Resources

Resources

Preventing fraud in the contact center

Ever wonder what’s on your customers’ minds? According to a recent Gallup poll, in the U.S., more people are worried about having their personal information stolen than being victims of crimes, such as burglary/mugging, terrorism, or even sexual assault.

As businesses introduce innovative ways for customers to open accounts and/or transact online, new behavior patterns are being created. As a result, old benchmarks used to detect irregular activity in the call center that might signal fraud are no longer reliable.

Vulnerabilities from outside – and within

The availability of personal information sets up contact centers as a target for fraud. In the financial services industry alone, it’s estimated that one in every 2,500 calls into the contact center are fraudulent. Moreover, incidents can originate from both outside and within an organization. An individual might call in and phish customers’ personal information, for example, or a rogue agent might try to capture information for his/her own use. “Research shows that by 2020, 75 percent of organizations will sustain a targeted, cross-channel fraud attack with the contact center as the primary point of compromise,” says Tricia Phillips, a former cybersecurity analyst with Gartner.

Companies are exploring how technologies such as machine learning and artificial intelligence (AI) can help predict and prevent attacks on customer data across all channels and sources - online, in the call center, and from employees spread across all parts of their organizations. Some tools and strategies that Gartner and other experts recommend to mitigate contact center fraud include:

Phone printing: This works by gathering as much information on each caller – such as type of phone used, location, background noise, and whether a number has been “spoofed” (given a fake caller ID) – and adding the fraudulent phone prints to a data repository. This technique identifies high-risk calls and also helps speed up calls for legitimate customers.

Voice Biometrics: Often used in combination with phone printing, this technology analyzes and records in real time characteristics such as a callers’ tone, choice of words and patterns of speech. This is useful in preventing a fraudster from assuming someone else’s identity and convincing a contact center agent to mistakenly surrender account information.

Central Fraud Analytics: A customer’s journey today to accomplish a single task might involve several channels – say, logging into an account, then a webchat, followed by a call. Feeding contact center behavior into an analytics or even rule-based fraud detection platform can identify anomalies for a given customer or in comparison to a peer group to detect fraud.

As part of our initiative to stem fraud in the contact center, VXI is developing tools that systematically detect and help prevent the instance of fraud in the call center. Through a combination of tracking and analytics our goal is to provide real-time analysis and audit - to not only stem fraud risk, but to actually catch fraud while it’s occurring, so we can help our clients add to their own compliance/risk mitigation strategy.

Data breaches of all sorts will continue to push businesses and the security industry toward practices and technology that provide customers with the secure experiences that they deserve. VXI looks forward to bepart of that evolution.

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Contact Annette

Five things you need to know about the future of customer data privacy

The longstanding tug-of-war over customer data recently hit a tipping point – leaving far too many organizations flat on their heels.

We first saw this shift in mid-2018, when the EU General Data Protection Regulation (GDPR) officially came into effect, including provisions that provide EU citizens with control over how companies can use their personal information.

Then just months later, we learned about data breaches – massive in both size and scope – at U.S.-headquartered Facebook and Marriott. Facebook has long been scrutinized for the vast amounts of personal information that fuels its ubiquitous social platform. Now, hospitality customers are also thinking about all that data that makes frictionless guest experiences and loyalty programs possible.

According to a PwC survey, only 25% of customers believe that most companies handle their sensitive personal data responsibly. Moreover, 87% of respondents say they will take their business elsewhere if they don’t trust that a company is handling their data responsibly.

It’s also worth noting that the survey was conducted before the Facebook and Marriott hacks were even announced.

What does this mean for your business?

Plan for greater accountability and oversight

We just took a look back at events that are bringing conversations about data privacy and protection into the blinding light of day. The PwC report succinctly summarizes the challenges of here and now:

“If your customers don’t trust you to protect their sensitive data and use it responsibly you’ll get nowhere in your efforts to harness the value of that data to offer customers a better experience.”

You’re probably all too familiar with the rule of thumb when it comes to customer trust: It’s hard to win, and a lot easier to lose. We’re still in the early days of changes in regulations, accountability, and strategies that companies will pivot to in order to avoid protect reputation – and indeed, revenue. Here are some predictions that I think will help you navigate the change ahead:

  1. GDPR enforcement will pick up momentum In 2019. Google has already been fined $57 million (which the company is appealing) for, among other things, making its agreement terms obscure and difficult to access and burying its opt-out options. If you do (or plan to do) business in the EU, your organization needs to be in compliance.
  1. The U.S will see its own data privacy regulations. With the California Consumer Privacy Act of 2018, many tech companies actually embrace the idea of having consistent guidelines, rather than a patchwork of standards. Apple CEO Tim Cook asserts, “We will never achieve technology’s full potential without the full faith and confidence of the people who use it.”
  1. The Chief Identity Officer will enter the C-suite. Remember when organizations added Chief Digital Officers to lead digital transformation – in turn, leading to the need for Chief Data Officers, to explain, organize and exploit the value of data? Many companies will see a need for a Chief Identify Officer to codify policy and practices in the digital, privacy, compliance and security domains.
  1. Organizations will need rational data retention policies. During Anthem’s 2015 data breach, 78 million records were exposed, yet the healthcare provider and its affiliates only served 69 million customers; the remainder were likely former customers. Such lack of oversight sets organizations up for risk and stiff fines.
  2. Your supplier contracts will need to be re-examined. Given the domino effect that many observers anticipate GDPR having outside the EU, it’s a good time to review your partners’ policies, procedures and security controls to ensure that you don’t have any unwelcome surprises down the road.

We just finished observing the 12th annual Data Privacy Day – but recent events have underscored how there’s still considerable work ahead to ensure that we’re hitting the moving target of delivering customers meaningful experiences while protecting their personal information.

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Contact Mark

VXI Appoints Neil Rae as Chief Client Officer

January 30, 2019 08:00 AM Eastern Standard Time

LOS ANGELES–(BUSINESS WIRE)–VXI Global Solutions, which manages customer experience and interrelated business process outcomes today, announced the joining of Neil Rae as the Chief Client Officer (CCO). Rae is a seasoned industry executive who has held various management positions in high-growth companies over the last 20 years. Rae will be responsible for managing and growing client partnerships, driving revenue growth through operations consulting, promoting value-added services including VXI tools and analytics capability, and improving bottom-line performance.

“We are excited to have Neil join us and lead the client services organization. Our exceptional organic growth over the years has been led by our client services team that’s unmatched in understanding and addressing business challenges in today’s service economy. We are certain that Neil will further strengthen existing partnerships by solving our clients’ business problems and will position VXI as the most reliable partner to our clients,” said David Zhou, Co-Founder and Co-Chief Executive Officer of VXI Global Solutions.

“I am absolutely thrilled about joining an organization that is known for its organic growth and long-term client partnerships. VXI works for some of the world’s most well-known brands, and I have known the company for winning awards for service excellence on several occasions. It is inspiring to represent an organization with such high client satisfaction, and I look forward to playing a significant role in VXI’s growth story,” Rae said.

Neil previously served as the President at Hinduja Global Solutions (HGS) where he was responsible for revenue generation in North America. Prior to HGS, he held several executives positions at Transcom Worldwide between 2009 and 2016, including being the Regional General Manager of North America and Asia. During this time, Neil executed a regional turnaround strategy for the company in order to bring it back to profitability while growing the regional headcount by 38% and building 5 sites in Asia over a three-year period. Neil has a Bachelor of Arts degree from the University of Guelph in Ontario, Canada.

About VXI

VXI is a customer experience company, passionate about designing solutions that augment its clients’ business processes to deliver higher revenue, greater profitability, and happier customers. Founded in 1998, the company has 34,000 employees across 42 locations in North and Latin America, Caribbean, Europe, and Asia Pacific.

VXI offers omni-channel customer care and growth services using enabling-technology and tools, including a unified communication platform and purpose-built productivity-enhancing applications that precisely drive higher Sales conversion, CSAT, and related key metrics for its clients. Known for its transformation mindset, the company’s IT arm, Symbio, offers digital and business transformation solutions that are seeded in its innovation philosophy of co-creation and seamless augmentation.

 

Are banks facing their own ‘Kodak Moment’?

Many organizations are partnering to leverage big tech’s digital expertise. Others are playing the waiting game, to avoid collaborating with what might become their most deadly competitor. Where do you stand?

Antony Jenkins, the former chief executive of Barclays, warned that banks are facing their own “Kodak moment” as they face similar challenges that the film company faced when refusing to move with the times.

“Banking will be shaken up by the combination of artificial intelligence, the internet and distributed ledger technology, such as blockchain, which will do away with the need for central counter-parties on transactions. And while banks hire tens of thousands in their technology arms, often they are mostly maintaining legacy systems.”

Are these fears overblown – or should banks fear they might get left behind?

Technology isn’t the big issue

First, consider that according to the latest CXMB Financial Services report, despite historic levels of investment by banks, while 30% of customers believe that resolving issues has become easier over recent years, 32% believe it has become more difficult.

The results sound pretty evenly mixed – until you take into account that 57% of customers reported that they had moved some or all of their business from a bank as a result of a poor customer care experience.

The fact of the matter is that legacy business models are under threat. And yes, emerging competitors, including venture capital-funded fintechs and tech giants like Apple and Google, are threatening banks’ market share and disrupting the expected ways of doing business that have underpinned the industry for the last 300 years. But a look at the bigger picture shows that banks need to close the gap that exists between what they offer and how well those offerings actually meet customers’ needs and expectations.

It’s the technology/service gap

The CXMB survey results conclusively show that today’s customers expect to engage on their terms and in the channel of their choosing. Where this need is not met, customers are significantly more likely to rate their experience as a negative one - and as the responses above indicate, they often seek out alternatives.

While banking customers overwhelmingly prefer to speak on the phone to resolve issues, the frequency at which they pick up the phone isn’t always by choice. The responses below indicate that customers would prefer to use digital channels such as online chat, email, texting and self-help (such as online knowledgebases), but are presumably forced to resort to a phone call to have their needs effectively satisfied.


(Source: CXMB Industry Insights: Financial Services)

The disconnect between channel availability and channel efficiency is also borne out in perceptions of where banks have made strides and where they still need to catch up. While customers cite “Technology” and “Service” as banks’ No. 1 and No. 2 respective biggest improvements in recent years, they also point to “Service” as the No. 2 area where banks need to focus in the future. (“Service fees” was ranked No. 1 for this question.)

Navigating increased customer expectations

So, are banks facing a Kodak moment? While it’s true that customers are often lured by the promised speed, convenience, and efficiencies brought about by technological innovation, you can make the case that first-mover advantage is ultimately finite because legacy organizations have the resources to replicate or acquire new technologies in order to level the playing field.  What matters is meeting customers on their terms, in the channel of their choosing, and avoiding the poor experiences that lead to disloyalty and switching. For more than 20 years, VXI has been providing highly specialized services for banking and financial services clients.  We can help you navigate the change ahead.

Speak to a CX Expert Today

Contact Jeff

How trust translates into dividends for your business

This quote from the Harvard Business Review resonates with me:

“When trust goes down (in a relationship, on a team, in an organization, or with a partner or customer), speed goes down and cost goes up.”

The good news, as the article notes, is that with increased trust, costs decrease while speed increases - resulting in what the author, Stephen Covey, calls a “high-trust dividend.” Indeed, high-trust companies “are more than 2½ times more likely to be high performing revenue organizations” than low-trust companies, according to at least one study.

Now, where does a fair share of the burden for delivering on these dividends reside? Let’s take a look at your contact center…

The lynchpin to customer trust: Contact center agents

Globally, customers still overwhelmingly prefer phone as a contact channel over all other options. Live chat was ranked third in the survey results below.


(Source: Microsoft 2018 State of Global Customer Service Report)

Whether an individual is calling to book a weekend vacation or inquiring via chat about a password reset, they expect to communicate with a competent, pleasant and empathetic agent. An agent to trust.

Agents can only earn customer trust if they have the tools to succeed in the role and if they feel they are empowered to make the right decisions. Which brings us to an important piece in this puzzle: Organizations also need to earn their employees’ trust.

The tools to succeed

Regardless of your industry or business, this statement by Steve Jobs will always hold true:

“You’ve got to start with the customer experience and work back toward the technology, not the other way around.”

At VXI, we’re in the business of building profitable customer relationships for our clients. But we also build technology tools and platforms designed with a laser focus on both the customer and agent experiences.

The tools are based on three “trust” points for our agents: transparency, consistency, and recognition. Our agents trust that the technology we provide will help them perform better and provide consistent tracking of their progress for coaching needs and rewards and recognition. The results are confident agents who have trust in themselves to handle most any situation so that they may begin the process of yielding that high trust dividend.

 

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Contact Eppie

How authentic leaders help mentor others

VXI Global Services Celebrates National Mentoring Month

“If you follow your why, then others will follow you.” – Simon Sinek, author/TED Talk speaker 

In an article that I recently published, I asked the question, are authentic leaders born or made? Now, I’d like to delve deeper into one responsibility that an authentic leader embraces: mentoring the next generation of leaders.

In my many years in executive positions, I’ve always been involved in mentoring young talent in the corporate world, especially the next generation of female leaders. As January is National Mentoring Month in the U.S., this is a timely topic. January is typically when many of us jump-start resolutions for the year. I can’t think of a better goal than helping guide another person toward becoming their best professional (and personal) self.

The “why” in trust

Incredibly successful business leaders, from Facebook COO Sheryl Sandberg to media executive Oprah Winfrey, publicly credit their success to mentors early in their own careers – and underscore the power of this approach to engaging, elevating and empowering others to steer their own futures.

Trust is fundamental to productive mentoring. As Gina Ma, senior director of driver journey for Lyft asserted in a CNBC interview:

"The real benefit of a mentor-mentee relationship is getting to know someone personally and having that element of trust, so that you can help someone become their truest and best self."

Authenticity is at the heart of building that trusted relationship with mentees. Many people have two different sides that they show the world: A “work” self and a “home/true me” self. In contrast, authentic leaders have the confidence and conviction to marry their purpose, values and mission with the organizations that they represent.

This gets back to Simon Sinek’s advice that never wavering from your “why” is key to meaningful leadership.

At VXI, mentorships start with the “why” principle. We believe that a leader’s stories (the “why”) inspire and feed authentic passion – inspiring team members and moving teams and organizations toward amazing milestones. A leader must know other people’s stories to be able to truly understand how one’s own “why” can motivate and encourage team members, direct reports and colleagues to create their own success stories.

What’s your success story?

I frequently like to take a look back at the path that brought me to where I am right now – the work that I’ve done, the milestones that I’ve achieved, and the people who influenced me along the way. As an authentic leader and mentor, you can help others to benefit from the experiences and growth that your professional journey has afforded you.

For more actionable ideas on developing the next generation of leaders, visit MENTOR: The National Mentoring Partnership. I hope to hear from others who have had the experience of helping others create their own success stories – or how others have influenced your own success story!

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Contact Heidi

Are Authentic Leaders Born or Made?

“Authentic leadership is at the root of cultures of great innovation, engagement, outstanding client experiences, and growth” Henna Inam; CEO of Transformational Leadership, Inc.

Imagine a world where everyone was driven and supported to fulfill their full potential – where leaders were focused on empowering their teams, encouraging them to be their best selves. A world where community governorship and decision making were based on positively impacting the constituents of that community and where corporate leadership was driven based equally on the companies’ employees and customers needs.

From my perspective, this is the foundation of authentic leadership.

Admittedly, I have not always held these beliefs. When I first started out in my career, I was quite immature from a leadership perspective. I thought that leadership was about me. Over time, as I have grown and matured, I’ve come to realize that leadership has zero to do with me - and 100% to do with the people around me. Leadership is not about how I feel; it is about how the people whom I mentor, guide and lead feel after they have interacted with me! Leadership is not about me speaking to others - it is about me listening and creating a safe environment where my peers and direct reports feel comfortable speaking to me - where they view me as a trusted adviser.

What is authentic leadership?

Authentic leadership is a recently coined but widely accepted term in today’s work environment. It is a more inclusive, collaborative approach to leadership. By definition, “Authentic leadership is an approach to leadership that emphasizes building the leader's legitimacy through honest relationships with followers [who] value their input and are built on an ethical foundation. Generally, authentic leaders are positive people with truthful self-concepts who promote openness.” (Wikipedia et al.)

Leading organizations are built around empowered teams, driven by purpose, and led by exceptional and diverse individuals. Effective companies not only create a positive work environment but, more often than not, have truly inspiring leaders. These leaders must not only lead with purpose – they must embody the company’s mission and values. They must inspire employees, investors, and consumers at every level, creating a positive image of their organization and a meaningful culture that’s in turn driven by their most important asset: their people.

The path to authentic leadership

So how does an individual truly succeed as a leader? How have leadership styles changed over time, and how does that impact individuals who want to take on a leadership role within their organization?

At VXI, authentic leadership is a core value that is developed and nurtured. We have several programs in place to cultivate the skill of authentic leadership. These start with identifying the traits of an authentic leader and identifying individuals who possess those traits. These traits include:

  • Self-awareness
  • Integrity
  • Ability to focus on long-term goals
  • Ability to lead with your heart (not exclusively with your head)

These base skills are, for the most part, part of a person’s baseline character - but they need to be nurtured in order to grow.

Once individuals with leadership potential are identified, we have a curriculum to help employees nurture and grow their innate skills. VXI programs such as Mentoring with Integrity, Seven Habits of Highly Effective People Training (adapted from Stephen Covey’s framework) and our Gold Star and Silver Star leadership training are just a few ways we work to develop our prospective leaders and to assure that they have a career path through the organization. These programs help VXI to both and attract top leadership talent.

So, are leaders born or made? We feel it is a little bit of both. What do you think?

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Contact Heidi

How to deliver faster, more effective CX at a lower cost

Delivering a fast, effective, outcome-driven service experience, for the greatest possible margin, is the holy grail for organizations. But while the desire is there, the reality is vastly different.

Look no further than Forrester prediction for customer experience (CX) initiatives in 2019:

Stagnating CX quality will cause short, destructive price wars. Up to 20% of companies will throw in the towel and give up trying to differentiate on the basis of CX. Instead, they will just try to not get worse and resort to price cuts to grow.

While the financial reality of providing a service cannot be discounted, in our view there is a huge opportunity for organizations to both increase the quality of outcome you deliver AND generate more revenue in the process.

Technology, in and of itself, does not drive out cost or result in productivity gains, as the graph below demonstrates.

There is a huge disparity between what clients would describe as ‘ideal’ in terms of service delivery, and the economic reality of providing it. Technology, despite the promise it holds, does not come cheap. The combination of inflexible legacy systems with the high cost of change and development makes the case for change hard to justify. And that’s before you even consider the changing nature of customers themselves. How is an organization supposed to keep up with customer preferences when the cost of change is so high?

The reality is that in order for organizations to cross the chasm between customer need and viable operations, a new approach is required.

Organizations are in a bind because the numbers don’t stack up – which isn’t sustainable. A new approach to channel management is required that flips this on its head.

Today, it is possible to actually serve more customers, and deliver better outcomes at a much lower price point.

The key is adopting a more flexible approach to technology. One that doesn’t rely on ‘owned’ servers or investment-heavy change processes. One that leverages best of breed capabilities from multiple vendors, rather than a single tech stack that restricts your options. One that can be delivered in hours and changed in minutes, without the cost typically incurred from change.

One that allows you to stay ahead of your customer’s needs – at a superior price point to what you are used to.

We know this because we’ve been working with our clients to deliver exactly this type of solution. We very much look forward to exploring what this can offer to your business.

 

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Contact Jeff

Are you ready to increase your contact rates by ten percentage points?

It’s 6 o’clock on a Thursday evening. Do you know where your best outbound sales prospects are?

Here’s the key challenge: Your telemarketing conversion rates are only as good as your contact rates. The industry standard for connecting with potential buyers is approximately nine percent. Now, how much of a boost would your bottom line get if you could move the needle to engage with up to nineteen percent of your prospect list?

VXI regularly achieves this goal for its clients, resulting in increased sales, stellar agent morale and the ability to learn more about customers.

In North America, most outbound sales providers’ dialing strategies are based on four time zones: Eastern, Central, Mountain, and Pacific. The problem here is that this approach doesn’t allow for differences in contact rates and demographics within each of the individual U.S. states.

VXI employs a unique, layered approach to connect with your potential customers – so your business achieves the maximum return on investment (ROI).

A superior dialing strategy is just one of the many reasons that VXI is known for consistently exceeding clients’ revenue expectations. Here’s what you can also expect from us (as you should from any provider):

A partner that knows – and cares about - your business

In industries ranging from industrial and automotive to travel and hospitality, we have deep experience and practical expertise. But we’re also deeply invested in getting to know your own business and audience.

When we consult with you, we’ll work to ensure that your lead files contain the information needed to facilitate selling success. Take the cable industry, for example. General household age and current and previous billing ZIP codes are important - but we also know the relevance that data such as previous pay-per-view history, geographic region and previously redeemed offers can have on the propensity to order certain packages or respond to upsell offers.

Knowing who you’re calling and the “sweet spot” for making offers does wonders for creating alignment and connections with customers.

An “overdeliver” mindset

Globally, we’ve come to expect that telecom disruptions could happen at any time – whether it’s a natural disaster like Hurricanes Michael and Florence, or a simple power outage where a contact center is located.

We at VXI plan for the unexpected. We’ll have an action plan to move to an alternative site that might not be impacted, so you don’t have to worry about missing your monthly revenue target due to disruptions. We also train our agents to be prepared for the unexpected. But our overriding strategy is to always, consistently overdeliver on leads – so you have a little wiggle room and are able to maintain.

Agility amid ever-changing regulations

In the highly regulated telecommunications industry, laws regarding when and how agents can call customers constantly change.

Predictive (where numbers are automatically dialed from a list of telephone numbers) versus preview (where agents can decide whether to proceed with the next call on a list) versus manual (which is what it sounds like) dialing strategies are primarily predicated by legislation in the calling area. Your partner needs to be flexible enough to adapt to new legislation in a manner that still produces results for your business.

VXI’s dialing strategy, collaborative mindset and flexible approach have proven to be a recipe for telesales success. We invite you to learn more.

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Contact Robert

How to harness the power of Millennials for better CX

This article was coauthored by Annette Timmins, Vice President Strategy and Solutions, and Sarah Rebueno, Director of Training

You might know that millennials make up almost 20% of the world’s population. Here’s a statistic that matters more for your business:

By 2025, millennials will comprise 75% of the global workforce.
- Ernst and Young Global Generations: A Global Study on Work-Life Challenges Across Generations

Ignore this impending reality at your own peril – and not just because the balance of workers born between 1981 and 1996 is shifting so dramatically. This generation has unique characteristics that can help you transform the economics of your customer-care operations.

These were among the compelling facts that drew executives to global conferences where VXI was invited to share insights on delivering world-class customer experience (CX). Here’s a look at the opportunities this generational turnover potentially signals for your organization.

Addressing your agent-hire wish list

Millennials, raised on technology, have often been described in terms that … are less than complimentary. Flip that paradigm, as we have at VXI, and you’re looking at a workforce that, according to Nielsen research:

  • Has the ability to switch tasks rapidly
  • Can navigate through distractions/multitask
  • Integrates and acts on data more quickly
  • Is more receptive to more complex messaging

Sounds like a wish list for all your agent hires - right?

Your company might have multiple systems – CRM, knowledge management, payment processing - that agents must navigate to fulfill a customer request. On top of navigating communication channels, whether it’s phone, email or chat service. It’s imperative that these systems provide the tools your agents need to succeed, whether or not they are millennials.

Training that delivers on your KPIs

Let’s take a look at what customer-care employees believe they need to be better performers. In a survey of more than 5,000 agents by one of our largest clients, of the six recommendations that surfaced, one stood out:

Deploy training systems that mirror live accounts and live production tools

This is a key element to VXI’s award-winning track record with customer success. Getting agents up to speed in a client environment is hard, and turnover is rampant. VXI’s unique onboarding training platform, Training Simulator™, provides agents-in-training with what’s similar to a flight simulator for airplane pilots – but with a whole lot more that resonates with the millennial generation.

“With Training Simulator™, our clients have experienced a 20% increase in customer satisfaction and sales, and a 20% in average handling time.”
-   Sarah Rebueno, Director of Training

Online, trainees are presented with real-world scenarios, customized to mirror the client’s customer-care environment - whether it’s helping a customer find the right size for a shirt or resolving a payment issue. It’s a conducive platform for workers raised on YouTube and who, by the age of 18, are likely to have 9,000 hours of videogaming under their belts.

Collaboration and communication are key traits of the millennial generation. Training Simulator™ addresses this by allowing trainees to ask for help from VXI staff during onboarding, and rewarding milestones met with badges.

More than 75% of VXI’s agents are millennials. With Training Simulator™, our clients have experienced a 20% increase in customer satisfaction and sales, and a 20% in average handling time.  There’s a direct correlation between these results and comprehension of training data each time an agent practices a specific Training Simulator scenario. Armed with this knowledge our agents can confidently handle their first live call. The documented improvements in speed to proficiency have led not only to our clients deploying Training Simulator™ in their captive sites; it’s also led to other suppliers being required to deploy the tool in their centers to assure improved results and training consistency across entire programs.

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Contact Annette