By Donna Fluss
The pressure is on for enterprises to improve their customer experience (CX). Executives are trying, and many have spent more to enhance their CX in the last couple of years than ever before, displaying their willingness to invest in improving their performance, perception and brand. This is particularly important now that service quality is one of the primary—and sometimes only—differentiator between what most consumers consider to be commoditized products and services. But the investments are not fully resolving their service problems, based on the rising level of complaints about customer service in the market, as contact centers are only one of the many departments within companies that participate in the customer journey.
Investing to enhance contact centers is an excellent and overdue first step. Whether it’s an evolution, transformation or a combination of both, the new direction will benefit companies, employees, and their customers. This underscores the growing importance and contributions of contact centers in enterprises, and these investments and changes couldn’t come soon enough, as the quality of customer service seems to continue to degrade with each passing year. What’s ironic is at the same time executives are recognizing that they have a service issue, many are claiming to receive higher and higher Net Promoter Scores. Something is clearly out of sync and needs to be fixed, but it’s hard to pinpoint exactly why service quality keeps getting worse.
Some people are blaming the pandemic or the work-at-home situation, but these recent events are not the cause. There were major service issues long before COVID-19. Other industry thought leaders have identified the explosion of digital channels as a reason why the quality of service seems to be falling like a rock. While this is a contributing factor for enterprises that previously handled only calls and are now scrambling to support digital interactions, it’s not the primary cause of poor service quality.
One of the most significant drivers of the increasingly inadequate service experience delivered by many companies is rapid growth. Companies scaled up and added new customers at a much faster rate than they built out their service organizations and contact centers. Their hope (or bet) was that fewer customers would want service, but it seems that the opposite is happening. With each passing year, customers are demanding more and a higher touch service. This a reality that companies need to accept and address.
C-level executives in many companies hoped to fill the contact center resource gap by increasing agent productivity and providing self-service solutions. The technology vendors are doing their part and, during the past two years, have delivered a new generation of smart and artificial intelligence (AI)-enabled contact center systems and applications that are more productive, but it’s not enough. Consumers’ appetite for help and information is outpacing the productivity improvements. So, other changes need to be made if companies want to put an end to their rapidly deteriorating service experience.
Getting Service Back on Course
It’s great that executives are investing in their contact centers at a rate never before seen, and that they are making commitments to improve the agent experience. But this is just a necessary first step in righting the servicing and CX ship.
Companies that want to create lasting improvements that position them to deliver a consistently outstanding customer experience need to identify the reasons why customers are unhappy and reaching out for assistance at an increasing rate. This means that enterprises must find a way to track and measure all aspects of the customer journey—what happens throughout the customer lifecycle, from their first touch at the website through product retirement or replacement.
An ideal way to address this issue is to roll out contact center applications throughout their organization. By design these solutions give them the visibility and insights they need to identify and resolve service issues and bottlenecks across the enterprise. Contact center applications should become standard productivity tools for most, if not all, enterprise employees.
The AI-enabled omni-channel routing and queuing engine should replace unified communications (UC)/unified-communications-as-a-service (UCaaS) solutions. Workforce optimization (WFO)/workforce engagement management (WEM) capabilities, including recording, quality management, interaction analytics, workforce management, robotic process automation and customer journey analytics, need to be put in place to give managers better employee oversight and clearer understanding of customer needs and wants.
Customer relationship management (CRM) solutions need to be available to all employees so that they have the information they need to make the right decisions up front, instead of leaving it to the contact center and customer service departments to fix after the fact.
It’s time for enterprises to transform their perspective about customer service. For this to occur, companies need to alter their culture. Instead of saying that they care about CX and put customers first, they must demonstrate their commitment in every department in their company. The tools and know-how are available to deliver an outstanding CX cost effectively; the unknown factor is how long it will take executives to accept the inevitable and put in motion the changes necessary to convert to a customer-centric mindset, one dedicated to great service across the enterprise.
Donna Fluss is president of DMG Consulting LLC. For more than two decades she has helped emerging and established companies develop and deliver outstanding customer experiences. A recognized visionary, author, and speaker, Donna drives strategic transformation and innovation throughout the services industry. She provides strategic and practical counsel for enterprises, solution providers, and the investment community.