Contact Center: The Last Resort
Today we want to take a singular look at how predictive customer experience analytics can help a company make informative, strategic business decisions regarding their contact center.
A theme that often emerges from our client data is that the contact center is often not the first stop in a customer’s journey to try to accomplish their task – rather, it’s often a last resort. It is a last chance to solve a problem, a last chance to close the sale, or a last chance to influence a customer’s future loyalty to your company. Therefore, it is critically important to the long-term value of your customer relationships that contact center is effective at addressing customers’ needs.
Lately we’ve seen our clients increasingly use customer experience analytics to better understand the cross-channel dynamics of the customer experience. These companies are not viewing the website, contact center, mobile site and store locations as separate touch points to be managed individually. Instead, they understand that these “separate” channels must all be working to meet customers’ wants and needs in a seamless, coordinated fashion. A critical tool in making that ideal a reality is to have a consistent way to measure, understand and prioritize improvements to the customer experience across channels.
Here’s one recent example. While looking into some lower customer satisfaction scores for one client’s contact center measure, we noticed the score being pulled down by a prominent segment of callers who were contacting the center about a specific promotion. This led to two critical insights:
- First, a large proportion of customers in this segment did not get their question answered to their satisfaction during their call. The contact center reps needed to be better equipped with answers to questions about this promotion, so this client immediately set out to address this shortcoming.
- Second, the majority of these callers had first visited the website, which happened to be the most cost-effective method for the client, before picking up the phone. Only when their needs were unmet by the website did they make the call to customer service – a much more expensive interaction for the company. The client put action plans into place to update the website so the promotion information was more prominent and useful for customers.
Improving these customers’ experience meant making changes to both the website and the contact center. The channels were not viewed separately, but rather as coordinated effort to effectively engage their customers.
This insight and the specific action plans that followed would not have been identified through web site satisfaction data alone (this segment made up only a very small percentage of traffic to this highly trafficked website). However, by having a satisfaction measurement in place for the contact center, this client not only acquired actionable insights about their contact center operation, but also about some changes needed to their website.
Customers don’t think of your company as a series of channels – they think of it as one company that should seamlessly support their needs. Is that how you are managing your business?