It wouldn’t be unreasonable to believe that in this “connected” world, with the internet available nearly everywhere that the phone call and particularly the phone call to contact centres would no longer be a necessity.
According to new research from BT and Avaya however, this is simply not the case. Whilst the use of smartphones has been growing at pace throughout the UK, opening up the opportunity to use self-service websites, this has not had a significant negative effect upon the use of contact centres for customer enquiries and support.
The report states that the vast majority (90%) of smartphone users are expecting to use contact centres in the future, despite having the internet available to them practically constantly. The research also points out that contact centre communications were particularly utilised when enquiries were of a technical or complicated nature.
Head of BT Global Services Andrew Small said that “calling the contact centre is the favoured way to resolve the most complicated queries.” Mr Small also highlighted that users were still using the internet in the enquiry process, but argued that typically consumers now research before calling; meaning that once the call is made they already have a basic knowledge of the issue and expect the advice at the other end of the phone to be capable over and above what they have learnt themselves.
This demonstrates the importance in the modern contact centre climate to have staff members that are effectively trained and knowledgeable, so that they can resolve issues confidently and correctly. It also highlights the current importance of understanding multiple, integrated communication channels such a telephone, email and direct messaging when dealing with customer enquiries.
These two important aspects of modern day call centre operation, effective training and multiple communication channels, demand that outsourced customer communication services are now a seamless extension of a brand and company, showing not only technical knowledge but a professional approach to customer handling and insight.
Monday, 11 April 2011
Friday, 18 March 2011
Customer Response Handling – An Introduction
Response handling can be considered one of the most important elements within customer service and more widely, business. Put simply, response handling is the mechanisms put in place by a business, or an outsourcer, to deal with customer enquiries, orders and complaints. By defining and putting these mechanisms in place early in a marketing campaign or a longer term customer communication strategy, it is possible for businesses to apply a logical approach to each and every customer interaction.
The way in which response handling is performed defines the customer experience and as such is one of the key building blocks of a positive brand image and successful marketing campaigns.
Response handling activities can utilise a range different communication channels such as telephone email, SMS, social media and direct mail. The selection of these channels is largely dependent upon the preferences of the target audience to ensure the appropriate response channels are used.
Response handling actions can form part of a larger customer strategy or even be directly linked to a marketing campaign. Essentially, a short term project will utilise personnel that are trained to answer enquiries on a specific product or promotion for the duration of a marketing campaign. In contrast, long term response handling activities will use staff that are well versed in the business, and will typically form part of wider customer communication initiative.
Like so many other aspects of customer interaction one of the key components of effective response handling is managing data correctly. It is by collecting and analysing this data that it is possible to extract the maximum value from each and every customer interaction.
With the right response handling activities being undertaken it is possible to hone and refine customer engagement, whilst simultaneously improving the wider service offering. The resultant benefits are myriad and include improved customer services, the creation of a positive brand image and subsequently, increased customer loyalty. By outsourcing this task it is possible to not only make financial savings but also to secure adept, professional services that significantly improve business/customer relationships
The way in which response handling is performed defines the customer experience and as such is one of the key building blocks of a positive brand image and successful marketing campaigns.
Response handling activities can utilise a range different communication channels such as telephone email, SMS, social media and direct mail. The selection of these channels is largely dependent upon the preferences of the target audience to ensure the appropriate response channels are used.
Response handling actions can form part of a larger customer strategy or even be directly linked to a marketing campaign. Essentially, a short term project will utilise personnel that are trained to answer enquiries on a specific product or promotion for the duration of a marketing campaign. In contrast, long term response handling activities will use staff that are well versed in the business, and will typically form part of wider customer communication initiative.
Like so many other aspects of customer interaction one of the key components of effective response handling is managing data correctly. It is by collecting and analysing this data that it is possible to extract the maximum value from each and every customer interaction.
With the right response handling activities being undertaken it is possible to hone and refine customer engagement, whilst simultaneously improving the wider service offering. The resultant benefits are myriad and include improved customer services, the creation of a positive brand image and subsequently, increased customer loyalty. By outsourcing this task it is possible to not only make financial savings but also to secure adept, professional services that significantly improve business/customer relationships
Monday, 28 February 2011
Why Data Management is Vital to Customer Insight
With the benefits of effective customer insight studied at length and the importance of understanding the integral role played by data analysis activities presented; it is also vital to understand that how you manage your data is an important business decision.
Data management is one of the more utilitarian aspects of customer insight, concerned with actual design, development and hosting of databases. Ultimately, well managed data can be analysed as efficiently as possible and as such, data management tools form the building blocks of improved customer relationships, better business strategy and overall, enhanced performance.
Essentially, after a range of different customer insight activities have returned reams of information, a place in which to store, manage and analyse the data is needed, this is where data management tools offer a very real and extremely useful resource.
Typically data management tools will utilise relevant technologies in order to deliver the greatest amount of added benefit to the client. Functionality which grants efficient and effective access whilst allowing sets of data to be fully understood should always form the backbone of any data management service.
Data management tools may also incorporate the physical hosting and maintenance of databases. Frequently referred to as data warehousing, anyone looking to utilise such resources should note the inclusion of secure access features, efficient search and query functions and also the practical application of data management principles.
If a company is to make the most of its customer insight activities it can be worthwhile to obtain an integrated solution from a single service provider; one that offers a strategy for obtaining insight, demonstrates how data will be effectively stored and finally can provide systems to break down data so that it can be analysed.
Ultimately the foundations of effective customer insight can be found within the right data management tool set; if the choice of services is correct, a company is given the greatest opportunity to benefit from customer insight activities.
Data management is one of the more utilitarian aspects of customer insight, concerned with actual design, development and hosting of databases. Ultimately, well managed data can be analysed as efficiently as possible and as such, data management tools form the building blocks of improved customer relationships, better business strategy and overall, enhanced performance.
Essentially, after a range of different customer insight activities have returned reams of information, a place in which to store, manage and analyse the data is needed, this is where data management tools offer a very real and extremely useful resource.
Typically data management tools will utilise relevant technologies in order to deliver the greatest amount of added benefit to the client. Functionality which grants efficient and effective access whilst allowing sets of data to be fully understood should always form the backbone of any data management service.
Data management tools may also incorporate the physical hosting and maintenance of databases. Frequently referred to as data warehousing, anyone looking to utilise such resources should note the inclusion of secure access features, efficient search and query functions and also the practical application of data management principles.
If a company is to make the most of its customer insight activities it can be worthwhile to obtain an integrated solution from a single service provider; one that offers a strategy for obtaining insight, demonstrates how data will be effectively stored and finally can provide systems to break down data so that it can be analysed.
Ultimately the foundations of effective customer insight can be found within the right data management tool set; if the choice of services is correct, a company is given the greatest opportunity to benefit from customer insight activities.
Thursday, 10 February 2011
Customer Insight – More Than Purely Metrics
Whilst customer insight processes can rely heavily on sets of data in order to present levels of satisfaction, retention and behaviour, it is a fundamental element of customer insight to look beyond the numbers and take something tangible away from the figures. With the right customer insight service at your disposal it is possible to make on-the-spot and strategic decisions that can significantly change operating procedures and customer interactions. In essence, customer insight has the potential to revolutionise customer services for the better.
At the operational level, having effective customer insight by intelligently analysing and using metrics can lead to much improved customer handling procedures. It is through breaking down data and seeing where deficiencies lay that it is possible to recycle this understanding into training procedures. This training in turn helps to improve specific customer interaction activities such as up-selling and complaint handling and ensures that all procedures are relevant and appropriate to a company’s customers.
As well as increased capacity to resolve issues reactively; the improved training that results from customer insight activities allows a company to instigate proactive measures, which help to solve problems and identify opportunities in the long term. The result of these procedural changes is an increase in productive customer relationships and a decrease in those that are stagnant or degrading.
Whilst it may have been explored previously the assistance that customer insight can provide in the formulation of strategies for the business is invaluable. This applies to not only upcoming marketing campaigns, to ensure they are effectively targeted but can equally apply to new products and services, to ensure that they are in the interests of a company’s customer base.
Fundamentally customer insight data and initiatives should change the entire outlook of a company, to one that is far more customer centric and focussed towards providing the best service possible. It is by employing customer insight strategies that it is possible to instigate this change, improving not only customer loyalty and retention, but also allowing a company to understand the delicate balance between customer satisfaction and revenue.
At the operational level, having effective customer insight by intelligently analysing and using metrics can lead to much improved customer handling procedures. It is through breaking down data and seeing where deficiencies lay that it is possible to recycle this understanding into training procedures. This training in turn helps to improve specific customer interaction activities such as up-selling and complaint handling and ensures that all procedures are relevant and appropriate to a company’s customers.
As well as increased capacity to resolve issues reactively; the improved training that results from customer insight activities allows a company to instigate proactive measures, which help to solve problems and identify opportunities in the long term. The result of these procedural changes is an increase in productive customer relationships and a decrease in those that are stagnant or degrading.
Whilst it may have been explored previously the assistance that customer insight can provide in the formulation of strategies for the business is invaluable. This applies to not only upcoming marketing campaigns, to ensure they are effectively targeted but can equally apply to new products and services, to ensure that they are in the interests of a company’s customer base.
Fundamentally customer insight data and initiatives should change the entire outlook of a company, to one that is far more customer centric and focussed towards providing the best service possible. It is by employing customer insight strategies that it is possible to instigate this change, improving not only customer loyalty and retention, but also allowing a company to understand the delicate balance between customer satisfaction and revenue.
Friday, 28 January 2011
Service and Value Differentiation
I spoke to a friend recently who has just started a new job at a large digital print company. They’ve been very successful for a number of years but are now finding it increasingly difficult to differentiate themselves from the competition.
It’s not because the quality of their service and products has dropped or because they are too expensive but because the competition has found ways to add value to their offering and move away from a commoditised model.
I’ve spoken to a number of print businesses recently who are facing the same challenges and are therefore looking at ways in which to diversify their operations. They have all realised that competing on price alone cannot be sustained and that they must offer clients a full service approach to marketing communications by moving into data management, email marketing and online communications, often through forming partnerships with experts such as EWA.
Personally I think this is down to a number of factors some of which are not unique to their industry. The changing demands of clients themselves are one of the main reasons. Many are increasingly using procurement professionals as a means to extract every last ounce of value from a new contract, both in terms of price but also in the scope and quality of services provided.
The same can be said of us as consumers, we all want to achieve what we perceive to be a good deal although this doesn’t always necessarily mean the cheapest (and I think perception is the key word here). We’re happy to pay a premium for products or services that offer just that little bit more than the competition, whether it’s in terms of quality of service, speed of delivery or customer support, both pre and post purchase.
And customer service can be a simple and cost effective way of gaining competitive advantage and standing out from the crowd in a saturated marketplace. You may sell the exact same products as your competition for the same price or perhaps even a few pence more. If your customer service is exceptional and you strive to add value to each and every purchase, then your customers’ experience will be a positive one and they will be happy to spend that little bit more, hopefully becoming advocates of your business as a result.
In today’s digital world, news (good or bad) spreads fast. Social media has opened up a whole new world of communication and information sharing between groups of like-minded individuals. Where previously recommendations would have been limited to an individual’s peer group or family network, people (i.e. your customers) are now much more comfortable sharing their opinions and feedback online. Such feedback is given almost in real-time and becomes viral in its own right, propagating across multiple social networking sites and the World Wide Web for consumption by other potential customers.
So in summary, good customer service and adding value to each purchase, whether real or perceived by the customer has the potential to make your business a success, attracting new customers who in turn will help spread the good news.
It’s not because the quality of their service and products has dropped or because they are too expensive but because the competition has found ways to add value to their offering and move away from a commoditised model.
I’ve spoken to a number of print businesses recently who are facing the same challenges and are therefore looking at ways in which to diversify their operations. They have all realised that competing on price alone cannot be sustained and that they must offer clients a full service approach to marketing communications by moving into data management, email marketing and online communications, often through forming partnerships with experts such as EWA.
Personally I think this is down to a number of factors some of which are not unique to their industry. The changing demands of clients themselves are one of the main reasons. Many are increasingly using procurement professionals as a means to extract every last ounce of value from a new contract, both in terms of price but also in the scope and quality of services provided.
The same can be said of us as consumers, we all want to achieve what we perceive to be a good deal although this doesn’t always necessarily mean the cheapest (and I think perception is the key word here). We’re happy to pay a premium for products or services that offer just that little bit more than the competition, whether it’s in terms of quality of service, speed of delivery or customer support, both pre and post purchase.
And customer service can be a simple and cost effective way of gaining competitive advantage and standing out from the crowd in a saturated marketplace. You may sell the exact same products as your competition for the same price or perhaps even a few pence more. If your customer service is exceptional and you strive to add value to each and every purchase, then your customers’ experience will be a positive one and they will be happy to spend that little bit more, hopefully becoming advocates of your business as a result.
In today’s digital world, news (good or bad) spreads fast. Social media has opened up a whole new world of communication and information sharing between groups of like-minded individuals. Where previously recommendations would have been limited to an individual’s peer group or family network, people (i.e. your customers) are now much more comfortable sharing their opinions and feedback online. Such feedback is given almost in real-time and becomes viral in its own right, propagating across multiple social networking sites and the World Wide Web for consumption by other potential customers.
So in summary, good customer service and adding value to each purchase, whether real or perceived by the customer has the potential to make your business a success, attracting new customers who in turn will help spread the good news.
Wednesday, 19 January 2011
Choosing a Contact Centre Outsourcer
Choosing an outsourcer for your contact centres requires a considered and conscientious approach. Essentially when you are selecting someone to operate your customer or client contact you are choosing a face for your business, a service that will reflect on your brand. As such this decision needs to be based on fact rather than supposition.
One of the first questions you should ask any potential outsourced contact centres provider is about their previous and existing clients. Fundamentally it is by understanding how the provider treats their existing clients that it will be possible to gain an idea of the effectiveness of their services. It can also be worth asking the contact centre provider whether they can offer references and examples of their work in your specific industry sector, this can highlight how they implement industry specific strategies and demonstrate their success at maintaining working relationships.
It is worth remembering that choosing a contact partner is a big step for any business. The benefits are myriad, but only if your partner has the ability to implement contact solutions that you require. A contact centre should typically offer services along the lines of:
* Customer Services (including after sales support and advice)
* Technical Support (in accordance with your products and services
* Outbound Telemarketing (in both B2B and B2C sectors as lead generation
* Customer retention and relationship management (to develop customer loyalty)
These services are only a small cross section of what can be offered but give an idea of what a contact centre provider should be capable of.
When choosing your partner for outsourcing contact centres it is also a good idea to visit the facilities at their disposal. It is only by seeing them in action that it is possible to ascertain the services on offer, at this stage looking at training programmes, staff management and the technology being utilised will provide valuable insight into how your customer or client contact will be administered. It should also give an idea of how they intend to communicate with your company representatives and how they may instigate any of your campaigns or programmes. More general points to look for in a contact centre outsourcer include financial stability, effective service level agreements and metrics within SLAs that are suitable and appropriate.
Choosing an outsourcer is about finding a partner with whom it is possible to build a solid and effective working relationship. Get this choice wrong and you could be sacrificing your reputation with customers and clients; get this choice right however and your company stands to receive significant operational and financial benefits
Monday, 20 December 2010
How Customer Insight Can Improve Customer Relationships
It has been established in previous blogs just how instrumental customer insight is to today’s marketers in the creation of marketing campaigns. However, it should be noted that it is only through effective and thorough database management that it is possible to take advantage of the greater customer insight and make this knowledge work for greater profits.
Customer insight is only one side of the coin, after all having and using the knowledge of customer behaviour are entirely different processes. Essentially it is the ability to make sense of the data that results from customer insight projects that leads to more effective business relationships.
One way in which this is possible is by compiling data that around customers’ order lag. The frequency of orders is a vital piece of information in understanding the patterns in which customers place orders. By studying these patterns it is possible to identify which customers are lagging in their orders and which are simply maintaining their regular ordering behaviour, subsequently indentifying the customers that could need contacting to encourage future purchasing.
It is through developing a Critical Lag formula, based upon customer ordering behaviour that it is possible to interact and communicate with customers at the right time. When this is combined with effective customer segmentation prospects can be readily identified and targeted to make the most of existing business relationships. The results of effective communication based upon a solid understanding of a customer base are less customer churn, and greater revenue generated from each customer.
Fundamentally customer insight is a highly valuable business tool. It is however only through efficient and effective database management that it is possible to make sense of the data extrapolated through customer insight activities and use this information to formulate customer relationship and retention strategies.
Customer insight is only one side of the coin, after all having and using the knowledge of customer behaviour are entirely different processes. Essentially it is the ability to make sense of the data that results from customer insight projects that leads to more effective business relationships.
One way in which this is possible is by compiling data that around customers’ order lag. The frequency of orders is a vital piece of information in understanding the patterns in which customers place orders. By studying these patterns it is possible to identify which customers are lagging in their orders and which are simply maintaining their regular ordering behaviour, subsequently indentifying the customers that could need contacting to encourage future purchasing.
It is through developing a Critical Lag formula, based upon customer ordering behaviour that it is possible to interact and communicate with customers at the right time. When this is combined with effective customer segmentation prospects can be readily identified and targeted to make the most of existing business relationships. The results of effective communication based upon a solid understanding of a customer base are less customer churn, and greater revenue generated from each customer.
Fundamentally customer insight is a highly valuable business tool. It is however only through efficient and effective database management that it is possible to make sense of the data extrapolated through customer insight activities and use this information to formulate customer relationship and retention strategies.
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