The pundits seem to be united: the future of customer service is in delivering a great “ digital experience” – whatever exactly that is.
Call centre consultancy Call Center IQ has issued its 2016 Executive Report on the Customer Experience, saying the term ‘customer experience’ possesses universal recognition as a buzz word, but lacks universal meaning as a specific concept. “Absent that specificity, the challenge of mobilising an organisation and driving truly significant improvement will remain incredibly daunting,” it concludes.
There’s a suggestion in a blog post from The Customer Experience Company –- an Australian design and innovation firm -- that changes to financial advice legislation may make formal financial advice more costly and less accessible and that the finance industry’s response might be to provide general information for free by investing in new channels such as robo-advice.
Last December Gartner came out with a forecast Predicts 2016: Excellent Customer Experiences Hinge on Continuous Digital Experiences. Here’s a couple of predictions as to what that “continuous digital experience” will entail.
A worldwide survey of almost 500 chief marketing officers (CMOs) and senior marketing executives undertaken by the Economist Intelligence Unit (EIU) finds the power of the CMO growing rapidly and suggests that CMOs are well on their way to taking ownership of the end-to-end customer experience.
“Predictive analytics has come of age as a core enterprise practice necessary to sustain competitive advantage,” proclaims a white paper on the topic. This technology, it says “enacts a wholly new phase of enterprise evolution by applying organisational learning, which empowers the business to grow by deploying a unique form of data-driven risk management across multiple fronts.”
In today’s complex multichannel world where customers interact with companies through multiple digital technologies — and vice versa — simply giving each customer a username and password is no longer sufficient, and the whole ‘technology’ that addressed this are – identity and access management (IAM) — has now evolved into a whole new one: identity relationship management (IRM).
US based magazine Contact Center Pipeline claims to be “the industry's leading instructional journal focused on driving success through effective contact center management.” While that’s clearly debatable, the next claim is certainly true, at least for the issue we saw. “Each issue features in-depth perspectives on the call center market, best practices and trends, technology and people issues that impact the customer experience.”
Application performance management, it’s something IT departments have been doing for years: monitoring the performance of applications, identifying bottlenecks, looking for ways to increase efficiencies.
In two recent posts we’ve talked about a couple or relatively new technologies in the customer relationship/customer experience/marketing armoury: algorithmic attribution and cohort analysis. Underpinning the value of both is data: lots of data, from often disparate sources. As the post on cohort analysis observed in closing: “You can’t define cohorts without data.”
Customer journey mapping has been defined as “a tool companies use to help them see what their customers truly want – the real moments of truth and the ways in which customers go about achieving their needs.”