Why Your Insurance Business Needs End-to-End Omni-Channel Customer Engagement
Insurance underwriting has historically been a slow and cumbersome process, made even worse by changes with the AIDS epidemic that created a need for paramedical visits. Today’s customers want a faster service, done digitally. How is that possible with an in-person interview and a doctor visit?
The first part has been taken care of. New advancements with automatic underwriting, using the kind of sophisticated data collection already common in other online industries obviate the need for an in-person interview. Even the medical collection can be worked around. Prescription profiles, credit reports and other passive collection techniques can confirm self-reported medical and lifestyle information.
Speeding up the underwriting aspect doesn’t just save money for the insurance companies by getting paid policies faster, it also reduces the attrition of potential-customers who drop out due to frustration from the long and complicated process.
But automated underwriting is only half of the story. Customers expect the entire process to be as fast and convenient as the beginning. The key is Omni-Channel customer engagement. Customers want to get information in whatever channel they’re most comfortable with, online, on mobile devices, or through chat conversations. Insurers who insist on voice-only transactions are going to find that today’s customer doesn’t have the patience for 20th century modes of communication. Millennial customers especially disdain talking on the phone.
Customers demand more than the insurance industry standard. They demand exceptional standards.
And it isn’t just millennial customers who need extra care. The transparency of the digital age magnifies the potential cost of any unhappy customer. Insurance companies need to keep customers happy from the beginning all the way to the end payout of the policy. If a widow spends hours on the phone trying to arrange her spouse’s benefits, her frustration will dissuade her adult children from buying their own policies. Today’s generation of customers know what they want, and they’re vocal about not getting it.
Concentrix has years of experience helping insurance companies in all of their business processes, including Omni-Channel engagement. Contact us if you want to learn more.
Publish Date: May 25, 2016 5:00 AM
9 Tools Your Company Needs
Creating a better customer experience starts by putting yourself in the customer’s shoes, imagining their journey from when they first contact your insurance agent or join their employer’s network. What kinds of priorities do your customers have? What frustrations?
Modern technology offers a range of tools to improve the customer journey. These improvements don’t just speed up the underwriting process, they also keep customers happy throughout the life of their policy. No matter what kind of insurance your company is selling, using these tools will improve your relationship with each customer on an individual basis, making the most out of every interaction.
Here are nine tools to help your company improve the customer journey
- Single Customer View—centrally storing customer data can let the insurance company track every individual, painting a more accurate picture of who each customer is and the value they add to your organization.
- Customer Focused Process Optimization—minimizing potential pain points or bottlenecks to make a smooth customer journey improves every customer interaction.
- Guided Selling—customers are guided to solutions relevant to their needs rather than simply presented with an array of products.
- Customer Experience Management—this is the ability to design a high impact, end-to-end customer experience ensuring customer satisfaction is integrated across channels.
- Content Management–high quality content builds a knowledge base. This lets agents give customers information faster, and allows customers to get access to information on their preferred channel, which drives brand loyalty.
- Personalized Recommendations—use advanced algorithms that consider each customer’s current and historical interests and current trends thereby focusing offers and promotions tied to their buying needs and criteria.
- Leveraging Customer Networks—send attractive offers that facilitate sharing product testimonials within the customers’ social circles.
- Advanced Mobile Solutions—support native device capabilities, provide location awareness and presence services and deliver an optimized mobile experience, messaging, and the ability to engage customer support through mobile chat.
- Complete History—a complete history of contacts made, offers presented, context and campaign details, and response or non-response is critical to building an effective, ongoing dialogue.
Knowing what the customer wants and putting their needs at the center will improve more than just the customer’s experience with the brand. Agents will also appreciate having happy customers, and having all the crucial information available at their fingertips.
Making happier customers starts with knowing what they want and continues throughout the life cycle of the customer experience. Happier customers sell by sharing their positive experience with their friends and social networks. More business means happier agents, and a more solid bottom line for the insurance companies who made it easy to stay.
Publish Date: May 18, 2016 5:00 AM
By Ashish A. Khullar
Director, Account Management and Sales
Travel, Tourism and Transportation Vertical Leader
Hospitality companies such as Marriott, Hilton and others are pushing to have customers book directly with them rather than through an online travel agency such Expedia or Priceline. Direct booking offers several benefits to hotel companies including commission savings, direct access to customers and access to data that improves conversion rates.
Customers also benefit, as companies offer incentives for direct booking, such as free Wi-Fi and waivers on cancellation fees.
Both parties benefit through direct booking, but there are several issues to consider when preparing for the shift:
- Web usability and conversion: Several studies have shown conversion rates for online bookings are affected by web usability and ease of booking process.
- Mobile accessibility: Customers are increasingly using smartphones and tablets to access websites for research, but they still go to a desktop or laptop to complete the transaction.
- Information availability: Ease of information availability at the time of booking boosts the chances of conversion. A large percentage of potential bookings fail to convert to a sale because customers don’t have information such as current offers and promotions.
- Shopping for rates: Customers spend a lot of time browsing sites to find the best deal and many site visits do not get converted because the customer continues bargain hunting.
Hospitality and other travel companies need to weigh the above factors and optimize their digital presence to ready themselves for the direct booking push. Issues to consider include:
- Web analytics and optimization: Analysis of website user behavior and optimizing for ease of use is definitely the right step towards a higher conversion rate. Landing page optimization for content and layout helps customers find what they need quickly. Websites must be optimized for mobile access.
- Information availability: Predicting what information your customers need and making that information easy to find will boost conversion rates.
- Web chat: Having web chat is an easy way to let customers quickly ask for information.
- Providing a “reactive chat” option enables customers to seek help when needed.
- Better still, building a “proactive chat” on your website allows you to track the activity of customers online and proactively reach out to those who may be lingering. This interface also enables you to provide context-driven offers and promotions. Chat is a simple way to improve your conversion rates. An active interaction platform provides a better customer experience. This can also help convert customers who are shopping for rates by letting them know the benefits they get by booking directly.
- Knowledge management: Static or smart knowledge management and FAQs provide good self-help capability. Making this interface intuitive and easy to use is critical.
- Content marketing: The more time customers spend on your website, the better the chance they will buy something. Introducing engaging content, user reviews and other forms of relevant information will allow you to get a higher conversion percentage and keep the customers coming back.
- Social marketing: As more people use social media, they are increasingly influenced by the experiences of their friends and family. Leverage social media to generate more traffic to your websites for direct booking. Social marketing and engagement capability is a necessity and comes at a relatively low cost. Leveraging best practices around these channels will help you market direct booking and direct more traffic to your site.
- Maximize value from every interaction: Every interaction is a potential opportunity to increase revenue by upselling and cross-selling. Gearing up your booking channels for maximizing this return requires you to predict what the customer may need in that context of the trip he / she is making bookings for. Personalization and predictive/ prescriptive analytics enablement of your booking channels has been seen to yield upwards of 20% improvement in revenue and conversion rates.
Enabling and optimizing your digital capability with the customer in mind will drive more users to your website and drive more direct bookings. An orchestrated and thoughtful approach to your digital presence will determine the success of your direct booking push.
Publish Date: May 17, 2016 5:00 AM
By Balaji Vittal
Global Delivery Process Leader – Collections
Concentrix offers a comprehensive set of financial services that covers the entire range of your financial institution’s value chain. Let’s look at one aspect of our services—Collections—where we have touch points with the various stakeholders in your organization, as noted below, and explain what value our Collections services add for each of the stakeholders.
Risk Head. Ensures regulatory compliance, reputational risk, internal audit compliance, financial delivery.
Business Owner. Retains profitable customers on book (because delinquent customers are profitable), thus optimizing collections effectiveness.
Chief Financial Officer. Manages cost, efficiency and flexible models.
Collections Head. Ensures cost of operations, domain expertise, experience, platform availability, the service provider’s ability to scale up, service provider’s history of strong delivery.
Regulatory Compliance Head. Oversees regulatory compliance.
Service Quality Head. Manages customer experience, detecting wrong sale and customer satisfaction.
In other words, the Collections function does more than just collect. This is helpful to keep in mind when you’re considering a service provider to manage this area for you, and want this provider to truly partner with your organization. Furthermore, Concentrix can:
Reduce Delinquencies. We handle your credit risk process and reduce your roll rates, delinquencies and provisioning.
Flexible pricing models. We can serve you on a full-time equivalent basis or through a “skin-in-the-game” arrangement. In the true spirit of partnership, the latter uses outcome-based pricing in our contracts.
Ensure Risk & Controllership. This consists of IT security risk, contractual risk, operational risk (including FMEA at people, process and system levels), proactive fraud control units and regulatory/ compliance risk management.
Improving management of working capital. We collect revenue faster and more efficiently, reducing your inventory churn.
Improving customer experience. We deliver outstanding results on customer-facing metrics supported by advanced analytics.
Reducing cost of collections. We reduce your cost to collect each dollar by building scale and efficiencies.
We achieve this through the four-pillared Intelligent Collections Ecosystem (ICE) offering. It comprises:
People. The collective talent pool in the Collections Center of Excellence.
Process. Managing and delivering each step of the Collections process with well-defined key performance indicators.
Analytics. Propensity models, risk segmentation, social media analytics, analytics based tools like C2C and CRMC, voice analytics and analytics to support digital transformation initiatives.
Technology Assets. The collections platform with diverse and flexible capabilities.
We can partner with you in diverse ways, ranging from low customer engagement to high, depending on your need, as illustrated below:
Publish Date: April 12, 2016 5:00 AM
According to Global Trends, by 2030, 75% of the workforce will comprise Generation Y, and a significant percentage of today’s young talent will grow into leadership positions. How you engage with these employees, particularly during training, is critical to the success of your employees and your organization.
Have You Adapted Your Training Programs for the Next Generation of Learners?
Worldwide, organizations are bracing for a major shift in their workforce profile with the influx of the younger generation (between ages 18 and 25). According to Global Trends, by 2030, Gen Y (a.k.a., Millennials) will comprise the majority of employees, and a significant percentage of today’s young talent will grow into leadership positions.
Training is critical to the success of employees and their organizations. Most companies, particularly in the IT and ITES (Information Technology Enabled Service) sectors, organize orientation programs to equip new hires with basic on-the-job skills. Such courses often are designed by Gen Xers or even Baby Boomers, and don’t always align with Millennials’ expectations. So how can organizations modify their training content so it captivates and nurtures young minds?
Employee Satisfaction: More Than Just a Pay-Check?
Categories: Best Practices
Change!—What’s Stopping Us?
Categories: Best Practices
Here are five tips that can help:
- Treat them as mature individuals. For a curious generation fed on Google, information about their job responsibilities is not a classified secret. But many trainers assume that participants are either completely ignorant or, at best, inadequately qualified. As a result, youngsters often find training programs patronizing, non-inclusive and, sometimes, plain boring. The movement from teaching to facilitation enables participants to share and contribute what they know and build from there, much like comparing the features of a smartphone on a Website with a friend.
- Make it social and fun. During training sessions, participants visiting Facebook and other social media channels is common. Instead of tightening the rules, allow them to navigate social media sites that support learning and participate in them. The more social the environment, the more open it is to new perspectives. Small group exercises that allow participants to explore, fumble, and enjoy in a supportive environment are easy to integrate into “old-school” courses. Incorporating such tools into training will ensure employee engagement in a manner they’re comfortable with.
- Embrace technology. The forecast is clear—trainers of today will lose the battle against the smartphone or any other futuristic devices. Just-in-time learning delivered through apps, the use of social platforms inside and outside the classroom, and technology-based simulators are examples of tools that resonate with today’s generation.
- Gamify and reward. Gamification is here to stay. Traditional forms of classroom engagement are passé. Today, it’s not enough to make learning fun. It has to be challenging, with immediate accomplishments and rewards. Badges, points, credits, coins—you need all of that good stuff to transform monotonous demonstrations and practice sessions into something the class looks forward to every time.
- Personalize without getting personal. Thankfully, one old-fashioned method still works. Aon Hewitt’s 2014 engagement survey points out that “career opportunities” was the top driver of employee engagement worldwide. Making an effort to understand participants’ career motivations will significantly help courses appear more relevant. It also can make trainers more empathetic toward participants and lets them experiment without the fear of failure. However, learning to respect personal boundaries is equally important—the introverts are probably the ones with the greatest career focus and potential.
The Road Ahead
Research suggests that 44 percent of young adults sleep with their cell phones and check them at least once during the night. But most trainers ask participants to switch off their cell phones during training hours. It’s unclear if the perceived distraction caused by the presence of mobile phones impedes the learning process more than the anxiety and withdrawal symptoms caused by its absence.
While cultural aspects play an important role in the learning environment, each of the five steps outlined above can play a positive role in a classroom. Failure to adapt will only escalate the generational conflict and may trigger negative outcomes, such as poor employee turnover and performance.
Of course, adaptation is a two-way street and is easier said than done. But as the Rolling Stones put it, “You can’t always get what you want; but if you try sometimes, you might find … you’ll get what you need!”
How have you adapted your training programs to address the next generation of learners?
Share your ideas in the comment section below or tweet @MinacsGroup
Publish Date: March 23, 2016 5:00 AM
A single customer view can significantly improve customer satisfaction, reducing churn. It can also help your organization attract new customers, cultivate trusted relationships and improve customer loyalty.
Enterprise Data Warehouse – The Engine for a Scalable Solution
All you need to be effective is an Enterprise Data Warehouse containing information which reveals the complete customer journey for every known individual in your database. It’s not just how much they bought (revenue), but what (product lines), how frequently, how recently, what quantity (units), how they interacted with you (phone, chat, social media), what complaints they voiced, etc.
While this all sounds great, you’ll need to overcome several hurdles to bring it all together:
- Identification of the available data and its location. The basic information most organizations have only serves as the baseline.
- Disparate systems (making it difficult to trace the customer identity between records in multiple systems) and data formats (you’ll more than likely experience discrepancies in the customer data):
- contact details
- association history
- unstructured documents
- email text
- sentiments expressed on social media (often providing clarity about customer preferences)
- Transitioning from product centric to a customer centric view may take more time than expected.
- Mergers and Acquisitions can compound all of the above
Checklist for Achieving a Single Customer View
As we’ve discussed, there are many challenges to developing SCV for your company. Here is a simplified checklist. You must develop the ability to:
- Extract customer information from multiple sources, as and when required.
- Transform and load all of this information into a single database and application.
- Create associations – tying all data together for each customer.
- Create search queries for all customers and associated product information.
When you achieve a single customer view, all users – especially marketers – within your organization are more likely to reach similar conclusions. They’ll be in a better position to analyze past behavior to better target and personalize future customer interactions.This all stems from a common view and understanding of the breadth of available customer data. As a result, you’ll see:
- delivery of a better, more seamless and consistent customer experience
- improved operational efficiency
- increasing opportunities for cross-selling
- more relevant marketing and product development
- superior customer service and responsiveness
Publish Date: March 16, 2016 5:00 AM
By Tarun Shukla
Global Delivery Process Leader – Banking & Collections
The banking landscape is changing across the globe. The run-up to 2020 will see innovative themes emerge, with banks’ growth governed by several key factors, including:
- Product penetration
- Creation of a new market of people with no bank account (known as “unbanked” customers) and those who do not use financial institutions to their full potential (the so-called “underbanked”)
- Digital wallet and payment banks such as PayPal, which accept limited deposits but don’t lend money
- Tight focus on regulatory and compliance aspects and cost reduction to meet the bottom line
- Finally, customer retention and product per customer will become the mantra
Indeed, the entire banking field is shifting its gravity and is acquiring a “new normal.” The business services industry will have to be a step ahead before this change hits them. We see five areas in which the organizations will have to act quickly:
- Scalability and flexibility: The banks’ collective challenge will be to accurately project volumes and growth, but their ability to do so in this changing environment has yet to be tested. The players will not only be required to have a global footprint but also nearshore operations. To some extent, a larger geographic spread will help combat this uncertainty. The industry’s current concentration is in India and the Philippines, but eventually we will see a much wider spread across the globe.
- Pricing models: Static pricing models like full-time equivalents, log-in hours and transactions need to be replaced by much more dynamic models. Clients are increasingly looking at partners who have “skin in the game” and are open to taking risks along with them.
- Innovative service delivery: The lines between customer segmentation will blur. Classifications like “high net worth,” “premium,” “gold” and “silver” will fall by the wayside. The world will move toward treating each customer as a segment. Customization at a customer level will become the key. The “new normal” will be differentiated customer experience in a de-segmented market.
- Bundled offering and embedded analytics: A menu-based rate card offering will eventually become a thing of the past. As the customer is becoming a segment in itself, the players cannot rely on services like contact center, back office, originations, etc., as an offering. This way each segment—i.e., the customer—will be serviced by multiple sets of people. The offering has to be bundled up with an analytics umbrella overarching that bundle. The new normal will be the value-based offer.
- Regulatory and compliance: Geographical boundaries have now become almost nonexistent from a banking standpoint, and the biggest threat is to prevent transactions crossing over the line of regulations and compliance. Till now the business services players were completely dependent on banks to manage this aspect. But now the intelligence and capability has to be developed by the players in-house. The new normal will be that the service providers should act as a consultant and gatekeeper for their banking clients.
Concentrix can help you navigate the “new normal.” Please get in touch with us.
Publish Date: February 17, 2016 5:00 AM
By Susan Wagy, Marketing Manager, Concentrix Insurance Solutions
An email from LinkedIn pushed me to discover a new way of thinking about transformation. The email pointed me to 10 influential young voices regarding digital. Now granted, I have this misguided belief anyone younger than me knows digital better than I do. Truth be told, my millennial daughters consume and barter solely with devices, while my husband and I swim in paper.
I clicked on one of the influential young voices and liked that individual’s elevator pitch. And, the pitch actually mentioned one of the other voices as an influencer. So, I clicked on the influencer’s account and went deeper to a contemporary post on how digital should not be a strategy. Yep, you read that right. He stated that businesses don’t need a digital strategy, they need to be a digitally transformed company.
I awoke to a new way of thinking about transformation: Don’t compartmentalize, think holistically.
The voice said it best: it’s foolish today to have a strategy for digital or mobile. Instead companies need a business strategy for the modern world.
Think of it this way; no one has an electricity strategy or Chief Electricity Operating Officer. Instead, they implement a clear modern business strategy to ensure electricity sustains, grows and serves the customer in a manner around what is expected, not what could be.
It is like altering your behavior and, lo and behold, attitude changes and the situation improves.
So what’s standing in your way to be a digitally transformed organization?
It’s overwhelming to run a business—struggling with regulation adherence, budget challenges and using fewer resources to do more work. Not having a digitally transformed organization becomes the elephant in the room—ignored, but obvious, problems soon become too much to deal with in the larger viewpoint.
To practice this concept, I started at home. I looked at my reams of paper and files neatly stacked in obscure places. I cleaned those out. I set up accounts and passwords. I began to think about overall objectives to help our household.
What’s stopping your organization from transformation in the context of your entire business? Since there is no “right time” to begin, why not start right now?
Publish Date: February 10, 2016 5:00 AM
How can BPM companies contribute to the growth of the travel and tourism sector?
GM – Sales Messaging, APAC.
Making travel plans once required contacting an airline or physically going to an airport or railway station to buy tickets. You then had to telephone various hotels and choose from an endless list of rates. Today’s technology has made the process much simpler. Making travel plans, whether for business or leisure, has never been easier.
The increasing ease of making travel plans – and expansion of a global middle class – has contributed to growing demand for the travel industry. The number of international tourists has more than doubled since the 1970s. A new niche for travel – medical tourism – has rapidly grown over the last few decades. In fact, according to a report by CII – Grant Thornton, India’s medical tourism market is expected to more than double from $3 billion a year to $8 billion by 2020. Such growth means service providers have a bigger challenge than ever before.
While rapidly evolving technology provides easy access to information, travel planning remains a largely manual and time consuming process for travelers and travel service providers. The demands of a growing industry mean service providers must invest heavily in high-end technology and analytical capabilities.
Technology in Travel
The travel industry has evolved to the point where it’s typically service aggregators, not the airlines, hotels and other service providers, that offer the best deals. Travel aggregators will soon offer travelers one-stop shopping for a choice of carriers, hotels, insurance – while meeting other special needs, such as processing visa documents.
Each booking by a traveler leaves behind a trail of personal financial data. Aggregators capable of tracking this data can link it to travel choices calendars to offer consumers the most suitable choices, budgets and timeframe to travel. Travel aggregators can process a customer’s travel plan, while ensuring travelers are well prepared with the documentation required for each destination.
What Business Services Companies Can Expect
Business services companies must use technology to link automation solutions and the end-user experience to provide feedback to travel services firms. An environment in which a single change to the itinerary can have a snowballing effect presents new challenges that require business process management companies to re-design their service offerings.
For instance, a change in departure date is no longer a single data point change. Service providers and their staff need to be equipped to handle changes in transport, hotels, insurance and other components of the traveler’s plans. Service providers must use their knowledge services and automation processes to seamlessly link people and technology. Aggregators also must cope with increased customer interactions on mobile platforms, social media and other channels.
This opens up a world of opportunities for analytics, from simple traveler profiling to absolute disruption of the supply chain system of the travel sector:
- Business services companies can intelligently assess traveler profiles to evaluate age groups, gender demographic, professional, personal background, type of travel, duration and destination. This enables the development of better travel solutions and packages.
- Based on these solutions, business services companies will be able to deliver critical feedback on expected demand during a specific time period to transport companies, hotels and other impacted third parties.
- Transport companies can use this data to make their schedules and offerings more cost effective. This sort of high value analysis generated from business services companies can also be used by crude oil suppliers to gain better insight into the demand and supply chain and make their systems more robust and efficient.
BPM providers must be cognizant of the important challenges of storing and accessing humungous amounts of personal and financial data, such as credit card information and calendar entries. This calls for a very robust security system and compliance to industry standards such as PCI to ensure the safety of customer information.
How can Concentrix empower the travel industry?
In this fast-evolving industry in which business models are constantly challenged and reinvented, service providers are required to be nimble, flexible and inventive. Concentrix recognizes how crucial it is to provide cost-effective, best-in-class customer service to retain existing customers and acquire new ones.
These needs are ingrained in the Concentrix DNA and our core principles – Velocity, Visibility and Value. Our strong operational capability and experience in this domain, along with expertise in multi-channel interactions, are critical to driving business outcomes such as:
- High customer satisfaction rates coupled with unparalleled issue resolution.
- Improved efficiency of transactions – lower customer call duration and higher number of tickets confirmed per hour
In addition, we have a proven ability to scale up operations in a quick and structured manner to accommodate peak seasonal travel requirements.
- A leading global airline needed to meet peak load requirements while also ensuring high customer satisfaction by reducing the number of “customers not served.” Concentrix used intelligent analytics to perform a cause-and-effect analysis of the client’s ticketing tool and its products. We implemented a dynamic resource allocator and supported that with a flexible staffing option that resulted in significant savings and improvements in customer satisfaction.
- Concentrix has also implemented a multi-channel solution integrating social media for a company promoting Ireland tourism. As a result, Concentrix widened the customer base, including a new type of customer – the internet savvy socializer.
We leverage our vast domain experience, expertise at business processes across multiple channels, delivery excellence, workforce management and transformational methodologies to develop a world class engagement center.
Publish Date: February 3, 2016 5:00 AM
Left to right: Adam Montgomery – Global Project Executive, Ellen Jane Garcia – Dvo Site Director/Netgear OPS Director, Ramil Cabaces – Delivery Leader
Every year Netgear holds a summit to award its vendors for exemplary service. At this year’s annual Netgear Summit in Hong Kong, we swept the awards, edging out all our competitors. We won the most number of awards, including the following:
- Highest First Call Resolution (FCR) for Business Products 2015
- Best Customer Effort Score for Business Products 2015
- Highest Net Promoter Score for Business Products 2015
To win these awards, we had to be the top performing center for the entire year of 2015, and achieve stellar performance in customer satisfaction (CSAT), first call resolution (FCR), net promoter score (NPS) and customer effort score (CES). This was definitely a big win not only because of the number of awards received but the fact that we were handling support for one of the toughest customer line for Consumer Business Products for Level 2 and 3.
In 2015, we collaborated with Netgear to help them transition their customers from phone to online support. We were able to employ a very effective bubble-up process and promoting knowledge-based articles for the customers to use instead of calling our support hotline. Because of these innovations and commitment to excellence, we have become the priority provider for consumer products support, including new product launches and specialty support for both consumer and retail business line.
Congratulations to the Netgear Consumer Business Unit Team for their outstanding dedication, creative innovation and superior performance in 2015.
Publish Date: February 2, 2016 5:00 AM
Knowledge—complex tools require expert help
Consumer electronics make up 24 percent of the electronics industry. The world of consumer electronics today is one of hyper-connectivity. Customers don’t just want to know how to use their new TV, they want to use it with their new speakers, using their smart devices to control them and they want all their equipment to work together. With the advent of the “internet of things” and the smart home concept, customer care will get even more complicated.
Recruitment—it’s all about the people
This industry requires a different kind of agent, a universal agent who can navigate the complex landscape of interconnected consumer electronics. It’s also important for the new recruit to know the right behaviors to create the best customer experience. The people hired need to have enough technical skills to advise customers, balanced with adaptable communication skills. Those hired also need the ability to adapt to the customer’s personality and have the people skills to navigate through difficult customer interactions. Too little of either and the agent will fail to meet customer expectations. The wrong type of agents can leave a bad impression of your brand.
Monitoring—making sure the lessons are taking root
Excellence in training is an ongoing process. We don’t just rely on self-assessment to determine training needs. When our people engage with customers, all of the calls are recorded and surveys are sent out to the customers afterwards. If a survey comes back with scores below target, it triggers a discussion between the agent and the trainers to assess what training opportunities exist and how the process could be improved. Again, details matter. Errors that consistently happen across calls can trigger changes in how the material is taught in the first place.
We learn and grow from the work done by people who talk to the customers every day. Every improvement we make hinges on having the right people to implement changes at the front line. All our tools, training, and experience lead to that most-important moment, the person on the headset, figuring out how to solve the customer’s problem and make them happy. Better customer experiences increase sales—which make your company’s finances a little happier too.
Concentrix is an elite, high-value business services company that can help you with many aspects of your business. Whether you want consulting, customer engagement strategies, or end-to-end business processes, we can help. For more information, contact email@example.com.
Publish Date: January 27, 2016 5:00 AM
Concentrix ranked 14th on the list of the top 50 companies to work for in Brazil. Love Mondays, Brazil’s leading career community website, recently released the results from surveys of 160,000 professionals to determine where people were happiest to go to work.
Participants were asked to rate their employer based on a one to five scale with one being dissatisfied and five being very satisfied. Concentrix scored an impressive 4.14 out of 5.
The first and second place companies, both in the pharmaceutical industry, received 4.42 and 4.39 respectively. Concentrix earned its highest score in the category of company culture (4.16).
Of the 81 staff members surveyed, 90 percent said they would recommend Concentrix as a good place to work!
Publish Date: January 26, 2016 5:00 AM
Business process modeling is not a technology solution, it’s a business solution. Although Concentrix uses cutting-edge tools, we are not focused on selling any technology. Technology is just the means to the end.
Many companies start by allowing their BPM projects to be implemented by their technology department. Some companies’ technology departments invest a great deal of time and money into solutions that never produce valuable case studies. This is because they feed the rules into the application without first verifying the rules are valid by the business experts.
Innovation must start with a solid understanding of the business. Technology should be used to implement well-designed business process models that take into account the whole picture. Only by recognizing what the client’s end goal is can we help them achieve it. Once we have insight into the challenges facing a client’s processes, we can begin to work with them towards a solution.
Teaching our clients to need us less isn’t very popular within the industry. Yet, this disruption in the marketplace is inevitable. Companies need to lead the pack in efficiency to avoid being out-performed and under-bid by their competitors. Likewise, if we don’t help our clients become more streamlined, their competitors will overtake them.
Concentrix is not focused on just selling a product or technology. Our end goal is to reduce the transactions that our clients engage us for. What we lose in short-term income, we regain in a deeper and stronger partnership with our clients. In the long run, we benefit because of this symbiotic relationship. Helping our clients means that they grow and as they grow, we grow with them.
Want to learn more? Contact us or download this white paper to learn about how our award-winning services are redefining the customer service industry.
Publish Date: January 20, 2016 5:00 AM
Since the first customer and marketing databases in the 80s, to the fully-fledged CRM platforms of the 90s, to the cloud-based CRMs of the 00s and the Social CRM of the 2010s, CRM platforms have had the same goal and challenge – to successfully match customers with companies. With the proliferation of more channels, and changing customer expectations for effortless and real-time interaction, CMS vendors have moved to a platform-agnostic approach using clients’ legacy systems, third-party solutions and proprietary tools, and complementing the missing pieces with analytical engines, campaign management tools and automation scripts.
Minacs has recognized the need for a comprehensive CRM ecosystem and the company’s answer is ALT CRM. ALT CRM combines a Customer Experience Management framework and business operations console. It relies heavily on automation and analytics to deliver what the company calls ‘an intelligent engagement hub’ across multiple channels able to trigger enterprise functions like customer care and marketing, and including customer personalization. ALT CRM is a portfolio of 30 in-house developments and third-party tools to replace, sit on top of, or integrate with, existing client systems.
Much of Minacs’ focus is on revenue generation, profitability optimization, and customer retention, with differentiated support services and improved responsiveness to customer feedback. ALT CRM aims to predict customer behavior and buying patterns and personalize the communication while the customer transitions between different channels.
Since ALT CRM was first conceptualized over 18 months ago, Minacs had developed and deployed its social module with two clients. The social module is an algorithmic, trigger-based engagement that provides real time personalized messages on Facebook, Twitter and other social media. The tool monitors social media posts, comments and hashtags, segments users based on their social clout, and identifies the sentiment of the message. Then it automatically responds directly within the relevant social channel, without repeating the same messages to the same customer, and factoring the rules and compliance requirements of the channel. These responses are customized based on client business rules. For example, an influential customer posting a strongly negative comment, whose number is stored in the CRM, will receive an outbound call triggered by the platform on the dialer and assigned to an agent with the appropriate skills. In fulfilment cases, it can pull the status of an order by its unique reference number and respond, again via the social channel.
On the dashboard of a multi-skilled agent, the customer social comments and posts are displayed along with the queues of calls, emails and chat sessions, simultaneously creating a single view of the customer with up to 40 data points. The agent is then allowed to overrule the automatic library of responses and prepare a freeform response or modify a template answer.
With its current marketing deployments, Minacs has witnessed positive client feedback on ALT CRM’s ability to remove the complexity of workforce demand planning for social channels and to provide immediate response. The latter problem has been one of the main hindrances to social media becoming a structured complaints management channel.
Minacs is currently in the process of building templates, and adding languages and use cases for different industries, focusing initially on e-commerce clients. Unsurprisingly, the biggest challenge is data aggregation from legacy CRMs, but once resolved, ALT CRM’s interoperability allows its social module to be plugged into the legacy platform like Salesforce or Siebel and collect dashboard information. The company has also found other uses for the platform, running it on its internal HR touch points to predict agent attrition likelihood.
At a time when even end users can benefit from machine learning automation like Google’s Smart Reply, companies are pressured into looking for personalized marketing and customer care solutions which are also scalable. Minacs’ ALT CRM is primed to capture that demand.
What steps have your financial institutions adopted to safeguard customer data?
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Publish Date: January 19, 2016 5:00 AM
Today’s empowered customers have altered the ways products, services and, most importantly, information is utilized. Customers, and even prospects, expect effortless, personalized, and cohesive engagements at all times, from anywhere, and any device. In fact, they provide businesses with the information (read Big Data) needed to create personalized experiences every time they visit a site, post a comment, and start a search.
Customer Engagements Should be Effortless, Personalized, and Cohesive.
Contact centers too need to step up and reset the playing field, and design business interactions around today’s customer choices. Future contact centers will have to use advanced technologies and tools to capture, scrub, and apply predictive and prescriptive analytics to the vast volumes of Big Data generated in order to provide superior customer service.
JOHN EXPERIENCES THE FUTURE CONTACT CENTER
In the present day contact center, a customer has to deal with complex IVR layers, long hold times, heavy traffic, call transfers, problem repetitions, and non-resolution of issues. Let us see how the future will look. John is fictional, but his experience is real time.
- John purchased a smartphone from XYZ company with a “need” to make video calls. But after receiving his phone, he finds the camera is not working.
- John dials the contact center; voice biometrics automatically authenticates his profile without seeking additional credentials.
- John is an existing customer of XYZ brand. His phone number and voice sample have been fetched from the credit card provider, which was registered in the company’s Contact Center CRM after his last purchase.
LEVEL 1 EXPERIENCE
A Customer Care Robot IVR welcomes John and congratulates him on his new purchase with a natural voice.
- The robot’s natural voice asks John the reasons for his call and presents the self-service dialogue menu. John replies, “The camera in my new phone doesn’t work.”
- The voice interface captures every element of his response, so John need not repeat anything, thus eliminating a major point of frustration with customers.
- John’s queue time is used effectively and seamlessly—there’s no waiting, transfers, or repeats. His problem is immediately heard, examined, and updated.
- Robot IVR provides the right recommendations to fix the problem.
LEVEL 2 EXPERIENCE
John is unable to follow the technical flow description on how to work the camera, and the robot senses his predicament and escalates the issue.
- Speech analytics recognizes John’s agony threshold and moves his problem to Level 2. The system routes John to a live advisor and passes on all core information to her.
- During the call transfer, John gets useful information on the product, warranty, and features. The transfer time is less than 20 seconds, and never beyond 30.
- Advanced Workforce Management (WFM) tools and predictive analytics accurately forecast call center volumes to ensure adequate staffing, so that 95% of the calls are attended to within 20 seconds.
- Advanced ACD (Automatic Call Distribution), which uses McKinsey SATMAP technology, pairs John with the right advisor for personal rapport based on personality traits.
A HUMAN TOUCH
John is connected to a human advisor who guides him and resolves the problem.
- Once the live advisor answers the call, Omni CRM analyzes the IVR exchange and proactively provides context and instructions to the advisor.
- Even before the advisor has finished self-introduction, the CRM provides her with recommendations and provides links to troubleshooting content.
- She breaks down the problem to John in simple language and diagnoses the smartphone’s glitch over the Internet to isolate the issue. She uses automatically-triggered knowledge base recommendations to identify a workable solution.
- She sets up a video call and takes him through the resolution process step by step. Now that John is relieved to have a working phone, the time is ripe to try a cross-sell/upsell offer.
WHEN OFFERS RAIN, THEY POUR!
John receives interesting offers and rebates for purchasing a new phone.
- Based on an analysis of John’s demographic and psychographic profile, as well as his online activity and buying history, the solution (embedded with predictive and prescriptive analytics, algorithmic logic, and an omni view of the customer) lists the best personalized offers for John.
- The sample offers include memory upgrade to improve video speed, a free SIM card, reward points redemption and, possibly, a new phone.
- The XYZ company is also opening a new center in Santa Monica, California, less than 0.5 miles away from John’s residence, and is offering additional discounts on the opening day.
- John finds these offers attractive and contextually appropriate.
PROACTIVE POST-CARE IS ALSO CARE
The contact center advisor not only resolves John’s complaints, but also follows up with him, thereby earning his loyalty.
- During John’s interaction, behind the scenes, an auto-survey analyzes the full exchange based on voice tone, stress level, and other indicators. It then provides a CSAT score and quality results for management.
- An e-learning tool captures the screens and call recording as an input for a “great call,” which is used in simulated training for new hires.
- Days after the call, John receives a follow-up message from the same advisor to confirm that his problem has been fixed and to check any issues he may need help with. The advisor reveals the company has created a self-service instructional video on John’s problem and the resolution for the benefit of other customers who purchased the same product.
- John is delighted with the overall experience despite his frustration initially. John’s perception of the XYZ smartphone and the company has changed, and he recommends it to others in every social channel.
SEIZE THE MOMENT
The contact centers of the future will function differently from those of today. Future-looking enterprises will need to:
- Integrate information and processes across the enterprise to deliver a unified view of their customers to enable effective omni-channel conversations.
- Redefine business rules and workflows to ensure algorithmic seamlessness across value chains.
- Harness both structured and unstructured data to direct near-autonomous, intelligently-personalized interactions. Customers’ desires should be central to business. If contact center services and technologies fail to evolve, and fail to meet the aspirations of the customer of the future as well as gauge omni-channel conversations and customer intent, businesses will face significant gaps in capturing, engaging, or retaining customers. It’s time to take a leap into the future and redesign your contact center business around the new, empowered customer.
Is customer retention one of your key business goals? How does your company measure customer loyalty? What steps are you to taking to acquire, retain, and grow your customer base?
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Publish Date: October 21, 2015 5:00 AM