to online (19%).

Though online shopping continues to be a key part of the buying journey, physical stores will remain significant in customers’ experiences. Stuart Machin, Chief Executive of M&S, echoes this stating that “stores are a core part of M&S’s omni-channel future and serves as a competitive advantage for how customers want to shop today.”

One of the reasons for this is that the high street offers a unique shopping experience that cannot be replicated online. Physical stores offer the opportunity for consumers to see and touch products before buying, as well as receive immediate satisfaction of a purchase. Additionally, physical stores offer the opportunity for face-to-face interactions with sales associates, which can be helpful for making informed purchasing decisions. Some retailers are also experimenting with new technologies like virtual reality, interactive displays and in-store events to enhance the in-store shopping experience and drive foot traffic. More than a third of all consumers would gladly pay more for an enjoyable shopping experience, whether that be a multisensory buying journey or receiving a human touch.

Another reason for the resilience of the high street is the fact that it is a vital part of the community. The high street provides a range of services and amenities to local residents, including shops, restaurants, cafes, and other community services. As local authorities continue to invest in the regeneration of inner cities across the UK, it makes sense that developing more spaces for retail, dining and living are a key part of these plans.

Interestingly, retail brands who are opening brick and mortar stores are also witnessing what they are now coining the ‘halo effect’. That is, the positive effect physical retail can have on online channels. On average, brands see a 36% uplift in online traffic the quarter following the opening of their physical store.

As consumers demand more channels of interaction with a retail brand along their buying journey, physical and digital retail are becoming more and more blended. As a result, brands must now look to ensure channel integration is a key part of their customer service solution. This means creating an omnichannel experience, such as the ability to purchase online and pick up in-store, or the ability to return online purchases in store.

To conclude, whilst the purpose of brick-and-mortar stores may be redefining itself, they remain a crucial part of the retail landscape and thus a brand’s strategy. The high street has stood the test of time, with a post-pandemic bounce back and research suggesting that consumers understand the value of and unique experience offered by high street shopping.

We all recognise putting things off until the new year. Going to the gym, looking for a new job and paying bills. December is often a month where the bills are deferred and money is spent on Christmas. Most companies will struggle to collect money in December and often in January too. A number of consumers will be suffering a financial hangover in January, with some going further into debt in order to buy the associated treats and goodies. The gap between an early December pay day and January pay day can feel like months rather than weeks. Don’t be surprised if people don’t have the money to pay and will again be in defer mode.

With ever increasing rise in costs for businesses, writing off the money isn’t a palatable option. However, going in strong is not the best way to engage. People need help now more than ever. For a number of people being in debt will be a new experience, for a number of reasons. Therefore, getting prepared early with your Q1 strategy is a must.

As providers, we are now also more aware of the mental impacts owing money has on a person. That coupled with “January Blues” can be a potent recipe. Be proud of the support you offer to consumers. Some industries shun being public about how they work with and support their customers who are in financial distress. It’s felt to be a poor public image to even acknowledge that there is debt and that you have a team of people who are dedicated to manage it. Don’t be shy, you should be proud that you work so hard putting measures and teams in place who are ready to help engage and work through financial challenges with your customers.

Definitely make sure it is front and centre on your communications platforms at this time of year. Website, apps, call holding messages, emails, letters, texts and even carrier pigeon if that’s your bag. Make is easy for people to find, use and engage with. The content should be clearly written and the tone used is very important here.

A new year will often mean customers feel that they are starting again. Part of your strategy needs to be a refresher of where things were left at the end of 2022 and where we go next. This can be useful as a scene setter, but also useful as a reminder that the money is still due and that you are there to support and talk to people if they need it. It also works as a reminder for any “won’t pays” that you haven’t forgotten them and you won’t be going away anytime soon.

Therefore, the communications and handling for January needs to be a little bit “Christmas Carol” based. What does the past, present and the future hold?

Why not go one further and offer a new year’s incentive? We know the gym does it, so why don’t you? Discounts for paying off quicker, reduction of debt owed on settlements, or anything else that you feel could work for your business.

Today, it’s more important than ever before that enterprises deliver a world-class customer experience for their target audiences. A great CX builds brand loyalty, adding significantly to total customer lifetime value and turning casual customers into word-of-mouth evangelists.

The challenge is that many businesses still struggle to make effective use of their data to help them understand their customers and deliver a highly personalised, interactive experience based on that knowledge.

Earlier this year, analyst firm Corinium Intelligence surveyed data-focused executives from 100 global enterprises about their efforts to create world-class digital customer experiences. The resulting report, entitled How Data is Driving Next Generation Customer Experiences, revealed the top challenges facing global CX brand managers and how the world’s most innovative business leaders are working to overcome them.

Here’s a summary of some of the key findings from that report.

Macroeconomic Challenges Hamper Efforts to Improve CX

The past several years have been volatile, to say the least. The COVID pandemic had massive implications for the global economy, prompting the closure of many brick-and-mortar stores and accelerating digital transformation and cloud adoption in the retail space.

As companies shift into post-pandemic recovery mode, many of the broader economic challenges that originated during the pandemic persist. Supply chain performance has improved, yet the availability of many products and raw materials remains uncertain. Costs are rising. Many companies find it difficult to hire and retain skilled workers.

As a result, automation and cost savings have been key areas of focus, eclipsing efforts to improve overall CX. The Corinium study found that 79% of global CX leaders viewed cost savings as the highest priority, and 74% were focused on a return to “business as usual” in the wake of the pandemic and its aftermath. Many CX leaders feel as if they are merely treading water, rather than moving forward with initiatives that lend strategic value to their organizations.

Harnessing Data for Next-Gen Customer Experiences

The solution is the intelligent application of data. The Corinium study found that only 37% of organisations surveyed have a well-developed enterprise data architecture capable of supporting high-quality, data-driven, and personalized CX.

The companies surveyed by Corinium rated the quality of their CX at an average of 6.7 out of 10. That means most organisations see plenty of room for improvement. Using data to drive a personalised CX is an obvious winning strategy, but many are still poorly equipped to turn that potential into a reality.

The Corinium report outlined seven key business benefits of a data-driven approach to CX. Better targeting and personalisation capabilities, for example, deliver the right messages to the right people at the right time. When companies communicate relevant, timely information, their messages are simply more likely to get through. A holistic data-driven approach increases conversion rates as well, and it improves the customer journey across multiple channels within a company’s omnichannel landscape.

Data Quality and Data Governance Are Key

The authors of the Corinium report noted that problems with data quality and data governance hamper efforts to move forward aggressively and effectively with key initiatives aimed at improving CX. Data accessibility is the number one barrier to creating data-driven customer experiences. Lack of relevant or current data comes in second place.

Legacy systems and a lack of integration are frequent root causes of these problems. Many organizations also lack the kind of current, high-quality data for enrichment, including mobility and geospatial information that add powerful context alongside existing customer data.

Great CX is dependent on a unified and coherent approach to customer communications, yet 56% of respondents in the Corinium study agreed or strongly agreed that siloed, uncoordinated communications prevent their companies from delivering seamless digital experiences for their customers.

Proactive programs to manage data quality at scale are a necessary precursor to personalised, targeted digital CX. Data governance ensures information can be effectively accessed across the internal organisational boundaries that often stand in the way of effective data access.

CX Investments Are on the Rise

According to the CX leaders who responded to Corinium, most have made significant investments in customer communications over the past two years, or they plan to do so in the near future. The most popular initiatives include text messaging technology, customer relationship management software, and omnichannel communications platforms. Data integrity is also a high priority for top global brands, incorporating enterprise integration to eliminate silos, data quality to ensure accuracy and completeness, and data enrichment to provide richer, more valuable context.

To learn more about trends in customer experience management and next-generation CX, download the full Corinium report today.

The game itself is simple yet so addictive, becoming a popular hit with gamers world-wide with 12 million downloads in its first month! A real gem of a game for the die-hard Marvel fans (go give it a try).

Yet, as I sat plotting where to place my Iron Man card to double my point count, my thoughts went back to a recent conversation I had with a client. One where the client in question was slightly hesitant about the idea of outsourcing their Gaming customer service requirements to a third party.

Why was this?

Well, when we take a game like Marvel Snap, it’s very easy to see all the detail that has gone into a very simple looking game on the face of it. These types of games are really make or break for the developer in question, hence the meticulous planning and detail that goes into creating a game of this standard. So handing over your community management requirements to an outsourced partner can feel like a big bold step to take, one that can really have a negative impact on your player base if not done correctly.

It’s not just the traditional consoles that are delivering the latest games too, mobile gaming’s share of total gaming revenue has climbed significantly over the past decade. Today, mobile gaming is responsible for over half of total gaming revenue (Newzoo). From a customer point of view, its not just the avid console fanatics that can play these games, but anybody with access to the internet can now download their favourite game. This has presented an even bigger headache in terms of the breadth and depth of support that developers are now having to provide to their customers, which is why more and more gaming companies are looking to outsource their customer support requirements.

If sourced properly, the right outsourced partner can help the company to Level Up! their customer service strategy.

Those Level Up! benefits include (but not limited to):

• 24/7 real-time and multi-channel support availability;
• Reduced operational costs;
• Improved connection with players; AND
• Providing peak support for big launches/events

So the next time you are thinking about your customer/community strategy, select Co-op mode and let your outsourced Player 2 enter the game.

Are you looking for help with your Gaming Customer Services/Community Support requirements? If so, get in touch, we have specialised partners on our network who can help with this.

Entering Q4 with the headwind of a cost-of-living crisis there’s uncertainty for some as to how busy they’ll be this year. However, all have the challenges of potentially needing to do more with less as increasing costs and potential recruitment issues could mean fewer contact centre agents.

Whether by design or not, the same difficulties apply and that message in the IVR saying “due to covid” isn’t well received by customers any longer.

So how do you balance demand and costs to serve? Service from a cheaper location, provide self-serve options, automate… all well-trodden paths with many failing to flourish if not approached in the right manner.

But isn’t voice king when it comes to resolving emotive issues, customers want to be able to engage via multiple channels based on their requirements. We’ve recently heard that:

• 67% of consumers prefer self-serve
• 96% will leave your brand if they have a high effort experience
• 83% expect to engage with someone immediately when contacting a company

So, with these numbers in mind, what are the options and where does voice retain the throne?  If staff are harder to find and more expensive than ever, then is the key to ensure that they’re being used as effectively as possible? A ‘well trained’ bot can make a difference in the triage of those 67% who prefer self-service to ensure they only speak to someone if they really need to, it keeps people free for the 83% that want to engage immediately too.

Asynchronous messaging offers flexibility for a customer if they don’t have time to talk but need support, there are opportunities using WhatsApp or web messaging, for example, to easily send photos of what’s causing the issue and switch channel to voice at the right moment.

Proactivity remains a jewel in the crown when trying to minimise customer effort. For example, my train tickets for a strike day are no use to me now. I need a refund but clearly for commercial reasons I’m not going to be immediately offered one, they’d rather I just decide to travel on another day, but that doesn’t work for me, whereas a proactive contact with a link to trigger a refund would. Other scenarios are easier though and brands making timely interventions can improve the experience for the customer, whilst managing demand and pressure on their own staff.

Voice is here to stay, especially for complex or emotional conversations and certainly when looking to make a sale. The key is ensuring that people have the right skills and information to hand, as well as understanding the insights from those contacts and improving processes where possible.  Or when outbound dialling that productivity and conversion are optimised through tools which support the agent in maximising their potential. Good people are hard to find so ensure you give them the tools to do a great job, failing that there is always the option of outsourcing – a problem shared and all that.

Unfortunately, mystery shopping and benchmarking can be quite tedious and a lengthy undertaking. But recently a colleague and I carried out a mystery shopping assessment for a client operating in a competitive financial service environment.

So equipped with Neville Doughty’s recent article ‘The Triple Threat: 3 key challenges facing contact centres’, which highlighted ‘staff attraction and retention, channel shift and automation’ as major current challenges to contact centres, I’ve mused on what my bit of mystery shop benchmarking might tell us.

1. Bots still aren’t that common and often just don’t work

Surprisingly, only 2 of the 12 companies use webchat and none of the others actively promote any social media messaging apps as customer service channels. Both of those companies also had a Bot. But neither Bot recognised any standard terms or phrases related to their proposition or service that we used, so consequently none of our contacts were ‘contained’ and managed by the Bots

2. Other elements of best practice or useful technologies are under-represented

• Despite long call wait times, only 2 companies offered ‘queue buster’ opportunities for customers to stop queuing and automatically book a call-back
• 4 companies presented customers with standard customer service queries with 6 or more IVR options
• Only 2 companies offered voice recognition IVR

3. Service levels are all over the place

Across the 12 companies the average call answer time varied by a factor of 26 to 1 (41 seconds was the shortest average, 1075 – that’s nearly 18 minutes – was the longest)

4. There’s no ‘settled view’ about acceptable, live-agent opening hours

Some companies were only available to customers Monday to Friday, and some also open on Saturdays. A few opened on Sundays, too and one – surprisingly an ‘app-first’ online challenger brand – was available 24 hours per day, across all contact channels. This results in their having total weekly open hours 4 times the number of its least accessible competitor

These are challenging times for brands and their contact centres, but options and possibilities to do things differently and better abound. If you’d like to discuss how different technologies, resourcing and customer propositions might help your hard-pressed contact centre operation, just get in touch.