ABA Banking Journal - November 2013 - (Page 18)

tech topics Channel Update Calling all contact centers By John Ginovsky, contriButinG editor today's remote bankers connect through phones, emails, and texts, and are as relevant as ever 18 | ABA BANKING JOURNAL | November 2013 complaint resolution, newly evolved contact centers should be reconfigured to produce revenue by crossselling as well. "Increasingly, what we are seeing in the marketplace is that banks are now realizing that customer service representatives can actually help them identify needs," he says. The challenge becomes, how does a bank use the channel so it can identify what needs can be met, and then try to sell those products to those customers? Contact centers and their reps Physically, contact centers can resemble the stereotypical layout of the old-fashioned call center, says Don Poulson, Jr., technical business analyst at Jack Henry Banking-i.e. a big building in the Midwest, which is full of cubicles that each have two phones, headset, keyboard, desktop computer, and two monitors. "However, the person sitting in that cubicle is not your typical call center agent," Poulson points out. "These folks are bankers and have been banking for quite some time." "From what we've seen in our research, often, if not most of the time, these kinds of [call center] representatives are more highly trained, so you get someone who can pretty much answer most of your questions right away," says Ed O'Brien, Photos: shutterstock.com W ith banking becoming increasingly virtual, cloud-based, mobile, and otherwise electronic, one would think the old-fashioned, telephone-based call center would quietly go the way of the typed-in passbook. The opposite is true-and don't call them call centers. They're contact centers. Not only have they been reconnected via email, text, and web chat in addition to voice, they're being reinvented as customer service providers and revenue generators. "That's why call centers have become contact centers, because they are interacting with customers in a wide variety of ways," says Shirley Inscoe, senior analyst at Aite Group. A prime example is Ally Bank, based in Detroit, Mich., which doesn't have branches and is completely electronic. "The best that a contact center can do is offer as many channels of service as customers need, and allow them the flexibility and empowerment to pick a channel and then quickly jump to another one if they need it," says David Vasquez, customer care executive at Ally. "Our job is to make those channels as seamless and transparent as possible, so customers don't feel penalized or locked into using any one channel." Ashish Jain, partner in the financial services practice of Booz and Co., notes that while traditional call centers focused on customer service and http://www.SHUTTERSTOCK.COM

Table of Contents for the Digital Edition of ABA Banking Journal - November 2013

Chairman's View
Editor's Column
The Economy
Picture This
Bank Notes
Will farmland prices hold up?
Tech Topics
What you do, amplified
Inside Farmer Mac
Meeting the challenge of identity theft
Compliance Clinic
Compliance Inbox
Pass the Aspirin
ABA At Your Service
First Person

ABA Banking Journal - November 2013

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