ibp_presentation_huawei innovation & transformation summit 2013_a customer experience...
DESCRIPTION
Companies can benefit from providing self-service in many ways: increased customer satisfaction, reduced costs and better sales conversion rates. The question therefore is not whether to implement self-service but how to implement it effectively. Reviewing what other companies are doing is a first step in the right direction, but it is particularly important to keep in mind that one size does not indeed fit all. Self-service involves far more than logging into a portal or using an app; self-service encompasses a complex architecture of various channels, multi-channel links and functions. Achieving excellence means mastering the interdependencies and optimizing the architecture and processes in the right place, at the right time and in the right way.TRANSCRIPT
A Customer Experience Transformation
fuelled by Digital Channels
“The Obvious and Beyond”
Armin Iskander
CEO Iskander Business Partner GmbH
Agenda
1. Challenges of customer service in a changing customer needs world
2. Evolution towards omni-channel capability
3. Deep dive self-care & other digital channel enhancements
4. Way forward
Contact centers must respond to challenges presented by
changing customer needs
In response to these challenges contact centres are
developing omni-channel capabilities
Self-care has evolved considerably, but there is still a long
way to go
Self-care: Several initiatives are in the market, but no player is addressing all areas
Best Practice Benchmarks address self-care across the value
chain
Digital channel performance of market leaders in Europe is not
perfect despite high agent costs
“Giff-gaff has embraced digitalization to provide a different
kind of customer service
A very good overall solution is giffgaff from the UK
Bu
t ad
dre
ss
ing
exactl
y t
his
mark
et
seg
men
t
Digital channels can enable cost reductions without reducing
customer satisfaction
Integrating digital channels increases customer satisfaction
Digital channels can be used to enhance sales performance
Historic example
ATMs got very popular and visits
to bank branches declined
The ATM was reprogrammed to
allow customers to sign up for
insurance or real estate financing
Real-time
decision
based on big
data
Sales options calculated in real-time based on
• previous customer activities
• contact reason
• usage pattern of the customer
• community usage behavior
• churn score
• etc.
Build
specialized
products to be
offered
• Micro products (in terms of price & contract length) for a
digital sales opportunity
• Real-time provision of the product
• Segmentation of customer base instead for new customers
• Private pricing for your costumer
• Private advertising & sales argumentation
Critical enablers for Sales
Beeing digital is more then beeing only online - it‘s about
digital integration
It’s about delivering an intelligent integration
Players are already managing the full customer experience
around the customer journey
Technology and organization must be adapted to realise
benefits of digitalization
To implement that challenging future two key hurdles have to taken
Organization Training
• How do I transfer my digital knowledge to a person in the
sales & service cycle?
Commissioning
• How do I motivate my sales & service people to support
digital channel?
Use cases
• Which use case scenarios do I need to support to have
the critical mass for a user to switch & have a good
experience?
Cultural Change
• How do I change the culture of the organization and your
customers to a digital one?
“How to organize & motivate the employees to manage
the information overflow?”
Key question
Ma
rke
t B
ac
ke
nd
F
ron
ten
d
Technology
“One modern integrated stack” or “best of
selection”?
1. Billing
2. CRM
3. Network
4. Product catalog
IVR
Web Chat
App
Agent Social
Media
Kiosk Shop
Key Question