Forrester predicts that all aspects of an organisation are needed to truly transform customer experience, stating that “The web of relations among all aspects of a company — including its customers, employees, partners, and operating environment — that determine the quality of the customer experience.” (Forrester).
The average business uses four channels to interact with its customers (Aberdeen Agent Desktop) and 100% of contact centres are using multiple channels. As organisations continue to increase channels to serve buyers, so too do they increase processes, workflows and technology. Adding bolt-on or silo systems without integrating the processes results in poor team productivity. Additionally broken customer journeys as well as repeated request for information frustrates customers.
89% of customers cite having to repeat information as a major frustration (Orange)
Prudent organisations want to ensure that they maximise the return from any legacy infrastructure investment. Before any new technology is added to meet demand and organisational requirements, their teams will be considering the impact of the new systems on agents and customers.
“Customer experience is the last source of sustainable differentiation and the new competitive battleground” Tiffani Bova, Gartner Vice President.
Transforming customer experience is crucial to your future success. As you look to achieve competitive advantage, make any new technology or process investment with care. Take steps to be certain you will be able to harness the data in your legacy systems and integrate it with your new systems, for example new additions should be agnostic and provide open application programme interfaces (APIs).
Our Solution Architects find that an inventory, combined with a technology and reporting analysis will highlight the most effective areas for rapid transformation potential.
- Legacy systems inventory - Consider your legacy systems, analyse them using the following criteria and make objective decisions about future actions.
- Do they perform the tasks for which they were designed?
- Do they still add value to the process?
- Are suitably trained staff available to maintain them?
- Which systems have complex training needs?
- What process gaps cause your team to need to perform work-arounds
- What are the licencing and maintenance costs?
- Underlying technology
- Investigate the underlying technology stack
- Understand any associated risks with end of life on any major components – what do you need to do by when?
- What is the impact of the introduction of new customer demand contact technology
- Which technologies could be integrated on premise or in the cloud?
- Match customer segments to demand
- Evolve a business case by channel
- How might small changes to your legacy stack maximise impact on customer experience and productivity?
- Then consider how consolidation or new technology will improve delivery, reduce any customer or maintenance staff risks and / or costs.
- Reporting and management information - Proactive flexible management is only possible when you can:
- Assess the time required to compile reporting from the various systems, consider the benefit of integrated dashboard reporting across the systems providing real-time data displays that facilitate a proactive management response
- Create unified agent desktop providing them with a ‘single view’ across every customer and typically gain 15% of time previously used to investigate or tab through systems – additionally reduce data errors
- Consider vendors who have an agnostic approach or deliver open application programme interfaces (API).
Your customer experience (CX) strategy must evolve to meet the needs of your customers.
Your legacy systems are rich data sources while new channel management supports changing customer demand. Check that any new investment will:
- provide improved agent visibility
- support real-time reporting and single view
- improve your customers experience.
If you would value regular updates on best practice and tips to support your customer transformation journey.
For more detail on the priorities of your peers, download the 2016 report.