View
1
Download
0
Category
Preview:
Citation preview
The product and marketing information, and any pricing information contained herein including any software features, functionality or other demonstration is being provided to you strictly for informative and display purposes.
NICE Systems Ltd. (“NICE”) hereby expressly disclaims any commitment or obligation, legal or otherwise, to include, develop or incorporate any content, features or functionality (or any portion thereof) contained herein in any of its future software, technology or other products.
Any pricing information is strictly provided for informational purposes and NICE expressly disclaims any commitment or obligation to provide products or services at the stated prices.
The information including all intellectual property rights thereto is strictly and exclusively the confidential and proprietary information of NICE and may not be reproduced, shared or disclosed to any third party without the express written consent of NICE.
Disclaimer
Disclaimer
Introducing our new
brand identity
From Agile to Pyrios
Robyn O’Reilly
CEO Pyrios
Business-wide transformation
Outgrown our name
Driven by our customers
Our belief
“Every business is
capable of delivering
brilliant customer
engagement.”
What to expect from Pyrios
“Specialists who bring
communications
technology, consulting,
integration and
managed services to
help you deliver
brilliant customer
engagement every
time”
Introducing our new
brand identity
The Customer Experience
ChallengeGerry Tucker, Managing Director
NICE Australia & New Zealand
FINANCIAL CRIME &
COMPLIANCE
CUSTOMER
INTERACTIONS
Protecting
organizations and
their clients in a
digital world
Making people’s
experiences timely
and seamless
MONEY EXPERIENCES
PERFECTING CUSTOMER
EXPERIENCE
FIGHTING FINANCIAL
CRIME
THE NICE OFFERING
FIGHTING FINANCIAL
CRIME
The last sustainablecompetitive advantage
Customers have changed and expect the companies to do the same
Data overflow can impact the experience
Organisations are Adapting
Investing in new channels
to provide personalized, real-time
service both assisted and self
service
Attempting to become
more appealing and
competitive
Strive to provide premium
service and high availability
Implementing Omni-channel
strategies for customer
service
IN MOST
INDUSTRIESSource: 2015 Temkin Experience Ratings,
Temkin Group
2015EXPERIENCE RATING
DECLINED
Source: The State Of Customer Experience Maturity, Q4 2014,
Forrester Research
OF ORGANIZATIONS
ONLY
27%SAY CUSTOMER EXPERIENCE EFFORTS ARE VERY
EFFECTIVE
By 2016
89% of Companies Expect to Compete Mostly on Customer Experience
Source - Gartner
Yet despite this overwhelming commitment…
“For many firms, CX commitment isn’t translating into CX Success”
70% of surveyed firms lack a companywide Customer
Experience strategy
Just 22% of surveyed firms systemically train employees to build
and maintain the skills they need to deliver on the firm’s
Customer Experience promise
Forrester - The State Of Customer Experience Maturity In Australia 2015
Forrester - The Australia Customer Experience Index 2015
EMPOWERED CUSTOMERSexpect service on their own terms
Simultaneous access to large number of channels
Expect a seamless and consistent experience across all channels
Huge amounts of data collected across all channels
The side effects of customer empowerment
53%
55%
68%
Web Chat
Voice
Growth in volume for COMPLEX inquiries to assisted channels
Source: Delloite, 2015 Global Contact Center Survey results Top 10 Insights
How many
channels are your
customers using?
3%
8%
15% 15% 15%
11%
7%6%
4%
11%
5%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
0 1 2 3 4 5 6 7 8 9 10 11 12
% o
f re
sp
on
de
nts
No. of channels
Customers use 5.6 channels on average, 97% of customers are multi-channel users
Ave
rag
e 5
.6
97% use more
than one channel
1/3 use 7 or
more
channels
KNOWYOUR CUSTOMER
OPTIMIZECUSTOMER JOURNEY
ACTIN REAL-TIME
Know what customers
want and need and what
should be done about it
Reduce customer effort by
optimizing the end-to-end
journey
Provide an immediate &
personal solution
Top Contact Center Challenges
“The Total Cost per agent turnover is as
high as 60-70% of the annual salary of a
new agent in the US”
(Frost and Sullivan)
High agent turnover (around 33%) and absenteeism is disruptive and costly
Delivering a consistent customer experience
Predicting contact center performance
Engaging remote or home-based agents
Being productive with complex and rigid processes
Managing Increasingly sophisticated customer expectations
Dealing with more & more complex interactions
Reasons for These Challenges
The Agent Adapts to the Process
Generic approach to agent experience
• “One size fits all” onboarding,
coaching, incentives
• Inflexible scheduling
• Managing to averages
Millennial expectations shift
Too much data, not enough insight
Lack of agent advancement opportunity
Static processes
Obsolete management models based on
outdated manufacturing principles
Transform the Agent Experience
Personalize the agent experience on
a large scale
Improve the agent and customer
experience
Adapt to the Millennial expectation (as
well as others)
The Process Adapts to the Agent
“High levels of employee
engagement contribute to higher
levels of customer satisfaction”(Gartner)
75%GREATER
CUSTOMER RETENTION
compared to organizations not
applying adaptive WFO solution
3.5%DECREASE IN CUSTOMER CARE COSTS
ANNUALLY
compared to an increase of 4.9% by
organizations not applying adaptive WFO
Aberdeen Group, May 2015
Agents Perform Better
When the System is Adaptive to Them
CLOSED
LOOP
ACTION
ALIGNMENT
Cu
sto
me
rE
xp
eri
en
ce
Employee Engagement
MULTI-
CHANNEL
CAPTURE
WORKFORCE
MANAGEMENT
PERFORMANCE
MANAGEMENTBACK OFFICE
INTERACTION
ANALYTICSREAL-TIME
SOLUTIONS
Journey
Enabled
Applications
VOICE OF THE
CUSTOMER
The NICE Portfolio – Helping Create Perfect Experiences
By 2018, 67% of Global 2000 CEOs mark digital transformation as core of their corporate strategy
DIGITAL TRANSFORMATION
FORCESthat shape
the
MARKET
Analytics to drive. $60B in savings for Enterprises by 2020
ANALYTICS OF EVERYTHING
30% of work activities
can be automated
AUTOMATION OF
KNOWLEDGE WORK ~ 75%CLOUDVOLUTION
of organizations to
adopt cloud strategy
by 2016
The Future
AUTOMATION OFKNOWLEDGE WORK
Both physical and virtual
Complex analytical capabilities
Artificial intelligence
29% of customer service agents work activities could be AUTOMATED using
already demonstrated technology
Agentbots
ROBOTIC AUTOMATION
AUTO QM
RTPO
TODAY FUTURE
AUTOMATION OFKNOWLEDGE WORK
ANALYTICSOF EVERYTHING
Analytics with no limits
Analytics over big-data
Operationalize predictive and
real-time
Organisations will achieve an extra $430 billion in productivity benefits over their less analytically oriented peers
CUSTOMER JOURNEY SOLUTIONS
SPEECH AND DESKTOP ANALYTICS
CUSTOMER PREDICTIVE JOURNEY SOLUTIONS
OMNI-CHANNEL ANALYTICS
WFO ANALYTICS ADAPTIVE WFO
TODAY FUTURE
ANALYTICSOF EVERYTHING
Delivery and pricing model
Self-service
Flexible scaling up and down
CLOUDVOLUTION
25% of total IT budgets will be allocated to cloud computing in 2016
TODAY FUTURE
ENTERPRISE
PORTFOLIO
ON CLOUD
HOSTED WFM
HOSTED WFO & RECORDING
HOSTED ANALYTICS
WFM CLOUD
QM and IA CLOUD
CLOUD ANALYTICS
CLOUDVOLUTION
Combining the Digital and
Physical worlds
Mobile Experience
Personalization
DIGITAL TRANSFORMATION
CEOs expect their digital revenue to increase by more than 80% by 2020
DIGITAL-PHYSICAL CUSTOMER JOURNEYCUSTOMER JOURNEY SOLUTIONS
REAL-TIME PERSONALIZATION
PROFICIENCY SUITE AND EMPLOYEE
ENGAGEMENT
TODAY FUTURE
SKILL BASED ROUTING AND MONITORING
MOBILE EMPLOYEE ENGAGEMENT
DIGITAL TRANSFORMATION
Thank you
Recommended