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Customer Service

Digital transformation for finance – and what it means for customer experience

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By Dr. Palanivel Rathinasabapathi Velmurugan is a Lecturer at Berlin School of Business and Innovation (BSBI) in Human Resource Management & Finance Stream

Information technology is becoming an integral part of our daily routines because of digital transformation. All businesses must embrace digital transformation, no matter how large or small. If you fail to incorporate digital transformation into your business, you will fail. As you use digital transformation in your business, you will benefit from improved efficiency, better business agility, and a better understanding of how to deliver value to customers, employees, and stakeholders.

In recent years, the financial sector has experienced a variety of digital transformation trends, which have several advantages for businesses and society at large. Digital transformation in finance is the method of using digital technologies to improve financial services with the objective of making them more efficient, effective, and easy to access anywhere in the world. In the context of finance transformation, it is possible to restructure and implement the finance working model, bookkeeping and finance activities, financial capabilities, and re-platforming of finance and accounting system software. With the advent of digital transformation in finance, various FinTech companies now offer a wide range of digital services to their customers.

Over the last few years, a vast number of banking customers have shifted from traditional banking to mobile banking (Digital Transformation). As a result, customers save time when accessing the bank in person since it is generally less busy, and it is more convenient because they can access online banking anytime, anywhere. Paperless transactions are one of the most significant trends in mobile banking.

Blockchain technology (Digital Transformation) plays a crucial role in this transformation. By introducing blockchain, people will be able to recognize, record, and store assets digitally and will be able to invest their resources and trade in markets better. Through better integration and governance, blockchain can support financial operations more efficiently and effectively. This has resulted in blockchain playing an increasingly significant role in the digital transformation of finance and investments.

Businesses that implement robotic process automation (Digital Transformation) can significantly improve their ability to digitize finance functions. Automating repetitive tasks reduces an employee’s workload and frees them up to emphasize value-added activities. Additionally, RPA can reduce the likelihood of human error, improving accuracy and compliance. It is expected that RPA will play a more vital role in achieving efficiency and measuring success as organizations continue to digitize their finance functions.

In the world of financial data, artificial intelligence (Digital Transformation) can be useful in identifying gaps and inconsistencies that would otherwise go unnoticed. By using AI, expense reports can be produced accurately and up to date, which is crucial for making informed decisions. The forecasts provided by finance companies are based on past data and current trends, so they can help enterprises foresee future demands and plan appropriately. Using AI-enabled analytics, the digital finance transformation can be supported through improved data quality, truthfulness, and efficiency.

After AI, quantum computing made use of the quantum mechanical phenomenon to tackle a wide variety of computational and algorithmic issues. A financial instrument, such as European call options in the derivatives market, is priced over time using the Black-Scholes-Merton model that uses Brownian motion. A wide range of applications is possible with this technology, including fraud detection, high-frequency trading, payments, and cybersecurity. The use of quantum AI (Digital Transformation) automates the entire crypto trading process to make it easy and profitable for you to invest in crypto. An advanced AI and quantum computing algorithm are integrated into a web-based computer programme. In trading, AI Quantum computing is the first system that combines AI with Quantum Computing.

Increasing accuracy, providing more reliable output, reducing manual intervention, and increasing automation are considered the top business case drivers of the digitalization of finance functions by customers. As mentioned in this article’s introduction, ICT is an integral part of our daily life. In this world, customers and investors will never be able to return to traditional forms of financial trade or services once they have participated in the digital transformation of finance.

Customer data and analytics ‘top priority’ for achieving customer service goals

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Customer service and support leaders cited customer data and analytics as a top priority for achieving organisational goals in 2023, according top new research.

In a Gartner online survey of 283 customer service and support leaders from August-October 2022, 84% of customer service and service support leaders cited customer data and analytics as “very or extremely important” for achieving their organisational goals in 2023. Eighty percent of respondents ranked digital channel effectiveness as “very or extremely important,” along with employee performance, development and quality assurance.

The Gartner survey revealed improving operations and growing the business are the two most important business goals for 2023.

“Understanding customers’ needs and expectations for their service experience is integral for improving loyalty and creating customer value, especially when organizations are up against economic headwinds,” said Jonathan Schmidt, Sr Principal, Advisory in the Gartner Customer Service & Support practice. “Executing on this vision requires investment in customer data and analytics, knowledge management, and an enduring partnership with IT.”

In light of recent economic headwinds, customer service and support leaders plan to devote more resources to improving, automating or eliminating inefficient processes (59% of respondents), migrating service volume to digital and self-service channels (51%) and contributing to the top-line by creating customer value (46%) in the near future.

“In tough economic times, customer service and support leaders are often encouraged by their CFOs to make do with what they have,” said Schmidt. “Given how difficult it is to hire and retain talent, it makes sense that they are tackling inefficiencies and prioritizing digital channels as a strategy for driving down costs without reducing headcount or sacrificing customer experience.”

With these survey findings in mind, Gartner recommends customer service and support leaders:

  • Collect actionable customer data across channels through a robust VoC program that goes beyond surveys and incorporates more advanced methods such as speech, text and digital experience analytics. Leveraging these methods for decisions on personnel, processes and technologies, is key to a successful customer service function.
  • Build digital self-service teams to oversee the digital channel strategy, manage channels like products, and work closely with data analysts to develop and measure success metrics.
  • Enable customer service agents with technology, such as connected desktops, to help them better guide customers through resolution.

Less than 10% of CFOs plan to decrease customer service spending in the next year

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Only 7% of CFOs plan to decrease customer service spending over the next 12 months, according to a July 2022 poll of 234 finance leaders by Gartner. Twenty-one percent plan to increase customer spending and 72% to maintain spending, despite economic pressures.

“In response to inflation, supply chain disruptions, and a tight labor market, CFOs will make trade-offs in spending that affect customer service and support (CSS) leaders,” said Sarah Dibble, Director in the Gartner Customer Service & Support practice. “The bright spot for CSS organizations is that their function is not a top priority for cost cutting compared to real estate/facilities management and finance, which are the most likely to face budgets cuts in the next year.”

Nearly all CFOs prioritize, and will continue to prioritize, digital investments over categories such as sales or research and development, focusing particularly on technologies that enhance current revenue streams or new digital products and services. CSS leaders should therefore prioritize the technologies that meet these criteria to make the strongest case for investment to their CFO.

CSS leaders must also make a strong case for digital investments that reduce costs. For example, digital self-service channels offer a tremendous cost savings opportunity for service organizations, costing $0.09 per contact compared to $14 per contact in assisted service, according to Gartner research. Another area that will not only reduce costs but also better help serve customers is conversational AI, which is expected to reduce contact center agent labor costs by $80 billion by 2026.

CFOs will also look to ramp up investments in hiring and compensation, but increase scrutiny on consultants, contractors, and facilities. “Service leaders with large budget allocations in the latter of these categories should be prepared for increased scrutiny, as well as have contingency plans in place,” said Dibble. “For instance, there may come a time when a contact center in an expensive geography needs to be closed down, transitioned to remote work, or the frontline is unable to handle contact volume without contractors.”

Overall, CSS leaders should look to demonstrate ways that their function helps the company achieve its financial objectives by increasing customer loyalty, especially as CSS organizations are faced with frustrated customers who are dealing with their own financial stresses.

Other actions for CSS leaders to mitigate the effects of the economic downturn include:

  • Influencing the C-suite on cost reduction and avoidance
  • Migrating volume to digital and self-service
  • Improving, automating, or eliminating inefficient processes
  • Assessing outsourcing options and partnerships
  • Contributing to the top-line by developing value enhancement strategies

Consumers judge brands based on customer service, but contact centre employees aren’t being empowered

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Both consumers (97%) and contact centre managers (98%) agree that customer service interactions have an impact on whether consumers stay loyal to a brand. And a vast majority (88%) of contact center managers also agree that brand perception directly impacts overall company revenue. When positive customer experience (CX) interactions boost loyalty, revenue follows.

Calabrio has identified a direct correlation between contact centres, brand loyalty and brand revenue. The global research report, State of the Contact Center 2022: Empowering the Contact Center as a Brand Guardian, uncovered a surprising gap between the role contact center agents play in consumer brand perception and how much employers support and empower those same agents to be brand guardians.

“We know that contact center interactions can make or break a customer relationship, leading to increases or decreases in revenue,” said Tom Goodmanson, president and CEO of Calabrio. “How smoothly those interactions go is a direct result of how agents are trained and how they are supported with the right tools and technology. It’s critical for brand loyalty that agents feel confident to make the right decisions at any given moment. And the most efficient way to improve the customer experience is to empower contact center agents as brand guardians.”

The jump to the cloud revolutionized how agents work and learn, opening opportunities to build stronger customer relationships. To accelerate this, agents now need a more flexible and more autonomous work experience, accessibility to best practices, and digital tools that help them shape the optimal customer journey across all possible interaction channels.

In short, agents need to be truly empowered as frontline brand guardians to protect revenue streams.

Voice reigns supreme

AI-powered chatbots have gained in popularity, but nearly 80% of consumers still rank phone interactions as their preferred customer service channel. Yet contact center managers have a mismatched perception of how important voice channels are to brand image. Managers ranked voice channels third, behind email and web interactions.

This gap may be leading to a misplaced focus on newer channels, such as social media and apps. Instead, consumers overwhelmingly think contact centers should prioritize agent training (70%) and fill staffing gaps (58%), instead of adding additional channels like chatbots or virtual assistants.

Loyalty is fleeting. Bad experiences have BIG impacts

60% of consumers say they switched brands due to a negative contact center experience— most leaving after only two negative experiences. Even a single negative experience significantly damages consumers’ perceptions across future interactions. In fact, consumers with a recent negative experience were less than half as likely to say contact centers were doing a good job in any category. In other words, recency bias is powerful — and it is hard to recover once consumer confidence is lost.

Other critical disconnects

The study shows significant gaps between consumers’ experiences and the service contact center managers think they are delivering:

  • Availability of human agents – 80% of managers think they are meeting or exceeding customer expectations for access to live agents. But only 37% of consumers agree.
  • Quick response times – 79% of managers think they are meeting or exceeding customer expectations for response, but only 45% of consumers agree.
  • Needing to feel heard and understood – 84% of managers think they are meeting, or exceeding customers’ needs to feel heard and understood by the brand, but only 45% of consumers agree.

The study consisted of 500 respondents from the US, UK, Nordics and DACH, split evenly across consumers and contact center managers. To see the full report, go to: State of the Contact Center 2022: Empowering the Contact Center as Brand Guardian.

Short waiting times ‘more important than choice of channels’ when it comes to customer service

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Short waiting times and quick resolution of their query are the two most important elements of customer service for consumers, according to new research.

When asked what they believe are the three main components of a good customer service conversation, as part of FM Outsource’s Make Every Conversation Count report, the vast majority of people said short waiting times (61%), and having their query dealt with quickly and effectively by an operator (60%).

Surprisingly, the specific channel through which these conversations are conducted was significantly less important to people than the quick resolution of their issue: 39% of people said they value having the option to speak to a trained customer service operator on the phone, 23% said they appreciate a wide range of channels, and 22% said they look for 24/7 availability.

The content of the conversation itself was also seemingly less important. Only around a third (32%) of people said they believe the pleasant demeanour of the operator is an integral component, while 19% find personalisation makes a difference.

However, it is clear that consumers are still keen to have a conversation with a human operator when they have a problem, regardless of channel. Fewer than one in 10 (9%) of respondents said they look for the ability to solve a problem themselves, and only 2% like to have the ability to solve queries via automated responses.

Similarly, when asked for the three main components of a bad customer service conversation, long waiting times (57%) and lack of satisfactory resolution to query (42%) were the two most popular responses, followed by not having the option to talk to a human (34%).

Things that would undoubtedly cause temporary frustration for the duration of the conversation, including unpleasant operator demeanour (23%), repeating information multiple times (18%), dealing with multiple agents in one interaction (15%), and a lack of personalisation (14%), were all cited much less frequently.

Martin Brown, CCO at FM Outsource, said: “Our research would suggest that, ultimately, consumers are simply looking for the swift, effective resolution of their problem or query. While it’s increasingly important to offer customers a wide range of choice of channels and availability, the quality of conversations must not be compromised as a result of spreading agents too thinly.

“If customers are finding their query remains unresolved, the fact they were able to contact the company outside of work hours will be of little consequence to them. Businesses need to ensure that operators are empowered to provide a satisfactory resolution across every customer service channel, with the right technology and resourcing in place to enable them to do so.”

Data shows customer service has power to make or break corporate reputations

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Good customer service is the most powerful tool a business has when it comes to improving and maintaining its reputation, new research has found.

As part of its Make Every Conversation Count report, FM Outsource asked 1,000 people for the factors that are most likely to have a positive impact on their perception of a brand. Efficient customer service was the most widely cited response, with half (50%) of respondents valuing it most highly.

Ranked just below efficient customer service were customer reviews (49%) and recommendations from family and friends (44%), suggesting that strong customer care is linked to positive endorsements.

In contrast, price (32%), social media presence (18%), and advertising (15%) were all cited much less frequently.

However, while good customer service has the potential to enhance a business’s reputation, the research found that poor customer service can destroy a brand.

When asked whether a customer service conversation had negatively impacted their relationship with a brand or business, 86% of respondents agreed. Notably, nearly a third (31%) of consumers have told friends or family to avoid a brand following a negative customer service interaction, and 26% have left a critical review online.

At the same time, the research also revealed that the vast majority (80%) of consumers believe that poor delivery of customer service reveals a brand’s general lack of care towards its customers. Only 11% said that it is unrelated.

Martin Brown, CCO at FM Outsource, said: “There is still a tendency among many businesses to treat customer service as an additional overhead, rather than an integral growth opportunity. However, our research shows the powerful ripple effect that a positive or negative customer service interaction can have on a business’s reputation.

“In the challenging business landscape ahead, reputation will be crucial to organisations’ ongoing success. It’s therefore clear from our report that outstanding customer service will be an invaluable tool when it comes to not only retaining, but also attracting customers.”

Brands moving to digital interactions ‘leaving older consumer behind’

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Older consumers are being left behind when businesses digitise their customer facing operations, requiring organisations to take a more thoughtful approach to their digital engagement to ensure inclusivity.

Findings in research by Twilio reveal that while UK consumers over 65 hold significant digital shopping power, with 76% relying on online shopping, only 12% feel understood by brands they interact with digitally.

While many in this age group are digitally-savvy, the communications options offered by businesses can often fall short of providing a reliable route to resolution, eroding trust.

Meanwhile, more accessible methods of communication, like phone or email, are also often phased out in a drive for digital transformation, without consideration for the diversity of needs from different customer groups and the complexity of some customer support situations.

Use of modern technologies like chatbots should be judicious, and businesses must digitise with consideration of every customer’s needs.

The majority of consumers in the over 65 group indicated that they find it hard to get in touch with companies, because many organisations do not design their customer engagement with the nuances of different demographics in mind. Significantly, 85% of consumers over 65 said they would rather speak to someone over the phone compared to other methods.

That said, 16% from this demographic are happy to use technology channels such as chatbots and apps to interact with brands. Businesses should therefore analyse the feedback and data customers share to ensure they offer every customer the options that best suit them.

“Trust between business and customer is crucial, particularly in challenging economic times, and building that trust with tailored, personalised communication is key,” said Sam Richardson, Principal Visioneering Consultant at Twilio. “Customer engagement needs to be inclusive in order to be effective, and good old fashioned phone calls don’t need to fall by the wayside in an effort to modernise – in fact, all age groups find them useful for chatting through more complex problems. While in-app chat and SMS are useful for delivery updates and might perfectly suit more digital-native audiences, businesses should also think about what people with accessibility needs require from them.”

Failing to cater to the over 65 demographic also represents a missed business opportunity because they make up such a prominent portion of the online retail market. The 18-24 bracket is notably more likely never to shop online compared to over 65s: only 6% of consumers over 65 said that they never do their shopping online, compared to 30% of 18-24 year olds. Similarly, over half (51%) of over 65s read or keep hold of digital marketing communications.

But a lack of consideration is creating a trust barrier with older consumers, including when it comes to marketing. Half (50%) of shoppers over 65 didn’t know where brands got their contact details from, while one in five indicated that they believe brands only care about their money. This contrasts with younger consumers, who feel more understood as an audience, but are actually not as engaged with internet purchases.

“Older demographics are clearly more interested in regular brand engagement online compared to younger consumers,” continued Richardson. “As this older age bracket continues to grow in an ageing population, brands need to be better prepared to cater to older consumers digitally. This means reflecting customer preferences in available communication methods, as well as using first-party data – data collected consensually from customers – to deliver accurate, personalised experiences that make customers feel heard and understood. Technologies like customer data platforms can translate this data into insights, and this provides businesses valuable direction as to what customers actually want.”

Though companies dedicate a lot of time to getting to know their customers, data shows that many older consumers feel overlooked by the ways businesses engage with them, which is diminishing loyalty. Only one third (32%) of respondents over 65 feel like valued customers, 15% feel that brands care about them, and only 10% feel that they represent the main target audience when it comes to marketing communications.

Twilio commissioned the research in June 2022, with Walnut UNLIMITED conducting the survey. Walnut Omnibus is a quantitative syndicated survey conducted online twice a week with a nationally representative sample of 2,000 GB adults (aged 18+). The survey was completed in two waves, with a total of 4,028 consumers participating, 806 of which were over 65.

OPINION: A new era of customer service for brands

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By Eric Leboeuf, Director of Strategic Channel Partnerships at Infobip

The pandemic has altered the customer experience landscape indefinitely. Consumers are demanding, unforgiving and know what they want – and contact centres have transformed how they operate in tandem. As the world migrated from offices to home and ‘Zoom’ became 2020’s most prevalent eponym, a new path emerged for the future of customer service.

In a short space of time, agents had to move from answering phone calls or emails, to dealing with a plethora of customer contact channels, such as WhatsApp, SMS, live chat and video calls. Businesses and outsourced contact centres had to think about technology through the eyes of their customers to reduce inefficiencies, eliminate pain points and increase the value of every interaction no matter what channel it’s on.

In this article, I will discuss how brands can optimise customer experience by maximising the benefits of virtual contact centres.

Evolving customer expectations

Today’s consumer expects to be able to contact a business at any time, from anywhere, and on any platform – and it’s given rise to new demands.

After interviewing more than 2,000 British people, Infobip found a third (33%) now have higher expectations for customer service since the first lockdown and 32% have said that they will not spend time with a business that provides poor service again. Their biggest frustrations include waiting time (35%), limited ways to contact a company (31%) and repeating details multiple times to an agent (20%).

We also found that 35% of customers are happier to engage with brands on digital channels since the pandemic . And there is no clear channel preference – 52% of people prefer to use multiple channels, rather than relying on one.

Contact centres need to build a cohesive, consistent approach to customer service that caters for consumers’ changing preferences and modes of consumption. Brands should use customer data to decipher which channel a customer prefers, whether that’s their favourite messaging app or a live chat on your website. What’s more, by ensuring customer data is in one place, responses can be tailored to the customer’s unique needs with no time-consuming switching between channels.

Revamping the contact centre infrastructure

There’s no denying that those companies that have had the easiest time with the digital transition are those that have migrated to contact-centre-as-a-service (CCaaS) solutions. There are several reasons why.

The migration of workers to home offices has complicated operations, for example agents cannot ask the floor walker or the colleague next to them for advice, they solely rely on digital tools like internal chat channels to ask for advice or coaching.  Through a cloud contact centre, agents can continue to provide superior service from the comfort of their homes, advising customers and conversing with their colleagues, no matter where or when they log on. The cloud also provides the flexibility that businesses need to handle continuous growth and seasonal peaks, as well as experiment with new service models.

The use of Intelligent Virtual Assistants (IVA) is one of many automation solutions helping contact centres, particularly when answering FAQs which represents a large portion of customer enquiries. By handling more repetitive and basic customer enquiries, the speed and accuracy of handling transactions is increased, and customer experience is improved.

The human workforce

Having CCaaS solutions that engage human agents to step in at the right time is also essential, allowing them to solve more high value, complex issues beyond FAQ’s that can require multiple branches of support for one customer query, for example payment or delivery support.

This means agents can manage multiple digital channels at a time, ensuring they have the tools to do what they do best: delivering personalised responses, answering queries faster and increasing customer satisfaction. Thanks to IVA support, human agents will spend less time on low value enquiries, meaning cost savings via increased efficiency. Metrics can also inform brands on the ratio of queries going to agents versus IVA. In these scenarios, brands can evaluate their contact centres to ensure agents are not overloaded. Finally, by shifting an agent’s responsibility to more challenging and rewarding tasks, new and upgraded career doors are likely to open up.

COVID-19 chatbots 

Let’s look at this in practice. In response to the COVID-19 pandemic, several public and government health organisations across the world, for example Public Health England, were faced with the challenge of providing up-to-date information quickly and at scale, whilst also combatting misinformation. For many, the answer has been using chatbots to alleviate pressure on contact centres, who were already facing a significant influx of calls, while ensuring the public have access to the latest advice and guidance.

These chatbots, built by Infobip and WhatsApp, are easily accessible over a publicly available number. Contact is initiated by the user through entering a number in their contact list and sending “Hi”. This starts a dialogue with the WhatsApp chatbot, where users can choose from a list of topics depending on the information they are looking for. This includes the latest guidelines, case numbers, testing site locations and FAQs. If further assistance is required, chatbots can smoothly transfer the conversation to a human agent for detailed answers to more complex queries.

Chatbots like this have been used across the globe – from the UK to India – to ensure the right information is accessible 24-7, and so contact centres can function as efficiently as possible during an exceptionally busy time.  A report by IBM found that chatbots can answer 80% of standard questions. With many now integrated with artificial intelligence (AI) and machine learning (ML), chatbots are trained to recognise customer intent through what we call natural language processing (NLP). Pair this with ML processes, and chatbots will advance over time as they’re exposed to more conversational data.

Final words

The digitally savvy contact centre is racing ahead of its peers. Relying on a hybrid workforce means bots can handle high frequency, low value requests, leaving agents to focus on delivering more personalised and detailed responses. The return on investment from purchase conversion and repeat brand loyalty is invaluable. Companies must incorporate digital tools to boost their contact centre infrastructure as we enter an era of new customer service.

UK ‘the most unforgiving country’ when it comes to customer service

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More than a third of people (38%) in the UK felt that their experience with customer service has got worse over the last 12 months, making it the highest figure out of the US and Europe.

That’s according to the Customer Service Index 2021, produced by Five9, which found nearly half of UK respondents (44%) are very unlikely to be willing to do business after poor customer experience – making it the least forgiving country.

And almost two-fifths (39%) of UK consumers have left a brand they were previously loyal to over the last 12 months, with the biggest losers being retail and consumer products (28%) followed by banking and financial services (15%).

Five9’s Customer Service Index looks at what consumers believe makes good or bad customer service. Other interesting points from the research include:

  • Phone is still king: More than half (51%) of total consumers (US and Europe) still prefer the phone as the best means of communicating with customer services. Yet compared with other countries, the UK is most likely to use webchat (20%)
  • When asked the preferred channel for urgent/sensitive issues, the number for by phone increased to 65%. Note that for the UK respondents, that number increased to 68%
  • Over a quarter (26%) of UK consumers are more willing to use social media platforms for customer service than they were a year ago
  • Virtual agents: Two-fifths (40%) of UK consumers are already using virtual agents where available. Nearly a fifth (18%) haven’t yet used them but would if they were available, showing a huge opportunity for contact centres to capitalise on virtual agents
  • The UK is still not ready for video: Over two-fifths (42%) of consumers would prefer not to use a video call with a customer service agent. Whereas in Spain, less than a third (29%) aren’t comfortable

Brian Atkinson, Vice President and General Manager, EMEA from Five9, said: “Our Customer Service Index suggests some correlation between customer service and brand loyalty. Most businesses have faced unprecedented uncertainty over the last 12 months and simply cannot afford to lose customers. It’s therefore essential to get customer service right – especially for UK consumers. To do this it is ultimately about human connection, which is the underlying theme across the survey results. The phone is still popular because consumers want to feel like they are talking to a real person, and are being understood and listened to. Yet, they still expect the same across chatbots and social media. Human connection needs to therefore be at the heart of every communication – even if an actual person isn’t present.”

You can read the full report here.

INDUSTRY SPOTLIGHT: Stella Connect customer service feedback, coaching & QA

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In an ultra-competitive market, how do brands deliver great customer experiences that set them apart from their competition? It all boils down to human touch. Today’s front-line teams have become a major driver of customer loyalty and retention. That’s why we’ve built a platform to help you empower your front-line team to deliver great exceptional experiences.

Stella Connect offers service teams a humanized, real-time agent-level feedback platform, integrated quality assurance, and coaching that brings all of the relevant data points together. Get visibility into agent performance, and empower your team to deliver exceptional customer experiences with Stella Connect.

Click here to book your demo.