I recently wrote that Infor aims to reinvent business applications and its new developments make it a vendor to watch. I was therefore intrigued to have a demonstration of its latest marketing products, Infor Epiphany and Infor Orbis Marketing Resource Management. These are grouped on its website under customer relationship management, and I don’t usually spend much time on this category of products since for my research it is too inwardly focused and doesn’t impact the customer experience a great deal. However this briefing showed that for Infor it is not that simple.
I have written lately about how digital customers change customer engagement. It’s no surprise that at the heart of this change, as well as many others that impact business, is the Internet. Along with smart mobile devices, the Internet has changed the ways consumers engage with each other and businesses. In buying products and services, digital customers prefer to research them on the Internet, then buy online or at a store. They expect all activities to happen fast, perhaps in real time. Online commerce has helped support this business model for many companies but has not been as nimble to meet the subscription and billing demands needed today. If not, the Internet provides ways of helping customers express their opinions and feelings often and immediately. To adapt to this business will have to be able to support new methods of selling products and services to the market and support the rapid subscription and billing needs to capture revenue potential at any time of the day.
Topics: Social Media, Customer Analytics, Customer Experience Management, Operational Performance Management (OPM), Social CRM, Self-service, Cloud Computing, Customer Service, 360-degree view of the Customer, Call Center, Contact Center, CRM, Customer Performance Management (CPM), Sales Performance Management (SPM)
If you stop to compare communication preferences of the past to those of today, you can’t fail to notice some major changes, especially in younger generations. Talking on the phone – fixed or mobile – is in decline, as many people now prefer text messaging, chat and social media. We rely on the Internet to search for websites, run mobile apps and use social media. We watch less TV in real time, preferring to watch what we want, when we want to watch it and to skip advertisements. The same applies to newspapers, with many people preferring to have the news they want to see downloaded to their smart devices. Today, any email from someone we don’t know goes straight to the junk mail folder, and writing seems to be becoming a lost art. This is the world of the digital customer. Companies have to support digital customers while continuing to support others who still make phone calls, send email and even write letters. According to my research into next-generation customer engagement, most companies are not yet prepared to meet the expectations of digital customers.
Topics: Big Data, Social Media, Customer Analytics, Customer Experience Management, Operational Performance Management (OPM), Speech Analytics, Analytics, Business Collaboration, Cloud Computing, Customer Service, Business Performance Management (BPM), Call Center, Contact Center, Contact Center Analytics, CRM, Customer Performance Management (CPM), Sales Performance Management (SPM), Text Analytics
Ventana Research defines workforce optimization as a set of processes and technology for customer agents that include interaction (call) recording, quality monitoring, workforce management, training and coaching, compensation management and analytics. My benchmark research into next-generation workforce optimization set out to discover the people, processes, information and systems companies are using to get more from their customer service agents, the benefits they have gained, their plans to change and the barriers holding back those changes. Our research projects apply the Ventana Research Maturity Model™ to evaluate the maturity of organizations in a given market or with respect to a business or IT process. In this case our analysis shows that based on current practices nearly half of companies are at the lowest Tactical level of maturity and only 13 percent have reached the highest Innovative level. Closer examination of the results shows that companies are least mature in their use of technology for workforce optimization, with half at the Tactical level. Much has changed in the way companies handle customer interactions. Two of the biggest changes I have seen in various research are that companies now support more channels of communication and more employees around the organization are involved in handling interactions, meaning companies need to review their workforce optimization systems and begin to take advantage of these advances. Yet the research shows that most of them aren’t yet doing that.
Topics: Social Media, Customer Experience Management, Operational Performance Management (OPM), Analytics, Business Analytics, Business Collaboration, Cloud Computing, Customer Service, Business Performance Management (BPM), Call Center, Contact Center, Contact Center Analytics, Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM), workforce optimization