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Survey: 67% of CEOs Expect to Hit Original 2020 Growth Targets

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At the start of 2020, many CEOs had modest to high growth goals for their organizations. And then the COVID-19 pandemic struck. How have CEOs’ goals and priorities shifted in today’s new reality? And what lessons have they learned as they move forward?

Pete Hayes, CMO and principal at the consulting firm Chief Outsiders, shared insights from a recent survey his company conducted with more than 170 chief executives from mid-market companies across retail, technology, construction, healthcare and others on where they expect their businesses to be 6 months from now. This interview has been lightly edited and condensed for clarity. 

Judith Aquino: According to the survey, most of the CEOs saw economic conditions improving in December 2020 or later. What factors do you think influenced that prediction and will you be conducting follow up surveys to see if that estimate changes?

Pete Hayes: That data point shows that most did think different things would be happening by six months out, so it’s kind of the end of the year timeframe, but almost the same amount of folks thought things would be improving sooner so it was a little bit of a split, but we do plan to come back to market after the third quarter to get a checkpoint.

But the things that we asked later on in the survey itself, it looked as though that was their expectation related to several, you know understandable, factors that you know what’s going on with the COVID trends themselves in terms of infection rates and so forth.

They came into this year, very optimistic about their own growth plans. In fact, they’re very optimistic about having a pretty strong year even though you know economic forecasts, you know, were suggesting slower growth. So it looks as though you know companies are kind of split there, but those factors are the things that they’re watching, not surprisingly.


What other results did you find particularly interesting or surprising?

PH: There’s a couple of areas of data points that are interesting and it has to do with the data sets that we collected…in general, you know, digital readiness and digital marketing capabilities, not surprisingly, are very, very high on the list of things to attend to. CEOs get it that customers are going to have to buy differently. So they have to provide more support through their digital channels.

And companies are having to accelerate even areas of e-commerce that weren’t on their priority list for right away. Even in the B2B space, what we’re seeing is that companies are having to find ways of getting sales without a salesperson visiting the factory. So they’re having to amp up their capabilities digitally.

CEOs are usually the visionaries, the ones with the big ideas, but it seems now they’re really buckling down and as you said, getting things done.

PH: Yeah, it’s a little bit of a surprise. The way we were looking at the past couple of months, or the past six weeks, you know, our advice to CEOs is just recognize you’re having to do five years of strategic planning in the next six weeks. And what seemed to resonate is there’s a few things that we [CEOs] might want to check on and shift and, you know, the data also showed that they were largely looking at new markets, new offerings, making pricing changes and doing those things you can expect you would tweak and finesse.

But overall, they believe that their core strategies—most businesses, their core strategies for growth—are solid and they just have to get things done.

Listen to the full interview podcast and read the transcript at the CXPod.

Forrester’s 2020 CX Index Report: CX Scores Rise Even During COVID

Businesses in every industry are continuing to deal with the effects of COVID-19. With many previous predictions on the US economy now registered moot, experts are now weighing on what it means to deliver relevant customer experiences.

Forrester’s 2020 US Customer Experience Index Report captured the early effects of the pandemic. This glimpse at the early days of COVID-19’s reach helps paint a vital picture on how uncertainty can affect customer experience.

Here are some of the biggest takeaways highlighted from the report, which surveyed more than 97,000 U.S. customers across 250 brands and 14 industries from January through March.

Brands that invest in CX are winning

Leading this year’s list are USAA and Navy Federal Credit Union, which scored 83.9 and 82.4 respectively, ranking them at the top of credit card issuers and banks (multichannel) for a second year. The report said they were exceptionally suited to the ‘new normal’ brought on by the pandemic because of their ability to:

  • Consistently meet customer’s needs. They are insightful enough to understand what people want from their brand.
  • Understand and react to emotions. These brands know how to delight their customers and foster these moments into great experiences.
  • Rebound from mistakes. A key factor in the ‘new normal,’ these brands are have performed enough good acts to their customers that there is room for error as they reshape themselves post-COVID-19.

Organizations that led their industry in 2020 were:

  • Airlines: Southwest Airlines (73.5)
  • Auto manufacturers (luxury): Lexus (78.6)
  • Auto manufacturers (mass market): Subaru (76.6)
  • Banks (direct): USAA (78.6)
  • Banks (multichannel): Navy Federal Credit Union (82.4)
  • Credit card issuers: USAA (83.9)
  • Federal government: National Park Service (77.2)
  • Health Insurers: Florida Blue (72.1)
  • Hotels: Hampton by Hilton (77.5)
  • Investment firms: Edward Jones (77.6)
  • Retailers (digital): Zappos.com (79.3)
  • Retailers (multichannel): Trader Joe’s (80.7)
  • Utilities: SRP (70.6)

Brands also saw a slight increase in CX satisfaction this year. The number of brands that scored “Good” (score of 75 to 84) jumped from 17% in 2019 to 20% in 2020, the highest in the last five years. Meanwhile brands who ranked “Poor” (score 55 to 64) dropped from 16% to 13% since last year.

Several brands that made the leap from “OK,” (score of 65-74) to “Good” included GEICO, Nationwide Mutual Insurance, and Lincoln.

Overall, multichannel retailers saw the biggest jump from ‘OK’ to ‘Good’ as seven brands: Kroger, Kohl’s, Petco, Ulta Beauty, Sephora, ALDI, and Costco Wholesale improved their scores.

Hotels and multichannel banks also had several brands move into the ‘Good’ category some of which were: Courtyard by Marriott, Holiday Inn Express, Chase, and U.S. Bank.

For a third year in a row, however, no brands where ranked “Excellent” (score 85 to 100).

Emotional connections remain essential

When we previously reported on Forrester’s annual US Customer Experience Index Report, we wrote that ‘customer experience is a never ending-journey.’ Customer expectations evolve, technology changes, and new ways to communicate emerge, but the need for human connection stays the same.

This year, it’s especially important due to how much has changed since the pandemic began. Feelings of happiness and value connect customers to a brand. A majority 76% of this year’s respondents who feel appreciated by brands will continue their relationship with the business, while 80% say they will spend more.

Likewise, as customers demand more empathy, they will continue to have a lower tolerance for negative interactions. Only 18% of customers who said they were disappointed by a brand will keep continuing business with them.

“To emerge successfully from this global crisis, brands must build experiences that help them engage with their customers at an emotional level,” said Sharyn Leaver, SVP of Research at Forrester in a statement about the 2020 report. “Brands can build a well of CX equity if they embrace a disciplined approach to envisioning, designing, and delivering a consistently high-quality experience. When consumer spending resumes, brands with experiences that engender customer loyalty will benefit the most.”

How to Move your Digital Transformation Strategy Forward (Hint: It’s not a Crisis Response)

Without question, the COVID-19 pandemic has laid bare consumers’ dependence on real-time digital services and experiences. When customers order groceries online, use telemedicine, stream movies, or message a customer support specialist, they’re confirming their demand for digital channels.

But meeting customer demands in crisis mode is one thing and delivering an exceptional CX in a world transformed by the pandemic is another. Ian Jacobs, principal analyst at Forrester, and Darryl Kelly, VP of marketing at TTEC Digital, discussed what customers want now in a customer experience and digital transformation trends on a recent webinar, “How AI delivers touchless and personalized experiences to the digital customer post COVID-19.” Here’s a summary of their discussion.

The state of digital CX

Two trends that emerged from the outbreak, Jacobs noted, were that many brands—especially those that were scrambling for ways to deal with a surge in call volume—were looking for “quick wins in building a digital front door” and that more attention was being paid to the employee experience aspect of digital transformation. “The second area that’s been really big is around employee experience—as in how do we actually enable these people to succeed at jobs…that are radically different from the ones that we designed and had processes to support those jobs?” asked Jacobs.

Those trends were in line with what TTEC was hearing from clients, Kelly said. In a recent TTEC poll, 45% of respondents indicated that they had accelerated their digital transformation strategy; 31% said their transformation was stuck, and 24% were planning to accelerate.

Underscoring both of these trends, Jacobs noted, was a shift in how companies think about customer service strategies and the overall CX. “One of the things that’s come up over and over again at the CEO level or C-suite…is during challenging times, we need to actually rethink what our contact center and customer service strategy is at its core,” Jacobs said.

Reimagining the employee experience

It’s not a secret that happy employees equal happy customers, however, historically the employee experience was often neglected, especially in the customer service sector. Contact center agents have long had to wrestle with disjointed workflows that lead to delays and outdated systems and processes that make it difficult to work efficiently and effectively.

Reimagining the contact center and customer service strategy means reimagining the employee experience. That includes applying customer experience improvements, such as reducing customer effort, to the employee, Jacobs said. “We’ve gotten a lot of mileage out of thinking about how can we make things easier for the customer. There are parallels to that for employees,” he said. “How can we help them [employees] get things done?”

Removing friction from the employee experience is critical, agreed Kelly, who noted that this is where advanced AI solutions, such as conversational AI can help employees by quickly serving up information, providing recommendations, identifying patterns, and more. Indeed, every part of an organization could become “AI-infused over the next year” in order to “have the kind of agility that’s required to succeed,” Jacobs said.

Getting the employee experience right from a productivity and engagement perspective is also critically important as many employees adjust to working remotely as it ultimately affects the customer experience, he added.

Don’t call it a crisis response

Creating an optimal channel strategy that puts employee and CX design before technology is also an important part of improving CX over the long term. “What we’ve been hearing from clients that engaged with us over the last few months is this need to ‘get the channels right, get the channels right,’” Kelly said. “But channels alone without the right strategy, without the right journey orchestration, has actually increased effort and costs.”

Companies are now reassessing their strategies to get the most out of what they have, Kelly said. In fact, 55% of CIOs said investments in digital customer experience requirements was a top priority for 2021, according to a recent PwC survey.

And whether it’s optimizing channels or transforming another part of the customer experience, it’s important not to think of it as a crisis response but rather “your first step towards a long-term plan for agility,” Jacobs added. This includes rethinking labor and how employees work. The days of filling traditional brick-and-mortar contact centers with agents are not coming back anytime soon. Companies, Jacobs said, may need to “explore a gig economy model or think about digital native users and who succeeds in a remote environment.”

The key takeaways are that customer expectations for convenient, on-demand digital services and experiences are only going to accelerate further and companies need a long-term digital transformation strategy to evolve to meet those needs. An effective strategy starts with getting the basics right, which includes a cloud-based infrastructure to enable employees to work remotely as well as providing employees with the tools and support they need to work efficiently and effectively, today and in the future.

To learn more, watch the on-demand webinar, “How AI delivers touchless and personalized experiences to the digital customer post COVID-19.”

How Well Do Brands Use Mobile Messaging and Live Chat?

When customers reach out to a brand with sales or customer service questions, they increasingly do it from their mobile devices. Whether it be voice, chat or SMS messaging, digital-first mobile customer interactions are growing fast.

Insights from FacebookIQ found that 65 percent of millennials and GenXers prefer to message rather than call or email, followed closely by 63 percent of Baby Boomers. And that behavior is naturally shifting to business communications. But are companies ready to manage the shift to mobile? The short answer is no.

Research from Lawless Research and Twilio found that seven in 10 businesses surveyed think they are communicating effectively with customers, but only two in 10 consumers surveyed agree. The biggest roadblocks for customers are immediate help and swift resolution of their issues.

We decided to examine for ourselves what a typical mobile customer interaction looks like for consumers today, particularly when it comes to messaging and live chat via mobile phone. TTEC’s research team mystery shopped 27 companies from five different industries over a four-month period:

  • E-commerce/retail
  • Financial services
  • Telecom
  • Travel
  • Utilities

The researchers asked simple questions like “can I buy an iPhone 11” for telecom companies to “can I book my trip through the app” for travel companies. Of those we researched, 81% offered a live chat option via mobile device, 63% offered some sort of mobile messaging option (SMS, Facebook, or Apple Business Chat), and 56% explicitly offered Apple Business Chat, which allows direct texts with a brand from Apple’s iMessage.

The findings shed light on what a consumer typically experiences today when interacting with a brand via live chat and text messaging on mobile devices*. We found some common practices across industries, as well as some areas that could be improved.

Mobile CX trends: What we observed

1. Human interactions remain essential.

Even in a digital environment, all 27 firms connected us to human associates to assist with our questions in both the live chat and messaging platforms. Prior to connecting to a person, however, two companies required at least five specific form fields for us to answer, which slowed down the process of reaching an associate and getting a response.

2. Be available when customers need you.

Less than half of the companies investigated (40% of mobile live chat and 41% of messaging platforms) offered 24/7 support. This could be especially frustrating in the mobile environment, where people are on the go and looking for an immediate resolution in the moment they reach out.

3. Resolution times vary.

We asked simple questions like “can I open a savings account” for banks and “do you offer express delivery” for retailers. Four companies (15%) answered our questions in under one minute. But another 15% of companies each took 23 minutes to resolve our questions in Apple Business Chat.

And in one extreme case, a financial services company took 42 minutes to resolve an issue via Apple Business Chat. It took 16 minutes to engage the customer’s initial request about opening a savings account, followed by a 7-minute response time to each follow-up question. The conversation ended with a generic link to open a savings account, even though in the conversation the associate said we did not qualify to open one. It was a poor experience that left us dissatisfied.

4. Live chat dominates.

More companies offered mobile live chat options than they did messaging. What’s more, 100% of live chat interactions were resolved, compared to 88% for messaging platform conversations. This likely means that the processes, associate training, and knowledgebases may be more mature in the live chat setting than nascent messaging.

5. Make it easy to find.

Most mobile CX options were easy to find. It took an average of 3 clicks from the homepage to access live chat, and 2 clicks to find messaging options for those who offered it. On the plus side, some sites had links on every page to encourage live chat or messaging. However, a few brands buried their digital options deep into their sites, with more than 5 clicks to reach them. And in one case we could only reach the mobile live chat option through a Google search that routed us directly to the chat function.

Mobile CX’s future lies in messaging

When it comes to the mobile customer experience, messaging will continue to grow as a preferred channel, as tools like Apple Business Chat are embedded seamlessly into everyday mobile activities like web searches and texting.

Why? Because messaging provides many benefits for both companies and customers. Simply put, customers like it better than more traditional live chat on mobile. It’s more intuitive, personal and emoji-friendly. In fact, more than 50% of customers prefer contacting support through messaging compared to other channels, according to Smallbizdaily.

On the brand side, organizations see higher customer satisfaction ratings for messaging-based conversations than other support channels, according to Helpshift. Average CSAT scores were 4.1 for messaging, 3.6 for live chat, 3.3 for email, and 3.0 for web forms.

The move to messaging as a primary interaction channel is a crucial step in the transformation of brands to truly meet customers where they are and where they want to be. However, it does require a different way of working compared to mobile live chat, voice calls, or email. Agent skills such as tech savviness, comfort with informal language and emoji-driven shorthand, typing speed, and ability to improvise and solve problems quickly are highly desirable for messaging interactions.

The bottom line from the research can be summed up as follows: Mobile experiences are typical customer experiences. But they need to be better.

*The findings of this report are not statistically significant.

Rethink the Contact Center of the Future

Young bearded man sitting on desk in his home office and working on laptop.

The contact center industry has always needed to look forward. It’s a business so ingrained in the trends and innovations of every industry from healthcare, travel, banking, and more. But the Coronavirus pandemic forever changed our hopes for the future.

We understood that most industries were on the road to digitalization, but the crisis led to a tectonic shift in how people live. Social distancing and stay-at-home orders have affected every major city around the world and has influenced how customers interact with brands and what they expect from digital-first experiences.

An overwhelming at-home workforce and consumer base forced the contact center industry to enforce temporary innovations to handle surging volume and traffic. What we need to do now is understand what strategies deployed during crisis we can deploy for the new-normal:

1. Distributed contact center workforces
The crisis completely turned work on its head. Traditional industries with only a few centralized brick-and-mortar locations or those with limited remote capabilities were surprised by the speed with which business continuity plans had to be enacted. Organizations that fared better had a distributed global footprint already in place, so when the unexpected came, they had resources across the map and were ready to disperse.

Work-from-home proved to be a viable option for companies that had never considered it, as well, which also distributed the workforce out of physical centers.

The post-crisis the old distribution model may be forever changed into a hybrid of remote and brick-and-mortar work. De-centralized physical locations allow for maximum diversification in skills, resources, and locations. The flexibility of being able to deploy workers from anywhere creates a workforce that can be used to suit various volumes and support needs, depending on the situation.

2. Disaster-proof scalability and remote resources
Leaders will be more heavily prepared for the unexpected moving forward. Natural disasters and human factors will always be cause for unexpected volumes of support. The flexibility of service capabilities brought on by remote work will enable organizations to more readily deploy emergency staff in times of distress.

When future customer demand surges unexpectedly, businesses that can pivot and scale support capacity quickly will be invaluable. Additionally, organizations will need to invest in infrastructure and digitally driven training to have all the pieces in place in case the immediate need for contact center scale arises.

3. Digital-first business
Digital transformation tools were once seen as an investment that could be saved another time. Not anymore. Customer-facing organizations quickly woke up to the mission-critical benefits of digital tools when they had to deploy solutions quickly.

Automation, AI-enabled learning, messaging, and cloud-based systems are just some of the digitally driven CX enhancements that are here to last. In many cases, companies have already seen costs decrease while contact resolution, employee productivity, and customer satisfaction increase through a mix of people and technology to deliver great customer experiences.

4. Expanded CX self-service
Massive effort was needed to support the most urgent healthcare, financial services, travel, public sector, and questions when the pandemic hit. The shift of available human resources to the most pressing issues made self-service deflection a strategic imperative. Smart IVR, online FAQs, automated chatbots, and enhanced knowledgebases became critical call deflection solutions for non-emergency calls and common questions.

The push for self-service has enabled organizations to get more out of their service capacity with the same units of labor in this time of emergency. The advancements made here will be incredibly useful for providing customers with relevant information quickly without having to force everyone into the voice channel.

It’s also worth noting the investment made in CX knowledgebases will be critical down the road. Self-service is only as successful as the core knowledge assets and the units that use them. For example, augmented attended service are chatbots being deployed to ride along with agents to suggest relevant content and services to make their jobs easier.

5. Unconventional corporate security policies
People are not the only ones on the move. Desktops, laptops, and all the tools necessary to make a brick-and-mortar center run had to be taken home or shipped out. This opened a huge gap in security concerns. In addition, traditional in-person vetting such as drug testing proved to be incredibly challenging due to facilities being focused on much larger priorities.

As remote work becomes more common, security and policy factors need to be planned for. Security leaders will have to rethink what media can be allowed on agents’ computers, how to block USB storage, enforce hardware restrictions, and activate “dummy” machines when not connected to a secure network. Alternative monitoring through video programs such as Zoom will be also essential to assess an agent’s workplace, as well as provide valuable face-to-face contact.

Rework your contact center from the top
The best resilience strategy is to always plan forward. We need to collectively understand the challenges we all experienced and apply solutions. Digital transformation, remote workers, and physical space issues are all at our doorstep. It’s time to be proactive.

Contact Tracing: 4 Lessons Learned from the Front Lines

Contact tracing is a critical component to containing and flattening the curve of COVID-19. Tracking those who are infected and who may be exposed helps agencies stay ahead of potential hot spots and understand how and where the disease is spreading.

During the TTEC on-demand webinar, “Contact tracing: Why the road to recovery requires people, process and technology,” experts from TTEC and Pegasystems shared insights about how government agencies are ramping up contact tracing programs with a technology-enabled, empathetic approach.

While contact tracing itself is not new, “it’s going to take something fundamentally different than what historically has been done before,” to meet the challenges of COVID-19, noted TTEC CMO Nick Cerise. The speed and scale of the virus means a new approach is essential. Government agencies are looking at the whole continuum—evaluate, trace, and care—to contain the spread and engage the community in new ways.

There’s no standard playbook and different agencies have different needs. As state and local governments look to contact tracing, here are 4 lessons learned from early COVID-19 contact tracing initiatives that show the value in blending technology and humanity on the roadmap to recovery.

1. Centralize the response, but personalize the outreach

Speed is the name of the game. The faster you can identify who is infected and where they might have exposed others, the faster containment can happen. To do that, speed is also essential to get programs up and running in record time. Centralize efforts as much as possible to make decisions fast, get swift budget approvals, share technology, and streamline ongoing contact tracing operations.

A centralized contact tracing effort at the state level is more effective than a patchwork of local health departments with their own small programs. Coordination with local communities is critical, however. Understand the needs of the community before deciding on how to balance technology with humans, such as languages spoken, technology access, and other unique community factors.

2. Avoid getting lost in translation

We’ve seen underestimation in the ability to support different languages in contact tracing efforts. Many communities impacted by the novel coronavirus are underserved and made up of non-English speakers. Residents will be more likely to retain information and build trust with tracers when interacting in their native language. Take the time to understand your local language needs to create relevant materials, support, and hire tracers who can communicate with residents in the language they prefer.

3. Hire right the first time to avoid scrambling later

With a standard of 30 tracers per 100,000 people, there is an enormous need to get people out in the field to conduct contact tracing. There is an understandable rush to get as many people hired as quickly as possible. But take a moment to consider the unique circumstances of potential candidates in today’s environment:

  • High unemployment does not equate to a vast talent pool. Much of the unemployment is temporary and new hires may abandon the program for their old jobs when they become available again.
  • Many programs will be done virtually, which sounds great for some but may be impractical for others.
  • Volunteers typically have a shorter tenure than paid employees. If possible, create a mix of volunteers and paid contact center professionals to mitigate attrition risk fluctuations.

Before blanketing the area with tracers, figure out the right amount for your specific needs. On average, each tracer can make about 16 calls per day. But these can shift based on community factors. If you hire too many people at first, it may be problematic down the road.

4. Create a flexible contact tracing operation that maximizes people and technology

Mobile messaging and automation can be applied right now to quickly make contact tracing more efficient. Messaging allows for 4 times as many contacts as a voice call, which reduces the number of people needed to conduct outreach. And the public prefers it. In one example, a state that offered messaging saw a 50% adoption rate within a few days.

For an efficient and consistent COVID-19 response, some programs use the same agents for both voice calls and messaging, which helps prevent workforce fluctuations and uncertainty.

Automation, meanwhile, optimizes time and energy by eliminating the need for people to do redundant, simple tasks. Online FAQs and chatbots can help the public. And you can simplify the employee experience by using bots to automate parts of their job that cause friction, such as completing forms, logging into multiple systems, or finding answers to questions while interacting with the public.  

Watch the TTEC on-demand webinar, “Contact tracing: Why the road to recovery requires people, process and technology,” to get even more insight into burning questions about contact tracing for successful COVID-19 response.

Data Breach Report: Credential Theft, Social Attacks Lead to Most Security Breaches

person typing on keyboard
Man typing at his laptop computer at night

Cybercriminals, hackers, and fraudsters are, if nothing else, adaptive. In a new study, the 2020 Verizon Data Breach Investigations Report, researchers identified the patterns and trends behind recent data breaches and attacks. 

This year’s report analyzed more than 32,000 security incidents, of which 3,950 were confirmed breaches—nearly double the number of breaches from the previous year. The majority of breaches (over 67 percent) were caused by credential theft and social attacks such as phishing and business email compromises.

Other findings include:

  • 43 percent of breaches involved Web applications
  • 25 percent involved phishing
  • 22 percent of breaches was due to human error
  • External actors accounted for 70 percent of data breaches, with organized crime accounting for 55 percent of these.


Human error: the equalizer
Data breaches triggered by human error are now as common as social breaches and more common than malware, according to the report. “One of the interesting things that we saw this year is the high percentage of breaches caused by human error,” says David Hylender, senior risk analyst at Verizon Business. “When you look at the breaches by industry, you’ll see that error was usually one of the top causes across the board.”

The report attributes the rise in breaches caused by human error partly to companies failing to enact proper security controls when migrating to a cloud-based infrastructure. “It’s very easy to set up storage in the cloud and start moving things but sometimes you’ll see databases that don’t even have a password and are entirely open to the internet,” Hylender notes. And in other cases, he adds, it may have been due to employees rushing and failing to observe security protocols.

Greater digital targets
Another vulnerability for many companies are Web applications. Industries that are becoming increasingly digital, such as healthcare, can expect cybercriminals to double down on their attacks. In fact, the number of confirmed data breaches in healthcare came in at 521, up from 304 in last year’s report. This number will surely rise as more healthcare organizations open patient portals and digital tools to better engage patients and members.
Web application attacks, stolen credentials, and miscellaneous attacks (e.g., compromised business emails) are among the most common ways for cybercriminals to gain access, says Hylender, who advises healthcare organizations to “look at what you’re currently doing to address those vulnerabilities and put the bulk of your security efforts into closing any gaps.”

The types of cyberattacks that companies are seeing in 2020 are likely to accelerate into the next year. Given that many companies rushed to set up online work capabilities without extensive planning, preparation, or vetting of tools, cybersecurity measures and protections will be more important than ever. “It may sound simplistic, Hylender says, “but a lot of the misconfigurations and errors that we see are due to carelessness, so paying attention goes a long way.”

3 Ways to Revolutionize Customer Service After the Pandemic

The COVID-19 pandemic has accelerated change in customer service. Daily at-home life for customers and agents has forced organizations to look closer at digital transformation as a serious opportunity to provide scale and cost savings to human touch to people when they need it most.

On Shep Hyken’s Amazing Business Radio podcast, he recently spoke with Jonathan Lerner, president of TTEC Digital, about what it means to move beyond the new normal. Here are three takeaways from the discussion that are essential for providing meaningful engagement in this very different looking world.

1: Employee experience is a necessity

Creating moments that delight customers are crucial during the crisis, but employees need to be delighted too. The move to an at-home environment has given organizations a prime opportunity to invest in technology and digital transformation that make their agents’ job easier. The time to jump into intelligent automation is now.

Advancements in augmented tools such as chatbots proactively give agents information and insights during overwhelming volumes of interactions, which is essentially a digital shoulder to lean on. Augmented tools will be important for a remote-based future where the perks of having a co-worker nearby are all but absent.

Understanding the tools your front-line agents use to free up their time to work on the conversations that need empathy and authenticity will be crucial. Leaders who can orchestrate digital tools into roadmaps and strategies can take the lead.

2: Embrace change and charge

The COVID-19 crisis is and will continue to be incredibly challenging; companies need to embrace the innovations happening now to create moments that truly matter. While brands generally understood the importance of digital adoption for the future, the pandemic made it an urgent priority for the present.

Forced, global digital adoption—regardless of an organization’s readiness—has redefined the marketplace across industries, geographies, and customer expectations. Whereas organizations may have once relied on personal relationships to differentiate them from the competition, effortless experience is the new standard that defines the . In a support world that once operated mainly with voice, video technology can become a mainstay opportunity to deliver face-to-face moments that is incredibly important and will become an integral part of life in the future.

The pandemic has shown how customers can adapt to change. For customer service to be proactive, they need to take the lead on utilizing the channels that are out there.

3. Enable strategies with ROI potential

Your agents and team leaders are on the front line of the innovations happening today. They’re experiencing real changes that are affecting customers as well as themselves. They are dealing with incredibly emotional moments and working under these new conditions has enabled them to create better strategies for the future. Organizations with C-suites that are open to implementing these real-time strategies can better meet the modern expectations.

Proposing strategies to executives takes work. If agents want their strategies to be heard loudly it’s essential to attach an ROI to your strategy. Executives want to look at innovations that are affecting both their customers and employees, this is a very much a numbers game. Sharing an ROI with shareholders will give your strategy the extra punch it needs.

Great CX: A crucial differentiator

As brands exit crisis-mode, their ability to capitalize on these temporary innovations will be invaluable as they move forward. Now more than ever, the future of CX will be won by those able to create the best experiences.

Let’s continue this discussion when Shep Hyken is the featured guest on TTEC’s live webinar, Rise Above the Chaos in Uncertain Times, on May 14th 12:30PM ET.

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