Contact centers play a vital role in determining a company’s quality of customer experience because the call center interacts with the organization’s most important asset: its customers. Therefore, the main goals of contact center solutions include achieving the company’s sales objectives by effectively anticipating and meeting customer requirements, as well as improving customer satisfaction and retention in order to ensure the success of the business.
Despite this fact, relatively few companies are making significant investments to help meet the customers’ increased demands. Often, management directs their representatives to establish customer loyalty through cost-effective channels that reduces the ‘personal touch’ of the service. Contact center agents who communicate through voice must be held accountable and given better guidance on enhancing the customer experience.
It may seem like a huge burden to place on the shoulders of a contact center agent and that is exactly the point – managing the customer experience is not about giving the sole responsibility for customer satisfaction to the frontline staff. Consciously or not, customers evaluate their business relationships every time they are in touch with your company. Therefore, learning how to manage the experience when the phone rings or the email alert chimes, is an essential skill that can build and maintain business with brand agnostic customers.
Customer experiences are not created in a vacuum. They actually develop from several factors such as industry conventions, executive orders, customer demands, and peer exchanges among many others. To keep your company’s customer experience management effort solid and sustainable, it must be consistent, differentiated, intentional, and valuable. Contact centers face unique challenges in complying with each of these directives, but meeting them head on is critical if customer experience is a genuine priority.
Contrary to the belief of some businesses, customers are hardly interested in the numerous and complex layers of analysis and technology that come with managing every single call they make. All they are concerned about is their own experience, and it is detrimental to that experience if they are under the impression that the quality of that call is subject to random factors. Consistency at the agent level entails more than just giving everyone access to the same call scripts, escalation protocols, and screen pops. A customer’s experience will invariably revolve around the quality of the conversation. Inconsistencies and lamentable oversights are bound to dampen the customer experience and returns.
Differentiation is another factor that greatly affects customer experience. The fact of the matter is, if customers cannot distinguish you from the competition, you will certainly feel it in the form of a significant lack of loyalty. The experience that your company delivers must create a feeling to some degree that no other company can do quite the same thing for its customers as you can.
The failure of many businesses’ Customer Relationship Management program is the assumption that technology will drive the customer experience when the fact is that the opposite should be true. Contact centers must be able to clearly articulate and understand the kind of customer experience it is trying to create and preserve in order to carry it out effectively.
After the three previous directives have been considered, the last validating step is value. One must ask him/her if implementing the strategy produces value for both the company and the target client base. It is important to note that customers are the biggest brand advocates because of the value they receive from their interactions with the company.