APPROACHING THE OMNICHANNEL CHALLENGE
1. Gather as much information as possible from customers, through analytics, customer surveys or preferably both: many businesses are doing this through a voice of the customer program. The aim is to understand which business processes are working, which are suboptimal and perhaps most importantly, which are most valued by the Omnichannel is a journey, so focusing upon those areas which are most obviously broken will make sense, both from the customer’s perspective and also in proving the concept to stakeholders within the business
2. While the vision and strategy should be distinct and all-encompassing, the implementation can be done in phases that immediately impact upon the customer experience and prove ROI
3. Set measurable objectives, using metrics that are directly related to the desired outcome. For example, if one of the aims of the omnichannel project is to reduce customer effort, it would make sense to consider first contact resolution rates, rather than agent occupancy rates, for example. Metrics that are able to demonstrate ROI should be chosen wherever possible, in order to demonstrate to and reassure stakeholders elsewhere in the business that the project is achieving financial success. As elements of the omnichannel journey go live, behaviors and outcomes that support these metrics should be tangibly rewarded
4. As with any large, cross-departmental project that may need to alter the culture of the organization, omnichannel will require a project champion at a senior level, with the authority and vision to influence and create change wherever required, backed by and reporting to a sponsor at the highest level of the Create a cross-functional organizational overlay that represents the interests of each interested party
5. Identify as many of the customer journeys as possible (and their business owners), tracking them across channel, into the back office, financial and distribution systems, and back out towards the customer. If some channels are owned by different departments (e.g. social media is often run by marketing), pitch the benefits of having the contact center deal with customer interactions, allowing the marketing department to concentrate on their core job
6. Using a tool such as the 2x2x2 cube matrix shown earlier, identify volumes and uses associated with each customer channel, segmented by variables such as customer demographics and intent if possible. Identify the potential moments of truth and the knowledge and data required at each stage in the journey to identify gaps
7. Make a point of learning from the people who have actually been handling interactions over different channels, and have the contact center agents work alongside them to understand what’s different in these channels
8. A platform or hub will be required that allows every channel to access and update the customer’s master record as and when required, with real-time synchronization being of vital importance. Within each individual channel, consider the potential use of further automation: for many businesses, non-voice channels still rely upon a manual input and there are considerable opportunities to reduce cost and improve data consistency
9. Accept that omnichannel customer contact is an ongoing process, to be revisited and continually improved as the nature of the business, customer preferences and new channels further evolve.
About Evolve IP’s Contact Center: Your contact center is the lifeblood of your enterprise, so anything that you can do to improve agent results and customer experience is a major win for your business. Evolve IP’s Gartner recognized omnichannel contact center provides all of the features you need to run a world-class omnichannel contact center.
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