Get access to all the tools and information necessary for the customer's life cycle at Odigo by heading to our client portal
Nowadays, Contact Center as a Service (CCaaS) providers must offer high-performance solutions in line with their customers’ needs, and above all become true partners, endowed with expertise and an associated service offer, capable of supporting their customers throughout their project. To this end, one shouldn’t neglect the qualitative nor the quantitative aspect of support.
Within any IT project, the real complexity lies in the ability of organizations to institutionalize new practices and uses. The subject has been widely talked about and understood by all company management for more than 30 years. In 2019, the issues facing CCaaS solution providers remain the same as in the past, namely how to:
To achieve this dual objective, nothing beats support based on qualitative and quantitative approaches rooted in organizational theory.
Successful support must enable the customer’s business legacy to be encapsulated in a CCaaS solution. To do this, the company contact person must be put in touch with experts with strong business expertise. The latter’s work is carried out in two stages:
Thanks to its strong business expertise and proven methodologies, this approach supports the continuous improvement of customers. The objective is to grow with your customers and for your customers!
Let’s go back to the subject of operational efficiency mentioned at the beginning of this blog and answer two questions:
a) How to obtain convincing results?
The idea is to reconcile the questions “How to do things efficiently?” and “How to do them well within the solution?” To do this, it is key to implement best practices and plan some training sessions. Change management supports these two processes.
b) How to define customer best practices?
It is necessary to have profiles of contact center experts with detailed sectoral knowledge. Their business expertise is the result of a long-term apprenticeship in contact with customers. It is this empirical work that should enable them to identify patterns that repeat themselves from one sector to another in order to define best practices.
Support must be both qualitative and quantitative. It is necessary to carefully analyze the data generated by the use of the solution. They can be of several kinds and deal with:
Improving customer relations requires a quantitative and qualitative analysis of this data (words, voice, interactions, etc.) in order to better understand customer expectations and develop new uses for the solution, as well as new ways of working and adapting to ever-changing realities.
Once again, the real challenge is not to perceive this work as something ad hoc. The idea is to help clients institutionalize this approach, with the objective of supporting continuous improvement. The trends, fashions, and products (whether banking, telephone or other) offered to end customers are constantly evolving, hence the need to always evolve with them. It is absolutely necessary to avoid the creation of a generational and/or identity gap between a product and agents whose mission is either to sell this product or to ensure that it is properly used.
A simple observation: data is only valuable if it is known, usable and manageable by as many people as possible. It is by giving thickness to the data that customers make available when using the solution, that it becomes possible to raise awareness about growth gains or potential risks detected by weak signals.
The ambition of a good CCaaS solution provider should be to work on the product so that it is “data and user friendly” and the data generated can be easily used by as many people as possible. At Odigo, we believe that this data is an asset that must remain the property of the customer. It is therefore important to choose a “data-driven” solution, to ensure that the data is exhaustive, easy to access and understand, and in lines with market standards so that it can be re-injected into a rich ecosystem.
In summary, the objective is to be able to bring systems into production that encapsulate good practices more quickly by taking advantage of the strengths and constraints of the cloud. Nevertheless, because we know that the “one-size-fits-all” approach does not work, we have decided to create Odigo eXperience Services to support our solution and our customers by providing them with qualitative and quantitative methodologies and accelerators.
As we have seen, nowadays, quality support is absolutely key to meet market requirements. This is highlighted in Gartner’s latest Magic Quadrant report, in which Odigo was named Leader in the Contact Center as a Service (CCaaS) category in Western Europe* for the 5th consecutive year. Want to know more? Click on the following link to download a free copy of the report: http://bit.ly/2pTrlL8
Reducing contact center wait times is foundational to improving customer experience (CX). Customers are abandoning brands that fail to respect their time, and switching to companies that find ways to continuously reduce contact center wait times. Deploying the right solutions positions contact centers to gain new customers and build lasting loyalty.
The new model of customer experience (CX) in banking favors digital channels over traditional in-person interactions. So are bank advisors a thing of the past? Quite the opposite. Thanks to new customer experience management tools, advisors in banking services are providing more support than ever, and embodying the trust that customers expect.
As a consequence of digital transformation, more and more contact center managers are turning to artificial intelligence (AI) and more specifically to one of its subfields: natural language processing (NLP). Read on to learn 3 ways NLP helps in increasing productivity and delivering memorable customer experience (CX).