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The Intelligent Contact Center Real-Time Intelligence for Customer Interaction

Jonathan Moran, Customer Intelligence Product Marketing, SAS John Merritt, Global Product Marketing, Sword Ciboodle

Copyright Š 2012, SAS Institute Inc. All rights reserved.


It Starts with Your Customer Advanced, multi-faceted, savvy and ready to engage


It Starts with Your Customer Advanced, multi-faceted, savvy and ready to engage

Today’s customers are demanding – they expect an integrated experience across traditional & social communication channels


Properly Servicing Them Right Insights for the Right Issue in Real-Time


Properly Servicing Them Right Insights for the Right Issue in Real-Time

Yet most service professionals don’t have the right insights and interactive capabilities to properly service customers. This leads to very poor customer services and experiences.


Managing Their Experiences

Creating Consistent Experiences Across Countless Channels is Tough!


Managing Their Experiences

Creating Consistent Experiences Across Countless Channels is Tough!


Managing Their Experiences

Creating Consistent Experiences Across Countless Channels is Tough!

With so many channels across the customer’s journey, it makes having these capabilities and insights absolutely vital.


Managing Their Experiences

Creating Consistent Experiences Across Countless Channels is Tough!

With so many channels across the customer’s journey, it makes having these capabilities and insights absolutely vital. Do you have the insights needed to manage these interactions?


And This was Just One Thing

Key Business Trends that are Affecting the Need for Customer Intelligence


And This was Just One Thing

Key Business Trends that are Affecting the Need for Customer Intelligence Business/Industry Driven

People/Customer Driven

1. Rising Expectations and More Choices 2. From Right Time to Real Time 3. Demographic Divide

1. Change from Product to Customer Centric Business Strategy 2. Engaging through every Channel 3. 360-Degree Customer View

1. Social Networking 2. Consumer-Controlled Content and Channels 3. Consumer Engagement

1. Consolidation/Mergers/ Acquisitions 2. Market Expansion 3. Efficiency & Optimization

Business Executive 1. Mobile Devices and Consumer Adoption 2. Web 2.0 and the Digital Age 3. Cross-Channel Usage

1. Increased Disclosure and Transparency Privacy and Information Sharing 2. Consumer Contact Rules 3. Regulatory Reform


And This was Just One Thing

Key Business Trends that are Affecting the Need for Customer Intelligence Business/Industry Driven

People/Customer Driven Driven People/Customer

1. Rising Expectations and More Choices 2. From Right Time to Real Time 3. Demographic Divide

1. Social Networking 2. Consumer-Controlled Content and Channels 3. Consumer Engagement

Business Focus on the Customer Experience

The Consumer is in Charge

Finding the Next Origin of Business Growth

Huge Online Social Adoption

1. Change from Product to Customer Centric Business Strategy 2. Engaging through every Channel 3. 360-Degree Customer View

1. Consolidation/Mergers/ Acquisitions 2. Market Expansion 3. Efficiency & Optimization

Business Executive 1. Mobile Devices and Consumer Adoption 2. Web 2.0 and the Digital Age 3. Cross-Channel Usage

Multi-Channel Adoption

Compliance Requirements

1. Increased Disclosure and Transparency Privacy and Information Sharing 2. Consumer Contact Rules 3. Regulatory Reform


And This was Just One Thing

Key Business Trends that are Affecting the Need for Customer Intelligence Business/Industry Driven

People/Customer Driven Driven People/Customer

1. Rising Expectations and More Choices 2. From Right Time to Real Time 3. Demographic Divide

1. Social Networking 2. Consumer-Controlled Content and Channels 3. Consumer Engagement

Business Focus on the Customer Experience

The Consumer is in Charge

Finding the Next Origin of Business Growth

Huge Online Social Adoption

1. Change from Product to Customer Centric Business Strategy 2. Engaging through every Channel 3. 360-Degree Customer View

1. Consolidation/Mergers/ Acquisitions 2. Market Expansion 3. Efficiency & Optimization

Business Executive 1. Mobile Devices and Consumer Adoption 2. Web 2.0 and the Digital Age 3. Cross-Channel Usage

Multi-Channel Adoption

Compliance Requirements

1. Increased Disclosure and Transparency Privacy and Information Sharing 2. Consumer Contact Rules 3. Regulatory Reform


And This was Just One Thing

Key Business Trends that are Affecting the Need for Customer Intelligence People/Customer Driven Driven People/Customer

1. Rising Expectations and More Choices 2. From Right Time to Real Time 3. Demographic Divide

1. Social Networking 2. Consumer-Controlled Content and Channels 3. Consumer Engagement

Business/Industry Driven

Not certain how we can operate without considering these areas and the necessary insights needed

Business Focus on the Customer Experience

The Consumer is in Charge

Finding the Next Origin of Business Growth

Huge Online Social Adoption

1. Change from Product to Customer Centric Business Strategy 2. Engaging through every Channel 3. 360-Degree Customer View

1. Consolidation/Mergers/ Acquisitions 2. Market Expansion 3. Efficiency & Optimization

Business Executive 1. Mobile Devices and Consumer Adoption 2. Web 2.0 and the Digital Age 3. Cross-Channel Usage

Multi-Channel Adoption

Compliance Requirements

1. Increased Disclosure and Transparency Privacy and Information Sharing 2. Consumer Contact Rules 3. Regulatory Reform


Adding to The Complexity

CI WORKGROUP Executive Briefing Center FEB/MAR-2012

Cary NC

A Number of Areas Continue to Evolve Making the Challenge Far More Difficult to Solve !!

Key areas continue to change making this far more difficult to solve with rudimentary approaches lacking insights and real-time analysis !! !! !! !!

Channels Offers Preferences Data

!! !! !! !! !!

Objectives Consumer Expectations Timing Management Control and Consistency Standards 15 Copyright Š 2012, SAS Institute Inc. All rights reserved.


Adding to The Complexity

CI WORKGROUP Executive Briefing Center FEB/MAR-2012

Cary NC

A Number of Areas Continue to Evolve Making the Challenge Far More Difficult to Solve !!

Key areas continue to change making this far more difficult to solve with rudimentary approaches lacking insights and real-time analysis !! !! !! !!

Channels Offers Preferences Data

!! !! !! !! !!

Objectives Consumer Expectations Timing Management Control and Consistency Standards

‌creating BIG problems for organizations. 16 Copyright Š 2012, SAS Institute Inc. All rights reserved.


Good Points, But…

Why Should I Consider Addressing this Area? Well…


Good Points, But‌

Why Should I Consider Addressing this Area? Well‌

86% of consumers quit doing business with a company because of a bad customer service experience, up from 59% 4 years ago

Source: Harris Interactive, Customer Experience Impact Report


Good Points, But…

Why Should I Consider Addressing this Area? Well…


Good Points, But…

Why Should I Consider Addressing this Area? Well…

88% of CEO’s said ‘getting closer to customers’ was their top priority for their business over the next five years.

Source: IBM 2010 Global CEO Study


Good Points, But…

Why Should I Consider Addressing this Area? Well…


Good Points, But…

Why Should I Consider Addressing this Area? Well…

A good customer experience is told to

8

other people


Good Points, But‌

Why Should I Consider Addressing this Area? Well‌

A good customer experience is told to

While a bad customer experience is told to

8 22

other people

other people

Source: Harris Interactive, Customer Experience Impact Report


Not to Mention‌

Other Organizations are Taking Notice and Investing in Customer Service Experience Too‌


Not to Mention…

Other Organizations are Taking Notice and Investing in Customer Service Experience Too…

THAT S AN INVESTMENT OF

$18.58 BILLION OVER THE NEXT 4 YEARS IN CUSTOMER SERVICE AND SUPPORT THAT OTHER COMPANIES ARE MAKING


Not to Mention…

Other Organizations are Taking Notice and Investing in Customer Service Experience Too…

THAT S AN INVESTMENT OF

$18.58 BILLION OVER THE NEXT 4 YEARS IN CUSTOMER SERVICE AND SUPPORT THAT OTHER COMPANIES ARE MAKING

Will you be able to compete with them?


That’s a Big Deal – alot to Think About

How can organizations solve these challenges and get ahead of the curve?


That’s a Big Deal – alot to Think About

How can organizations solve these challenges and get ahead of the curve? How about something a bit more innovative that helps you serve your customers better and helps address these areas.


That’s a Big Deal – alot to Think About

How can organizations solve these challenges and get ahead of the curve? How about something a bit more innovative that helps you serve your customers better and helps address these areas.

But what is it?


Introducing

Your Strategic Competitive Advantage for Superior Services and Experiences The Intelligent Contact Center

Real-Time Intelligence for Every Customer Interaction


The Intelligent Contact Center What is it and what does it do?

The Intelligent Contact Center is the Solution that brings Real-Time Intelligence for Every Customer Interaction through a combination of SASÂŽ and Sword Ciboodle technologies. It empowers your organization to deliver a personalized, impactful customer experience the first time, every time. With the solution, companies can drive memorable, long-term relationships by utilizing the 4 engagement tools that the Intelligent Contact Center has to offer. These tools include:

Lead Management & Campaign Execution

Intelligent Offers

Intelligent Chat

Social Media Intelligence 31

Copyright Š 2012, SAS Institute Inc. All rights reserved.


The Intelligent Contact Center How Does it Work?

1

Source Channel Interactions

32 Copyright Š 2012, SAS Institute Inc. All rights reserved.


The Intelligent Contact Center How Does it Work?

1

Source Channel Interactions

2

Collect Key Information

33 Copyright Š 2012, SAS Institute Inc. All rights reserved.


The Intelligent Contact Center How Does it Work?

1

Source Channel Interactions

2

Collect Key Information

3

Process, Align and Determine

34 Copyright Š 2012, SAS Institute Inc. All rights reserved.


The Intelligent Contact Center How Does it Work?

1

Source Channel Interactions

2

Collect Key Information

3

Process, Align and Determine

4

Launch Next Best Actions

35 Copyright Š 2012, SAS Institute Inc. All rights reserved.


The Intelligent Contact Center How Does it Work?

1

Source Channel Interactions

2

Collect Key Information

3

Process, Align and Determine

4

Launch Next Best Actions

5

Engagement and Outcomes


The Intelligent Contact Center What Capabilities Does it Offer?

Lead Management and Campaign Execution The customer identification and scoring tool that empowers agents and sales professionals to convert leads into cross-sell and up-sell candidates, launch prospect specific campaigns and customer interactions.

37 Copyright Š 2012, SAS Institute Inc. All rights reserved.


The Intelligent Contact Center What Capabilities Does it Offer?

Lead Management and Campaign Execution

Intelligent Offers

The customer identification and scoring tool that empowers agents and sales professionals to

The predictive, real-time incentive decisioning tool that empowers sales and service professionals to

convert leads into cross-sell and up-sell candidates, launch prospect specific campaigns

generate analytically driven cross-sell and up-sell offers with end to end insights about every single

and customer interactions.

prospect that is engaged.

38 Copyright Š 2012, SAS Institute Inc. All rights reserved.


The Intelligent Contact Center What Capabilities Does it Offer?

Lead Management and Campaign Execution

Intelligent Offers

The customer identification and scoring tool that empowers agents and sales professionals to

The predictive, real-time incentive decisioning tool that empowers sales and service professionals to

convert leads into cross-sell and up-sell candidates, launch prospect specific campaigns

generate analytically driven cross-sell and up-sell offers with end to end insights about every single

and customer interactions.

prospect that is engaged.

Intelligent Chat The intuitive, predictive and real-time customer interaction tool that enables direct online engagements with prospects and customers driven by active customer 360 profile details and a realtime analytic foundation.

39 Copyright Š 2012, SAS Institute Inc. All rights reserved.


The Intelligent Contact Center What Capabilities Does it Offer?

Lead Management and Campaign Execution

Intelligent Offers

The customer identification and scoring tool that empowers agents and sales professionals to

The predictive, real-time incentive decisioning tool that empowers sales and service professionals to

convert leads into cross-sell and up-sell candidates, launch prospect specific campaigns

generate analytically driven cross-sell and up-sell offers with end to end insights about every single

and customer interactions.

prospect that is engaged.

Intelligent Chat

Social Media Intelligence The intuitive, predictive and real-time customer interaction tool that enables direct online

The real-time, social analytical tool that captures critical insights across several channels,

engagements with prospects and customers driven by active customer 360 profile details and a real-

identifying, analyzing and converting conversations, interactions and more into strategic

time analytic foundation.

customer engagement insights.

40 Copyright Š 2012, SAS Institute Inc. All rights reserved.


What’s the Difference?

CI WORKGROUP Executive Briefing Center FEB/MAR-2012

Cary NC

How Customers Have Traditionally Been Engaged Customer

Traditionally, customers engaged a company but had several initial interaction points before. Social, Email, Web and more were their first interactions with the brand. 41 Copyright Š 2012, SAS Institute Inc. All rights reserved.


What’s the Difference?

CI WORKGROUP Executive Briefing Center FEB/MAR-2012

Cary NC

How Customers Have Traditionally Been Engaged Customer

Traditionally, customers engaged a company but had several initial interaction points before. Social, Email, Web and more were their first interactions with the brand. 42 Copyright Š 2012, SAS Institute Inc. All rights reserved.


What’s the Difference?

CI WORKGROUP Executive Briefing Center FEB/MAR-2012

Cary NC

How Customers Have Traditionally Been Engaged Customer

Channel

Traditionally, customers engaged a

However, they ultimately had to

company but had several initial

engage via a single channel. This

interaction points before. Social,

typically was the phone channel.

Email, Web and more were their first

However they might still be

interactions with the brand.

browsing, tweeting, looking on your 43

forums, etc. Copyright Š 2012, SAS Institute Inc. All rights reserved.


What’s the Difference?

CI WORKGROUP Executive Briefing Center FEB/MAR-2012

Cary NC

How Customers Have Traditionally Been Engaged Customer

Channel

Traditionally, customers engaged a

However, they ultimately had to

company but had several initial

engage via a single channel. This

interaction points before. Social,

typically was the phone channel.

Email, Web and more were their first

However they might still be

interactions with the brand.

browsing, tweeting, looking on your 44

forums, etc. Copyright Š 2012, SAS Institute Inc. All rights reserved.


CI WORKGROUP

What’s the Difference?

Executive Briefing Center FEB/MAR-2012

Cary NC

How Customers Have Traditionally Been Engaged Customer

Channel

Service Professional

Traditionally, customers engaged a

However, they ultimately had to

Oblivious about each prior/active

company but had several initial

engage via a single channel. This

interaction besides the phone, the

interaction points before. Social,

typically was the phone channel.

agent tries to address the

Email, Web and more were their first

However they might still be

customer’s circumstances but lacks

interactions with the brand.

browsing, tweeting, looking on your

the 360 degree view and real-time

forums, etc.

insights. Copyright © 2012, SAS Institute Inc. All rights reserved.

45


CI WORKGROUP

What’s the Difference?

Executive Briefing Center FEB/MAR-2012

Cary NC

How Customers Have Traditionally Been Engaged Customer

Channel

Service Professional

Traditionally, customers engaged a

However, they ultimately had to

Oblivious about each prior/active

company but had several initial

engage via a single channel. This

interaction besides the phone, the

interaction points before. Social,

typically was the phone channel.

agent tries to address the

Email, Web and more were their first

However they might still be

customer’s circumstances but lacks

interactions with the brand.

browsing, tweeting, looking on your

the 360 degree view and real-time

forums, etc.

insights. Copyright © 2012, SAS Institute Inc. All rights reserved.

46


CI WORKGROUP

What’s the Difference?

Executive Briefing Center FEB/MAR-2012

Cary NC

How Customers Have Traditionally Been Engaged Customer

Channel

Service Professional

Outcomes

Resolved

Not So Sure

Not Resolved

Traditionally, customers engaged a

However, they ultimately had to

Oblivious about each prior/active

Interaction receives an outcome with

company but had several initial

engage via a single channel. This

interaction besides the phone, the

little to no thought of either cross

interaction points before. Social,

typically was the phone channel.

agent tries to address the

selling, upselling, multi-channel

Email, Web and more were their first

However they might still be

customer’s circumstances but lacks

interactions and more. This ends the

interactions with the brand.

browsing, tweeting, looking on your

the 360 degree view and real-time

relationship with the experience and

forums, etc.

insights.

the organization loses the ability to profit/improve interaction.

Copyright © 2012, SAS Institute Inc. All rights reserved.

47


And The Typical Outcomes

CI WORKGROUP Executive Briefing Center FEB/MAR-2012

Cary NC

Traditional Responses from Traditional Customer Service and Experience Outcome

Resolved

Not So Sure

Not Resolved

48 Copyright Š 2012, SAS Institute Inc. All rights reserved.


And The Typical Outcomes

CI WORKGROUP Executive Briefing Center FEB/MAR-2012

Cary NC

Traditional Responses from Traditional Customer Service and Experience Outcome

Resolved

Not So Sure

Not Resolved

49 Copyright Š 2012, SAS Institute Inc. All rights reserved.


And The Typical Outcomes

CI WORKGROUP Executive Briefing Center FEB/MAR-2012

Cary NC

Traditional Responses from Traditional Customer Service and Experience Outcome

Resolved

Not So Sure

Not Resolved

Customer Potential Outcome Interaction Ends with No Additional Enhanced Experience, Offer, Cross-Sale, Up-Sale or additional value add for the customer. Relationship can potentially be progressed but the customer may question the full experience. Interaction Ends leaving the customer with little to no resolution regarding their initial purpose for interacting. Leaves the customer with a questionable experience. And leaves the organization with another weakened customer relationship. Fuming customer might very well wash their hands of your company. Unacceptable experience, interaction and result leaves this customer ready to share across the channels your organization did not provide insights on to your experience professional

50 Copyright Š 2012, SAS Institute Inc. All rights reserved.


And The Typical Outcomes

CI WORKGROUP Executive Briefing Center FEB/MAR-2012

Cary NC

Traditional Responses from Traditional Customer Service and Experience Outcome

Resolved

Not So Sure

Not Resolved

Customer Potential Outcome Interaction Ends with No Additional Enhanced Experience, Offer, Cross-Sale, Up-Sale or additional value add for the customer. Relationship can potentially be progressed but the customer may question the full experience. Interaction Ends leaving the customer with little to no resolution regarding their initial purpose for interacting. Leaves the customer with a questionable experience. And leaves the organization with another weakened customer relationship. Fuming customer might very well wash their hands of your company. Unacceptable experience, interaction and result leaves this customer ready to share across the channels your organization did not provide insights on to your experience professional

Several missed opportunities that all could have been addressed had this agent had real-time insights through a 360 degree view of this customer.

51

Copyright Š 2012, SAS Institute Inc. All rights reserved.


What Does it Do for Me?

How Leading Edge Insights Empower Your Organization to Serve It starts by!

Channels Cloud

Legacy

ERP Lists/Data Marts/CIS

1

Sourcing Channel Interactions


What Does it Do for Me?

How Leading Edge Insights Empower Your Organization to Serve It starts by!

Then Progresses to!

Purchases Regional Data Preferences

Channels Cloud

Contact Details Key Conversation Insights Browsing Details

Legacy

ERP

Service Conversations Etc.

Lists/Data Marts/CIS

1

Sourcing Channel Interactions

2

Collecting Key Information


What Does it Do for Me?

How Leading Edge Insights Empower Your Organization to Serve

Purchases Regional Data Preferences

Channels Cloud

Contact Details Key Conversation Insights Browsing Details

Legacy

ERP

Information is then

Then Progresses to!

Service Conversations Etc.

SAS Decisioning

It starts by!

Lists/Data Marts/CIS

1

Sourcing Channel Interactions

2

Collecting Key Information

3

Processed, Aligned and Used to Determine NBAs


What Does it Do for Me?

How Leading Edge Insights Empower Your Organization to Serve

Purchases Regional Data Preferences

Channels Cloud

Contact Details Key Conversation Insights Browsing Details

Legacy

ERP

Information is then

Then Progresses to!

Service Conversations Etc.

Once Determined!

SAS Decisioning

It starts by!

Lists/Data Marts/CIS

1

Sourcing Channel Interactions

2

Collecting Key Information

3

Processed, Aligned and Used to Determine NBAs

4

Next Best Actions Are Launched to Relevant Channels


What Does it Do for Me?

How Leading Edge Insights Empower Your Organization to Serve

Purchases Regional Data Preferences

Channels Cloud

Contact Details Key Conversation Insights Browsing Details

Legacy

ERP

Information is then

Then Progresses to!

Service Conversations Etc.

A. Cross-Sale Abilities Up-Sale Abilities Share of Wallet Increase B. Interaction Insights Transaction Outcomes Details for Future Offers C. Better Experiences Happy Customers Future Purchases Increased

Lists/Data Marts/CIS

1

Sourcing Channel Interactions

2

Collecting Key Information

3

Finally!

Once Determined!

SAS Decisioning

It starts by!

Processed, Aligned and Used to Determine NBAs

4

Next Best Actions Are Launched to Relevant Channels

5

Customer is Engaged, Outcomes Occur and Are Collected


What Does it Do for Me?

How Leading Edge Insights Empower Your Organization to Serve

Purchases Regional Data Preferences

Channels Cloud

Contact Details Key Conversation Insights Browsing Details

Legacy

ERP

Information is then

Then Progresses to!

Service Conversations Etc.

A. Cross-Sale Abilities Up-Sale Abilities Share of Wallet Increase B. Interaction Insights Transaction Outcomes Details for Future Offers C. Better Experiences Happy Customers Future Purchases Increased

Lists/Data Marts/CIS

1

Sourcing Channel Interactions

2

Collecting Key Information

3

Finally!

Once Determined!

SAS Decisioning

It starts by!

Processed, Aligned and Used to Determine NBAs

4

Next Best Actions Are Launched to Relevant Channels

5

Customer is Engaged, Outcomes Occur and Are Collected

Each interaction is managed with a consistent, clear experience that addresses the client need while providing additional value with real-time insights and four tools that enrich every real-time and future interaction with real-time insights as each experience occurs.


What Value Does it Really Bring? Strategic Benefits for You and Your Customers Benefits for Businesses "!

Maximize up/cross-selling success

"!

Utilize real-time outcome insights to drive improved future interactions

"! "!

Benefits for their Customers "!

Higher value interactions with knowledgeable agents

"!

Immediate personalized service with every customer interaction

Determine what each customer is most likely to need and want

"!

Personalized, relevant offers in real-time dialogue

Deepening real-time customer insight with each

"!

Inquiry solved the first time, every time

interaction "!

Reduce average handling time on low value customers

58 Copyright Š 2012, SAS Institute Inc. All rights reserved.


Strategic Benefits and Lasting Impact

Deeper Relationships, Happier Customers and Potentially Profitable Relationships With the Intelligent Contact Center driving experiences, customers receive top tier experiences while organizations achieve strategic goals and build deeper relationships with each of it’s customers.


Thoughts KeyFinal Take Aways Key Take Aways from this Presentation

How can the Intelligent Contact Center Help Drive Your Strategic Vision

1

SAS and Ciboodle s Intelligent Contact Center provides organizations the ability to addresses key challenges that impact customer service and experiences

60 Copyright Š 2012, SAS Institute Inc. All rights reserved.


Thoughts KeyFinal Take Aways Key Take Aways from this Presentation

How can the Intelligent Contact Center Help Drive Your Strategic Vision

1 2

SAS and Ciboodle s Intelligent Contact Center provides organizations the ability to addresses key challenges that impact customer service and experiences

Organizations can utilize the intelligent contact center to enhance every single point of interaction throughout the customer experience and service journey

61 Copyright Š 2012, SAS Institute Inc. All rights reserved.


Thoughts KeyFinal Take Aways Key Take Aways from this Presentation

How can the Intelligent Contact Center Help Drive Your Strategic Vision

1 2 3

SAS and Ciboodle s Intelligent Contact Center provides organizations the ability to addresses key challenges that impact customer service and experiences

Organizations can utilize the intelligent contact center to enhance every single point of interaction throughout the customer experience and service journey

And can be an innovative game changer for creating sustainable advantages and potentially a key strategic proďŹ t center for every organization 62 Copyright Š 2012, SAS Institute Inc. All rights reserved.


Thank You!

For more information reach out to!

Jonathan Moran p: 919.531.2749 e: Jonathan.Moran@sas.com w: www.sas.com John Merritt

p: 312.447.5600 e: John Merritt@sword-ciboodle.com w: www.sword-ciboodle.com

Copyright Š 2012, SAS Institute Inc. All rights reserved.

The Intelligent Contact Center Real-Time Intelligence for Every Single Customer Interaction  

The Intelligent Contact Center Real-Time Intelligence for Every Single Customer Interaction by Jonathan Moran, Customer Intelligence Product...

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