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Customer experience

Dynamic FAQs improve customer experience and reduce customer contact

150 150 Stuart O'Brien

By ContactOne

Today’s web users are increasingly relying on the Internet as a prime source of information and are more likely to use FAQ based solutions for answers. On the plus side this trend can be leveraged to reduce the propensity for on-line visitors to contact Agents.

The flip side of this is that the traditional static help centre solutions are not optimised to take advantage of this as customers often need to leave the webpage of interest to find help in the static FAQ section.

1 – Static Help Centre vs Dynamic FAQs

Dynamic FAQs, from ContactOne, address these issues by enabling the users to get the answers they need without leaving the page. The AI predicts users, queries based on contextually mapping web page content. Website visitors are then presented with a list of relevant help articles, without having to leave their current page.

This means that customers get instant answers to their queries without having to use the contact centre, resulting in positive impacts to the customer journey:

  • Site abandonment drops
  • Encourages self-service
  • Contact deflection increases
  • Sales conversion increases
  • Customer satisfaction increases

Our Dynamic FAQs include an intuitive search function based on partial keywords, phonetic matching, managed plurals and extensions with the returned results prioritised based on tags, titles, content and keywords. The self-learning capabilities and can optimise presented FAQs based on volume of page views and article rating. It also helps fill in gaps in the FAQs by reporting missed search terms.

2- Real-Time Widgets

Dynamic FAQs has several real-time widgets and reporting modules to show the usage and effectiveness of the FAQs. For each FAQ Supervisors can see both the total number of visitors to that FAQ, along with how many of those visitors went on to contact the contact centre. This enables FAQ answers to be optimised over time to meet the desired objective whether that’s to promote Contact, in the case of sales, or reduce contact in the case of level 1 support / customer service activities.

ContactOne’s Dynamic FAQ solution can be supplied as part of an integration with our own Omni-Channel contact centre platform, or as a standalone solution for use with existing Webchat, Email and Phone systems.

For more information on how ContactOne can help you encourage your website visitors to self-serve and improve the customer experience with Dynamic FAQs call ContactOne on 0330 880 4444 or visit ContactOne on the web.

UK boards must take more responsibility for customer experience – Research

960 640 Stuart O'Brien

Customer experience is largely perceived as a strategic issue and one that should be driven at board level, with measurement of CX varying wildly within key industry verticals.

That’s according to research conducted by Gobeyond Partners, which surveyed over 450 managers and above across retail and wholesale, financial services and banking, private healthcare, and insurance, finding that 86% of UK businesses are currently measuring customer experience and that 81% of respondents believe customer experience to be a strategic issue which requires more senior level accountability.

It says the results highlight a clear need for senior executives to be knowledgeable about customer experience, and importantly, measure it across the entire customer journey. The results revealed that 36% of organisations surveyed only measure customer experience at specific touchpoints, and not across the entire customer journey, whilst 12% of UK businesses are still not measuring customer experience at all.

Rather it was those companies who do indeed measure customer experience across the entire customer journey (50%) who were found to be 1.4 times more likely to report revenue increases over the last 12 months, than those that don’t.

Other key findings  include:

  • Of those who agreed customer experience should be driven at board level, only 37% strongly agreed that their company utilises customer feedback to improve service design and delivery;
  • 86% of retail respondents agreed that customer experience should be driven at board level and was the most likely industry to see customer experience as a strategic issue. This was followed closely by 85% of insurance respondents, 77% in banking, 72% in private healthcare and 85% insurance;
  • 12% of UK businesses are not measuring customer experience at all;
  • 11% of businesses said they had no senior manager with accountability for customer experience

Mark Palmer, CEO of Gobeyond Partners, said: “We were pleased to see that our recent survey findings validate the work we have been doing with our clients; namely that customer experience is a human issue which should be addressed strategically and prioritised by the board.

“We regularly recommend looking at the end-to-end customer journey through a more human lens. Our findings clearly highlight that introducing the human touch – at all levels of the journey – can radically transform the way you deliver service. For organisations to win in the race for customer loyalty and stronger profitability, they will need to successfully marry great technology and innovation with a major focus on what this means for customers and employees in the transformation journey. Taking this ‘human lens’ will differentiate the quality of solutions offered, drive greater efficiency in getting there and will better engage their people on the change journey.”

Millennials and Gen Zs ‘driving digital-first customer experience’

960 640 Stuart O'Brien

The third annual 2019 NICE inContact Customer Experience (CX) Transformation Benchmark has detailed how understanding younger generations’ use of and expectations around next-generation solutions like artificial intelligence (AI) and digital channels are fundamental to building exceptional, best-in-class customer experiences.

As Millennials and Generation Z become dominant consumer groups, with Generation Z purchasing already reaching an estimated $100 billion according to research conducted by Barkley, their comfort level and familiarity with multiple digital channels including social messaging and chatbots means organizations, no matter their size, must provide digital-first omnichannel experiences to meet consumer expectations and effectively compete in the experience economy.

Key findings from the study include:

  • Almost 60% of Generation Z and Millennials have used private social messaging for customer service. In contrast, 38% of Gen X, 19% of Baby Boomers and 16% of Silent Generation have done so.The majority of Generation Z and Millennials also want companies to allow them to interact with customer service using private social messaging apps (72% and 69%, respectively).
  • Consumers are using AI more and feeling more positive about chatbots over time.Half of all consumers have used AI for any purpose (50%), compared to 2018 (45%). This can be attributed to a significant increase in the use of an automated assistant/chatbot online (34%, up from 25% in 2018). Generation Z and Millennials are more likely to agree that chatbots make it easier and quicker for their issues to get resolved, and are also the most likely of all generations to have used all forms of AI for any purpose, as well as for customer service.
  • Half of consumers who start with AI are transferred to a live agent, and age is a significant factor when it comes to AI and the importance of the human touch. While chatbot usage and performance are improving – and preferences and attitudes are changing – most consumers want to be informed if they are using a chatbot (92%) and 91% of all consumers prefer a live agent. However, this preference follows a downward trend generationally: 98% of the Silent Generation, 96% of Baby Boomers, 91% of Generation X, 86% of Millennials and 83% of Generation Z say they prefer a live agent.
  • Seamless digital-first omnichannel experiences are vital to positive customer experiences.Most consumers (93%) want seamless omnichannel experiences, and yet they are increasingly giving companies a poor rating on seamlessly switching between channels – 73% give companies a poor rating, up from 67% in 2018. This is especially important for meeting and exceeding the expectations of Millennials and Generation Z, who are the most likely to have experienced omnichannel customer service (16% and 21%, respectively).

“Understanding the nuances of what consumers expect, and how they actually engage with brands via a myriad of digital channels, and integrating these in-demand channels seamlessly to deliver digital-first omnichannel experiences, is key to sustainable growth,” said Paul Jarman, NICE inContact CEO. “The NICE inContact CX Benchmark looks beyond education around demographic customer service trends and gets to the root of what makes new channel options attractive. Millennials and Generation Z are bellwethers of what consumers expect and are increasingly likely to recommend a company on social media based on personal experiences – the influence they wield is tremendous.”

Click here to read the full report.

Sainsbury’s, M&S and more back Purple Tuesday customer service initiative

960 640 Stuart O'Brien

Sainsbury’s, M&S and Blakemore Retail are joining hundreds of other retailers today (12 November) to improve the customer experience for disabled people by supporting Purple Tuesday

Multiple shopping centres, including Bluewater and Intu, are also participating. Westfield is taking Purple Tuesday international with shopping centres in Germany, Czech Republic, Slovakia and Poland making commitments for better customer service for disabled people.  

New research published for Purple Tuesday reveals that poor customer service and a lack of staff understanding are among the key barriers preventing disabled consumers from purchasing goods and services.

The research has prompted calls for businesses and organisations to rethink how they target disabled consumers and their families, whose spending power – the so-called Purple Pound – is estimated to be £249 billion every year. 

More than 2,000 businesses, organisations and stores from a range of sectors have made more than 3,500 pledges to make long-term changes as part of Purple Tuesday on 12 November. This includes: 

  • Sainsbury’s and Argos, who have announced a new trial of a weekly ‘Sunflower Hour’ in 30 stores, which involves creating a calmer environment by reducing background noise and sensory overload that launches on Purple Tuesday. The trial gives customers the option to pick up a sunflower lanyard which has been purposely designed to act as a discreet sign for store colleagues to recognise if they may need to provide a customer with additional support. Sainsbury’s was the first retailer to trial this initiative in 2018. 
  • Microsoft Store, which has committed to educating not only the community but retail businesses on how to create accessible retail experiences, work environments and improving the lives of customers and employees living with disabilities. 
  • M&S, which is committed to being the U.K.’s most accessible retailer and has introduced a number of improvements to its stores and website over the past few years – including becoming the first retailer to introduce Sunflower Lanyards into all stores for those with hidden disabilities Earlier this month M&S ran a colleague campaign “Making Every Day Accessible” introducing a number of resources for colleagues including a top tips for being disability confident video, a guide on how to run sensory friendly shopping hours and a new ‘hard of hearing’ uniform. 
  • Blakemore Retail, which is providing training for 4300 staff and making training available to their 700 independent SPAR Retailers 

75% of disabled people have had to leave a store or website, unable to go through with their purchase because of their disability, according to research cited by Purple Tuesday itself. Research shows that most complaints from disabled people relate to experiences within the business/organisation premises, with disabled people more likely to spend money with organisations if they improve2

  • staff understanding about different disabilities (56%) 
  • the overall customer experience for disabled people (41%) 
  • store/shop/location accessibility (41%) 
  • website accessibility (16%) 

More than 1 in 3 disabled people (34%) said poor customer service prevented them from making a purchase, while 33% blamed a lack of understanding from staff about their needs. Some disabled respondents said improvements should include ‘being treated the same as anyone else’ and having ‘knowledgeable staff’.  

The research has led Purple Tuesday to call on organisations to focus on straightforward, low-cost solutions to improve the customer experience for disabled people – changes that go beyond the front door. Of the 13.9 million disabled people in the UK, 80% have a hidden impairment, meaning improvements and enhancements are needed to improve access for disabled people, beyond having a ramp installed to help enter a site. 

Mike Adams OBE, Chief Executive of Purple, said: “Meeting the needs of disabled customers makes commercial sense for organisations of all sizes, from all sectors, but our message to organisations is: you don’t have to spend big budgets to make lasting change. That’s why we’re urging organisations to focus on improvements that go ‘beyond the front door’. Introducing staff training and improving website accessibility are low cost changes, but the difference to a company’s bottom line – as well as to a disabled consumer’s personal experience – can be significant. 

“Purple Tuesday has more than doubled in size this year, with more than 2000 organisations from a variety of sectors making commitments to improve the customer experience for disabled people. These are long-term changes that will have a lasting impact for millions of customers – and improve the commercial opportunities for the organisations involved.” 

The purple pound is worth £249 billion and is rising by an average of 14% per annum, yet it is estimated that less than 10% of businesses have a targeted plan to access this disability market. Purple Tuesday’s research shows that more than 80% of disabled people say businesses could do more to be accessible and encourage them to spend money. 

Organisations can contact Purple for advice on how they can improve their approach to disabled consumers. Example changes include:  

  • Conducting an online audit of your website to improve accessibility 
  • Training staff to know and understand how to communicate effectively with disabled customers 
  • Getting front line staff to learn basic British Sign Langue skills to communicate with those customers from the deaf community 
  • Conducting an on-site audit to ensure the physical space is suitable for every customer to get around the area easily 
  • Improving wayfair signage around the facility 
  • Introducing quiet hours on a regular basis to help people who struggle with music, tannoys and noise. 

For more information on Purple Tuesday, please visit

How hyper personalisation can unlock the seamless customer experience

960 640 Stuart O'Brien

Companies failing to provide a hyper personalised experience for their customers will quickly find themselves losing business, argues Matthew Chadd, Senior Project Director at Content Guru.

More than two thirds of companies now compete on the basis of customer experience. Customer service is the competitive differentiator, and it is essential now more than ever to maintain brand loyalty and meet business goals. Companies can face losing customers if they don’t keep up with the ever-increasing standard of service expected of them.

Delivering superior service is particularly challenging during spikes in the volume of customer contact. Human agents on their own cannot manage these peaks, let alone deliver a consistent and personalised customer experience. Long call queues and fragmented customer engagement lead to disappointed customers, reputational damage and ultimately financial losses. 

Why does hyper personalisation matter? 

Hyper personalisationis a way for companies to provide a bespoke customer service by using real-time behavioural data from multiple channels to react to consumer decisions and tailor the experience appropriately.

Although many businesses hold a wealth of data, they often lack the tools to use it to provide a tailored customer experience. Artificial intelligence (AI) and intelligent automation technologies can revolutionise the way businesses use data to deliver hyper personalisation across all interfaces and channels.

An example of this is where utility companies use a phone number to identify which customer is contacting them and the location of their property. If there is an outage in their area, they are directed to an Interactive Voice Response (IVR) recording which provides them with instant access to information about the situation. The customer’s enquiry is answered automatically, leaving human agents to focus on dealing with more complex customer queries.

Hyper personalisation requires deep integration

To deliver the best results, AI-driven hyper personalisation requires integrated front-end and back-end IT systems. Businesses often hold customer data across multiple channels and systems. If these systems remain disparate, organisations end up with data siloes and miss out on invaluable insights which can improve customer service. Deep integration means that data can be processed and leveraged to personalise the customer experience throughout every interaction. 

For example, a life insurance company holding records of past customer interactions in its back-end systems will see that a customer calling in might have recently lost a family member. This information will be fed into the front-end with prompts during a customer call. A human agent handling the query will be encouraged to express condolences and demonstrate empathy to help build a relationship.

A blended approach to contact centre transformation

While technology is the driving force behind hyper personalisation, the role of human agents cannot be overlooked. The success of a hyper personalisation strategy relies on a blended approach that maximises the potential of both IT and the human touch.  For instance, sentiment analysis can detect if a person is getting agitated or angry with the machine agent and route the call to a human agent that has specialised skills to deal with calls of that nature. 

AI-driven hyper personalisation enables companies to meet customer demand for a seamless, consistent experience. In order to achieve this successfully, the technology must be deeply integrated into an organisation’s existing data, and function as an extension of the human agent. A blended approach to hyper personalisation is a key ingredient for enhanced customer service. Failing to achieve a personalised experience can cost a business its edge – don’t get left behind. 

Retail failing at social media for customer service

960 640 Stuart O'Brien

Retailers are neglecting social media when it comes to customer service, and are not listening to consumers to drive customer experience improvements.

That’s according to the 2019 Eptica Digital Trust Study, which found that while retailers successfully answered 59% of routine queries asked via web self service, chat, email, Facebook and Twitter, there were wide variations in performance between channels.

Retailers provided answers to 83% of queries on their websites but only responded correctly to 38% of tweets and 50% of Facebook messages.

Performance had worsened on many channels since 2017 – then retailers answered 73% of emails. By 2019 this had dropped to 68%, despite the continued popularity of the channel with consumers, who use it for over a quarter of their interactions with brands.

As part of the 2019 Eptica Digital Trust Study, 20 fashion and food & drink retailers were evaluated on their digital customer experience, alongside brands from other sectors, by testing their accuracy and speed at answering relevant, routine queries, repeating research conducted since 2012.

Questions included asking about ethical sourcing policies (fashion) and allergy labelling (food and drink). Additionally, 1,000 consumers were asked for their views on customer experience.

Fashion (answering 60% of all queries) and food and drink (59%) were the top sectors surveyed, but still failed to respond to 4 in 10 of all routine queries.

The research also demonstrated a direct link between trust, listening and loyalty. 89% of consumers surveyed said they either will stop buying from brands that they don’t trust or will spend less. Building trust begins with delivering on basic promises – 59% ranked giving satisfactory, consistent answers as a top three factor in creating trustworthiness, while 63% rated making processes easy and seamless as key. Just 8% of consumers felt that brands were listening to them all of the time, with 74% believing brands pay attention to their views half the time or less.

“The move to digital has transformed the retail landscape,” said Olivier Njamfa, CEO and Co-Founder, Eptica. “Greater choice means consumers are becoming more demanding and are actively seeking out brands that they can trust and who listen to them. While retail brands have made some improvements since 2017, they have slipped back in others, damaging trust and ultimately customer loyalty and revenues. If they want to succeed they need to listen to customers and use their insight. Only those who do this will thrive and stay ahead of the competition.”

RetailAccuracy 2019
versus 2017
Average speed 2019
versus 2017
Web83% vs 70%n/a
Email68% vs 73%10hr 19m vs 24hr 12m
Facebook50% vs 28%43m 24s vs 3hr 34m
Twitter38% vs 50%1hr 56m vs 1hr 43m
Chat35% vs 25%8m 43s 4m 24s
Total59% vs 55%

Speed of response also varied widely between channels – and even within sectors and brands. One fashion retailer answered a tweet in 17 minutes, yet another took 50 hours to reply. A food and drink retailer responded on Facebook within one minute, but needed nearly 23 hours to provide an answer on email.

Overall response times on chat doubled from 4 minutes back in 2017 to 8 minutes this year. Facebook had the fastest average speed of response, at 43 minutes, 24 seconds – over twice as fast as Twitter (1 hour 56 minutes) and nearly 15 times faster than email (10 hours 19 minutes). This is despite exactly the same questions being asked across these channels.

The study evaluated 50 UK brands, split equally between the fashion, food and drink, travel, insurance and banking sectors. Brands were rated on their ability to answer five routine questions via their websites, as well as their speed, accuracy and consistency when responding to email, Twitter, Facebook and chat.

Additionally, 1,000 UK consumers were surveyed on their attitude to trust, its relationship with customer experience and on loyalty and brand reputation. All research was completed in H1 2019.

A full report, including the study results, graphics and best practice recommendations for brands to transform customer experience is available at

Practical steps to streamline processes, enhance customer experience and reduce costs

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Ember are delivering an exclusive seminar where our experts will be exploring proven techniques for process optimisationand sharing examples of how our clients have delivered enhanced customer experiences, reduced costs and improved ROI. 

Read More…

GUEST BLOG: IT and marketers working together will improve CX

960 640 Stuart O'Brien

For years, marketers have talked—and written—extensively about the disconnect between marketing and IT. Who should own email lists and sensitive data?

Who should have access to the website CMS? Who should decide which marketing automation platforms to install? These are just a few of the questions that have plagued the marketing/IT debate.

In 2019 however, this debate finally feels like it’s come to a close. According to new research from Episerver, 93 percent of marketers now have the ability to directly edit their company’s website, while 80 percent expect to have complete ownership over their brand’s web presence within the next two years.

Instead of seeing this as a ‘land grab’ from IT, however, 62 percent of marketers say they are simply working collaboratively with their IT departments in order to reduce silos and ensure the best customer experiences. While this is great news for customers, the problem of marketing silos has not gone away for good. Instead, a new debate has started to rage—this time between marketers and the new wave of customer experience (CX) professionals…

This article originally appeared on Digital Marketing Briefing – Click here to continue reading…

Data is not enough for better customer experiences: Use workflows to channel it where it’s needed

960 640 Stuart O'Brien

By Geoff Land, MD, Infinity CCS

A few weeks ago, we looked at how important it is to develop a ‘Single Customer View’ of your data if you are to deliver a great customer experience. We saw how the arrival of GDPR gives companies an opportunity to catalogue their data to create such a view. But once you’ve done that, exactly how do you use that data to improve customer experience? The answer is to get it into agents’ hands exactly at the moment during each interaction that they need it…

Failure to let data flow is behind most bad customer experiences

There are many ways to design great customer experiences, but most of them have one thing in common: efficiency. It is the efficient flow of information from customer to company, and company to customer, that ultimately makes for a happy customer.

Whether a customer is querying a bill, placing an order, cancelling an order, setting up a payment method, reporting a problem, or chasing a delivery, what they want is their issue dealt with quickly, ideally in a single, short interaction.

Customers find it frustrating when they get transferred between departments, need a call back, or have to wait on hold. The reasons these things happen are nearly always due to complex internal processes that even well-trained agents find difficult to follow; data siloes between different departments; and agents having to log in to and use multiple IT systems to access information or data input forms.

Having a “Single Customer View” of your data streamlines the process by eliminating all your data siloes. It essentially allows an agent or system to access in one place all the information about a given customer (at least, all that is relevant to their own role and appropriate for their security level).

But even if all that data is now sitting in a single system or knowledge base, it still doesn’t streamline interactions very much if agents still have to access multiple other interfaces to actually get things done.

What’s needed is an interface that pulls everything together – data, processes, and systems – into a single view for the agent.

Agents need the right tools as well as the right data

In recent studies, such as Dimension Data’s Benchmarking Report, companies say they are struggling to deliver exceptional customer experience for a number of reasons including limited technology budgets, complex internal processes, lack of multichannel, insufficient or incomplete customer data, and overly complicated IT systems.

To deliver what customers want it is important that the appropriate technology system, business process, and customer transaction data are all immediately available to an agent (or automated system) at the right time during a customer interaction.

Most processes can be broken down into simple steps, which means that with the right software agents can be guided through these steps one at a time in a flexible manner. Instead of logging in to multiple systems all the information and input screens the agent needs are presented to them in a single user interface.

This type of robust workflow results in faster, more accurate customer interactions, less hold time, fewer call backs, and no need to transfer customers between different teams (unless your internal structure demands it – and if it does you should consider changing that where possible).

In our experience companies deploying workflow solutions in their contact centres on average see a 20% boost in productivity. Which is why we’re even seeing this type of technology deployed in emergency command centres (i.e. 999 and 911 centres) where just improving call response by seconds can make the difference between life and death.

Behind the scenes is where all the magic happens

The above benefits can be applied to any channel and with little capital investment as no existing hardware or software needs to be replaced. This is because there is no need to integrate existing systems and data sources with each other. They can all continue operating just as they do now, in their own siloes.

Instead, everything gets integrated into the agent desktop via the workflow using APIs (Application Program Interfaces). This vastly simplifies the process of integrating multiple systems because they don’t have to ‘talk’ to one another, just to the workflow.

Let’s say a customer has called in (or is using webchat, or Messenger, it doesn’t matter) to change their address and query a previous payment. Rather than having to access different software applications to perform these tasks, the agent first runs a workflow which includes an interface they can use to input the new address. It also shows the old address and other information they need to confirm the customer’s identity.

Next the agent opens another workflow they can use to search through the customer’s past transactions. While these all really sit in another database on another IT system (or several) they are brought together in a single view in the workflow. The agent can search for the appropriate transaction, pull up further information about it, and launch further workflows if they need to make a change, add a note, or escalate the query.

The workflow software acts as a central point of control, allowing data to be drawn into it from multiple siloes and systems, and for the agent to input data back into those systems. If all that existing data has been catalogued to provide the “Single Customer View” then the meta-tags that pull it all together can be used by the workflow to find and associate pieces of data more effectively.

For more information on how to create a Single Customer View download Infinity CCS’s e-Guide here:

GUEST BLOG: How to deliver great customer experiences without the hype, politics or drama

960 640 Stuart O'Brien

By Synthetix

2018 is not quite half way and already this year has many of us concerned about what the future might hold, with the UK’s Brexit date less than a year away. The volatile political events during 2016 has set the scene, ‘dominoing’ into 2018. And many UK businesses are operating in ‘limbo’ – not wanting to make any drastic changes to processes, staff or technologies –  waiting to see the what impact and lead up to Brexit might have on the future of their business.

Another dominating topic in 2018 is AI. Like political ructions, new technology can create fear, uncertainty, and doubt, until we understand it better. But unlike politics, were we can choose who we support, or whether to cast or vote or not, we are parading inescapably into a new generation of digitally enabled customer experiences and there is no turning back.

Waiting to invest in new customer engagement technology, could put you well behind the curve to compete within the digital future.

Fake News

Some leading organisations are already masters in this new world, already using AI to great effect or are actively planning for it. But most organisations still find it difficult to imagine how AI with its hype and science fiction drama can bridge the gaps between a customer’s diverse interaction points to help improve their journey and experience with services and answers they need.

If you’re reading this, there’s a good chance you understand that consistently satisfying customer service is increasingly important as customer expectations are adapting and growing just as rapidly as the channels and technology consumers are now empowered to engage with.

Being open to new paths of communication, such as Virtual Agent technology, can up the personalisation and customer engagement stakes. Unlike the uncertain outcome of the UK general election and its repercussions, Virtual Agents, when deployed correctly, with a set of specific goals, can generate leads, increase sales, and grow a business in a big way, and this is only the beginning. However, just because Virtual Agents are part of the hottest topic of 2018, this does not necessarily mean it will be the right fit for everyone.


Self-service has become the long-term solution to meeting customer expectations. In a global report, ‘The Self-service Economy’, 70% of consumers expect a self-service option for handling commercial questions and complaints. And millennials especially expect companies to keep improving their levels of service, expecting everything to be just a click away – their social relationships, their retail relationships, even their banking and insurance relationships.

This isn’t a manifesto to try to convince you to invest in Virtual Agent technology, but rather to highlight how it can align with wider business objectives.

These free guides offer practical advice about investing in AI powered bots amongst other contact centre technology and how best to utilise these channels to deliver optimum return on investment.

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