Predicting and predicting, a necessity when the pace increases. Voice remains a prioritized channel in customer relations regardless of activity sector. According to the 2021 Customer Services Observatory, the telephone remains the channel most used by the French at a rate of 60%.
If we refer to another study carried out by Cabinet Vertone, in terms of insurance, 72% of the French prefer a remote channel. 70% say they are ready to communicate via video, but 60% want to speak with a referral advisor. 38% of respondents think of the phone before visiting a branch or using email.
To guarantee the operational efficiency of a contact center, it is necessary to define flow management strategies according to the critical nature of the situation. Depending on the clear and precise identification of an insured’s request, it will be possible to direct him not only to the most suitable channel, but also to the most competent adviser to bring him satisfaction. Data therefore feeds routing strategies.
The contributions of analytics are colossal because they help size the teamsto distribute skills to provide the best quality of service in all circumstances and not only during peak or crisis situations!
Customer (and agent!) feedback analytics solutions also help converge expectations and skills around a single measure of customer satisfaction.
Committing to the path of predictability and expectation means preparing teams to perform at their best, to remain focused and effective even when the emotional charge is strong…
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3 questions for Thomas Le Meur, Account Executive for NICE.
The voice channel remains an eminent priority in the customer relationship. How to leverage omnichannel handles to route less critical requests to other interaction channels (such as messaging) for lower priority matters?
In emergencies, policyholders need to talk to someone. However, this reflex only reflects the complexity of customer journeys outside the contact center. There is a lack of confidence in the effectiveness of out-of-channel voice devices. Two factors can explain this mistrust. First, the lack of knowledge about the available channels and their effectiveness (self-care, messaging, etc.). So the complexity of digital journeys. It is therefore important to communicate widely with policyholders to inform them of the available channels and their effectiveness.
How to operate this transformation from a practical point of view?
In advance, it is necessary to rethink all channels from start to finish in order to optimize routes, facilitate access to them and work on omnichannel. There should be no breaks on the routes. Very often the insured calls the contact centers directly to make their statement due to previous negative experiences. When they were unable to solve their problem through a digital channel and then switched to the voice channel, for example, having to repeat all the information they had previously given. Such types of travel generate frustration and clog call centers. Fluidity and omnichannel are therefore essential and must be a prerequisite for any redesign of customer journeys.
How to define routing rules, how to build teams and assign agents to channels where they can deliver to their full potential?
An insurance company can have the most powerful tools on the market, without knowledge of the interaction flows (most used channels, frequency, types of requests, AHT, CSAT…) it is impossible to improve the customer experience, operational efficiency and employee well-being. The detailed analysis of interactions is therefore an essential prerequisite. Analytics can be a great asset because it gives the big picture. and helps identify the friction points to correct the systems and implement the most appropriate strategy. In fact, skill identification is all about analyzing agent interactions and performance based on call patterns to bring the two together!
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