Tags: Customer Experience
The UK insurance industry is growing. In 2016, it had over 111,000 direct employees and in 2017 saw tax contributions reach over 72 billion British pounds, the largest contribution of any sector within the country. But with a growing industry comes fierce competition and an increasing number of pressures. In this blog, we cover some general challenges the insurance sector faces and talk specifically about how Customer Experience Management (CEM) strategies and associated technology can help insurers to remain competitive. Here’s a summary of what to expect:
Contact Centers are no longer just “call” centers. The channels customer’s use and service level expectations have grown significantly over the past decade. Customers can communicate through email, chat, text or social media and they’re not exclusive to just one channel. They will utilize several communication channels to create the complete customer story. ay Minnucci, President and Founder of Service Agility notes in his recent white paper Three Coming Contact Center Trends and the Impact on Real-Time Management, when the channel splits are more even, contact center managers will need to have better defined skilling strategies for agents.
Saulnier outlines “five fundamental components that need to be in place to provide an excellent customer experience.” ...Each of these components is clearly critical to long term success in the contact center; however, the fifth component is particularly compelling. Read More. http://www.inovasolutions.com/blog/post/implementing-call-center-reporti...
Cox Communications began providing key real-time metrics to agents and center managers about ten years ago to allow them to “react quickly…and to improve responsiveness,” according to Monterio Woodson, the director of Customer Management Systems. By utilizing Inova LightLink, real-time metrics are retrieved from the ACD system and then shared with employees using Inova OnAlert display systems.
Build.com does not focus on typical contact center metrics, instead encouraging “agents to spend as much time as necessary to serve customer needs and build relationships.” With that in mind, they needed a solution that could communicate metrics to foster self-management, effective management, and customer service. ...The solution was installation of Inova Performance Tracker web-based dashboards, displayed on six large HD monitors to keeps all employees informed.
An article in the April 2014 issue of CRM Magazine headlines “Contact Center Satisfaction Dropped 10 Percent in 2013.” There are several possibilities for why this might be the case: general customer fatigue and frustration with the slow economic recovery, delays in new technology deployment by companies, and higher expectations by customers.
I previously posted about contract center trends that we might expect to see in 2014. In the January 2014 issue of The Real-Time Contact Center Newsletter, Donna Fluss takes a slightly different approach to anticipated trends, stating them in terms of goals for the upcoming year. In the article, “Enterprise Servicing Goals for 2014,” Fluss writes that “many of the goals are similar to those in prior years, however, the priorities have changed, and there are new ‘twists’ that are being enabled by a more open, creative and flexible view of the role of contact centers.”
Everywhere you turn lately, you hear about the “customer experience,” a term that seems like it should be spoken with resonance through a loud speaker. Although, the term may be associated with bells and whistles, social media and apps, at its roots the customer experience is really about what the customer wants. Brent Leary writes in the July 2013 issue of CRM Magazine that “we always seem to get into this cycle of throwing new stuff at old problems without focusing on the fundamentals.” In his article, “Screaming for a Good Customer Experience,” he explains that a focus on the fundamentals is what is really important to customers.