Realizing The Joint KANA-Verint Value Proposition Is A Work In Progress

Kate Leggett

KANA Software (a Verint Company) was kind enough to invite me to their user conference on September 19-20. The event was packed with product, strategy, and customer information. A good number of industry- and independent analysts attended, including Forrester's Ian Jacobs. Here are my thoughts:

  • Software categories are ripe for consolidation, and the KANA-Verint combination is well positioned: There are three main technology categories that comprise a contact center: queueing and routing technologies; CRM, or agent desktop technologies and workforce optimization technologies. We have predicted that these technology categories will converge because (1) these are mature markets and vendors will move into adjacent spaces to increase market share and (2) companies are looking to simplify their technology ecosystem in order to improve the quality of service. The user conference did a good job at articulating the value of consolidating these spaces. 
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7-Part Series On Customer Service Technology, Part 3: What Are The Problems Caused By Current Customer Service Technology?

Kate Leggett

I’m back from maternity leave, so youll be hearing more regularly from me now . . .

. . . So, to continue my series on customer service — its value, the challenges in getting it right, and what you can do about it from a technology perspective — here is a quick recap of my two older posts, and a new one from today. Enjoy.

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Good customer service is the result of the right attention to strategy, business processes, technology, and people management. This series of seven blog posts focuses on customer service technology  and explains the what, why, how, and when technology questions.

Part 1 reviewed the customer service technology ecosystem.

Part 2 reviewed the challenges caused by the complexity of this technology ecosystem.

Let’s now focus on the tactical outcomes of suboptimal customer service technology.  Customer service organizations are struggling to:

  • Provide standardized customer service across communication channels. Transactional data and customer history are often inconsistent and not reliably available to agents across communication channels.
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What I Have Learned Being A Customer Service Analyst

Kate Leggett

The anniversary of my two-year tenure at Forrester quietly snuck by me last week, and when I remembered about the milestone, it gave me pause to think about how much the customer service landscape has changed these past years and how quickly it keeps on changing. Here are my key thoughts:

  1. The customer service landscape is complex. We mapped the maturity and business value of 24 key contact center technologies in our Forrester TechRadar on this topic and found a number of technologies – case management, channel management, WFM, IVR, etc. – at the peak of the maturity curve, which is no surprise given that contact center operations are focused on productivity and process optimization. However, there are newer technologies such as real-time decisioning, process guidance, interaction analytics, VOC, and social service that are starting to be leveraged by companies needing to differentiate themselves on customer experience. I expect to see an acceleration of technologies used in organizations outside of customer service to start being leveraged by contact centers.
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