We can offer you a full understanding of the customer lifecycle – and how it varies by sector, demographic group and product or service.
We use sophisticated analysis to ensure we are offering each customer what they are most likely to buy – while maximising the income.
We use a mix of outbound campaigns and sales-through-service techniques, all supported by appropriate technology and on-the-job training that’s second to none.
100 million customers contact us each year in our multi-channel centres
Co-ordinating services in 12 different countries, supporting over 250 product types
Our interactions with our customers are becoming more complex and more personalised. At the point of interaction, artificial intelligence and/or the agent desktop need to serve up the required information, either to be consumed in self-service mode by the customer or communicated by the agent.
For most organisations, engagement management solutions must be deployed as part of a wider ecosystem of technologies, processes and management structures. The key to success is engaging with a partner that has both the right collaboration portfolio and the expertise and experience to make it work for you.
The digital nature of our interactions has enabled us to gather valuable data about our customers. Analytics processes should mine this data to understand what has happened, assess context to indicate what is likely to happen next and harness experience to guide what you should do about it.
Digitally transformed organisations are using analytics to help them understand how to win more customers and how to ensure that they will buy more and stay loyal longer. But with so many customer analytics applications being promoted it can be difficult, even for executives who accept the need for greater focus on analytics, to identify where to start.
Today’s high-performing organisations have harnessed communication and collaboration technologies to gather more data and harvest more effectively the intelligence that it contains. This is what allows them the agility to make smarter decisions and make them faster than their competitors and this is where Capita can help.
Enquiries may arrive across multiple channels, but your focus must be on the customer, so you cannot manage the channels in silos. Whether your platform preference is on-premise, in the cloud or as-a-service, your solution must serve the customer whether they phone, text, email or tweet their enquiry.
Capita Contact Centre as-a-Service:
CCaaS is a flexible, multi-channel UK-based cloud platform that enables you to improve the customer experience in a flexible and cost-effective way. With CCaaS, you can leverage multiple communication channels including voice, email, SMS, text, web chat and social media. The dynamic platform facilitates customer self-service, workforce optimisation and automated workflows. More
Contact Centre Platform – our omni-channel partners:
Capita has developed deep expertise from working in local government, central government and health through to commercial industries in finance, legal, manufacturing, telecommunications and retail. These are often complex mixed-estate environments which are at varying stages on their journey to the cloud. Our solutions architects, technical design authorities and engineers are therefore experienced across all the major platforms, with particular emphasis on.
While new competitors in your market may not be burdened with legacy systems and processes, most clients we engage with will, like you, have an existing, complex, contact centre environment. The key to your success is engaging with a partner that has both the right technology portfolio and the deep understanding of the contact centre that is required to make the technology work for you.
Make sure your customers can talk to a real person when they need to. And when they don’t, use ID&V solutions, speech recognition, call steering and mobile apps that lower costs while delivering superior customer service and security both on the web and over the phone.
Web self-service and IVR:
For many contact centres, the original impetus behind self-service was call avoidance - a strategy that pushed simple routine transactions to alternative channels that were more cost effective. Self-service has now moved way beyond its initial deflection or avoidance objectives and has become an active preference for the time-poor, tech-savvy digital customer.
Three emerging capabilities have moved self-service to become a central element of digital customer engagement:
Natural language IVR: the use of speech recognition such as Siri and her colleagues Nina, Alexa, Lexee, Lola and perhaps Watson too, have added significantly to the traditional touchtone approach to IVR. What’s more, improvements in the natural language capability of IVR solutions means that self-service is now better at responding not only the customer’s words but to the context in which they are used.
Visual IVR: rather than presenting options sequentially in a voice menu, visual IVR menu options are presented visually and in parallel. The presentation of options happens over the web or on a smartphone. Options can be personalised based on customer context and by presenting options in parallel, you substantially reduce the time to service.
Chat bots: Chat bots or chatter bots use artificial intelligence capabilities and natural language processing to simulate engagement with customers either in text or speech format. Their ability to automate ever more complex exchanges of information make them an increasingly important element of digital customer engagement.
Self-service is now an active preference of the digital customer. It has the capacity to create experiences that are engaging, that reduce customer effort and increase customer satisfaction. To get the most from self-service you need a partner that has the diversity of skills, experience and expertise required for success.
Serving the digital customer requires that appropriately skilled and empowered agents are available when the customer requires assisted service rather than self-service. Best practice solutions include interaction recording, quality monitoring, performance management, eLearning and voice-of-the-customer.
Workforce Optimisation – empowering agents to deliver exceptional CXs
As more and more engagements with the digital customer are being managed via self-service, it is the higher value and more complex calls that require agent involvement.
This growing complexity is not a new trend. It is, however, being accelerated by heightened customer expectations, by advances in self-service and by the opening up of additional channels of communication. This accelerating complexity makes it necessary that we re-think the support we provide to staff who serve our customers. Important capabilities supporting by WFO include:
Quality Monitoring: by reviewing and evaluating an appropriate selection of the calls handled by the agent, you will ensure that agent behaviours evolve to support the changing requirements of the digital customer.
Performance Management: through a closed loop process that draws data from multiple sources, you can set and communicate goals consistently across contact centre agents and the back office and then regularly measure performance against them.
Gamification: ideas and concepts drawn from “games” can be used to create experiences that motivate desired agent behaviours (do the right thing); encourage engagement (keep doing it); and recognise excellence (earn trophies, treats, time-off, extra pay, etc).
Voice of the Customer: the gathering of feedback from customers in a VoC programme will enrich agent quality monitoring and performance management. It is particularly useful for transactional and relationship satisfaction, loyalty drivers and channel feedback.
If the magic of a customer experience is at its most powerful where technology and humans meet, then a focus exclusively on technology will come up short without a balancing emphasis on the agent. The key to success in digital transformation is engaging with a partner that has the appropriate balance of technology expertise and human capital management experience.
The strength of our partnership with Capita, the collaborative working relationship and our common, customer-centric approach has been pivotal in enabling us to prepare effectively for implementation of these significant changes to retirement options affecting customers’ lives.