Twitter in Contact Centre & Customer Service

I had a very interesting comment from Simon on a past post, where he asks,

"What's the best example you've seen of a company embedding Twitter in its suite of contact centre channels? I'm interested to know what's seen as the best of the best."

I've covered Twitter in quite a few recent posts ("Cisco Contact Centre on Twitter ", "Cisco Contact Centre on Twitter - part two " and from back in February "Google and Twitter for Customer Service? "), but I haven't really talked much about Twitter as part of customer service in the contact centre.

Part of the challenge is that very little has yet been done beyond trial stages, and as result there's very little research on what best practice might be. It's also the case that a lot of the trials are in B2B environments (such as the two Cisco Twitter feeds I've blogged on), rather than the more traditional B2C environment of contact centre. Datamonitor have a short but interesting report "Twitter and Google as Customer Service Tools" and Forrester have the interesting report: "Using Twitter As A Customer Service Channel".

Forrester cites the US company JetBlue and mentions Bank of America and Comcast. I'm interested to see Jet Blue as an example and their Twitter page is here. To be honest, Twitter is clearly about much more than the traditional narrow definition of 'customer service'. My suspicion is that is about 'customer relationship' but with the focus on the 'relationship' part of things that CRM so completely missed by focusing on 'customer' and 'management'!

The other interesting thing is that JetBlue has always been innovative around customer service. They were one of the first companies to really use home contact centre agents extensively (there's a write up on the business model in Fast Company magazine here), and so it's not a huge surprise to find that JetBlue is they type of company innovating with Twitter.

The interesting thing about Twitter is how fast it all moves, so my suspicion is that best practice will evolve very rapidly as firms practice and play with it.

More 2009 Contact Centre Predictions - Datamonitor

My last post ("My Contact Centre Top 5 Predictions for 2009") seems to have had a lot of interest, so thank you to all the readers who liked it.

I was sent today Datamonitor's latest contact centre reports ("2009 Trends to Watch: Contact Center Markets and Technologies", published 22nd Dec) and can recommend it. We have a corporate subscription to Datamonitor and and I've tended to like Datamonitor's research as it's focused more on the market trends and the buyers needs than on the vendors and their products. I also must admit to using them extensively in the past when I was working in consulting and needed insight into sectors of the retail financial services markets.

The report has some very good points to make about potential growth in the contact centre mid-market and around SaaS offerings. It also highlights that the super-large contact centre (so common in financial services) will probably not be driving forward technology spend in the current market conditions in the way that this segment has driven functionality in the past. I'm not sure about Datamonitor's view on the 'rehabilitation of outbound', at least for Europe and the UK. It is true that companies do want to use the outbound phone channel more proactively and better, but most to date have managed to damage their reputation with outbound (See my blog posts: "Barclays, silent calling & we've been here before..." and "Banks criticised by BBC for automated calls "). I fully agree with Datamonitor's view on the importance of business process (see my blog: "My Contact Centre Top 5 Predictions for 2009", though Datamonitor have an interesting and slightly different view) and the potential growth in contact centre analytics. I think they've got some very good insight on those subjects and I've got some interesting things to think about.

In short, I've found this Datamonitor report one of the better analyst assessments of the contact centre market in 2009 and it's well worth buying.

My Contact Centre Top 5 Predictions for 2009

This year I thought I'd do something different to welcome the new year and stick my neck out by making some predictions. I'm often asked what I think the contact centre trends will be in 2009, and so I'll put forward what I think is going to happen.


Making predictions is always a risky business and 2009 looks so turbulent that the risks will increase. I'll have a go, but I am fully prepared that I begin 2010 with a blog post on how I got it wrong!


1. IP Contact Centres will continue to grow rapidly.
I'll start off with a relatively uncontroversial prediction. This is backed by most of the market analysts I've seen, but if 2009 proved anything, then it was that uncontroversial, analyst backed predictions could be totally wrong! The most up to date research I've seen was yesterday on Network World (see: "IP call centers will do well despite VoIP slowdown") where Infonetics' newest report had some interesting statistics. Infonetics predict the market for IP Contact Centre as growing 38% in 2008 and continued growth in 2009. The growth in 2009 could be as low as 5%, but that's still pretty rapid for a relatively mature market segment in recession. Forrester and Gartner have higher figures for growth, but I suspect they will revise them downwards as they reassess them in light of the global economic situation. Still, there is steady momentum towards Voice over IP (VoIP) in all aspects of telephony and I expect contact centre to follow the trend.


2. Fixing customer processes will be a major focus in 2009.
To a certain extent all contact centres (whether using TDM or VoIP for the voice traffic) can now do all the basic things needed, namely answer the phone and provide the agent with some information on the caller. These historically have been what technology spend has been focused on, answering the call (which is all the spend on telephony) and getting usable information to the agent (all the spend on CRM).

The problem is that telephony plus CRM has not not fixed most of the issues customers experience. What matters to customers when they call is (1) did I get my problem fixed? and (2) was it a pleasant experience. I've been interested in 2008 to see the big system integrators start to focus on process (see posts like: "System Integrators write interesting things about contact centre for the downturn!" or "Contact Centres, Process and Six Sigma") and much more focus on the customer experience (see posts like: "HSBC creates 250 UK call centre jobs & offshore in decline").


3. A major contact centre technology provider to fail/ be bought from administrators.
I'm not confident enough to predict who, but the press and blogs are providing quite a selection of possibilities. Nortel has had some rough press (see: "Nortel Drops After WSJ Says It’s Exploring Bankruptcy" and "Juniper: the big winner if Nortel goes under?") to pick just two recent articles and their financial situation is not good. There are still Nortel supporters, and I admire the optimism of the article "Don’t write off Nortel yet", but I can't say I share it. I do agree with the point the article makes that Nortel is underestimated and is still a very technically capable company and is likely to have fewer self-generated problems going forward.

Aspect may also have trouble, despite their alliance with Microsoft (see: "VoiceCon 2008 - IBM, Microsoft & Aspect"), but they haven't had the focus that Nortel has. They have a strong (and lucrative) product in Aspect Workforce Management but their core call centre offerings have seemed to struggle in recent years.

There is always the chance that Microsoft will buy one of these vendors (or perhaps private equity as with Siemens) but I'm not sure I see other obvious candidates. It's possible that SAP or Oracle might move in, as both have bought small IP contact centre companies in the past (SAP bought Wicom and Oracle bought Telephony@work) but that seems less likely.

4. Offshoring to decline further for front line customer service.I think it's hard to see further offshoring as going to be well received by consumers. Offshoring of call centres was perhaps already in decline for reasons of brand reputation and cost (see posts like: "HSBC creates 250 UK call centre jobs & offshore in decline ") and I think consumers will be very hostile to brands that are seen to be destroying jobs. In the banking industry this will be a particular issue, as with the banks potentially dependent on government, the views of politicians may suddenly be very important.

I think offshore for non-customer facing activities, like IT, may well go offshore more rapidly. The signs are there (see "Lloyds TSB offshores IT, not call centre ") and Barclays has been doing this for a while and I think this is an area where offshore may prosper.

5. Predictions will be wrong!
OK, this is a bit of a cheap one, but there is a serious point. In very turbulent times, the range of possible outcomes for a given set of events increases substantially.

The predictions I've made look the most probable, but I'm prepared to apologise profoundly if against my expectation, 2009 turns out to be the year of TDM offshore contact centres!

Channel in Financial Services

One blog I've been reading lately is Dr. Catriona Wallace's blog (Your Call) that covers the Asia-Pacific contact centre market.

She had a good post on 24th June looking at the consumer use of channels in Australian and New Zealand banking. Her research suggests that at least for Australia and New Zealand:

"... there are distinct differences between the BFI consumers and consumers from other industry verticals. For example, there is almost equal preference for BFI consumers to use the internet as first channel of preference as their level of preference to speak to a live attendant. In all other industry verticals the primary preference is to speak to a live attendant. About 9 in 10 BFI consumers are happy to use self service technology for simple transactions and even 4 in 10 are happy to use self-service technology for complex transactions. We just don't see this level of orientation around consumer self-service in other verticals."

She also highlights how demographics like gender and age also have a big impact on how consumers choose channels when dealing with their financial services provider.

I feel it is also well worth looking at is culture when looking at consumer's choice of channel. In Europe I believe channel preference is driven as much by culture as it is by vertical or by demographics. The last very detailed research I've seen on the subject was Forrester writing in 2004, but the differences are clear.

Asked which channel consumers would use to first contact their bank for a service issue, there were huge contrasts between countries. In the UK 72% of customers would use the telephone channel as their first option compared to only 26% of Italians picking up the phone. Branch showed a similar degree of huge variation, 91% of Spanish would go to a branch as their first action but only 59% of Dutch would go. However, 15% of Dutch would e-mail their bank as their first action (remember this was in 2004, today it's probably higher).

These cultural differences highlight how different the role of the contact centre can be. What in one country is a strategic channel for voice traffic in another is a minor channel for e-mail or remote support.

The acceptance of self-service in Financial Services is also interesting. I've posted previously on the Dimension Data/ Cisco Speech survey but this has focused only on speech acceptance for English speaking countries (including Australia and New Zealand). It might be interesting to extend that and see if consumer acceptance of self-service extends to other cultures. Alternatively, it may be that a lot of people phone up to check their bank balance and their priority is to get the answer quickly rather than from a human.

The one thing that I would stress is that despite cultural differences, is that as a vertical financial services has the most complex set of consumer channel usage however the consumers choose to use those channels.