Winning a new customer is challenging, but it’s not the end game. A lot of work is still ahead, as organizations strive to develop long and deep relationships with customers.
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Transforming customer experiences
Relying on yesterday’s workforce management (WFM) paradigms—that work items are synchronous, reside in a single channel, and are processed by a single employee, among other assumptions —creates silos of inaccurate data in an increasingly digital world. The nature of work has changed irrevocably, and traditional WFM paradigms must give way to an entirely new concept of what work is and how it is assigned.
The Financial Conduct Authority (FCA) states that many U.K. financial brokers and dealers have a lot of work left to meet a looming deadline for new Consumer Duty rules. Described by the FCA as a “major shift” in the U.K financial services regulatory landscape, the rules will have a significant impact on everyday business conduct and processes.
If you think about it, your customers put a lot of faith in your brand and the ability of your employees to care for things that matter to them.
As the retail industry continues to evolve, brands also continue facing ongoing uncertainties: supply chain disruptions, unpredictable economic factors, and shifts in employment, just to name a few.
There are several things you need customers to do. Stumbling about searching for ways to get answers to their service questions isn’t one of them.
The increase in digital channels means contact centers are handling more contacts, both synchronous and asynchronous, that have a lifespan longer than the planning interval.