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Posted by Kate Leggett on March 25, 2013
Why is it so difficult to deliver consistent, effortless customer service interactions across communication channels and touchpoints. A fundamental reason has to do with how companies are internally organized. In many companies, sales, marketing, and customer service are discrete functional silos that don’t necessarily share the same technologies, business processes, data, or even the same definition of measures of success.
Let’s take a quick look at the organizations that make technology purchases for customer service. Obviously, the customer service operations group makes most of these purchases. Yet marketing and eBusiness organizations also purchase many technologies that are valuable to customer service such as social listening solutions, enterprise feedback management solutions, and social media technologies. Here are some numbers to back this up: in a survey of eBusiness and channel strategy executives, 91% said that they were responsible for the website and digital channels like email, chat, and web self service, and another 69% said they were responsible for the mobile operations, including the required technology purchases.
Fractured ownership is one problem. Another problem is that, in many cases, these technologies have been implemented in silos. Their use and insights are not broadly shared across the enterprise, and they are not integrated with one another or with customer databases or case management systems. Survey statistics back this up: Only 19% of companies say that they do multichannel integration well. What does this mean? It means that customers will have different customer service experiences across different channels such as web self-service, email, chat, or voice interaction. It means that customer-facing personnel supporting these channels may not have the same visibility into who the customer is and past purchase and interaction details of that customer.
What should you do about this? If you are looking to add another channel to your contact center, like chat, you should conduct a thorough audit of all similar technologies that the enterprise owns before making your purchase. In many cases, there are viable technologies that the organization uses elsewhere. Specifically, you should:
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