In tracking Genesys for several years I have seen it grow through a series of product developments and acquisitions – from predominantly selling call routing and computer/telephony integration (CTI) software to providing a suite of products that manage inbound and outbound, assisted and digital channels of customer engagement. Continuing this expansion Genesys recently acquired Interactive Intelligence and Silver Lining. These new assets signal another round of transformation as the company builds support for what I call a customer experience hub – a combination of products to support all aspects of enterprise-wide customer engagement.
Topics: Mobile, Customer Analytics, Customer Engagement, Customer Experience, Office of Finance, Analytics, Cloud Computing, Collaboration, Customer Service, Internet of Things, Contact Center, digital technology
In tracking NICE for a decade I have seen the company grow, through a series of acquisitions and product developments, from a vendor largely of workforce management systems to one that offers a full suite of workforce optimization products. It is now advancing what I call a customer experience platform that builds on top of my last coverage of it advancing its efforts. This includes systems to manage assisted channels of engagement (primarily the telephone), digital channels of engagement, workforce optimization, advanced analytics and tight integration with business applications such as CRM. NICE is on the road to building such a platform using existing and newly developed products and those that it recently acquired from Nexidia and inContact. It will take time before a fully integrated platform is available, but the company has already taken steps toward this goal.
Until recently most organizations deployed systems on their own premises to build communications and contact center infrastructures, which often required them to integrate products from several vendors. In the past few years many vendors have moved their systems to the cloud, and others have begun as cloud-based suppliers. This trend has opened up the opportunity for more organizations to take advantage of modern communication systems and contact centers. Using the cloud for either, or both can save money and resources, reduce risk, and make available more integrated, multi-channel systems. While the adoption of such systems has undoubtedly increased and is likely to continue to do so, our benchmark research into next-generation contact centers in the cloud finds that many organizations still prefer to remain on premises, and adoption of cloud-based systems occurs on a case-by-case basis. In addition, many organizations look for vendors that support multiple models so they have the option of starting out using one model but transitioning later to another, including to a hybrid model in which some systems are on-premises and others are cloud-based..
Topics: Big Data, Mobile, Customer Analytics, Customer Engagement, Customer Experience, Machine Learning, Wearable Computing, Analytics, Business Intelligence, Cloud Computing, Collaboration, Internet of Things, Contact Center, Digital Commerce
In 2016 Ventana Research saw a significant shift in the customer engagement and contact center software markets. Our benchmark research into the next-generation contact center in the cloud shows that for 70 percent of companies, customer experience is and will be an important way of competing; the largest growth in ways of competing is to introduce digital self-service, which will increase by 12 percent. To support those changes, organizations have introduced more channels of engagement, to the extent that our research shows the average has grown to eight channels. Our benchmark research into next-generation customer engagement shows that in nearly half (47%) of organizations these channels are managed as silos, which indicates that most organizations still operate multiple channels rather than supporting omnichannel engagement. The next-generation contact center research confirms that customer engagement is an enterprise-wide issue but one-third (33%) of companies struggle to provide consistent responses across touch points.
Oracle has a large and diverse set of products and now has most of its business applications operating in the private and public cloud. However, some recent acquisitions have enabled it to focus on cloud-based-products for managing the customer experience. Our next generation customer engagement research has found that customer experience is the top impetus for improving customer engagement as found by almost three quarters (74%) of organizations. Oracle has created a customer experience suite that includes marketing, commerce, service, sales, CPQ and social cloud. In particular the acquisition of RightNow has become the foundation of Oracle Service Cloud.
Topics: Social Media, Customer Analytics, Customer Experience, Operational Performance Management (OPM), Social CRM, Mobile Apps, Analytics, Business Analytics, Cloud Computing, Collaboration, Customer Service, Call Center, Contact Center, Contact Center Analytics, CRM, Customer Performance Management (CPM), Sales Performance Management (SPM)
During recent IBM analyst big data event, I learned about a new product, IBM Predictive Customer Intelligence. It extracts and processes customer-related data from multiple sources to analyze customer-related activities and has capabilities to predict customer behavior and actions. Predictive Customer Intelligence is built on IBM’s big data platform and supports extraction and integration of data from multiple sources, internal and external, and from structured and unstructured data. It can process data created by third-party products, such as text-based files of data created by converting speech to text. The product can capture and analyze customer interactions from multiple communication channels such as voice, email, text messages, chat and Web usage scripts and social media posts.
Topics: Social Media, Customer Analytics, Customer Experience, Voice of the Customer, IBM Predictive Customer Intelligence, Analytics, Business Analytics, Cloud Computing, Collaboration, Customer Service, IBM, Call Center, Contact Center, Contact Center Analytics, Customer Performance Management (CPM), IBM Watson, Information Applications (IA), Text Analytics
Much has been written about how cloud computing changes the way businesses source their software and services. For software companies, instead of being installed inside the company, software like business applications run on a computer installed at an external site. If the external site is not shared with any other business, this is called a private cloud; if it is owned and operated by a third party and supports more than one business, it is called a public cloud. In the case of public clouds, users access the applications via the Internet, and increasing they can do this while out of the office, using laptops or mobile devices like smartphones and tablets. The main advantages of this model are that companies don’t need to invest in hardware or support staff to install and maintain hardware or software like these applications, the vendor handles system updates and users can work anywhere (including on the move) by logging in through a Web browser or an application designed specifically for mobile technology. Our research confirms that the overall importance is overall important in more than half (57%) of organizations.
Topics: Social Media, Customer Analytics, Customer Experience, Customer Feedback Management, Operational Performance Management (OPM), Social CRM, Speech Analytics, Voice of the Customer, Mobile Apps, Self-service, Analytics, Cloud Computing, Collaboration, Customer Service, Business Performance Management (BPM), Call Center, Contact Center, Contact Center Analytics, CRM, Customer Performance Management (CPM), Desktop Analytics, Financial Performance Management (FPM), Sales Performance Management (SPM), Text Analytics, Unified Communications, Workforce Force Optimization
I recently presented at the 2014 ICMI Contact Center Expo and Conference and have a few insights I want to share. I was impressed by the two main keynote speeches. In the first Bill Rancic, an entrepreneur, author and TV personality, talked about “How to Succeed in Business and Life.” Bill is not in the contact center industry, but he reminded the audience that individuals and companies that succeed in life and business grab opportunities when they come along. He went on to say that consumers (which includes you and me) are changing the ways we conduct our lives and the ways we engage with each other and with businesses. As we all know, use of mobile devices has rocketed, as has use of the Internet and social media, and as a result people are less inclined to talk to each other directly, choosing instead to text, post comments to social media or use the increasing number of mobile applications available; when we do talk, it is now increasingly likely to include video. This change creates opportunity for companies; those that meet expectations about communicating in these ways can grab the attention of customers and generate more business. I couldn’t agree more, having written about these changes myself. Consumers have already made these changes, and companies need to act now to grab the opportunities.
Topics: Social Media, Customer Analytics, Customer Experience, Customer Feedback Management, Social CRM, Speech Analytics, Voice of the Customer, Mobile Apps, Self-service, Analytics, Cloud Computing, Collaboration, Customer Service, Call Center, Contact Center, Contact Center Analytics, CRM, Customer Performance Management (CPM), Desktop Analytics, Text Analytics, Unified Communications, Workforce Force Optimization
On its website Panviva describes itself as providing “business process guidance,” which is a phrase I was notfamiliar with. As I searched the site, I found messages such as”it’s all about customer experience,” “the right information for the right person at the right time” and “navigating complexity.” All of these describe issues contact center agents face on a daily basis, and I concluded that Panviva competes in a space I track. My benchmark research into the agent desktop and its impact on customer servicefinds that agents play a significant role in the customer experience, but many have to work with a desktop that impedes them in accessing systems and information, and some of the interactions they handle are complex.It was this perspective I brought to a briefing with Steve Pappas, Panviva’s SVP for North America.
Topics: Customer Experience, Operational Performance Management (OPM), Mobile Apps, Self-service, Analytics, Cloud Computing, Collaboration, Customer Service, Business Process Management, Call Center, Contact Center, Customer Performance Management (CPM)
My benchmark research into the smart agent desktop finds that in nearly two-thirds (65%) of companies, contact center agents have to access multiple systems as they try to resolve customer interactions. These range from channel management systems (such as telephone, email, text messages and social media) to business applications (such as CRM, ERP and knowledge management), performance dashboards and analysis, and messaging systems. Having to use all these systems leads agents to make mistakes, increases average handling times, produces data errors and reduces satisfaction for both agents and customers. The last two are especially important because the research shows that very satisfied agents twice as often as less satisfied ones meet important customer-related metrics such as customer satisfaction, net promoter and customer effort scores, and satisfied customers are likely to remain loyal, buy more and recommend the company to people they know. A smart agent desktop can alleviate these issues by making it easier for agents to access systems, navigate between them, enter data and view important information.
Topics: Social Media, Customer Experience, Operational Performance Management (OPM), Mobile Apps, Self-service, Analytics, Cloud Computing, Collaboration, Customer Service, Call Center, Contact Center, Customer Performance Management (CPM), Sales Performance Management (SPM), Workforce Force Optimization