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To truly focus on the customer experience and deliver high quality, consistent service, there needs to be a balance between metrics and quality. It takes a combination of metrics, monitoring, coaching, training, and effectively communicating to consistently deliver a high quality customer experience that you can measure and promote. Additionally, it is important to know that delivering “excellent customer experience” does not require perfection. In fact, a focus on perfection often leads to customer dissatisfaction and negative employee morale.
Watch this session to take the imperfect path to excellence and learn:
Take Aways include:
Mitel Simplifies How Businesses Connect With Customers in Latest Release of MiContact Center
Promero Announces New Speech Analytics On Demand Program with CallMiner
On-Demand Webinar: Dealing With Difficult People
It is that time of year for warmth, good cheer, and fellowship. But do you have customers, co-workers, or bosses who never got the memo? Communications skills expert, bestselling author and practicing psychotherapist Rich Gallagher will help you warm up your interpersonal skills, and teach you how to deal with some of the "characters" in your working life:
Using evidence-based principles of strength-based communication, plus Rich's vast experience with managing difficult workplace situations, this on-demand webinar will help brighten your holidays with brand new tools for working effectively with anyone!
Contact Center Satisfaction Index Drops 10 Percent in 2013, Reports CFI Group Study
The only ongoing national study of its kind, the 2013 CCSI collected data from more than 1,500 consumers across six major industries: banking, cell phone service, health insurance, property insurance, retail, and cable or satellite TV.
Beyond basic policies and procedures, CFI Group advances two hypotheses for the large drop coming from the larger world environment. The first is that consumers have low confidence with the economy and government and are generally fatigued as the economy continues to stall, leading to the score backlash. The second is that after years of steady growth in performance, consumers have built an expectation of great service, and contact centers failed to meet it this year.
While overall satisfaction is dropping, the research identified an opportunity for contact centers to increase satisfaction through non-call channels. In 2013, the desire for self-paced or instantaneous service continued to grow. Almost half of respondents indicated their preferred method of contact would be a non-call communication, such as email, chat or via the company's website.
Chat as a preferred customer service tool has remained steady at nearly 10 percent for the past two years. The adoption of chat and its growing preference is evident as 63 percent of this year's respondents indicated that they actively look for the chat function when visiting a company's site.
The CCSI also found that social media is growing as an avenue for customers to share and voice opinions in a community setting and for businesses to conduct damage control. Nearly 40 percent of respondents turned to social media to voice a concern, increasing from 17 percent of respondents in 2012.
Insperity also announced compensation metrics from its base of 5,500 small and medium-sized Workforce Optimization(R) clients. Average compensation for the fourth quarter 2013 was up 2.9 percent, while bonuses were down 6.9 percent compared to the fourth quarter 2012. Average commissions received by worksite employees reflected an increase of 1.7 percent. Overtime pay was 10.3 percent of regular pay, above the 10 percent level that generally indicates a need for additional employees, and up slightly from 9.9 percent in the fourth quarter of 2012.
According to the survey, 92 percent of respondents expect to meet or exceed their 2013 performance, up significantly from 68 percent in October, while 8 percent expect to do worse in 2014. Concerning the timing of an economic rebound, 38 percent think one is currently in process versus 26 percent both in October and last July; 24 percent expect a rebound in the second quarter of 2014 or later, and 37 percent are unsure.
The list of short-term concerns now points to government health care as the number one issue of 52 percent of survey respondents, followed closely by rising health care costs at 47 percent. The economy was third at 44 percent, down from 67 percent last October, and controlling overall operating costs was 43 percent. Long-term concerns were led by government expansion at 58 percent; the federal deficit tied with potential tax increases at 54 percent; and the economy dropped to 40 percent from last quarter's 63 percent, echoing its sharp decrease as a major short-term concern.
The survey results show that 46 percent plan to increase employee compensation, up significantly from 17 percent in October; 43 percent plan to maintain compensation at current levels, down from 71 percent last fall; 1 percent expect compensation decreases; and 10 percent are unsure.
CRM Will Be at the Heart of Digital Initiatives for Years to Come
Gartner expects CRM market growth to stay moderate in 2014, following three strong years of investment. CRM software revenue is forecast to reach $23.9 billion in 2014, with cloud revenue accounting for 49 percent. SaaS- or cloud-based CRM deployments currently represent more than 40 percent of all CRM deployments, and look set to reach 50 percent during 2015.
Line-of-Business Buyers Have Different Operational Requirements for CRM
Customer support and service (CSS) has IT leaders, vice presidents and directors of customer service involved in customer support/relationship initiatives and are looking at the targeted use of big data analytics, peer-to-peer communities and the evolving customer engagement center (CEC), which is the next generation of the customer service contact center, for critical processes and technologies. A central focus of the CSS organization is on how to engineer consistent, differentiated, cross-channel customer experiences, while supporting the need for increased use of customer self-service.
E-commerce is top of mind for CEOs, chief marketing officers (CMOs) and senior executives as they seek the ability to improve overall customer experience, profitability and sales. At the same time, marketing technology is a hot area for IT investment, but solution decisions are increasingly being driven by CMOs and the marketing organization, with little to no IT involvement. CIOs will need to work more closely with CMOs and marketing leaders to adapt to the increasing technology demands emanating across the marketing organization. Mounting pressure on CMOs to drive growth, improve accountability and reduce costs is pushing marketing organizations to make significant marketing technology investments across a broad set of applications and functionality.
Internet of Things Joins the Nexus of Forces as the Fifth Driver of CRM
The main drivers behind the hot topics in CRM — cloud, social, mobile and big data — are being joined by a fifth driver: the Internet of Things, where sensors connecting things to the Internet create new services previously not thought of.
Social — In the sales, marketing and customer service departments, marketing is being forced to monitor, communicate and engage in social commerce business with several hundred public social networks. Customer service has to respond to tweets and Facebook and LinkedIn discussions, as new service channels and sales are now using social media as a source of new leads and intelligence on prospects.
Mobile — Smartphones, tablets and mobile apps are forcing change at an even faster rate than social networks. Connections to the Internet via smartphones will exceed PC users by the end of 2014 and smartphones have already overtaken PCs as the most common tool for accessing social networks in most countries. Bring your own device (BYOD) policies are springing up around the globe as IT departments are forced to support a proliferation of devices. It is tablets, however, that are causing the most disruption as sales departments and board directors purchase them and then demand support.
Big Data — The marketing department has been most impacted by the explosion in customer information available to businesses during the past five years. Predictive analytic models for churn analysis, product and service recommendations direct to the customer, and/or sales prompts for salespeople are all becoming more sophisticated. Thus, the data is available and the tools are emerging, but the problem is the lack of skills and resources to use the tools.
Cloud — This driver is a decade old now in CRM, having started back in the late 1990s with the rise of application service providers. In many ways, the low-hanging fruit for cloud adoption has already been picked. The remaining areas of CRM application functionality will be ever harder to adopt in a cloud delivery model, so the switch to cloud will steadily slow.
Internet of Things — As cars, buildings, bodies and chairs are connected to the Internet and as the price of sensors and communications drops down toward $1, the automotive, construction, healthcare and hospitality industries, among many others, will be transformed. At the forefront of this shift will be sales, marketing and customer service departments in promoting, selling and supporting the new services.
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Experts are constantly telling us what we need to be doing to improve our businesses. Hundreds of books in the market are filled with advice from these experts. But how can you filter out all of the bad advice, misinformation, and misuse of business tools that is out there?
None of us needs another list of what we should be doing. QR Codes Kill Kittens tells you what not to do. Easy to digest, easy to avoid. The book is separated into several sections, and each will include a story related to the topic in addition to tips and explanations on what not to do.
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