SUB CATEGORIESGeneral |  New Business / Claims Systems | 

Revolutionising the customer experience

20 July 2017Karin Kruger, Innovation Group
Karin Kruger, Operations Director at Innovation Group South Africa.

Karin Kruger, Operations Director at Innovation Group South Africa.

It has been said that data has become the world’s most valuable resource – even more valuable than oil, because of its potential to revolutionise the way we do business. Just as oil and the internal combustion engine revolutionised transportation for every sector and industry, the application of big data to help drive cost savings and improve efficiency is practically limitless in any business environment, when applied creatively.

The state of technology today means that a business’s customers have access to thousands of options when seeking out a product or service, and access to other customer reviews of each business at the click of a mouse. Customer service – as one of the only remaining available avenues for a business to differentiate itself – is at the forefront of the data revolution. Businesses in every sphere of operation are frantically seeking out ways to use the insights gathered from big data, to maintain their competitive edge and retain customer loyalty – and for a large organisation, that means applying data in the contact centre.

Data gleaned from customers is everywhere. In a stock-standard working environment, it is being gathered and recorded in many ways throughout the day, from call recordings and email archives to website enquiries and social media reviews. The contact centre is responsible for generating much of this data, but the difficulty comes in sorting, organising, processing and extrapolating that data into something meaningful – an actionable insight that can tangibly improve the customer experience and the ability of contact centre agents to immediately meet the customers' specific requirements.

A big part of keeping your customers happy is the ability to predict their needs. That’s why a modern data management system is vital. Automated analysis of voice calls can enhance performance of call centres by measuring and shortening call-waiting times. Speech analytics can offer insights into agents’ ability to reach resolutions to customers’ problems quickly and professionally. Depending on the business involved, a fully digitised contact centre means that many tasks can also be entirely automated, saving precious hours of labour on mundane tasks, like providing order and delivery status updates via phone, or appointment reminders over text or email. It also opens up the option of exploring the utilisation of RPA's (robotic process automation) to further streamline mundane tasks that don’t have to be performed by live agents.

All of this has one end goal in mind – to personalise the customer experience to never-before-seen levels, while freeing up even more time and resources in the contact centre. Providing agents with instant, updated and highly relevant information on their customers is one of the best ways to accurately anticipate exactly what each caller wants, and to provide it in a way that creates an outstanding customer experience.

Contact centre data management has become so pervasive and multifunctional over the past few years, that many organisations have difficulty grasping all the ways it can streamline their customer service operations. For this reason, it is essential to deal with experienced and knowledgeable providers, who can guide them through the variety of applications available today and to make the right choices regarding the features that would be most valuable to their business and their customers.

At Innovation Group, we have built our success on helping our clients achieve just that. We aim to create and implement cutting-edge digital management systems that bring business processes into greater harmony with people’s lives, to improve the customer experience, save time, and open the possibility for insight and better planning for the future.

Visit to find out how.

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The FSB is thinking of scrapping Level II Regulatory Exam (which would have tested product knowledge) in favour of an approach that forces insurers to train staff and monitor their actions. Do you agree with this approach?


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