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Posted by Kate Leggett on June 23, 2014
Organizations fail to deliver a quality of service that customers expect. Our data shows that 67% of US online consumers say they've had unsatisfactory service interactions in the past 12 months. This parallels recent data from Accenture Global Consumer Pulse Research survey. This is because companies need a variety of queuing and routing, CRM and WFO software to support end-to-end operations - software procured from a number of different vendors. Today’s set of un-integrated components restricts contact center managers from obtaining a full, multichannel view of customer interactions, makes it difficult to configure more effective rules for contact flow, and ultimately impacts the quality of service delivered.
The last decade has seen continued consolidation and turmoil in each of the three software categories, as vendors have acquired direct competitors to fill in gaps in their offerings. More importantly, vendors have acquired companies in adjacent spaces to broaden their customer engagement management capabilities and offerings. Today, the leading vendors within each respecive category offer robust end-to-end solutions, and you have to dig deep to find feature differentiation between software solutions. This has left vendors focusing on different verticals, geographies and deployment sizes in order to grow their footprint. In addition, some vendors have made moves into developing capabilities or making acquisitions outside of their respective categories to increase market share. Many vendors offer a combination of 2 of the three foundational building blocks for the contact center - but no vendor has robust end-to-end offerings across all three categories.
We predict that this combination of mature software categories where vendors are struggling with growth opportunities, and rising buyer frustration makes for ripe conditions for further consolidation to happen in the marketplace. Other pivot points include:
This consolidation of end-to-end capabilities offers process efficiencies such as: 1) the ability to better support omnichannel interactions by passing contextual data across channels so that customers do not have to restart conversations when they switch channels in the course of an interaction; 2) consolidated reporting across all channels which can be used to staff and forecast agents to control headcount costs; 3) optimized routing based on current agent skills and success rates for similar interactions for higher first contact resolution scores; 4) targeted coaching based on quality scorecard results. These process efficiencies allow contact centers to deliver a higher quality of service at an optimal cost structure, keeping customers satisfied with the level of service delivered, and loyal to the company brand.
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