Managing Customer Experience in the Age of Disruption

4 minute read, posted on 09/23/2019, by Peter Mullen

buyer inertia

The global contact-center services marketplace is rapidly changing. Whether it’s technology, how customer experience is delivered, or the shifting levels of consumer expectations, enterprises are faced with more challenges than ever. Key among these include the ability to properly engage and retain talent, which is so vital in ensuring strong interactions. But this is a costly and time-consuming prospect. So too is managing the technologies that go into running contact centers. End users have little tolerance for poor interfaces. Loyalty is a precious commodity in today’s economy and no enterprise can afford to be lacking in their front-line strategies.While now’s the time many organizations are finalizing their customer experience investment plans for the coming year, the combination of shifting consumer expectations and proliferation of new technology makes it more challenging than ever to determine which initiatives to start, stop, or continue. Luckily, industry expert Peter Ryan of Ryan Strategic Advisory has assembled a comprehensive report to help you manage customer experience in this age of disruption. Download the full report to learn more about how to:

Re-evaluate CX outsourcing partners: Enterprises show little faith in third parties to manage their CX needs. The 2019 Front Office BPO Omnibus Survey indicates that among firms that currently outsource some aspects of their contact-center operations, two-thirds will not be growing their use of this business model. Among those that do not outsource, 90 percent have no intention of doing so in the foreseeable future. Most concerning for members of the BPO community, nearly three-quarters of enterprise contact center executives hold a negative view of outsourcing.

Succeed with the right talent: Enterprises are facing a crisis in regard to talent management. This worrying trend was quantified in the recent Ryan Strategic Advisory 2019 Front Office BPO Omnibus Survey, which indicated that while only 5 percent of captive contact centers have seen a drop in annual agent attrition in the last 12 months, a whopping 30 percent have faced increases in team churn. During this same period in the United States, monthly attrition exceeded 10 percent for two in five captive contact centers. This is a shocking failure at people management, and with labor accounting for roughly three-quarters of a contact center’s budget, it is a costly one, too. It is no surprise that managing people has emerged as one of the most important strategic challenges for captive contact centers in the United States, but also worldwide.

Implement technologies that enable advisors, not frustrate consumers: The human touch cannot be overstated when managing today’s discerning end user. The problem is that so many contact-center executives still consign consumers to suffer through less-than-optimal automated interactions. With consumer frustration around technology at such a point, is it any wonder that less than 60 percent of enterprises in major demand markets do not see demand for automation in their contact centers increasing over the next year, according to research conducted by Ryan Strategic Advisory earlier this year? Too few contact centers have invested in tools that enable advisors to do their jobs better. According to the 2019 Front Office BPO Omnibus Survey conducted by Ryan Strategic Advisory, barely half of captive operations have personalization capabilities as part of their analytical platforms. This means that roughly 50 percent of businesses are missing the chance to dig into the end user’s wants and needs – a lost opportunity to build commercial relationships.

This should be a clarion call to the BPO community that business-as-usual will not work – enterprises are in a better position to run and fund their own operations. If outsourcers are to survive the next five years, they will need to differentiate themselves based on exceptional service, highly-skilled talent and specialization in the art of customer experience.

VXI has taken on the customer-experience challenges faced by companies across verticals and is facing them aggressively. By attracting the right team members through smart hiring, rewarding for strong performances and solid compensation, VXI has succeeded in driving value for its clients. Equally, by leveraging its experience in refining technology solutions, it has developed a market-leading suite of tools, which have proven operationally strong. These have led to ongoing improvements in performance, which have helped drive value to clients in the form of happy, repeat customers. In the current market, this is what any outsourcer needs to be doing and enterprise clients should expect no less.


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