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 Centre 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 organisations to institutionalise new practices and uses. The subject has been widely discussed 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 organisational 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 analyse 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 institutionalise 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 Centre 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.
WhatsApp Business has emerged as a method of communication that not only has a high open rate compared to email, but it also works more rapidly, and can target multiple points of the customer journey. It delivers interactive options for customers that add value and targets them on a familiar channel, which is why WhatsApp messages are an indispensable addition to contact centre strategies.
Outbound calls can be a great way for organisations to connect with existing and potential new customers. However, some outdated practices have created a negative perception for customers. As a result, outbound call regulations have been developed both for the purpose of customer protection and to steer contact centre best practices. What do organisations need to consider when using outbound calls, and how does geographical location affect that?
It happens all the time, not just in the customer service sphere, disappointment, frustration or delight when experiences either fail to meet or exceed our expectations. When it comes to customer service however, being clued into customer opinions can help optimise services in line with expectations to avoid potential failures and plan outstanding moments of satisfaction.