The Internet: It’s changed how we do business, how we search for information and how we make product/service purchase decisions. And its evolution into one of the most preferred communications channels continues to surge. As its popularity has caught on, the Internet has created a savvier, more knowledgeable consumer that has come to expect quality service and affordability at the click of a mouse. This forward-momentum has led many companies to re-examine their service levels as their call centers evolve into Internet-enabled contact centers. In an industry that has for years focused on a single communications channel – the telephone – the diversification of touch points adds new pressures. Consistency and quality of service are two of the most visible. Customer sales/service representatives (CSRs), or agents, who are accustomed to verbal interactions must now be equipped to respond through written communications as well. They also must master the customer relationship management (CRM) systems designed to make their jobs and performance more concise, and demonstrate a more thorough knowledge of their companies’ offerings.

Industry experts recognize customer interaction recording software as one of the most effective ways to measure customer satisfaction across all of these communications channels. This is why many forward-thinking organizations have begun implementing automated quality systems with “business-driven recording” capabilities. Armed with this type of software, companies can selectively record and evaluate email, collaborative chat and Web self-service transactions, in addition to traditional telephone contacts. While corporate marketing and IT departments have typically taken responsibility for these Web-based initiatives, this function is increasingly shifting to the contact center, where it can be better managed and where Web-based service can be streamlined with other more traditional channels.

As a foundation to their quality assurance programs, companies are capturing customer contacts, observing the interactions and then analyzing customer experiences. Collecting such valuable customer business intelligence is empowering companies to make great strides in enhancing service, gauging business process effectiveness, responding proactively to product/service adjustments, and measuring new sales/marketing campaign successes. Recognizing that sales/satisfaction start with the contact center – where 70 percent of companies’ customer interactions occur – it’s clear that having the right technology is critical, as is the ability for agents to provide quality service since they truly comprise the “front line” to building and optimizing customer relationships. To aid in rolling-out a successful CRM program designed to drive customer loyalty, it has become an imperative for companies to Web-enable their contact centers with five core capabilities:

1. Mastering Sales/Service Via Email: A growing numbers of contact centers are interacting with customers via electronic mail. In fact, a 2001 AMR Research study found that email applications accounted for 54 percent of CRM-related deployments. Unlike the telephone, communicating by email requires a different set of skills that require CSRs to be well-versed in presenting information in a timely manner with proper grammar, spelling and tone. The ability to selectively capture email customer contacts serves as a strong way to enhance customer experiences and gauge how well companies can meet their needs through this growing channel.
   
   
2. Making Web Chat a Service Priority: The ability to communicate via collaborate chat is another important skill set to consider. Like email, it requires agents to exercise a different set of skills to communicate effectively. Although Web chat lags behind email as the touch point of choice, it is still a channel being leveraged with frequency. For recording and analyzing collaborative chat, instant messaging and guided browser sessions, customer interaction recording technology is essential to help companies ensure customers receive consistent and accurate responses from the enterprise. The cost implications for businesses are also compelling. Email and Web chat channels have emerged as great cost savings vehicles for companies and their contact centers with the average interaction ranging from $2.50 to $30 per contact, compared to the average telephone call at $5 to $40 per contact.
   
   
3. Empowering Customers to “Serve Themselves:” Experts predict the number of individuals seeking on-line customer self-service will more than double in the next several years, approaching 70 million. Some industry analysts estimate that as many as two-thirds of all Internet shoppers who abandon their shopping carts do so because of inadequate customer service, insufficient instructions for completing their transactions, or poorly integrated checkout procedures. For these reasons, companies must focus now, more than ever, on improving their self-service offerings – or otherwise face increased call volumes to their contact centers, lost customers and missed revenue. By capturing samples of how customer interaction with a company’s Web site, the organization can replay the consumer experience and quickly gain insight into the site’s design, content and navigation, as well as ease-of-use for information gathering and product/service purchases. While email and Web chat are among the more cost-effective channels for companies to service consumers, Web self-service has emerged as the lowest – averaging about $0.30 per contact.
   
   
4. Proving Consistency Across Communications Channels: When integrating email, collaborative chat and Web self-service into the communications matrix, contact centers are recognizing the importance of establishing quality benchmarks to respond to customers across all channels. With quality service comes repeat business, customer loyalty and great word-of-mouth … creating new possibilities and great opportunities for contact centers to thrive. But on-line, written communication – as seen through email, chat and instant messaging – has created the need for new quality checkpoints. Today’s businesses cannot afford the inefficiencies multiple service channels can yield. With the competition “just a click away,” it has become extremely important for businesses to establish “best practices” unique to each medium to ensure consistent, personalized service. Establishing standards for each channel and supporting them with an ongoing education/training program can be extremely effective in paving the way.
   
   
5. Addressing Agent Retention and Career Pathing: To provide quality customer service in an Internet-enabled world, agent training is one of the most critical elements. Most often, CSRs serve as the most customer-facing connection point between an organization and its customers. If their knowledge, efficiency and skills aren’t up-to-par, customers can leave with a negative impression. Coaching and ongoing training – such as that offered by e-learning – serve as ways to both enhance customers’ experiences, as well as retain agents and provide them with a career path that encourages them to say and grow with the organization. With ongoing training also comes increased productivity and skill advancement for multi-channel interaction – all of which translate into more effective staff that are better able to meet customer expectations.

A customer’s overall satisfaction level can be defined by a company’s weakest business channel. Even though a call center might be award-winning, it’s not the only touch point customers will use. Those that have had positive experiences through your call center but have a bad experience on your Web site, for example, can regress from being loyal consumers to lost ones. Today, the importance of Web-enabling and streamlining all sales/service channels is at an all time high. Including captured samples of your customers’ experiences can strengthen customer contacts throughout your company, fine-tune your processes and strengthen your Web offerings – encouraging customers to return time after time.

About the Author
Oscar A. Alban serves as principal, market consultant for Witness Systems, a global provider of multimedia customer interaction recording, performance analysis and e-learning management software that enables companies to optimize their customer relationships.

*Special Note: This article was originally published in the July 2002 issue of Internet Telephony Magazine.

©2002-2003, Witness Systems, Inc. All Rights Reserved Worldwide.