The UK Contact Centre Decision-Maker's Guide 2015 (13th edition)
The Customer Experience Management & Improvement chapter is sponsored by
“The 2015 UK Contact Centre Decision-Makers’ Guide (13th edition)” © ContactBabel 2015 Please note that all information is believed correct at the time of publication, but ContactBabel does not accept responsibility for any action arising from errors or omissions within the report, links to external websites or other third-party content.
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Opinion-8’s VoC and VoE surveys give you the power to listen directly to your customers and employees to drive service improvement in your business. Our web and SMS surveys mean you can reach out to all your client base to ensure you’re capturing feedback where it matters. We offer support at every stage, from the survey design to its implementation and hosting. Operated as a SaaS platform, Opinion-8 is suitable for use in any call centre. Our unified online reporting offers a variety of analysis and graphing solutions and the results are available in real-time. Gain real insight into your customers’ perceptions of your service with Opinion-8. Contact: t: +44 (0) 117 398 2342 e: sales@opinion-8.com w: www.opinion-8.com
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CUSTOMER EXPERIENCE MANAGEMEN T & IMPROVEMENT
Most businesses say that customer satisfaction is vital to them. Yet this raises more questions: how ‘satisfied’ do customers have to be? And what do customers want from contact centres? Quite simply, they would like to be answered quickly by a person who is able to help them without passing them around, and have the correct answer given to them quickly by someone with whom they feel comfortable talking. Additionally, the business has to deliver on the reason the customer is calling in the first place - by sending out the purchased item promptly, changing the database details or refunding money, for example. So the contact centre does not stand alone: it orchestrates the rest of the business. Various pieces of research show that the benefits to a business that are made from increasing customer satisfaction are non-linear: if a customer is very happy, they are likely to be worth a great deal in additional direct purchases and possibly more importantly, will act as a brand advocate for your company. A customer who is merely ‘satisfied’ will not have anywhere near the same positive impact on revenues or profits, and is likely to be a good deal less loyal. A contact centre can achieve all the operational performance measurements which it sets for itself, without actually being successful. If the customer does not hang up the phone feeling that she has been treated appropriately and that her query has been resolved to her satisfaction, then that counts as a failure, regardless of how good the internal metrics may be. As customers become more demanding and their expectations of what constitutes good service increase, then contact centres are forced to develop greater external focus. This is in part due to the growth of outsourcing, which has introduced a new competitive edge to the business of handling calls. In addition, the greater choice available to customers in terms of suppliers means that customer retention is now as important as customer acquisition. Without knowing what your customer thinks of your service, you cannot legislate for their requirements. A continuous tracking survey hosted by a third party is a useful piece of corporate intelligence. Surveys hosted on a SaaS platform have the advantage of being contact centre provider- and equipment-agnostic. Businesses can continue using surveys non-stop as they outsource, switch suppliers or take their contact centre service back in-house, hence tracking the impact of these changes.
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FACTORS IN ACHIEVING CUSTOMER SATISFACTION
Respondents were asked to choose the three most important factors impacting upon customer satisfaction from a list of eight, with the graph below showing the most popular choices. As with last year, the top choice was “first-call resolution”, with “polite and friendly agents”, and “short queue times” once again in second and third place, the latter acknowledging that the customer experience starts well before the agent's greeting. Figure 1: Factors most valued by customers using a contact centre
Factors most valued by customers using a contact centre Short call times
5%
Long opening hours 1%1%3% No call transfer between agents 2% 5% Not having to repeat issues across channels 2% Short IVR menus
11%
12%
3% 6%
UK-based agents
6%
Short queue times
12% 10%
9%
7%
15%
Polite and friendly agents
27%
17%
22%
20%
First-call resolution
24%
54% 0%
10%
20%
20%
30% 1st
40%
50% 2nd
60%
6% 70%
80%
90%
3rd
Contact centre management also believe that having UK-based agents goes a long way to helping customer satisfaction, with 22% of respondents placing domestic agents in the top 3. Short call duration, which has been slipping as a primary metric for a number of years, was picked as a top 3 factor in achieving customer satisfaction by only 5% of the respondents this year, further evidence that average handle time is becoming increasingly irrelevant in the modern day contact centre, in businesses’ opinion at least: it would be interesting to see if customers agree.
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When considering how the factors involved in keeping customers happy differ depending on whether it is a service or sales call, some conclusions can be drawn:
First-contact resolution is still seen as the most important factor, albeit a higher proportion of service respondents (53%) place it in first, against 41% of sales contact centres
As a service call is perhaps more likely to require multiple agents to resolve it, 29% of service respondents place this in the top 3, compared to 18% of sales contact centres
Sales contact centres are more likely to believe that polite and friendly agents are key: 35% place this as the top priority, against 14% of service respondents
49% of service contact centres put having short queue times as being key to customer experience, against only 30% of sales operations. This may be because callers to service operations are generally calling a get a problem resolved and may not be in the anticipatory frame of mind that sales callers may have
Sales operations are far more likely than service agents to believe that UK-based agents are key to a positive customer experience (41% place this in their top 3, against only 17% of service operations). It may be that these types of contact centre are aware that there are usually easy alternatives for prospects to call, and do not wish to put off callers who do not like speaking with offshore agents
No sales respondents put short IVR menus in their top 3, compared with 27% of service respondents. This is likely to be because labyrinthine IVR menus are usually restricted to large service operations, whereas sales operations are more likely to have representatives who can sell any of the products, whereas service agents many be more specialised and work in specific departments.
Though service and sales teams often operate quite independently and have differing views on the customer experience, it is important to remember that your customer does not make the same distinctions. Your company’s reputation is formed by a combination of impressions created at every touchpoint. Companies that skilfully manage the entire customer experience across multiple departments and several channels reap the great rewards of enhanced customer satisfaction, increased revenue, reduced churn and greater employee satisfaction.
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CUSTOMER SATISFACTION MEASUREMENT TECHNIQUES
Customer surveys have been an integral part of most businesses since time immemorial. Recently, there has been a great increase in the number of organisations implementing “Voice of the Customer” programs, often based around large-scale analysis of call recordings. This approach is investigated in more depth within the ‘Customer Interaction Analytics’ chapter within this report, but the more traditional, direct methods of understanding customer experience and requirements are still very much present. The numerous methods of directly surveying customers include the following: IVR: at the end of the call, and after agreeing to do so, the customer may be passed through to an automated IVR system, which typically asks a mixture of open and closed questions which can be answered with a combination of touchtone and speech. This has the benefit of immediacy, in that the caller will be able to give an accurate assessment of the call and the agent, and also the business may be alerted in near-real-time to any major problems through pre-programmed automated SMS or email alerts. The speed and ease with which an agent-invited IVR survey can be implemented gives it a distinct advantage over a survey conducted via outbound calls. The resources and staff time required to make outbound calls often mean that they are conducted erratically and rarely during peak times which undermines the quality and usefulness of the data collated. As agent-invited IVR surveys are automated, they require little staff input and can monitor customer satisfaction whenever the contact centre is open. Outbound automated surveys are becoming more prevalent, with more than 10m outbound IVR survey calls estimated to be made each year in the UK. After the call has been concluded, the caller's number may be put into an outbound dialler's queue, which calls them and offers an IVR survey. The speed with which this call-back is made is crucial to the take-up rate of the survey, with up to 70% acceptance rate if the call-back is in minutes, but perhaps only 10% if the call is made over 48 hours later.
When you conduct customer surveys, it is important that you do not limit your mode of communication to that which you prefer. Adopting a multi-mode approach to surveying your customers will help you keep pace with your customers’ expectations. Many people will still want to give their feedback by phone but combining this with web surveys, links to web surveys on social media and SMS surveys will enable you more effectively to represent your entire customer base.
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Written: a system-generated letter is posted to the customer soon after an interaction takes place, requesting feedback. Typically more customers who have had a poor experience will bother to return the questionnaire, skewing the figures, and although some good and detailed learning points can emerge, it's an expensive way to survey customers. It's also the case that results will be tilted towards the demographics with more time available to them, especially older people. There can be a lack of immediacy, and some people might feel that sending out a written questionnaire to ask about how well a call was handled is overkill. Written surveys via letter or person-to-person interviews have an important role to play, particularly where the feedback generated can be compared side-to-side with feedback by other methods. Having quantitative and qualitative data provides valuable feedback that can’t be achieved by adopting a single surveying method. In today’s multimedia society, it is important to choose a survey platform that caters for all your customers. Though many customers want to continue to contact a business by telephone, there are others who prefer to text or email and it is necessary to offer consistent service across all channels. Monitoring all interactions to the company will give comprehensive insight into customers’ opinions of the service offered. Similarly, different customers will prefer to be surveyed in different ways and a survey platform should have the flexibility to support IVR, web, text and written surveys and collate the results in a unified reporting system. Not only will this mean that businesses are increasing the number of customers accessed, but a different quality of feedback will be received from each approach. Written surveys via letter or person-to-person interviews, have an important role to play, particularly where the feedback generated can be compared side-to-side with feedback by other methods. Having quantitative and qualitative data provides valuable feedback that can’t be achieved by adopting a single surveying method. Outbound: frequently, the contact details of a proportion of incoming callers will be passed to a dedicated outbound team, who will call the customer back, often within 24 hours, to ascertain the customer’s level of satisfaction with the original call. Sometimes customers will find this intrusive, while others will welcome the chance to provide feedback. Additionally, certain companies employ outside agencies to survey customers regularly, which may be useful in benchmarking exercises, since they will apply a more formalised and structured approach to data gathering and presentation. The automated option as mentioned in the IVR section above should also be considered as an option. SMS: Text messaging has the advantage of immediacy of sending and also of reporting on the results. It is a cheap way of carrying out surveys, and can be linked to a specific agent, allowing the contact centre to use this information for agent performance as well as satisfaction with the business. SMS does not allow detailed or multiple questions though, and businesses will have to collect mobile numbers if they do not already have them. However, take-up rates are better than many other forms of feedback (at around 25-35% on average), and younger and more time-poor customers are more likely to respond, providing a wider universe of responses across demographics. This form of survey can allow the contact centre to identify very unhappy customers and schedule an outbound call to deal with the problem.
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Despite this discussion, carrying out the survey is the easy bit. Many companies pay lip service to listening to their customers. The question is…do they actually hear what their customers say? And more importantly do they act upon it to change or improve their processes? There is no point in generating an expectation which the business has no intention of fulfilling. Don’t ask the customers for feedback if there is no intention of using it to make the service provided substantially better. The next section on using customer feedback explores this in more depth. Formal surveys of customer satisfaction offer the customer a chance to feed-back, and the business to learn. Setting up surveys involved various elements which should not be overlooked, including: Defining the purpose and objectives of the survey
Deciding the approach
Developing the questionnaire
Carrying out the survey
Collating the data
Analysing the results
Presenting the findings - and acting upon them.
The point of a customer satisfaction survey is to discover what the company is doing wrong, where improvements can take place, how the company is perceived against its competition and how it can improve. It is important to view the survey from the customers’ perspective, rather than checking boxes that just relate to internal company metrics, which is self-serving. Surveys should also be ongoing, to check whether real improvements are being made after the issues have been identified. Survey forms should be simple and quick to complete, but if possible should carry enough weight to allow the company to change its processes and behaviours if that is what is required, using a mixture of objective questions that can be segmented and scored, as well as free text, especially in telephony questionnaires, where customers can be encouraged to add real value.
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For surveying contact centre users, the key to success is to keep the survey fairly short, with a maximum of around 5 questions, which can be range-based (e.g. "strongly disagree", "disagree", "neutral", "agree", "strongly agree", etc.), a more simple ‘Yes/No’ option and a free-text, 'any comments' question. These questions may include:
Was the call answered quickly? Was the agent polite? Were you satisfied with the response? Was this the first time you had called about this matter? Do you have any comments you would like to make?
Opinion is split on whether surveys should identify specific agents, as although major outlying training and behavioural problems can be identified, many operations are keen to avoid the 'Big Brother' feeling of spying on agents, and prefer to emphasise that surveys are done to identify broken processes, not to criticise individuals. Regardless of whether surveys identify specific agents or not, a key to success is whether the survey implemented is considered by agents as just yet another form of monitoring, or a genuine attempt to help them provide better service in the long run. Agents tend to respond well to successful customer satisfaction improvement initiatives as they usually make their job easier and more rewarding. Keep the survey process simple, focus on agent engagement and act quickly to provide positive feedback to the team. It’s more important to get the survey adopted as a positive part of the company’s customer service strategy, than it is to design the academically-perfect survey that has a negative impact on the morale of the team. It is vitally important before beginning to survey customers, that a business:
Clearly determines the purpose and aims of the survey Considers adopting a variety of question types. Scored questions enable a business to produce statistically significant and representative data. Free comments allow the gain of real insight into customers’ perception of service Selects an experienced company to set up and host the survey. Businesses will benefit from their expertise and knowledge and avoid potentially costly errors Ensures that the survey can be carried out throughout the day, including peak times, to gain a true picture of the customer experience Makes sure that the results of the survey can be collated and analysed in a wide variety of ways. It is pointless to amass information if it cannot be evaluated and the results disseminated usefully Has procedures in place to act upon the information that it finds. The survey may have uncovered some broken processes in the service which need attention. It will also inevitably throw up disgruntled customers whose specific concerns need addressing. In this instance, the survey platform should provide some mechanism for alerting and following-up to ensure that dissatisfied customers are escalated to the appropriate staff Adopts a unified approach across the business to assessing and monitoring customer satisfaction. If a business continues to reward agents based on traditional call performance metrics, it is merely paying lip service to good service. If agents are rewarded based on customer satisfaction ratings, it will increase agent engagement and retention at the same time as improving the service it offers to customers.
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The Benefits of Seeing the Bigger Picture It seems like everybody is on a “journey” these days but when it comes to service, many companies ignore the customer journey to focus instead on the service they are offering at separate, distinct touchpoints. The cumulative customer experience, therefore, is often frustrating and dissatisfying. Customers dealing with yet another department within one organisation are left with the sense that nobody has exclusive control over their issue or even fundamentally understands it. This compartmentalised nature of service delivery fosters an insular culture where each department works independently and the customer’s goodwill is steadily eroded.
So, what should be done? Companies that skilfully manage the entire customer experience across multiple touchpoints and multiple channels over time reap the great rewards of enhanced customer satisfaction, increased revenue, reduced churn and greater employee satisfaction. That is not to say that this is an easy business model to implement. It requires in depth examination of specific customer issues, cross-departmental collaboration, and the establishment of new employee responsibilities and performance expectations. Collating feedback from customers and employees across all departments gives you the overall picture you need to fully understand the customer journey and identify those areas that need improvement. But asking the questions is not enough. Once you have listened to customer feedback, you need to act on it and communicate to customers and employees alike that you have addressed the issues. Letting your employees have knowledge of/ accountability for the entire customer process engenders a holistic, shared, companywide approach that gives a more accurate impression of what the customer is experiencing when dealing with your organisation. This can only improve the customer experience!
Voice of the Customer Surveys Voice of the Customer surveys help you learn first hand about specific service shortcomings and identify any discrepancies between marketing promises and service delivery. Hearing directly from your customers and looking in depth at individual cases can often highlight trends which are not visible if you focus exclusively on each customer interaction point separately.
Opinion-8 Opinion-8 is the perfect tool to capture the Voice of your Customer and is used effectively in the public and private sectors to drive genuine service improvements. Our post-call IVR VoC telephone surveys allow your customers to speak for themselves equipping you with incomparable information about the entire customer journey. Results for all surveys can be seen online via a secure website giving you the ability to analyse and crucially to respond to your customers’ feedback. For more information, please visit our website www.opinion-8.com or email our Online Marketing Manager rachel.hyland@opinion-8.com.
USING CUSTOMER FEEDBACK
Many companies hear their customers, but do they actually listen to what their customers say? And more importantly do they act upon it to change or improve their processes? There is no point in generating an expectation which you have no intention of fulfilling. Don’t ask the customers for feedback if you have no intention of using it to make the service you provide them with substantially better.
Though most successful companies acknowledge the importance of collating feedback on an ongoing basis, many fail to communicate the results of this feedback to their customers and staff. If you find that take-up for your customer satisfaction survey is falling, consider ways in which you can demonstrably broadcast to employees and customers alike that you have listened to and acted upon the feedback you have collated. Remember, we all like to think that our opinions are valued. The most popular way respondents gather customer insight is through the informal channel of team meetings, where team leaders pass agent insight up the management chain. This relies upon goodwill and effort from agent, team leader, contact centre manager and the relevant business unit to get things achieved, and should not be relied upon solely. A more formal process of gathering agent comments is used by 82% of respondents. 84% carry out customer experience research via phone calls & emails, and 53% use IVR or SMS to get near-real time feedback. 71% state that they have a customer journey project taking place and 36% use call analytics (automated speech analytics as well as supervisors listening in to recorded calls) to gain customer insight. Figure 2: Methods used for gathering customer insight (where used)
Method
% of respondents using this method
Team meetings with supervisors who pass on agent/customer insights
94%
Customer experience research calls & emails
84%
Formal process for gathering agent comments
82%
Projects studying the customer journey
71%
IVR or SMS (i.e. automated, near-real-time surveys)
53%
Speech analytics and analysis of recorded calls
36%
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The chart below takes into account the respondents’ opinions of the effectiveness of each method of gathering customer insight only if they use that method. Respondents tend to rate customer experience research calls and emails most highly, with more than half finding these very effective and only 9% ineffective. Call analytics - which in this case also includes supervisors analysing call recordings as well as the use of automated speech analytics solutions – also gets general approval, but neither the informal nor formal gathering of insight directly from agents are judged particularly useful. Figure 3: Effectiveness of methods for gathering customer insight (where used)
Effectiveness of methods for gathering customer insight Team meetings with supervisors who pass on agent/customer insights
23%
Formal process for gathering agent comments
24%
62%
62%
Projects studying the customer journey
30%
IVR or SMS (i.e. automated, near-real-time surveys)
31%
Speech analytics and other analysis of recorded calls
8%
46%
51% 0%
14%
62%
41%
Customer experience research calls & emails
15%
22%
41%
19%
40%
9%
10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Very effective
Somewhat effective
Ineffective
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Respondents using a formal customer journey/voice of the customer project reported generally positive outcomes. 58% either disagreed or strongly disagreed that the contact centre does not have the influence to change the area that is causing the problems. However, 29% of respondents state that they do not fully understand where in the wider business things are breaking down and 40% find that they have difficulty in following and understanding the customer journey across departments, with 36% struggling to follow it across channels. Figure 4: Customer journey / Voice of the Customer project: an assessment
Customer journey / Voice of the Customer project: an assessment The improvements we have identified would be very disruptive to 4% 13% current business practices
We do not fully understand where in the wider business things are breaking down
7%
The contact centre does not have the influence to change the area that is causing the problems
9%
We have difficulty in following & understanding the customer journey fully across contact channels
9%
We have difficulty in following & understanding the customer journey end-to-end (i.e. across departments)
21%
22%
9%
22%
11%
25%
15%
0%
45%
10%
8%
25%
20%
Strongly agree
30% Agree
17%
46%
15%
41%
17%
38%
11%
40%
50%
Neutral
21%
26%
60%
70%
Disagree
23%
80%
90% 100%
Strongly disagree
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COMPLAINTS
John Seddon uses the term “failure demand” to describe calls that are created by the inability of the business’s systems to do something right for the customer: “A failure to do something - turn up, call back, send something…causes the customer to make a further demand on the system. A failure to do something right - not solve a problem, send out forms that customers have difficulty with and so on - similarly create demand and creates extra work. Failure demand is under the organisation’s control, and it is a major form of sub-optimisation.”1 Seddon cites the instance of the bank where failure demand created almost half of the calls which they had to deal with. Another classic example of failure demand is where emails go unanswered, leading to calls being made (first-stage failure demand). Later, the email will be answered, unnecessarily, as the customer already has their answer or has gone elsewhere (second-stage failure demand). This redundant work will then impact on other (still live) messages in the email queue, creating a vicious circle of failure demand. Redesigning and restructuring the way in which work flows around the organisation, putting the contact centre at the heart of it, rather than treating it as a separate silo, will go much of the way to reducing unnecessary contacts. The customer ends up getting a better service from the whole company, not just the contact centre. One way in which this can be achieved is to unify and automate the agent desktop, bringing in the relevant data automatically, depending on who the caller is and what they want. At the end of the call, the correct data is written back to the relevant places, and the correct processes kicked off automatically, meaning that the right departments will be provided with the right information, thus reducing the risk of failure demand, unnecessary calls and irate customers. This also takes the pressure off the agents to remember which systems to update and how to navigate through them within the call (which causes long delays, negatively impacting customer satisfaction), or in the wrap-up, which risks agent forgetting to do things, and also decreases agent availability, increasing the queue length, and decreasing customer satisfaction. In cases where multiple processes have to happen in order for the customer’s requirement to be met, automated outbound messaging to the customer, whether by email, SMS or IVR is likely to reduce the number of follow-up contacts that the customer feels that they have to make. Information on failure demand can be gleaned from the contact centre, which can also hold huge amounts of knowledge about what customers’ views of the products, services, competitors and company are. Feedback loops will be established in leading contact centres to push information and insights upwards to those who can make a difference in product development, process improvements and customer strategies. Interaction analytics offers businesses the chance to mine huge amounts of data and find patterns and reasons in a timely fashion, and it is vital then to act upon this knowledge, proving to both customers and agents that the business takes them seriously.
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Freedom from Command and Control: A better way to make the work, work, John Seddon, 2005
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Customers who take the time to complain are also taking the time to state what went wrong with your process, product or communication, and this effort should be acknowledged and treated as being important. Businesses have found that fixing the problem for one customer can help many other customers, including the ones who never contacted you. Most customers are not complaining to cause trouble - they want you to know what went wrong, and believe that you can fix it. If one customer makes a complaint, the chances are that there are many more who are experiencing the same thing. A customer that has given up on your company will probably not complain, but go elsewhere and tell everyone who will listen that they are doing so, an issue that is particularly important in today's world of omnipresent social media. Figure 5: Proportion of calls received that are complaints / target of complaints, by vertical market - mean
Vertical market
Proportion of calls that are complaints
% complaints about the contact centre
% complaints about the wider business
Manufacturing
29%
17%
83%
Retail & Distribution
9%
28%
72%
Outsourcing
9%
25%
75%
Public Sector
17%
6%
94%
Transport & Travel
8%
12%
88%
Services
5%
17%
83%
Insurance
2%
42%
58%
TMT
4%
14%
86%
Utilities
2%
13%
87%
Finance
3%
10%
90%
Housing
7%
2%
98%
7.4%
20%
80%
Average (mean)
NB: table is sorted by largest proportion of complaints about the contact centre - high-to-low
The preceding table shows, by vertical market, the proportion of inbound calls received that are complaints, and also, in the widest sense, what that complaint is about (i.e. internal - such as a rude agent or not being called back when promised, or external - such as failure demand, which is explained below). Once again, the housing sector receives the fewest proportion of calls that are complaints about its contact centre operations, with manufacturing and retail & distribution again amongst the highest.
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For every vertical market, the majority of complaints received are not about the contact centre itself (or its staff), but rather ‘failure demand’, caused by a breakdown of process elsewhere in the organisation. However, the contact centre has to deal with the dirty work, and further failures within the complaints procedure (or lack of it) can see customers calling into the contact centre again and again, becoming more irate each time, despite the real problem lying outside the contact centre. This is further exacerbated by the multitude of channels available to customers, who may choose to complain initially via letter or email, and follow up with multiple phone calls if these initial channels are not able to provide them with an acceptable response. There is also the case that there is a blurring of responsibility between the contact centre and the rest of the business so that lines of demarcation over where the fault lies can be difficult to find. For example, a telecoms provider that has taken an order for a new line has to rely on the rest of the organisation to provision and deliver this correctly. If the agent takes the contact email down incorrectly, the customer will not receive any information about their order, which may have a query on it. When the irate customer rings in to complain, the problem may appear to be with the backoffice processes where the order has halted, but the fault actually lay with the agent. Whether this is tracked or reported on correctly is not a certainty, so the split above between contact centre / backoffice complaints should be treated with caution. There is also a real risk, especially within large contact centres, that a single agent does not have the capability or responsibility to deal with the customer’s issue, which may reach across various internal departments (e.g. finance, billing, provisioning and technical support), none of which will (or can) take responsibility for sorting out the problem.
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MOST EFFECTIVE CHANN ELS FOR HANDLING CUSTOMER COMPLAINTS
Respondents were asked to assess which channel they personally would use if they had a complaint as a customer of their own organisation. While a slight majority said that the telephone would be the best channel, the multimedia channels such as email and social media also had considerable support. There is little support for writing a letter - which is the traditional channel of complaint - with even web chat being given the same support by respondents. Only 2% gave the diplomatic answer that there would be no advantage to choosing one channel over another within their own organisation. Figure 6: Best channel to use for complaints
Best channel to use for complaints Web chat 4%
Letter 4%
No preference 2%
Social media (e.g. Twitter / Facebook) 13%
Telephone 54% Email 23%
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APPENDIX: ABOUT CONTACTBABEL ContactBabel is the contact centre industry expert. If you have a question about how the industry works, or where it’s heading, the chances are we have the answer. The coverage provided by our massive and ongoing primary research projects is matched by our experience analysing the contact centre industry. We understand how technology, people and process best fit together, and how they will work collectively in the future. We help the biggest and most successful vendors develop their contact centre strategies and talk to the right prospects. We have shown the UK government how the global contact centre industry will develop and change. We help contact centres compare themselves to their closest competitors so they can understand what they are doing well and what needs to improve. If you have a question about your company’s place in the contact centre industry, perhaps we can help you. Email: info@contactbabel.com Website: www.contactbabel.com Telephone: +44 (0)191 271 5269
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