Building a Contact Centre Business Case with Foehn
Putting the customer at the heart of your business case
When it comes to sourcing a new contact centre, the business case is often the trickiest part.
Omnichannel customer engagement has been a contact centre option for several years. However, the adoption of this functionality is only now beginning to attract widespread adoption. Equally, managers of both business operations and contact centre services have learnt that planning is critical. Before the planning and transition however, the business case has become essential in giving business heads the confidence to make the move.
By customer, here we are talking about your internal customer. Customer delight is an important factor within the business as it is outside the business. Understanding all stakeholders needs and hearing all voices that influence or touch any part of the customer experience are crucial. You will come across introverts and extroverts in your business, and it’s vital that both personalities are catered for. Try different techniques such as workshops, one to one interviews and questionnaires to ensure everybody gets the chance to contribute.
The same applies to your external customers. When implementing an omnichannel contact centre, the customer is at the heart. Therefore, it is important to obtain feedback and interview customers. Without this valuable information, it will be impossible to map how customers want to engage and interact with your business.
Segment your customers according to market, lifetime value, demographics, etc., to give more direction to the features and the costs you need.
When functional teams manage customer experience, silos exist. This contradicts omnichannel communication and processes. To avoid this, assign ownership to each customer experience objective and set performance metrics that deliver the most value over the customer life cycle. Assigning ownership to an individual rather than a function will drive the person accountable to involve everybody necessary to get the right results.
Technology itself is often the cause for silos. Demand and innovation can create bespoke functionality for specific parts of your business. It’s important to adapt to changing conditions but always keep an eye on the bigger picture. If you make a change to the business, technological or otherwise, you must always investigate how it will impact other parts of the business.
Visually map your customer’s journey. From the very first instance where they either dial your number, navigate to your website or send an email, make sure every different element is included. It is important to include repeated elements and areas where you could be improving.
This map will be day zero. As you plan your omnichannel contact centre experience, the day zero customer journey will evolve into what your customer needs and what you can provide. Once implemented, management reporting shares interaction data and insights to ensure continuous improvement.
Omnichannel contact centres provide the ability to engage customers on their terms and provide consistent, meaningful journeys across all channels. To achieve this with your omnichannel technology, ask yourself these questions:
- Will our contact centre address the specific issues your customers trying to resolve?
- Will our contact centre meet the needs of customer segments?
- How will our contact centre accommodate the customer journey start to finish?
- Can you optimise time by automating repetitive tasks?
- Does our contact centre behave well on mobile platforms?
- Don’t forget about voice – even with all these channels at your customer’s disposal, what happens when they want to phone you?
See Foehn’s whitepaper to learn more about omnichannel and building a business case for your new contact centre.