However, if you work in contact centres and you were around from 2017 to 2018 when the EU’s General Data Protection Regulation (GDPR) and the last Data Protection Act went live, you may be less excited about the prospect of more change!

Following the previous Bill, millions of working days were spent trying to figure out what it all meant in practical terms; changing processes and procedures; ditching databases; confusing consumers with millions of ‘would you still like to hear from us’? emails; and preparing for a tsunami of data rights request contacts which never really happened.

Well, the good news is that the recently proposed Bill looks a lot more like a sensible tidying up of the rules (and the slightly vague promise of less data protection bureaucracy and admin), rather than a radical overhaul. The fundamentals will remain the same. The post-Brexit UK version of the GDPR will remain in place, alongside the 2018 Data Protection Act. For a business this is doubly reassuring, not only does it suggest fewer revisions and re-work to existing policies and processes, but it also means that it’s less likely that the UK’s rules will deviate so far from the EU’s that we lose our prized ‘adequacy’ status, which allows UK firms to process and transfer personal data with the EU with little friction.

There are many areas covered by the proposed Bill, but for most of us the key elements are:

If you would like to discuss these forthcoming changes and review your current approach to ensuring data protection and privacy, please drop us a line.

Source information: Data Reform Bill

So, with the exception of Apple who remain firmly focused on the provision of stylish and functional computing and communication hardware as well as consumer payments services, four of the Big 5 global tech’ companies are now in a position to help organisations (irrespective of purpose, size or location) to directly support their customers.

For those of us who still remember copper wires and tin boxes with flashing lights, stored in purpose-built rooms with locked doors (usually propped open to keep the places cool), this year may well be remembered as the year that heralded the beginning of ‘the big change’. The moment when the planet’s largest and most influential infrastructure, software and communication companies began the battle to manage and add value to the entire customer data journey.

Why do I think that?

Well, simply consider the global positioning of any of those big 5 tech’ giants in the customer management and contact centre space. The super mature Microsoft with its ever-evolving desktop applications, cloud infrastructure, messaging and communication platforms. Amazon providing global data services and from March 2017 has been offering its own successful CCaaS application. Then the new entrants. Google with their global cloud offering now with its own global comms and contact centre AI platform. We also have Meta, who, according to phone.com have provided the world’s top 4 downloaded apps of the last decade (Facebook, Facebook Messenger, WhatsApp and Instagram), arguably making them the world’s largest human interaction business, finally acquiring Kustomer, the successful contact centre desktop unification application.

Behind these giants there is also activity. The continued success of Twilio as a seamless global comms platform and customer engagement application builder. As well as the ambitious Zoom, having failed to acquire global UCaaS and CCaaS provider Five9 back on October last year, they launched their own contact centre application as soon as February, with a European launch planned for some time soon.

Whilst the beginning of ‘the big change’ may be super exciting for any organisation on the planet who has customers to manage, the business environment for the old tin box manufacturers and the world’s established, historically copper based telco’s, the competitive environment looks just a little bit harder. In the context of ‘the big change’, what I read into that is innovation and change, certainly the prospect of collaboration and consolidation to deliver that. The collaboration plans of Genesys as a long-time global leader will be interesting to see play out, particularly with Zoom and Salesforce as investors in the Dec 2021 funding round.

Having lifted the bonnet of nearly 100 contact centre technology solutions and specialist applications since October 2019, when we began building the Contact Centre Panel Technology Network, we have seen some fantastic technologies and some great innovations. I am absolutely convinced we will continue to see more. We live in exciting times. Let’s see where ‘the big change’ takes us.

For the inside track on ‘the big change’ and what this means for your organisation, get in touch.

Here’s a quote from the BBC article in which Meta chief executive, Mark Zuckerberg, stated that the development would help companies customise their experience and that “The best business experiences meet people where they are,”. He said at the announcement of the new service that “Already more than one billion users connect with a business account across our messaging services every week.”

So clearly customers are already using WhatsApp to engage with businesses, the change here is more about the “how”.

I do agree that customers want to be serviced where they are, the whole point of frictionless CX is making it easy and if I’m having other conversations in WhatsApp, then why not add another? The rules are clear, I must engage the company in the chat, they cannot engage me. The addition to a “Contact Us” page of a “WhatsApp Us” is a good way to support customers in that space.

From a delivery of service perspective, it can make the conversation harder as there is the asynchronous nature of a WhatsApp. As a customer I may start the chat now but not pick up the response for 3 hours, the conversation could continue for the best part of a week. This creates an interesting challenge for the business and the people within it though. Does it mean that multiple agents are going to interact with that supporter who could send messages across a timeframe that exceeds a shift or a working day? Contact centres have already been managing this situation for sure, but is the result an impact to efficiencies that servicing via WhatsApp is trying to achieve as another member of the team needs to familiarise themselves to respond to the last message? Or should we be setting a lower SLA on the follow up responses, seeing if the initial agent will be back to deal with it and leaving it for them to manage when back on shift?

I remember a time when first implementing e-mail solutions, in which trying to get the system to manage the stop and start of the clock to deal with e-mails “within the SLA” was a whole project strand. This would mean sometimes missing the reason behind the “customer” need and focusing too heavily on what the “client” had stipulated. The model was focused on one mail in and one mail out. Thankfully, technologies have moved forward now and the right blend of technology can ensure the initial phase of a conversation via messaging platforms can capture key information so the agent is best placed to resolve the query. For me, one of the best things with WhatsApp is the ability to switch from messaging to voice easily if needed all within the one channel.

‘Meta Platforms Inc (including Facebook, Instagram and Whatsapp) have over 3.6 billion active users.’

Statistica

Just before revealing that the new domestic energy bill price cap in October would rise by another £800, on top of a near £700 increase in April, Ofgem said that it was ‘minded to’ change the frequency of the price cap setting. From October the price cap will be set quarterly, partly in the hope that when energy prices do eventually start to go down consumers will be able to benefit more quickly.

So, what does this mean for energy providers, which are already struggling with the consumer impacts of a massively challenged – and arguably dysfunctional – market and high contact volumes?

The cost centre

If you are responsible for an energy supplier’s contact centre you can forget about engaging in the old profit centre versus cost centre discussion. Your operation is now firmly in the cost centre category. The market is effectively dead, with little or no customer migration between suppliers and E.ON warning that 40% of its customers will be experiencing fuel poverty by the autumn.

The support centre

That level of financial exposure amongst consumers means that the high degree of vulnerability awareness that Ofgem has long required will only increase still further. Energy firms’ agents are right in the front-line of the cost-of-living crisis. An increasing proportion of contacts will be looking for support and enquiring about the suppliers’ own schemes as well as the growing range of government support measures. Keeping the front-line team resilient, protected and engaged is a massive challenge for contact centre leaders to add into the mix.

The Insight Centre

But – as we all know – there is one area in which the contact centre excels and that’s acting as the organisation’s ‘eyes and ears’, benefitting from thousands of interactions with customers every day. That insight might now be redundant from a customer acquisition and revenue generation perspective, but it’s more vital than ever when it comes to understanding the customer experience and reducing costs.

In most organisations, one of the biggest drivers of customer contact (and confusion) is the communications the organisation itself generates. With the price cap being adjusted every 3 months then it is almost inevitable that contacts will rise. And this is where the contact centre can really help.

A quarterly price cap will inevitably just put more strain on the contact centre and its staff, but if the rest of the organisation can be engaged it might just help spur some process and experience improvements along the way.

If you are facing these sorts of challenges, in the energy sector or elsewhere, and would like to talk them through, why not get in touch.

When Robert Leiderman first published ‘The Telephone Book’ in 1990, the pages led the reader through a journey of structure, process and measurement and supported that narrative with sound marketing principles such as Millington’s 4 Leverage Points.  

‘The Telephone Book’ defined and scoped the effective use of the telephone as a business tool and set the framework for the development of call centres in the 90s.

The operating models so eloquently described by Leiderman, based on evidence accumulated through his work in the US with Simon Roncorroni, positioned the telephone as part of the customer communication process and was quick to highlight its weaknesses as a stand-alone communication tool. Working alongside data specialists driving voice contact, direct mail responses and brand development across print, TV, outdoor and radio, voice responses could begin to put more measurement around the brand orientated ads through the addition of phone numbers. This methodology, pioneered and developed by David Kyffin of Adlink, and later of Greys, focused on aligning response volumes with the ability of the call centre to answer the call, effectively putting CX above the volume of leads.

Fast forward thirty years and we now have a bigger response media toolbox, which provides greater transparency and measurement of data flows. That toolbox includes new solutions capable of augmenting the human component of customer interaction, making customer engagement design much more complex and dependent (as Robert Leiderman so clearly stated) on robust measurement and understanding.

With so much technological innovation out there it’s easy to be distracted by the variety of available options. Now is the time to get back to basics and spend more time acquiring a deeper understanding of existing data flows and less time being amazed by the sexiness of ‘modern tech’.

If you would like further information contact us.

On the 31 March 2022, the Payment Card Industry Security Standards Council officially announced the publication of v4.0 of the PCI DSS. In this article, we look at the declared goals of v4.0 and the key changes from the current version of the standard.

Three points to make upfront. Firstly, the PCI SSC has made this a big document. At 356 pages there are an additional 217 pages of guidance including the PCI SSC glossary, which makes the document much easier to use. Secondly, it has taken time for the document to be globally released, since first being announced in late 2017. Yes, Covid has been a factor, but so has the SSC’s objective to make this document inclusive. By reaching out to the secure payments community not once, but three times, receiving over six thousand items of feedback from 200 plus organisations the document adds flexibility whilst focusing entities on what is required to keep card data secure. Finally, the current version of the DSS, v3.2.1 will not be retired until March 31 2024, so there is a long transition period.

Goal 1 – Ensure the standard continues to meet the security needs of the payment industry

Released at the same time as v4.0 is a Summary of Changes document. This lists 64 new requirements, 11 of which just apply to third-party service providers. Whilst the secure payments community will always be playing catch up, the DSS certainly makes the effort to align to the current threat landscape, even though 51 of the new Requirements are not ‘effective’ until 31 March 2025.

Goal 2 – Add flexibility and support for additional methodologies to achieve security

As well as continuing with the ‘Defined’ approach with ‘Compensating Controls’, v4.0 introduces the ‘Customised’ approach. This is a new method to implement and validate PCI DSS requirements where entities demonstrate that they meet the intent of the DSS and can ‘adopt’ their own testing procedures, signed off by their (Qualified Security Assessor) QSA and acquirer.

Goal 3 – Promote security as a continuous process

In v4.0 this has been made a priority to dispel the notion that PCI DSS compliance is a once-a-year tick box exercise, much like an MOT. Whilst ‘roles & responsibilities’ has only two mentions in the current version, each of the 12 core requirements now have headline text that states “Roles and responsibilities for performing activities in requirement x are documented, assigned and understood.”

Goal 4 – Enhance validation methods and procedures

Whilst much of this goal is achieved by the introduction of the ‘Customised’ approach, we can see through the new supporting documentation for external auditors (QSA’s) increased alignment between information reported in a Report on Compliance and information summarised in an Attestation of Compliance. We expect to see more when the new Self Assessments are released in Q2.

So, in summary, a really helpful document that we have time to consider. Certainly the ‘Customised’ approach should prompt ongoing conversations, especially around the additional time, costs and effort involved for all stakeholders in agreeing to testing procedures, especially when it comes to sign off and liability in the event of a future data compromise. Food for thought!

As we move into the endemic and markets recover, businesses are looking to optimise their contact centre operations. Selecting the right customer engagement technology solution has become crucial. Cost effective customer acquisition and a reduction in ‘cost to serve’ are both desirable goals but achieving them can be a challenge if you don’t have a true understanding of available technologies and their alignment to your existing environment.

We asked a number of leading industry experts a range of questions on the impact of the Bot and the types of technology that are available to underpin operational performance, including the difference in programmable products vs those that have minimal learning input before effectively replacing their human equivalents.

Will AI and Bots take over from humans as the point of contact for customers?

Natalie Calvert is the founder of CX High Performance, she has worked with over 100 companies to improve results and credits the Covid pandemic with accelerating technological change: “The bot will be the biggest disruptor of customer contact. Covid has driven digital transformation and has turned things around from the pyramid of contact being voice – email – chat before the pandemic to chat – email – voice’. Huge numbers of people have been forced or encouraged to be much more comfortable online.”

Natalie continues: “Hybrid working is also going to change our sector considerably… It has highlighted the massive gap in knowledge management. In the office, agents can put their hand up to request help. At home in the kitchen, there is nobody available to give that assistance. We have seen a rise of complaints and a lot of employee wellbeing issues can be put down to the stress that’s involved in working in isolation.”

She concludes: “The third big disruptor has to be Bots. AI will change how we’re operating. Not just from the customer point of view by making things easier, quicker and faster but also from an employee experience. The routine transactional stuff, which makes up around 50% of the workload for most organisations, will all start to move and the Bot will be the big disruptor. To run a piece of tech at a cost of £2 per hour for a bot, compared to ten times or more than for a human being, opens up the chance to reimagine what we’re doing and how we use our people and technology. This is key for us, our customers and our organisations.”

Nathan Smith is the MD and founder of Gabba, an organisation that builds chatbots to drive leads, handle customer service and reduce costs. He agrees with Natalie:

“If you want to see what’s happening and what the future holds, look at how people are communicating. If you’re under 35 right now, your primary channel is chat. In the next five years, this will only increase, regardless of demographic or location. Chat includes SMS, Whatsapp, Messenger and other apps across the board. Companies trying to engage without a chat provision are going to struggle.”

Nathan explains: “Many of us will remember that there was much argument about what used to be called Digital 2.0, which we now call Social Media. Some organisations wrongly thought it was never going to affect them.”

He adds: “If you are under 18, you might well prefer to peak to a Bot than a human. The keyword now is Omnichannel.”

Up to 74% of users prefer to use chatbots to find the answers to simple questions.

PSFK.com

AI and Bots are not always the same. It’s important to distinguish between linear processes and intelligent design. Linear automated processes are successful in many applications which have a defined start, middle and end, for example obtaining specific data for customers to process a transaction. Delivering a great customer experience in an unstructured environment, however, is less simple and if automation is to be successful, flexibility is needed.

Where AI offers a true glimpse of the future is when it is used to learn from an existing knowledge base and to provide answers to unstructured questions. Louis Halpern is Chairman of Conversations By Ami, an organisation developing AI tools to help organisations power chats and deliver customer and employee conversations based on machine learning. He points out and example of the differences between ‘command and control’ process-led systems and true AI: “We took a company’s knowledge management data and let the AI product read it with no structure applied. It’s not yet perfect but their agents found it useful within a short three-week trial. Agents have been able to find the answers to questions quickly, with the system using the information in the knowledge base in new ways to help agents with the customer conversation.”

Louis continues: “In another example, our tool read 20 CVs provided by a client. We then told it that we were looking for undergraduates and it was able to find examples that met our criteria. It had learned about degrees, Masters and other qualifications by reading the CVs we’d supplied in the dataset. This learning of unstructured information by machines opens up an exciting future for systems-based customer contact.”

Louis states: “It’s what technology can do for you, not what you can do with technology.”

By 2025, 80% of major organisations will need to have a technology focused centre of excellence or skills resource.

Gartner, Chatbot initiatives and enterprise strategy, 2020

Technology will need to be core to organisations in the customer contact space. Louis puts it succinctly: “It comes down to what technology can do for you and your clients, not what you can do with technology. That’s a massive difference.”

Of organisations identified as high performers, 48% had deployed Bots, whereas of those identified as low performers, the proportion using Bots was only 26%.

Salesforce research

By implementing Bots, AI and the right automation technologies successfully, the relative costs of using technological tools mean that in some businesses up to 90% of transactions can be handled by technology at around 15% of the costs of a human agent. This leaves plenty of budget available to support and train teams of excellent agents who will deal with the exceptional cases and deliver the highest possible quality experience to customers.

As automation develops, the opportunities to deploy it across the business magnify. Among many people within our industry, the most common feeling about automation is that it shouldn’t be used in complaint handling. However, our experts all agreed that there is no department or enquiry type that cannot be improved by the right technology. The key is learning when to involve human ‘super agents’ and enabling automation tools to be improved by better design or continued machine learning.

71% of businesses agree that scaling conversational support will allow their organisation to stay competitive or become an industry leader.

Forrester – April 2021

It seems clear that the businesses who want to be successful will be expanding the automated contact capabilities. If your business is falling behind, now is the time to take action.

Who can you talk to about the options?

Contact Centre Panel works with a network of over 200 expert partners including contact centres and technology providers. We find solutions to the greatest challenges facing the customer contact sector, whether that’s finding contact centres with the skills and resources to meet your needs or helping to remove the complexity and risk from technological decisions. We can help.

We offer solutions to help your business and customers. Our independent team of experts are driven to help you to build better partnerships and to improve the customer contact sector’s performance for everyone who works within it.

The continual move of commerce from the high street to online, along with the growth of connected contact centres to support sales as well as service, has meant that organisations are continually having to evolve their supply chain, embrace digital transformation and drive operational efficiency.

If customers are unable to make payment within these evolving ‘customer not present’ digital and voice channels, growth will be stifled and/or data security compromised. Understanding how data regulation and payments data security standards apply to the supply chain, will help service providers meet the needs of their clients, reduce friction in the contracting process and create points of difference in the market.

In this Contact Centre Panel Technology Showcase Webinar, we will explore how service providers, within the contact centre supply chain, can meet their clients existing regulatory and contractual obligations to deliver payments securely. Whilst helping their clients grow their payments capability to deliver more payments from more customers, more often.

The session will be based on pre-circulated content, shared on event registration, enabling you to get actively engaged in the conversation with our panelists.

Meet the panel

Jeremy King: VP, Regional Head for Europe, PCI Security Standards Council

Jeremy leads the Council’s efforts in increasing adoption and awareness of the PCI security standards internationally. He works closely with the Council and representatives of its policy-setting executive committee from American Express, Discover, JCB International, MasterCard and Visa. Jeremy serves as a resource for Approved Scanning Vendors, Qualified Security Assessors, Internal Security Assessors, PCI Forensic Investigators, and related staff in supporting regional training, certification and testing programs.

Candice Pressinger: Director Customer Data, Elavon

Candice is an award winning Data Security leader. She leads on delivery of Elavon’s data security products, services and consulting solutions. She recently launched a Transaction Risk Analysis service to help merchants process payments without friction and low rates of fraud, in line with the 2nd Payments Services Directive (PSD2). Candice works closely with some of Europe’s largest retailers including Inditex, Primark and BP. She has spent over a decade at BT, serving as Head of Group PCI-DSS Compliance.

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Simon Hunter: PCI DSS Advisory Cloud Services & Contact Centres (QSA), BT Plc

Simon is a Qualified Security Assessor and leading expert in PCI DSS compliance and responsible for the setup of payment processes and governance within BT’s global contact centre estate. As a highly experienced technology and telcom leader Simon brings three decades of industry experience to the forefront having worked in numerous highly regulated roles. Working with BT’s most complex customers Simon’s background gives him valuable insights and practical experiences to support cybersecurity, compliance risk management, and governance decisions.

John Greenwood: Director, Compliance3 and Head of Technology & Payments, Contact Centre Panel

John is an innovative, award-winning contact centre specialist recognised for his ground-breaking work in securing telephone payments and his collaboration with the PCI Security Standards Council in drafting the PCI SSC Information Supplement Protecting telephone-based payment card data. He has supported over 50 PCI scope reduction projects, giving him a unique insight into the applicability of the PCI DSS in contact centres, the contact centre supply chain and the technology provider landscape. As Technology Lead and Payments SME at Contact Centre Panel, John will chair our event from a contact centre outsourcers and technology providers standpoint.

Topics for discussion

And for those of us in the world of contact centres and customer experience services, offshore locations are frequently part of the service infrastructure – in which South Africa is of growing importance. Contact Centre Panel’s involvement with clients and partners, as well as anecdotal feedback, suggests that despite Covid-19 the South African contact centre sector’s rate of growth has increased still further than the annual 34% recorded in 2019.

The reasons for the growing popularity of South Africa, in particular, as a location for offshore contact centre services (both outsourced and in-house or ‘captive’) are well-established:

For a combination of reasons – encompassing cultural and management style factors, client preferences and the continued low penetration of domestic broadband – South African and other offshore centres have mostly been keen to push a return to the office-based delivery model, or certainly a hybrid approach which is centred on agents mainly working from the contact centre.

So, how will these offshore operations respond to an almost certain growth in Covid restrictions and lockdown measures? And just as importantly, what 5 steps should you take to minimise risk, optimise customer outcomes and preserve good working relationships with offshore contact centre suppliers or colleagues?

  1. Have you already updated the Business Continuity contract schedules or Standard Operating Procedures in the light of your Covid experiences? If so, that’s great so now ensure they’re followed and amended and updated as required; there’s no test of a plan like reality! Plus if you haven’t done start developing a shared approach as you work through it with the contact centre operation over the next few days and weeks.
  2. Make sure that the standard reporting and management information includes data on the split of office and home-based agents. If there are going to be behavioural and performance variations based on location then you need to be able to identify them quickly and reliably.
  3. Data and payments security is almost inevitably made more challenging when homeworking. The quasi-official degree of tolerance displayed by regulators and banks in 2020 almost certainly won’t apply today. Covid is now ‘Business As Usual’, so you need to be confident that security is robust.
  4. If you need to shift your operating model, either due to reduced overall capacity in a particular offshore location or a limit in the channels which can be serviced, then you need to very carefully consider how you inform customers. The public’s tolerance for “please bear with us” Covid messaging ran out long ago. You will need to work smartly with your proposition and digital colleagues to ensure that customer experience disruption is minimised.
  5. Finally, you have a moral and practical duty to do all you can to support your frontline teams overseas. In countries that typically have full vaccination rates of just 24% well below those in Europe and North America (32% in India, 27% in the Philippines and 24% in South Africa),  the emergence of this new Covid strain will be particularly unsettling, especially if allied to a disruptive shift to working from a less than ideal home environment. Make sure you communicate directly and ensure that the contact centre management structures are adjusted to do all they can to support agents through challenging times

At Contact Centre Panel, we have complete visibility of the contact centre outsourcing market. Our network of over 140+ outsourcers includes operators from South African, India, the Philippines and other emerging and more niche offshore locations, this means we are ideally placed to provide expert assistance on partner selection and management. So, whether you need help or guidance on the points above or any other aspect of contact centre management, technology and outsourcing just get in touch.

With most markets experiencing significant post-pandemic growth and levels of opportunity at an all-time high, increasing your contact centre performance and sales conversion should be a key focus. Gaining insight into your contact centre staff conversations and behaviours can give you a head start on your competitors and help increase sales conversion rates, whilst increasing margin and revenue.

In this Technology Showcase Webinar, we will explore how analytics and quality management are helping businesses to transform their sales and service processes, enabling them to increase levels of operational performance and sales success.

The webinar will include an audience Q & A, where you will get the opportunity to ask the panelists question

Meet the panel

Jimmy Hosang: CEO, The Modular Analytics Co

Jimmy has had a long career in data consultancy. He is a former data scientist with expertise in next best action, machine learning and speech analytics. Prior to founding TMAC, his career had focused on driving innovation in a variety of roles at Lloyds Banking Group, Direct Line Group, John Lewis, Sainburys Argos and RBS. TMAC deliver affordable AI and ML SaaS solutions in customer engagement, customer service, coaching and marketing.

Natalie Calvert: Founder, CX High Performance

Natalie helps businesses to put their customers at the heart of their organisation through superb CX employee engagement programmes. Natalie has worked with, empowered and equipped more than 200,000 service & sales professionals and leaders across 100+ global organisations to deliver world class customer service during her 25 year career. Over the past 10 years Natalie has judged the UK Lloyds Bank National Business Awards for The Virgin Atlantic Customer Experience & Loyalty award. Natalie is also a Board Advisor to the National Business Awards.

Robert Hanrahan: Founder & CEO, miPerform Ltd

Robert describes himself as an ‘non techy’ tech entrepreneur. He is an explorer at heart and relishes new experiences and overcoming challenges, such as driving transformation in business or taking on new adventures in the mountains. Having previously worked in senior roles for Capita and Sky, he decided to follow his entrepreneur instinct and found MiPerform – a technology business that helps transform the way teams and businesses use data and technology to power their performance.

John Greenwood: Head of Technology & Payments, Contact Centre Panel

John is a payments specialist and leading authority in PCI DSS compliance and how this applies to customer contact centres and 3rd party service providers. He was the driver and lead content contributor to the official PCI SSC Information Supplement, published in late 2018. John is a technology subject matter expert with over 30 years’ experience working with and within the industry, he has a deep understanding of the technology vendor landscape as well as BPO and contact centre environments.

Topics for discussion