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Operations video camera stream. These features further improve the collaboration experience, automate workflows and provide real-time information for businesses to run better and faster. Market availability, cloud infrastructure and individual interest, driven by employee and customer how-to knowledge with these tools, has brought us to an implementation point where the pros of this digital video shift are beginning to surface. What if I didn’t have to organize an insurance survey on-site or get myself to a hospital for a follow-up? Imagine if you could seek legal counsel with a practitioner halfway around the world? But a lot of this isn’t instinctual because of our sense of trust. Good video creates trust and increases business velocity via exceptional customer experiences. It also increases one’s sense of connection during a CX interaction. Along with these psychological aspects, video allows us to solve complex issues far more efficiently than we’re used to doing without a visual component in the solution. As our latest study revealed, and many contact centre managers will be aware, the length of calls and relative costs are increasing by around 40%. This links back to the complexity of issues being solved by contact centre agents, and further necessitates a need for video to simplify and accelerate the customer satisfaction around efficiently dealing with issues.

New next steps Managing customers on video allows us to focus on people, read a room and use the visual information to decide what to say, when to say it and how to say it. And when video is coupled with audio it is further poised to offer an arsenal of customer service tools through developments in artificial intelligence (AI). Jabra’s partnership with audEERING is developing AI applications that can monitor call sentiment analysis, and when you couple this with the AI from PanaCast’s digital video, the potential of digital video starts to become more apparent. GN Audio’s purchase of Altia Systems in February 2019 indicates the growing value of video in collaborative environments. The resulting technology likely to come from the acquisition sets a vision of powerful tools to come as we enter a period of augmented audio and video deployment in the CX fields. 2019 will set a new high for video conferencing, with USB conference cameras playing a pivotal role in this space, having recorded 48% revenue growth year-overyear in 2018, according to an IHS Markit report3. Data and technology point towards the increasing importance in video solutions across three layers of CX. Firstly, we see a huge need to be able to offer easy-to-deploy end-solutions for buyers. Secondly, the products need to be agnostic and easy for agents to adopt. Lastly, it needs to offer an enriched CX to legitimately deliver a powerful return on investment (ROI). As video and audio combine moving forward, businesses can adapt their contact centres or decentralize them off-site with video and deliver a higher-value CX with great cost savings. It’s a shift I’m excited to be a part of, with video at the forefront of this evolving landscape. Aurangzeb Khan is senior vice president, intelligent vision systems, GN Jabra (www.jabra.com). 1 Dimension Data, “Global Contact Centre Benchmarking Report”, 2016. 2 Frost & Sullivan, “Global Video Conferencing Endpoints and Infrastructure Market Forecast to 2022”, 2018. 3 Matthias Machowinski, Prachi Nema, “Enterprise Telepresence & Video Conferencing Equipment Market Tracker”, IHS Markit, March 7, 2019.

Issue 2 • 2019

Unlocking the value of contact centre data By Anthony Gadient

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n today’s competitive business environment, companies need accurate business intelligence to predict events, identify threats and improve the customer experience (CX). The customer’s voice is the best source for this information through the many contact centre conversations. Historically there have been obstacles to accessing this information, including the high cost some legacy recording systems charge to their customers to access their own data. But with the advent of open speech-to-text (STT) systems and faster processors, companies can economically convert 100% of their voice data to text. This technology can power advanced speech analytics to obtain valuable insights that elevate customer service, increase sales and market share, reduce operating costs and meet compliance requirements.

Changing the face of contact centres Using advanced artificial intelligence (AI) and deep learning technologies, speech analytics solutions can find patterns in the large volumes of call centre data to identify trends and uncover opportunities. Product development and support teams can find out which product features are in greatest demand or are causing issues and marketing can hear how the competition is viewed or how customers are reacting to new pricing. Some of these advanced solutions can provide prescriptive and predictive analytics to provide greater insights into customer calls. These capabilities can be coupled with realtime STT to provide even greater value by delivering the right information to the right place at the right time. Prescriptive analytics identifies issues and suggests how to address them. Consider a software company that has a product feature with a high customer effort score and receives a disproportionate number of support calls questioning how to use that feature. By using AI capabilities to perform sentiment and emotion analysis, the speech analytics software can “discern” the gravity of the problem, “understand” the root cause(s) of why customers are unhappy and provide suggested solutions to the problems. Predictive analytics is built on a history of customer interactions and applies the knowledge from this historical data to current, correlated interactions with individuals. Advanced speech analytics platforms capable of delivering predictive analytics apply AI and machine learning to identify patterns and trends from the compiled data, enabling companies to spot opportunities or predict what will cause a customer to choose a particular product or service. These Contact management | 3