CRM - February 2008 - (Page insert15) Sponsored Content February 2008 15 Essential Managers Guide to Extraordinary Customer Service What your customers think about your company is often a result of their experience when they contact you. Whether or not they remain customers is often a result of the quality of service you provide. Through Extraordinary Customer Service, Avaya explores the contact center as a strategic part of your enterprise - where you can leverage differentiated services to provide a superior customer experience that can build brand loyalty and increase profits. THE CUSTOMER’S PERSPECTIVE THE CUSTOMER SERVICE OPPORTUNITY Are you utilizing your contact center as a means to cement your company’s branding and to build customer loyalty? Leading organizations see the opportunity in providing extraordinary customer service. Despite years of attention and investment, there may still be a gap between customer expectations and the reality of the service being provided. Understanding the drivers of the gap is critical and closing the gap can avoid the impact of poor service, and create the upside of extraordinary service. CUSTOMER SERVICE CHANGES CUSTOMER OPINIONS Customers expect more today from customer service than ever before. Businesses must ask themselves some telling questions to ensure they’re providing the best possible service to their customers. How many menus must a customer navigate? Are agents empowered to completely serve a customer? How does your customer service compare to your competitors? Customers are raising the bar for customer service, and so must you. To know if your customer is a satisfied customer you must continually evaluate the total customer experience. Your customers are exposed to a wide variety of customer service experiences throughout their day, and they will compare their experience to the customer service they receive from your company. Questions to Ask Yourself ■ Is customer service a core value of your company? Savvy organizations view every customer contact center not as a cost center but as a profit center. They adopt industry best practices and invest in their contact center technology and staff. The immediate result is the ability to provide better service and more satisfied customers and the long-term result is a stronger brand image. Noted customer experience expert Seth Godin in his paper, “Is Your Contact Center a Powerful Brand Experience?” says that more than 90 percent of customers change their opinion of a company based on the manner in which the company deals with them on the phone. An exceptional contact center experience, however, can change an ambivalent or negative perception into a positive one—and win a customer for life. Customers who are delighted with the experience they get from your business become repeat customers, purchase more over time and recommend your company to their peers. EXTRAORDINARY CUSTOMER SERVICE: THE SUSTAINABLE COMPETITIVE ADVANTAGE Central to Intelligent Communications is a strong technology foundation built on IP. Taking advantage of Voice over IP (VoIP) technology, a virtual contact center that is highly scalable can deliver extraordinary customer service across multiple locations and multiple time zones. Perhaps the biggest opportunity Intelligent Communications provides is the competitive advantage gained by enhanced customer service. Speech-enabled routing provides enhanced self-service and personalized content; routine, but complex interactions can be moved from more expensive agent resources to cost-effective, self-service channels. New, innovative solutions using SIP services can support universal routing of voice, video, email, and other media; voice portal technology can deliver personalized speech applications; and inbound/outbound reporting and analysis can maximize agent productivity and customer satisfaction in real time. THE PATH TO INTELLIGENT CUSTOMER SERVICE There is a definite path in the evolution of customer service. Companies are moving from simply answering the phone to providing totally integrated, fully transparent solutions, using a combination of techniques, and technologies for Intelligent Communications. Looking ahead, capabilities like communications embedded in business processes will intelligently automate and manage the human collaboration needed to conduct business. This is an essential element in the entire enterprise being at the service of the customer—the enterprise-wide customer experience. Avaya delivers Intelligent Communications solutions that help companies transform their businesses to achieve marketplace advantage. More than one million businesses worldwide, including more than 90 percent of the FORTUNE 500®, use Avaya solutions for IP Telephony, Unified Communications, Contact Centers and CommunicationsEnabled Business Processes. Avaya Global Services provides comprehensive service and support for companies, small to large. ■ How do customers regard the level of service that you provide? ■ How does your customer service environment compare to your top competitors? ■ Are your customers happy doing business with you, and will they come back (and tell their friends)? Differentiated customer service optimizes infrastructure, applications, business processes, and people to provide a customer service experience that sets a business apart from its competitors. At the core of market differentiation for any business is the ability to deliver superior customer service through intelligent communications. ■ How has your company invested in contact center technology over the past few years? This executive summary is excerpted from "Essential Managers Guide - Extraordinary Customer Service". The complete document is available for download at WWW.AVAYA.COM/EXTRAORDINARY http://www.avaya.com/extraordinary
Table of Contents Feed for the Digital Edition of CRM - February 2008 CRM - February 2008 Contents Front Office Reality Check Customer Centricity The Tipping Point The Loyalty Riddle CRM Drives Down-Market Out of the Gate: Marketers Rate ’08 Traits The Pulse Consultants Adapt to CRM’s Changing Landscape Required Reading Cover Story: CRM Gets Serious Contact Center Solutions Always On Rumble in the Office The Smallest Slice Tying Up Cable’s Loose Ends Burning Up the Paper Trail Sunny Skies for Knology No More Bumps for BlueRoads Secret of My Success Re:Tooling Scouting Report Pint of View CRM - February 2008 CRM - February 2008 - CRM - February 2008 (Page Cover1) CRM - February 2008 - CRM - February 2008 (Page Cover2) CRM - February 2008 - Contents (Page 3) CRM - February 2008 - Contents (Page 4) CRM - February 2008 - Contents (Page 5) CRM - February 2008 - Front Office (Page 6) CRM - February 2008 - Front Office (Page 7) CRM - February 2008 - Reality Check (Page 8) CRM - February 2008 - Reality Check (Page 9) CRM - February 2008 - Customer Centricity (Page 10) CRM - February 2008 - Customer Centricity (Page 11) CRM - February 2008 - The Tipping Point (Page 12) CRM - February 2008 - The Tipping Point (Page 13) CRM - February 2008 - The Tipping Point (Page 14) CRM - February 2008 - The Tipping Point (Page 15) CRM - February 2008 - The Tipping Point (Page 16) CRM - February 2008 - CRM Drives Down-Market (Page 17) CRM - February 2008 - CRM Drives Down-Market (Page 18) CRM - February 2008 - Out of the Gate: Marketers Rate ’08 Traits (Page 19) CRM - February 2008 - Consultants Adapt to CRM’s Changing Landscape (Page 20) CRM - February 2008 - Required Reading (Page 21) CRM - February 2008 - Cover Story: CRM Gets Serious (Page 22) CRM - February 2008 - Cover Story: CRM Gets Serious (Page 23) CRM - February 2008 - Cover Story: CRM Gets Serious (Page 24) CRM - February 2008 - Cover Story: CRM Gets Serious (Page 25) CRM - February 2008 - Cover Story: CRM Gets Serious (Page 26) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert1) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert2) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert3) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert4) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert5) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert6) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert7) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert8) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert9) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert10) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert11) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert12) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert13) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert14) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert15) CRM - February 2008 - Cover Story: CRM Gets Serious (Page insert16) CRM - February 2008 - Always On (Page 27) CRM - February 2008 - Always On (Page 28) CRM - February 2008 - Always On (Page 29) CRM - February 2008 - Always On (Page 30) CRM - February 2008 - Always On (Page 31) CRM - February 2008 - Rumble in the Office (Page 32) CRM - February 2008 - Rumble in the Office (Page 33) CRM - February 2008 - Rumble in the Office (Page 34) CRM - February 2008 - Rumble in the Office (Page 35) CRM - February 2008 - Rumble in the Office (Page 36) CRM - February 2008 - The Smallest Slice (Page 37) CRM - February 2008 - The Smallest Slice (Page 38) CRM - February 2008 - The Smallest Slice (Page 39) CRM - February 2008 - The Smallest Slice (Page 40) CRM - February 2008 - The Smallest Slice (Page 41) CRM - February 2008 - Burning Up the Paper Trail (Page 42) CRM - February 2008 - Sunny Skies for Knology (Page 43) CRM - February 2008 - No More Bumps for BlueRoads (Page 44) CRM - February 2008 - Secret of My Success (Page 45) CRM - February 2008 - Re:Tooling (Page 46) CRM - February 2008 - Re:Tooling (Page 47) CRM - February 2008 - Scouting Report (Page 48) CRM - February 2008 - Scouting Report (Page 49) CRM - February 2008 - Pint of View (Page 50) CRM - February 2008 - Pint of View (Page Cover3) CRM - February 2008 - Pint of View (Page Cover4)
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