Wednesday Jul 22, 2015

5 Steps to Providing Exceptional Multilingual Customer Support

By Kaarina Kvaavik and Heather Shoemaker, founders, Language I/O

In today’s ever-expanding global world, it’s bad business for companies to not have some sort of multilingual customer support. Even those without a global presence will have interactions with non-native speakers. The inability to support these customers isn’t from a lack of trying, but from a lack of proper resources designated for multilingual customer support efforts.

Having the right tools can be a boon for a company’s global expansion strategy and for retaining current international customers. The importance of retention is reflected in a recent Adobe report that estimates, “for each 1% of shoppers who return for a subsequent visit, overall revenue will increase by approximately 10%.”[i]  Proof that as a global business it’s imperative to invest in ways of attracting and retaining customers.

Just how do you achieve your goals in multilingual customer support? In a recent blog post, Language I/O co-founder Heather Shoemaker detailed the five steps toward multilingual customer support. What are these critical items?

  1. Review your current CRM or Customer Experience (CX) platform, such as the Oracle Service Cloud, and make sure it can support your multilingual support needs.

  2. The Customer Support team should not let other departments dictate the company’s CRM or CX content translation solution. What works for one department in product translations may not work well in support translation.

  3. Hire an objective, third party linguistic reviewer for each supported language. It’s critical to have a human as part of your multilingual support as machine translation is not enough.

  4. Share a translated glossary of key terms across the company so that as new languages are added key terms can be instantly translated.

  5. Share translation memory across the company. This will allow for consistency and translation work only taking place on content that has been updated or changed.

The key in following these steps is to ensure that customer expectations are properly met and that continuity exists throughout the company in all supported languages. Of course, adjustments will need to be made for any lingual nuances that are difficult to translate, the reason why it’s important to have a third party linguistic reviewer on hand.

It’s important to keep in mind the end strategy here: exceptional multilingual customer support that exceeds customer expectations. 

To learn the importance of multilingual customer support and the impact it can have on your global efforts, join Oracle for an informative webinar on Wednesday, July 29th at 11AM ET (8AM PT, 1600 GMT). Hosted by Language I/O co-founder Kaarina Kvaavik, the webinar will feature a discussion with LinkedIn’s Josh Larson and iRobot’s Matt Cooper on how they utilize Language I/O’s LinguistNow product inside the Oracle Service Cloud environment to simplify processes, reduce costs, and support more markets. For more information and to register, click here.

Tuesday May 19, 2015

Oracle Takeaways from Forrester Webcast: Customer Service Trends for 2015 by Christine Randle

It is hard to believe that it has been a decade since social disrupted standard operating procedures for companies. Brands had enjoyed a healthy measure of control before social media-enabled customers around the globe were able to connect and share information. Before, companies controlled not only the information that customers and prospects received, but how and when they received it—effectively spoon-feeding corporate messages to the world.

The advent of social changed this dynamic forever and ushered in The Age of the Customer.

Today, customers control the conversations they have with businesses, and brands have scrambled to adapt. Companies must become customer-obsessed and deliver experiences that meet customer expectations to succeed.

Why? Because loyal customers are less likely to churn, and they are also more likely to recommend your brand and spend more money with your company. When customers spend more money, it directly impacts and increases revenue. For this reason, it is essential to keep your customers satisfied and loyal to your brand. Besides, customer service should be a core element of your CX strategy.

Still, this is hard stuff. So it helps to get some perspective. A May 2015 webinar hosted by Forrester and featuring Forrester Research’s Kate Leggett, Trends 2015: The Future Of Customer Service, helps to make sense of customer service in 2015. Take a look at the below takeaways that we pulled from the webcast, and let us know what trends you see in your organization.

Customers increasingly rely on self-service. According to the April 2015 Forrester Research report, “Contact Centers Must Go Digital Or Die,” more customers (76%) used web self-service than the phone (73%) for customer service. Why? Because it is an easy way to get answers. Today, the phone is increasingly used for escalation, or when a customer cannot find the answer to a question. Generally, these are the most difficult inquiries and have longer handle times. But, this offers a great opportunity for companies to use the phone channel to support and deepen customer relationships. It is important to note that channel usage changes year-over-year. As such, you should survey your customers to find out what channels they prefer for customer service interactions and deploy those channels accordingly.

Adopt a mobile-first mindset.
Think about your own mobile device usage and you’ll see why customers increasingly look to contact brands via this channel. But, more than that, customers want to be able to start a conversation on mobile and then switch over to a laptop or desktop seamlessly—without needing to rehash the issue with an agent. In 2015, customers will continue to demand effortless interactions of this type over both web and mobile channels.

Explore proactive engagement.
We are all customers, right? And, as customers, we know what we want, when, where, and how we want it. To effectively leverage this fact, businesses will begin to experiment with proactive engagement. This refers to proactive chat, promotions, or content served up to customers at the appropriate time to help answer questions, easing the transition from the research phase to purchase.

Leverage connected devices for preemptive service.
The Internet of Things (IoT) has taken off in a big way, and with it comes the prospect of preemptive service. From Wi-Fi connected self-learning thermostats to smart, self-propelled vacuum cleaners IoT has the potential to reshape customer service. IoT offers businesses the opportunity to deliver preemptive service that our parents could never have imagined: Proactive communication of product information back to the company to diagnose preemptively and fix issues without customer intervention!

Analytics will power offers, decisions, and connections.
There is no “one size fits all” service. Instead, use analytics to deliver deeply personalized customer service by understanding and leveraging data from past interactions, services, and purchases. Additionally, interactions must be tailored to the channel of choice. For example, the tone of an email interaction will likely vary from that of a social or chat interaction. These nuances are important in order to optimize service quality, predict next steps, ensure satisfaction, and produce loyalty, which correlates to increased revenue.

Journey analytics will improve end-to-end service.
What does your typical customer journey look like? It is likely to cross multiple communication channels: social, web, email, and phone. Often, these touch points are managed by different functional organizations within a company. It is tricky, but ultimately customers do not care about your internal org structure. What they care about is the ability to cross channels seamlessly to get support without needing to repeat themselves at each point in the journey (we all know how frustrating that can be). But, organizational silos make it difficult to deliver consistent service experiences. Not only that, but few companies have a measure in place that encompasses all channels. Forrester expects that organizations will move to broader, more comprehensive customer service measurement programs, which span all communication channels, to help businesses understand the costs and pain points in the customer journey.

Focus on improving the agent experience.
It is staggering the amount of applications that contact center agents use on a daily basis to answer customer questions. Organizations will look to push proactive information to agents, to minimize effort, and to help streamline service delivery. If companies can improve the agent experience, by helping to guide them through resolution paths, then agents will have more confidence to help customers and to deliver truly personalized experiences.

Adopt SaaS for agility.
A March 2015 Forrester Research report, Trends 2015: The Future Of Customer Service, found that 32% of companies have already replaced or plan to replace, most or all on-premise solutions with SaaS alternatives within 2 years. Why? Because moving applications to the Cloud pushes the burden of software and hardware maintenance back onto the vendor. This allows companies to be agile and focus on innovating with new features, ultimately creating differentiated, rewarding customer experiences.

Read how Sony uses its online digital experience to proactively engage customers.

Friday Apr 24, 2015

5 Tips for Budget-Friendly Training in the Modern Contact Center

As contact center leaders you’re always being asked to do more with less. Agent training is no exception. Here are 5 tips for low or no cost ways to train agents from ICMI’s webcast featuring Justin Robbins (ICMI), Jana Meyers (American Century), Joe Landers (Oracle) and Kristine Chisholm (ICMI).

Tip 1: The Good, the Bad and the Ugly in Recorded Contacts

Encourage agents to share recorded contacts of positive customer interactions as well as negative ones. Using difficult customer interactions as teaching moments helps you brainstorm more effective approaches for resolving customer issues. This is critical because customers who have issues satisfactorily resolved are more loyal than customers who haven’t had problems yet with your products and services.

Another technique is having agents actually become customers of your company. This experience creates empathy and empowers agents to find ways to continually improve service.

Tip 2: The Power of One

You know having the right agents in the right place at the right time is critical. But many agents don’t understand the ripple effect that can occur when they return late from a break. In a 50-person contact center, one late agent can slow overall response time 20 seconds. Demonstrate this impact in a fun way by using ping pong balls in the break room to represent incoming calls.

Tip 3: What’s the Score?

Agents often don’t get to see how their performance will be measured until after training. They also don’t get to learn why metrics like customer satisfaction (CSAT) are so important—and what they can do to positively influence CSAT. Bringing in stakeholders like the Head of Customer Service can help agents understand the connection between their performance and CSAT. Also recognizing top-performing agents at the training can serve to inspire new recruits and provide them with go-to mentors.

Tip 4: Play the Best Hand Given the Cards You’re Dealt

Nearly 92% of agent-facing applications aren’t as efficient as they could be. That means system workarounds are inevitable. If you don’t provide agents with standard best practices for workarounds, they’ll invent their own. And those workarounds will result in more variability and inefficiency. So sit down with your agents to proactively identify the best workarounds. It will make them feel heard and lower their frustration and burnout.

Tip 5: Turn the Tables and Let Agents Measure You!

Get agent feedback right after training sessions—just like you measure CSAT immediately after a customer interaction. And build practice time into your training. For example, have two weeks in the classroom followed by a week of taking calls. This approach helps agents better retain what they’re learning and also builds confidence as they take on progressively more complex inquiries. Additionally, having top-performing agents serve as mentors or buddies can ease trainees’ transition to the production floor.

Finally, even the best 6-week training program can’t teach agents everything they need to know. This is especially true now that most easy issues are resolved via customer self-service. What ends up in the contact center are complex issues requiring more insight and information. That is why having a consolidated knowledge base with guided resolution is so crucial. It enables newer hires to perform like your best agents. And helps you determine what additional knowledge is needed to better serve customers.

With these tips, you can prepare your agents for the demands of the modern contact center without breaking the bank!

Click here to watch the webcast replay.

For more information on modern customer service, please visit our website.

Thursday Apr 23, 2015

Roadmap to Modern: "Get Going" by Katherine Lovelace

Sometimes the first step in a journey can be the scariest one you will take. How do you know you’re going in the right direction? How do you know that you have the right equipment to get where you need to go? What happens if you make a wrong choice? The fear of the unknown, leaving behind the way things have always been, and looking ahead at a new way of thinking can sometimes lead to crippling indecisiveness and ‘paralysis by analysis.’  

This can happen to anyone—even market leaders. Yet, we know that if we can just nudge companies into taking that first step to becoming a modern customer service organization, they will have what they need to confidently take many more steps as they move along the Roadmap to Modern (RTM) maturity curve.

So what is this first step? It’s actually quite straight-forward, yet many organizations are still struggling to take it. The first step requires moving from an organization with many single silos of customer engagement, into a multi-channel initiative that enables companies to reach customers directly at their point of need—on any device and at any time. Sounds simple, right?

Then why are there so many organizations that have not figured out this basic premise of customer engagement? I come back to my original thesis: they are afraid. This revelation came during a recent client engagement where I listened to a company explain why they felt that offering more robust self-service options, as well as live chat, would not be the right strategy for them. It was because their customers are accustomed to the ‘white glove treatment’ that has become synonymous with their brand. They feared that by offering these other, arguably less formal channels of communication, they would offend their customers and risk losing them. While this is an understandable initial reaction, their fear is actually leading them down the wrong journey towards obsolescence.

However, by walking them through the RTM process and customer expectations of modern service organizations, we were able to show them that a more mature, multi-channel strategy would not imperil their ‘white glove’ customer experience but rather reinvigorate it.   

By reviewing their customer contact reason codes, we were able to quickly see that the infamous ‘80/20’ rule comes into play.  For this company, and many others, only 20% of their inbound contacts are complex and truly require live agent support, whereas the vast majority (80%) can most quickly and effectively be handled by a well-run, knowledge-powered web self-service channel—and by offering multiple channels of engagement.

Through working to triage and deflect inbound contacts by complexity and likelihood to be handled via self-service or live agent, organizations can free up  their higher cost, live agent resources to focus on the 20% of issues that truly merit attention. Of course, for your particular organization, the 80/20 rule may not be spot on. Perhaps your ratio is closer to 70/30 or 60/40. The first step to becoming a mature customer service organization is simply assessing your inbound contact context and working to triage.

Increasingly, consumers are making channel decisions based on the context of their situation. This means that the specific channel they use to contact you depends on what they’re trying to do.  

Taking this triage approach will not only elevate your engagements with existing customers, but also open the door to engaging with new customers through new channels that you are not reaching through phone and email.

After working with the company I mentioned earlier to understand the number and nature of their inbound contacts, they came to realize that intentionally not having more choices for a customer to reach them was neither in the customer’s best interest nor their own. By providing more channel choice and resolution paths, this company would actually be better able to deliver their ‘white glove’ service experience.

Let’s resolve to no longer allow fear to hold us back from delivering the most modern and advanced customer experience. Each minute lost deliberating over the ‘why nots’ is costing money and customers. We need to move the conversation to the “how do we get going” stage. This is where the fun starts. This is where we get to help clients develop their Roadmap to Modern (RTM) strategy, and guide them to making the right choices for their customers, which are ultimately the right choices for their company as a whole.

Whether your “get going” is providing more channels of choice on more devices for a complete customer interaction portfolio, or consolidating and improving your knowledge base so you can deliver the right information on every channel you offer, the end result of being there for your customer in their time of need will eliminate fear on whether you took a step in the right direction. We just need to nudge you a little and the rest will follow!

Learn more today about the Oracle Roadmap To ModernTM, and stay tuned to this blog to get insights that prepare you for your journey to modern customer service. 

Tuesday Apr 21, 2015

ICMI Webcast: 5 Low or No Cost Ways to Train Agents in the Modern Contact Center by Justin Robbins and Tuula Fai

As contact centers evolve and expand into new channels to meet continuously changing customer demands, the need and requirement for in-depth, comprehensive training has become greater. While old principles and established methodologies will get you some of the way, it has become necessary to step into “unfamiliar territory” to fully meet the training needs of today's modern agent.

As contact center leaders, it’s our obligation and responsibility to ensure that we’re providing our team with the tools, resources, and knowledge to be successful in their roles. While we can and should continue to rely on many of the established practices of training in the past, new channels and new customer segments require us to continuously evaluate our topic matter and methodology for training. That can be costly and time-consuming.

ICMI has identified the top training needs of the modern contact center. In this Thursday's webcast at 1 pm EST (April 23), ICMI will share ideas on low or no-cost ways for you to develop your contact center team members.

During this webinar, you will learn:
  • 5 critical concepts for training in the modern contact center
  • 3 barriers to learning and how to overcome them
  • Top tips for delivering budget-friendly training and development programs

Register Now

Featured Speakers

Justin Robbins, Community Manager, ICMI

Justin Robbins is a contact center and talent development expert with over a decade of experience leading customer service organizations. He got his start in contact centers as a teenager doing cold-call outbound sales for newspaper subscriptions. Since then, he's moved from agent to senior leader, worked in and with inbound and outbound centers ranging in size from 5 to 2500+, and gained experience in a number of industries including hospitality, technology, manufacturing, and education. Most recently, Justin developed the training and professional certification programs for the International Customer Management Institute and has personally trained thousands of individuals around the globe on contact center best practices. You can reach Justin on-line at: www.twitter.com/justinmrobbins | www.linkedin.com/in/justinmrobbins | jrobbins@icmi.com 

Jana Meyers, Director - Training, Development and Support, American Century Investments

As Director, Jana is responsible for oversight for training, blended learning, internal communications, performance support and project support for American Century’s Direct investor channel. Jana Meyers joined American Century in the late 1990s and has had a widely-ranging financial services career, including residential and commercial real estate servicing, life and health insurance support and working as a registered representative in the mutual fund industry. Ms. Meyers has many years of management and quality assurance experience and has spoken at several quality conferences. She is a board member for the Quality Assurance and Training Connection (QATC) and a member of the Association for Talent Development (ATD).

Joe Landers, Client Success Manager, Oracle

Joe Landers, Client Success Manager at Oracle, helps organizations design a Customer Experience strategy that simultaneously delights customers and drives the bottom line. Joe has over 20 years of experience working as a manager of call center operations in the U.S. and overseas, including in outsourcing environments.

Kristine Chisholm, Customer Service/Training Administrator, ICMI

Kristine is Customer Service/Training Administrator for ICMI.  She assists with all aspects of the ICMI training business.

Wednesday Apr 15, 2015

"Are we there yet?" The Oracle Roadmap To Modern by JP Saunders, Senior Director Business and Solution Strategy

"Are we there yet?" If you have kids, you may have heard this repeated many times during a long journey. If you don't, then maybe you recall being that kid in your parents' car? While it is intended to be an annoying taunt, its essence comes from a focus on the destination, versus making the journey a part of the destination. This is important as what happens along that journey can sometimes delay, frustrate, or worse prevent you from reaching your desired end state.

Many businesses today are at some stage of their journey to delivering an optimal and differentiated "Customer Experience" – with the vision of building sustainable growth and profits through stronger relationships with their customers, and reliable data about their business. Some define this destination as "delivering the wow experience," others call it "providing a modern experience," and many call it "differentiating with the omni-channel experience." Whatever you call it, and however you paint the vision of the destination, it has rapidly become the focus for the future of business.

Getting a defined and agreed-upon vision around the "What" you want to deliver is not easy task. The next question though is even bigger and tougher to get agreement on: the "How" to build, deliver, and grow to reach your visionary state. As every good Boy Scout knows, "you should always be prepared." Defining the "How" and then mapping the sequential approaches for each piece gives you the insights needed to properly plan ahead. A plan needs to encompass the considerations for everything that is on the journey with you. Your challenge is there are so many different approaches to the "How" – which are the right ones for you to take? And in what order…?

Question: What do cars and shoes have in common? Answer: Outstanding Customer Service. A "Customer Experience" strategy, by definition must focus on ensuring that "Customer Service" is at the forefront of its efforts. Why? Because for most businesses this is where 75% of the total interactions your brand has with a customer resides. As CX leader and CEO of Zappos Tony Hsieh said, "Zappos is a customer service company that just happens to sell shoes." Well Henry Ford has been saying this since the 1920s, "A business absolutely devoted to service will have only one worry about profits. They will be embarrassingly large." And if you look at any of the brands that are leading the way with CX, you will find this to be true. They have transformed their customer service business from an aging, reactive cost center, into a proactive, predictive profit center at the heart of their efforts. "Marketing may fill the sales funnel, and the sales department can close a deal, yet it is the overall impression of the enterprise generated by the quality of customer service that differentiates one enterprise from another," Michael Maoz, Vice President and distinguished analyst at Gartner.

BUT you can't transform your dusty old cost-focused call center overnight to suddenly become a modern digital hugging machine! Most businesses first achieve some level of "efficiency" (aka cost reduction) in order to reinvest those savings into establishing trust with customers, which then allows them to be more effective at monetizing these engagements. Many long-standing businesses also cannot afford to put the experience transformation on hold while they rethink and simplify their back-end business processes to support a better experience. Do you really think Apple’s business is less complex today than it was 10 years ago? Yet, as a consumer, you are protected from all that complexity so you can lead a simple life.

Over-eagerness to get to the vision/destination too soon often disconnects the approach for how to get there, and leads to the misalignment between strategy, investments, measurements, and experience. Begging the question, "Are we there yet?" from the pockets of siloed efforts that have raced ahead of the pack. If you don't define, agree, and plan for the sequenced approaches necessary for your journey, you won't have the right foundation in place to deliver the returns on your efforts, and will rapidly exhaust any funding and resources you acquired to be successful. In fact, what we have seen is it frequently leads to a worse experience for your customer, a negative impact on your growth/profit, and a refocus back on "efficiency."

Scenarios like these within customer service stem from "silo-channel thinking"— the evaluation of single channels, each independent of one other. As our own David Lanning and Jeff Griebeler recently covered in their Multi-channel white paper, customers today are crossing many channels and devices to resolve issues. And, as Gartner predicts by 2017, only one-third of all customer service interactions will require the support of a human, compared to 60% today.

So if consumer behavior today spans multiple channels—and consumer preferences are moving to digital channels where channel shifting is as easy as a click away—then why are so many business still focused on evaluating single-channel point solutions (chat, email, social, virtual assistant, FAQs, co-browse, etc.) independently? Why create competing overlap of functionality, configuration, customization, cost, maintenance and measurement? Answer: As a quick way to fill a gap and get ahead, but it comes at a cost:

  • A siloed "online chat initiative" to augment a poorly executed digital channel experience will ultimately result in it becoming a saturated channel of frustrated, overloaded agents, long wait times, limited hours of availability/credibility, and lower CSAT scores.
  • A siloed "virtual assistant initiative" to augment a poorly executed digital channel experience, results in a dumb ass-istant frustrating online customers, and making them more expensive to serve on higher cost channels, leading to higher support costs and increased customer churn.
  • A siloed "knowledge initiative" to augment a poorly executed phone/IVR channel experience can become a high-cost maintenance effort of managing stale, duplicated content on the web, hurting relations from inconsistent answers.

At this point, if you are thinking "some of that sounds like us!" then take comfort in knowing that 1) you are not alone, AND 2) it’s not too late to fix it.

You can avoid these types of "ow" experiences and negative results from a silo-channel approach, by making the right "multi-channel" decisions while you are getting going that will guide you on where to incrementally invest and get better. And ultimately empower you to get ahead of the pack with personalized service!

In this blog series, our resident strategy experts will guide you through the Oracle Roadmap To ModernTM Customer Service. A maturity blueprint designed and distilled from many years of real world insights across many industries, geographies and technologies. The Oracle Roadmap To ModernTM Customer Service empowers you to define and get agreement on the "HOW" in order to reach your destination of "Modern WOW" with the business returns for sustainable growth and profit.

The Roadmap To ModernTM maturity framework is unique to Oracle and is used throughout Oracle's business discovery practices, and with select partnerships, to benchmark you against where you are in your industry, what problems you need to solve, in what order to tackle them, what to incrementally measure along the way, what technologies (both foundational and leading) are the best fit for your goals, and when to invest in them.

Learn more today about the Oracle Roadmap To ModernTM, and stay tuned to this blog to get the deep insights which prepare you for your journey to modern customer service.

Saturday Apr 04, 2015

"The Connected Customer" Oracle Roadmap To Modern by Dave Lanning, Senior Strategy Consultant

"Omni-channel?" "Cross-Channel?" "Multi-Channel?" What does it all mean? Isn’t it just about the customer’s engagement with the brand, and the experience that they will have along the way? There has been a fundamental shift in behavior driven by the velocity of technology adoption. Like you, your customer is now more connected than ever. These "Connected Customers" are more informed, more demanding and have higher service expectations. They say:

  • "Help Me" - Assist me with navigating on my channel-of-choice and make recommendations that are relevant to my journey
  • "Know Me" - Know my preferences, anticipate my needs and focus on how to help me achieve my journey
  • "Value Me" - Recognize and reward my tenure, treat me like a valued customer, value my time with easy-to-use support, value my relationship with relevant offers and promotions and communicate in clear, simple terms.

But who is the customer? Demographics have some interesting nuances to this shift in behavior and expectations. Your customers of tomorrow are the tech-savvy ‘millennials’ who prefer digital channels to engage with you first. During these demanding and transactional interactions, they expect to find information not only within your brand but on social and on every device they connect with – or they will quickly find someone else. On the other end of the spectrum, the more traditional late adopter, bread and butter ‘Baby Boomers’ are used to the human touch, and will only try out some of the digital paths to engage for low risk issues. They need you to make it simple, and take the time to provide them with personal guidance at their convenience.

In between these two demographics are a wide range of personalities and expectations. Service levels and demographics alone aren't going to be enough to meet the expectations of customers today. Modern marketers know this and are leveraging every channel to reach out to consumers – setting the bar for where customer service needs to continue the engagement. To make it even more complex, research has shown that 44% of customers now expect to not only have a choice of multiple channels, but also to be able to switch channels according to their preference and convenience. By 2018, Gartner predicts that digital channels will for the first time be the preferred channel for the majority of your customers. Traversing channels is rapidly becoming the norm.

Net, Net. "Connected Customers" are here and you need a modern customer service strategy to meet their needs.

Look at any business that is a stand-out for delivering exceptional experiences and you will find that customer service is at the forefront of their CX initiatives. It's not an afterthought – that doesn't happen by accident. These modern businesses adopted a maturity strategy that enabled them to best serve the continuously rising expectations of these "Connected Customers," while achieving continued growth and differentiation from their competitors. They are going through an evolution/transformation around customer engagement with a strategy that:

  • Embraces the customer’s choice of channel, with online digital channels leading the way, available 24x7 regardless of device/location; engaging customers on self-service, chat, SMS, social media, communities, etc.
  • Delivers consistent levels of service quality and knowledge accuracy on every channel, with seamless cross-channel experiences  and empowers service agents with a unified platform for all interactions and access.
  • Captures relevant data at every touch point that can be easily leveraged for current and future engagements to personalize the experience, and deepen the relationship in a measurable way  with actionable proactive and predictive intelligence that is shared across the business.

To help organizations get going on this transformational journey, Oracle has developed a Roadmap to ModernTM customer engagement strategy that helps business identify where they are today and each phase towards their goals.

  1. "Multi-Channel" - The first transformation phase in the customer engagement strategy is to move away from siloed thinking. One or two options aren't enough choice to serve customers today, but adding more channels to your customer service operations can be risky to your support and maintenance costs. You must unify knowledge and some administrative overhead in the process.
  2. "Cross-Channel" - The second phase of maturity in the customer engagement strategy must focus on the service quality and channel mix. Customers must be able to have a consistent experience within each channel and across channels. For that to happen, agents must be guided on how to engage with customers according to their channels of choice. This requires agents to use a unified platform for engagements.
  3. "Omni-Channel" - The third phase of a customer engagement strategy is the ability to personalize experiences. Many businesses jump to this phase too early and miss the unified, "accurate" data that comes from phase 2. If the data isn't right, you can hurt your relationship with your customer due to inconsistent service quality and inaccurate knowledge. Once you have good data, you can make it actionable and automate processes, curating a truly personalized and even proactive service experience across every touch point of your brand.

The Customer Engagement strategy is only one part of the three-legged stool. Without the right way to measure value and performance along the way  with benchmarks and cultural incentives (a modern value strategy), the right timing for technology platform adoption and integrations and innovations (a modern technology strategy) – your engagement strategy will be a vision of frustration. You will be unable to reach your destination of 'WOW.'

That is why the Oracle Roadmap to ModernTM has been developed as a unified customer engagement methodology, which gets delivered as part of the Oracle Service Cloud solution, along with the business maturity partner ecosystem to help guide each step of your success. Learn more today about the Oracle Roadmap To ModernTM , and stay tuned to this blog to get in-depth insights that prepare you for your journey to modern customer service.



Thursday Mar 19, 2015

Oracle CRM Watchlist 2015 Winner

Leading CRM expert, best-selling author, analyst and regular contributor to ZDNet, Paul Greenberg, has listed Oracle as a 2015 winner on his CRM Watchlist. Paul is an advisor to both public and private organizations and continues to define the landscape of CRM including industry trends, challenges and opportunities. As the Executive Vice President of the CRM Association, and Chairman of the University of Toronto’s CRM Centre of Excellence, Paul is considered one of the industry’s top thought leaders.[Read More]

Friday Mar 13, 2015

March 19 Webcast: Rockwell Automation Uses Innovation to Deliver Best-in-Class Global Support

Forbes Insights conducted a survey of 400+ customer service executives and found that 70% of high technology and manufacturing companies say they use knowledge management to provide relevant, accurate answers across any channel to both customers and agents. This percentage places both industries among the lead group. 

Rockwell Automation is a perfect example of a high technology AND manufacturing company that is leading the way. 

Please join us for an industry-focused webcast presented by ICMI, Rockwell Automation and Oracle. You will learn:

  • How Rockwell Automation uses knowledge-centered support (KCS) to provide quality service
  • Where Forbes identified customer support opportunities within high tech and manufacturing
  • What you can do to advance your modern customer service and support capabilities

Register today

Monday Mar 02, 2015

Four Key Qualities of a Customer Experience Leader by P. Cory Hogan

In the last three years as a Customer Experience Strategist for Oracle, I've had the unique privilege of personally discussing Customer Experience (CX) strategies with over 100 different brands. These companies have ranged from global conglomerates to niche startups, in Financial Services, Retail, Healthcare, Entertainment, Consumer Goods (CG) and High Tech.

Fortunately, many of the executives I've met with truly appreciate customer experience as a point of strategic differentiation as a company-wide goal. The CEO of one international CG manufacturer told me, “eventually anyone can sell similar products – it’s how we sell those products that will keep us ahead.” The founder of a start-up fashion line in New York City made nearly the same comment when she explained customers, “purchase our experience – and get a nice product, too.”

However, while most savvy executives drive and define the customer experience strategy, they are too encumbered with traditional responsibilities to take the lead in developing and executing that strategy. To overcome this hurdle, industry leading companies invest in Customer Experience Leaders. They also make certain that the individual reports very near to the CEO, to break down internal barriers.

As more companies recognize the critical role of the Customer Experience Leader, they will discover that the ideal CX candidate possesses four key attributes: 

  • First, the Customer Experience Leader has high Emotional Intelligence (EI). With high self-awareness, EI allows the appointed individual to work delicately among tenured employees across multiple internal organizations, and with deep empathy. EI also keeps customer experience leaders concentrated on the real emotions of customers. 
  • Second, the Customer Experience Leader is Creative, as ingenuity and resourcefulness allow customer experience endeavors to be both unique and transformative. 
  • Third, the Customer Experience Leader is AnalyticalDesign thinking is critical in this capacity, but it must also be balanced with the ability to mine data, assess feasibility, evaluate ROI, and architect processes. Though not necessarily abundant, such right brain (creative) + left brain (analytical) leaders do exist, and selective companies will benefit from the unique combination. 
  • Finally, the Customer Experience Leader is EclecticThe broader the experience, the greater is the innovation potential. Industry experts are often prisoners of their own perspectives, and many companies will find the best Customer Experience Leaders come from outside their own company, frequently working in diverse disciplines.

I challenge every company to align a commitment to CX with a dedicated Customer Experience Leader, one who possesses the traits and authority required for success. Our research indicates that 86% of customers are happy to pay 25% more for a better customer experience. A lucrative business benefit will follow–and justify–a proper investment in a qualified Customer Experience Leader.

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