OMNI-CHANNEL EXPERIENCE STRATEGY

INSIGHTS

AUGUST 2015

Supported by:

2

Contents

3 INTRODUCTION

6 WHY ARE THEY DOING IT?

13 WHAT ARE THEY DOING?

22 WHERE TO NEXT?

26 ANALYST INSIGHTS

30 APPENDIX

INTRODUCTION

4

Introduction and Methodology

Fifth Quadrant has engaged with senior level decision makers who have an influence over their organisation’s

Customer Experience (CX) Strategy and Management.

The objective of the study was to understand the status of Omni-channel Strategy across organisations:

235DECISION

MAKERS

ONLINE

SURVEY

JUN-JUL

2015

• Channel portfolio

• Channel investment

• Technology structure

• Channel integration status

• Performance across

touchpoints

WHAT ARE THEY

DOING?

WHERE TO

NEXT?• Technology budget

• Technology investment

• Technology focus areas

for next 2 years

• Important considerations

• Drivers of channel

integration

• Barriers

• Key priorities

WHY ARE THEY

DOING IT?

5

The research sample included a broad mix of decision makers and a range of

organisational sizes, industry sectors and customer types

25%

23%

18%

12%

11%

10%

GOVERNMENT

SERVICES

COMMUNICATIONS

DISTRIBUTION

FINANCIAL SERVICES

INDUSTRIAL/MANUFACTURING

JOB TITLETYPES OF CUSTOMERS

INDUSTRY COMPANY SIZE

64%

<1,000 EMPLOYEES

36%

1,000+ EMPLOYEES

19%B2B

40%B2C

41%MIXTURE OF

B2C AND B2B

19% C-LEVEL

47% STRATEGIC DIRECTOR

34% OPERATIONS

Base: All respondents n=235

WHY ARE THEY DOING IT?

7

Channel integration is currently of high importance and priority in the industry

Q8. How would you rate the importance of channel integration in your customer experience strategy? Please use a scale of 0 to 10 where 0 is Not at all important and 10 is an Extremely importantBase: All respondents n=235

IMPORTANCE OF CHANNEL INTEGRATION

26%

49%

25%VERY IMPORTANT

(9-10)

LESS IMPORTANT

(0-6)

IMPORTANT

(7-8)

An integrated channel

strategy infers the

delivery of a personalised

customer experience

across customer

interaction channels

including face to face,

voice, online, social,

mobile, correspondence

50%FIN. SERVICES

36%STRAT. DIRECTOR

74%CHANNEL

INTEGRATION IS

IMPORTANT

8

85%CUSTOMER

EXPERIENCE

89%BUSINESS

EFFICIENCY

Channel integration must deliver to business efficiency and customer experience

Q13. What are the main factors driving the need to integrate channels? Base: All respondents n=235

DRIVERS OF CHANNEL INTEGRATION

57%

38%

36%

29%

27%

22%

68%

41%

38%

37%

30%

IMPROVE OPERATIONAL EFFICIENCY

REDUCE OPERATING COSTS

DESIRE FOR BUSINESS GROWTH

TO PROVIDE MORE EFFECTIVE SELF-SERVICE CHANNELS

COMPETITIVE PRESSURES

TO REDUCE COMPLEXITY ACROSS THE ORGANISATION

IMPROVE THE CUSTOMER EXPERIENCE

INCREASE CUSTOMER RETENTION

TO MEET CUSTOMER DEMANDS

TO GAIN A SINGLE VIEW OF EACH CUSTOMER

TO GAIN A BETTER UNDERSTANDING OF THE CUSTOMER JOURNEY

96%FIN. SERVICES

9

With the increasing customer expectations, channel strategy must provide experiences

that are personalised, responsive and optimised to the device

Q5. How important to your channel strategy success is it to achieve the following?Please use a scale of 0 to 10 where 0 is Not at all important and 10 is an Extremely importantBase: All respondents n=235

IMPORTANCE TO CHANNEL STRATEGY SUCCESS

17%

19%

21%

27%

43%

43%

44%

40%

39%

38%

34%

32%

VERY IMPORTANT

(9-10)

LESS IMPORTANT

(0-6)

PROVIDING CUSTOMER EXPERIENCES THAT ARE

PERSONALISED

PROVIDING CUSTOMER EXPERIENCES THAT ARE

RESPONSIVE TO A CUSTOMER BASED ON REAL TIME, IN

THE MOMENT BEHAVIOUR

PROVIDING CUSTOMER EXPERIENCES THAT ARE

RESPONSIVE TO A CUSTOMER BASED ON PREVIOUS

BEHAVIOUR

PROVIDING CUSTOMER EXPERIENCES THAT ARE

OPTIMISED TO THE DEVICE

IMPORTANT

(7-8)<1,000 EMPS 1,000+ EMPS

68% 41%

69% 41%

72% 42%

64% 34%

% VERY IMPORTANT

(9-10)

10

Organisations have commenced the journey of understanding their customers and

evaluating the potential impacts on channel integration

Q14. What is the status of the following activities as part of your channel strategy?Base: All respondents n=235

STATUS OF ACTIVITIES

9%

10%

14%

13%

11%

23%

20%

29%

26%

27%

50%

56%

45%

47%

49%

19%

14%

13%

13%

13%

FULLY

COMPLETED

NOT

CONSIDERED

MAPPED THE CUSTOMER JOURNEY TO IDENTIFY

BARRIERS AND AREAS FOR IMPROVEMENT

EVALUATED YOUR TECHNOLOGY PLATFORMS TO

IDENTIFY POTENTIAL INTEGRATION PROBLEMS AND

LIMITATIONS

CREATED A BUSINESS CASE FOR CHANNEL

INTEGRATION ACROSS CUSTOMER TOUCHPOINTS

IDENTIFIED INTERNAL, CULTURAL BARRIERS THAT WILL

IMPACT INTEGRATION

EVALUATED YOUR DATA TO IDENTIFY POTENTIAL

INTEGRATION PROBLEMS AND LIMITATIONS

PLAN TO

IMPLEMENT

PARTIALLY

COMPLETED

28%DISTRIBUTION

31%FIN. SERVICES

23%FIN. SERVICES

27%SERVICES

11

Organisations are prioritising the optimisation of existing channels and technology and the

better use of analytics before exploring integration

Q4. What are the key priorities in your channel strategy over the next 12 months?Base: All respondents n=235

KEY PRIORITIES IN CHANNEL STRATEGY

43%

30%

26%

22%

14%

11%

9%

57%

32%

40%

37%

29%

26%

IMPROVING DIGITAL EFFECTIVENESS

MIGRATION TO SELF SERVICE

REPLACEMENT OR DEPLOYMENT OF TECHNOLOGY

MOBILE OPTIMISATION

CHANNEL OPTIMISATION BASED ON CUSTOMER PROFITABILITY

INCENTIVISING CHANNEL SWITCHING

ROUTING OPTIMISATION

BETTER USE OF ANALYTICS TO DRIVE CUSTOMER EXPERIENCE

BETTER USE OF ANALYTICS TO DRIVE SALES AND MARKETING

COST REDUCTION

CHANGE MANAGEMENT AND TRAINING

CHANNEL INTEGRATION TO PROVIDE SEAMLESS CUSTOMER EXPERIENCE

CHANNEL INTEGRATION TO PROVIDE INTEGRATED DATA EXCHANGE & SINGLE VIEW OF CUSTOMER

67%ANALYTICS

60%ORGANISATIONAL

69%OPTIMISATION

39%INTEGRATION

71%IND/MFG

50%FIN. SERVICES

12

ORGANISATIONAL

ISSUES43%

Investing in resources and technology will assist in better organisational and data

analytics capabilities to support channel integration

Q15. What factors impede channel integration across your customer touchpoints?Base: All respondents n=235

BARRIERS TO CHANNEL INTEGRATION

71% RESOURCE

ISSUES

DATA/INSIGHT

ISSUES57%

45%

34%

21%

46%

43%

30%

29%

20%

19%

16%

16%

13%

LACK OF BUDGET/FUNDING

TOO MANY OTHER COMPETING PRIORITIES

LACK OF PEOPLE WITH THE RIGHT SKILLS

DIFFICULTY INTEGRATING TECHNOLOGY

LACK OF APPROPRIATE TECHNOLOGY AND SYSTEMS

DIFFICULTY SHARING DATA ACROSS ORGANISATION

LACK OF DATA/ POOR QUALITY DATA

LACK OF CUSTOMER INSIGHT

COMPANY CULTURE

LACK OF ORGANISATIONAL COMMITMENT AND MANAGEMENT SUPPORT

LACK OF PROOF POINTS ABOUT THE FINANCIAL BENEFITS

ORGANISATIONAL STRUCTURE

TECHNOLOGY

ISSUES63% 81%FIN. SERVICES

77%COMMS

67%COMMS

WHAT ARE THEY DOING?

14

MOBILE

Organisations are focusing their efforts on digital voice, online and mobile channels over

the next 12 months

Q1. Which of the following channels are available for your customers to use to interact with your organisation?Q2. Which channels will your organisation introduce over the next 12 months?Base: All respondents n=235

CHANNEL PORTFOLIO

80%

35%

13%

13%

14%

79%

62%

49%

68%

42%

21%

13%

8%

71%

29%

31%

3%

6%

16%

12%

5%

5%

11%

12%

28%

11%

10%

2%

15%

13%

83%

40%

29%

25%

19%

84%

62%

50%

79%

54%

49%

24%

18%

73%

45%

44%

INTRODUCE IN 12 MONTHSCURRENTLY AVAILABLE

CALL TO A LIVE CONSULTANT

CALL TO AN IVR

CLICK TO TALK

CALL USING VOIP TO A CONSULTANT

CALL TO A SPEECH RECOGNITION SYSTEM

EMAIL

LETTER

FACSIMILE

SELF-SERVICE USING THE WEBSITE

COMPANY SOCIAL MEDIA SITE

WEB CHAT

INSTANT MESSAGING WITH A CONSULTANT

VIDEO: CALL TO A LIVE CONSULTANT USING VIDEO

IN PERSON AT A BRANCH OR OFFICE

MOBILE APP

SMS OR MMS

FACE-TO-FACE

VOICE

ONLINE

CORRESPONDENCE

88% 34%

86% 6%

81% 52%

71% 2%

44% 26%

12 MONTHSCURRENT

15

With the higher priority on online, mobile and voice channels, investment is expected to

increase for these channels over the next 12 months

Q3. Will your organisation be increasing or decreasing investment in the following channels over the next 12 months?Base: All respondents n=235

CHANNEL INVESTMENT IN NEXT 12 MONTHS

5%

6%

5%

9%

9%

3%

10%

7%

14%

7%

9%

11%

13%

50%

51%

22%

32%

38%

53%

62%

71%

44%

57%

63%

62%

71%

71%

74%

55%

46%

45%

60%

63%

56%

42%

29%

20%

52%

34%

29%

24%

21%

20%

15%

31%

4%

4%

18%

INCREASEDECREASE

SELF-SERVICE USING THE WEBSITE

COMPANY SOCIAL MEDIA SITE

WEB CHAT

INSTANT MESSAGING WITH A CONSULTANT

VIDEO: CALL TO A LIVE CONSULTANT USING VIDEO

MOBILE APP

SMS OR MMS

CLICK TO TALK

CALL TO A LIVE CONSULTANT

CALL USING VOIP TO A CONSULTANT

CALL TO AN IVR

CALL TO A SPEECH RECOGNITION SYSTEM

EMAIL

LETTER

FACSIMILE

IN PERSON AT A BRANCH OR OFFICE FACE-TO-FACE

ONLINE

VOICE

83%

62%

57%

34%

18%

% INCREASE

CORRESPONDENCE

STAY THE SAME

MOBILE

77%FIN. SERVICES

74%COMMS

77%FIN. SERVICES

16

Organisations are consolidating their disparate systems into a single platform to support

an integrated channel environment

Q16. Which of the following statements best describes your organisation’s technology infrastructure for managing multiple channels now and in 12 months time?Base: All respondents n=235

29%

43%

23%

6%9%

43%

28%

20%

SEPARATE NON-CONNECTED

TECHNOLOGIES FOR

DIFFERENT CHANNELS

SEPARATE, BUT CONNECTED

TECHNOLOGIES FOR

DIFFERENT CHANNELS

SINGLE PLATFORM THAT

MANAGES SOME CHANNELS

BUT NOT OTHERS

SINGLE PLATFORM THAT

MANAGES ALL CHANNELS

STRUCTURE OF TECHNOLOGY INFRASTRUCTURE FOR MANAGING MULTIPLE CHANNELS

CURRENT IN 12 MONTHS

SHIFTDISPARATE SYSTEMS SINGLE PLATFORM

33%IND/MFG

17

The growth channels will also be the channels of focus for integration, with the mobile

channel predicted to have the biggest shift in priority over the next 12 months

Q12. Which channels are currently integrated and which will be integrated in 12 months time?Base: Respondents with some level of integration: current n=174; 12 months n=220

CHANNEL INTEGRATION STATUS

CURRENT IN 12 MONTHS

70% 68%

53%

38%

26%

71%

54%

40% 40%

57%

ONLINE PHONE FACE-TO-FACE CORRESPONDENCE MOBILE

18

66%MOBILE IS

IMPORTANT TO

CHANNEL STRATEGY

Mobile is an important part of an organisation’s channel strategy and therefore it is

critical to design a mobile experience with UX principles in mind

Q6. How important is mobile in your channel strategy? Please use a scale of 0 to 10 where 0 is Not at all important and 10 is an Extremely importantQ7. What do you think are the most serious issues your customers encounter when they interact with your brand via a mobile device?Base: All respondents n=235

MOBILE IMPORTANCE AND ISSUES

34%

43%

23%

IMPORTANCE OF MOBILE TO CHANNEL

STRATEGY

VERY IMPORTANT

(9-10)

LESS IMPORTANT

(0-6)

IMPORTANT

(7-8)

42%

36%

35%

27%

26%

25%

17%

15%

14%

12%

9%

BAD NAVIGATION/POOR ‘FINDABILITY’

FORM-FILLING PROBLEMS

SCREEN SIZING ISSUES

SLOW PAGE LOADING

SECURITY OR TRUST ISSUES

LACK OF INFORMATION

REGISTRATION PROBLEMS

PROBLEM WITH APPS NOT LOADING

PAYMENT PROBLEMS

ROUTING OR PROCESS ISSUES

CHECKOUT PROBLEMS

MOST SERIOUS ISSUES CUSTOMERS ENCOUNTER

ON MOBILE INTERACTION38%FIN. SERVICES

35%COMMS

19

Organisations understand the importance of channel integration, and are progressively

working to achieve a strong level of performance across touchpoints

Q9. How would you describe the customer experience your organisation currently delivers across touchpoints? Please use a scale of 0 to 10 where 0 is Extremely poor and 10 is an ExcellentBase: All respondents n=235

LEVEL OF CUSTOMER EXPERIENCE DELIVERED ACROSS TOUCHPOINTS

1% 1% 4%

8%

17%19%

28%

16%

5% 1%

0 - NOT AT ALL 1 2 3 4 5 6 7 8 9 10 - EXTREMELY

WELL

MODERATE47%

STRONG22%

WEAK31%

20

Strong performers tend to be smaller in size and have a high level of channel integration

Q9. How would you describe the customer experience your organisation currently delivers across touchpoints? Please use a scale of 0 to 10 where 0 is Extremely poor and 10 is an ExcellentBase: All respondents n=235

ORGANISATION PROFILE

STRONG22%

MODERATE47%

WEAK31%

<1,000 EMPLOYEES

1,000+ EMPLOYEES

FINANCIAL SERVICES

SERVICES

GOVERNMENT

1,000+ EMPLOYEES

CHANNEL INTEGRATION

STATUS

DRIVERS/BARRIERS TO

CHANNEL INTEGRATION

TECHNOLOGY

INVESTMENT

HIGH LEVEL OF

IMPORTANCE PLACED ON

CHANNEL INTEGRATION35%

LOW LEVEL OF

IMPORTANCE PLACED ON

CHANNEL INTEGRATION31%

LOW LEVEL OF

IMPORTANCE PLACED ON

CHANNEL INTEGRATION27%

ALL CHANNELS

INTEGRATED & CROSS

FUNCTIONAL18%

MOST CHANNELS

INTEGRATED & CROSS

FUNCTIONAL31%

LITTLE OR NO

INTEGRATION ACROSS

CHANNELS44%

BARRIERS

• OPERATIONAL EFFICIENCY

• BUSINESS GROWTH

• SINGLE VIEW OF CUSTOMER

• DATA/INSIGHTS

BARRIERS

• COMPETITIVE PRESSURES

• RESOURCES

• ORGANISATIONAL

BARRIERS

• REDUCE OPERATING COSTS

• RESOURCES

• TECHNOLOGY

DATA/INSIGHTS

• ORGANISATIONAL

41% DATA & ANALYTICS

22% POINT OF SALE/SERVICE

22% ERP

47% CRM

45% CRM

47% DATA & ANALYTICS

21

Strong performers report high levels of customer satisfaction and feedback, while

understanding that there are still opportunities to improve

Q10. Why did you give that rating for the customer experience your organisation currently delivers across touchpoints?Base: All respondents n=235

REASONS FOR CUSTOMER EXPERIENCE PERFORMANCE ACROSS TOUCHPOINTS

STRONG22%

MODERATE47%

WEAK31%

‘We have a high net

promoter score and positive

feedback from customers.’

CUSTOMER

FEEDBACK25%‘High customer

satisfaction score

year on year.’

‘We know we can do better

as more funds become

available our systems will

improve.’

OPPORTUNITIES

TO IMPROVE16% BUSINESS

GROWTH9%‘We have great customer

relations, outstanding retention

and repeat business.’

‘The experience could

be improved across

some touch points.’

‘There is always room for

improvement but we

currently have an issue with

consistency of information.’

‘Our service is

excellent just not

timely.’

OPPORTUNITIES

TO IMPROVE30%LACK OF

INTEGRATION15%

‘Our channels are not integrated, with many

different forms of communication going out

through various teams and we do not have a

360 degree view of the customer experience.’

‘We are very good in the contact

centre but we are let down by

other areas of the business.’

LACK OF

INTEGRATION23% INCONSISTENT

SERVICE11%‘We try our best but

technology implementation

is not up to scratch.’

‘Technology and systems

hamper the delivery of

excellent customer service.’

OPPORTUNITIES

TO IMPROVE18%

‘Overall positive

customer comments,

with limited yet clear

areas to improve.’

CUSTOMER

FEEDBACK14%‘We need better integration and knowledge at all

touchpoints to better know where the customer has

been and what they have completed so we can

better look after their needs.’

‘We have very

few customer

complaints.’

WHERE TO NEXT?

23

Analytics is the number one priority for organisations that are increasing their budget in

the next three years

Q23. Will the budget for channel strategy increase, decrease or remain the same in 3 years time? Please specify estimated percentage increase/decreaseBase: All respondents n=235

TECHNOLOGY BUDGET

CHANGE IN BUDGET

NEXT 3 YEARS

36%INCREASE

9%DECREASE

55%STAY SAME

47%FIN. SERVICES

57%DISTRIBUTION

KEY PRIORITY AREAS

ANALYTICS

ORGANISATIONAL

INTEGRATION

75%

66%

64%ORGANISATIONAL71%

24

. .

. .

. .

. .

Organisations are investing in CRM and Data & Analytics technologies to enable the

increase in channel deployment and focus on optimisation and analytics

Q21. Which of the following technology platforms does your organisation plan to upgrade or deploy in the next 12 months to support your channel integration strategy?Base: All respondents n=235

TECHNOLOGY INVESTMENT

16%POINT OF

SALE/SERVICE

10%OTHER

CUSTOMISED

SOLUTION

12%ENTERPRISE

RESOURCE

PLANNING (ERP)

13%ORDER

MANAGEMENT

18%ECOMMERCE/

DIGITAL

25%CALL CENTRE39%

DATA & ANALYTICS

44%CUSTOMER RELATIONSHIP

MANAGEMENT (CRM)

TECHNOLOGY FOCUS OF LEADING ORGANISATIONS IN NEXT 2 YEARS

‘Mobile self service push

technology.’

Head of Contact Centre of

Communications organisation

‘More online options for customers

and investment in technology that

replicates the face to face

experience but in an online

environment.’

Director of Government organisation

‘CRM and data analytics to provide a

proactive and personalised service delivery.’

Strategy Director of Communications organisation

‘Creating omni-channel customer experiences,

artificial intelligence to support self service

interactions, and mobile development.’

CCO of Financial Services organisation

‘Establish automated systems

to self review, analyse and

place an order without

intervention of sales personnel.’

CFO of Industrial/Manufacturing

organisation

‘Integrating all systems (namely legacy), to provide a single view of

clients for all of the business. Trends will be to identify future proofing

what we currently design as much as possible, and continuing to

involve our clients in the journeys for real time solutions.’

Head of Contact Centre of Government organisation

‘Integrating wearable and implantable technology,

and associated data, to customisation and

personalisation of experience.’

Strategy Director of Services organisation

‘Integration of data from biometrics and

wearables into data on Customer

Experience and Interactions.’

Divisional Manager of Communications organisation

‘Providing a seamless customer

experience across all methods of

delivery.’

General Manager of Distribution

organisation

‘Mobile technology and connectivity with

core business platforms.’

Head of Contact Centre of Financial Services

organisation

‘Greater integration. Better analytical and predictive methods.

Multiplatform - common look and feel - access points.’

Divisional GM of Financial Services organisation

‘E-commerce/online transactions and

systems integration to reduce/eliminate

manual handling of data.’

General Manager of Services organisation

ANALYST INSIGHTS

27

ORGANISATIONS ARE

COMMENCING THEIR

JOURNEY TO CHANNEL

INTEGRATION

Channel integration must deliver to business

efficiency and customer experiences that are

personalised, responsive and optimised to the

device.

Organisations have commenced the journey to

channel integration by understanding their

customers and evaluating the potential impacts on

channel integration including technology, culture

and data.

There is a focus however, to firstly optimise the

existing channels, technology and data analytics

capability before progressing further with

integration.

85%CUSTOMER EXPERIENCE

89%BUSINESS EFFICIENCY

% FULLY OR

PARTIALLY

COMPLETED:

69% 70% 58%60%62%

CUSTOMER

JOURNEY MAP

EVALUATE

TECHNOLOGY

EVALUATE

DATA

IDENTIFY CULTURE

BARRIERS

BUSINESS

CASE

OPTIMISATION ANALYTICS ORGANISATIONAL INTEGRATION

PRIORITIES 69% 67% 39%60%

28

MOBILE, ONLINE AND

VOICE THE KEY PRIORITIES

FOR CHANNEL

INTEGRATION

As organisations progress to an integrated channel

environment, there is a trend towards

consolidating multiple disparate systems into a

single platform.

The mobile channel in particular, is expected to

have the biggest shift in priority for channel

integration over the next 12 months, and therefore

mobile user experience design is of utmost

importance for organisations.

DISPARATE SYSTEMS SINGLE PLATFORM72% 48%SHIFT IN NEXT 12 MONTHS

26% INTRODDUCE CHANNEL

62% INCREASE INVESTMENT

57% WILL INTEGRATE

52% INTRODDUCE CHANNEL

83% INCREASE INVESTMENT

71% WILL INTEGRATE

34% INTRODDUCE CHANNEL

57% INCREASE INVESTMENT

54% WILL INTEGRATE

Mobile, online and voice are

the three priority channels

for growth, investment and

channel integration over the

next 12 months.

29

TECHNOLOGY AND DATA

ANALYTICS THE KEY TO

ENABLING CHANNEL

INTEGRATION

Along with resource issues, the main barriers to

channel integration relate to technology and

data/insights issues.

In light of this, technology budgets are set to

increase, with organisations investing in CRM, data

& analytics and call centre technologies to enable

the expected increase in channel deployment,

integration and focus on optimisation and

analytics.

BARRIERS71%RESOURCES DATA/INSIGHT

57%TECHNOLOGY

63%

36%INCREASE

IN BUDGET$ 44%CRM

39%DATA &

ANALYTICS

25%CALL CENTRE

TECHNOLOGY

PLATFORM

INVESTMENT

Organisations that are increasing

their budget and strong CX

performers are focusing their

technology investment on analytics.ANALYTICS

APPENDIX

31

Channel Definitions

CUSTOMER INTERACTION CHANNEL DEFINITION

IN PERSON AT A BRANCH OR OFFICE WENT INTO THE PHYSICAL STORE / BRANCH OFFICE AND SPOKE TO A REPRESENTATIVE IN PERSON

CALL TO A LIVE CONSULTANT PERSON ANSWERING PHONE

CALL TO AN IVR INTERACTIVE VOICE RESPONSE OR AUTOMATED TOUCH TONE PHONE

CLICK TO TALK A REQUEST BY THE CUSTOMER FOR A LIVE CONSULTANT TO CALL THEM ON A SPECIFIED PHONE NUMBER BY CLICKING ON A BUTTON ON A WEBSITE

CALL USING VOIP TO A CONSULTANT E.G. SKYPE CALL

CALL TO A SPEECH RECOGNITION SYSTEM AUTOMATED COMPUTERISED VOICE

SELF-SERVICE USING THE WEBSITE ONLINE FORMS AND APPLICATIONS ON THE WEBSITE

COMPANY SOCIAL MEDIA SITE CUSTOMERS HAVE INTERACTIVE DIALOGUE WITH A CONSULTANT VIA SITES SUCH AS FACEBOOK, TWITTER OR BLOGS

WEB CHAT CUSTOMERS CAN CHAT LIVE USING TEXT ONLINE WITH A CONSULTANT IN REAL TIME

INSTANT MESSAGING WITH A CONSULTANT E.G. SKYPE, MSN MESSAGING, OTHER

VIDEO: CALL TO A LIVE CONSULTANT USING VIDEO CUSTOMERS INTERACT WITH AND VIEW CONSULTANT VIA VIDEO AND INTERNET

EMAIL MAY BE AN AUTOMATED REPLY OR RESPONDED TO BY A CONSULTANT

LETTER SEND A LETTER IN THE MAIL TO AN ORGANISATION

FACSIMILE INTERACT WITH AN ORGANISATION BY SENDING DOCUMENTATION VIA FACSIMILE

MOBILE APP CUSTOMERS INTERACT THROUGH A MOBILE APPLICATION ON THEIR SMART PHONE

SMS OR MMS TEXT OR PICTURE MESSAGING

32

About Fifth Quadrant

Established in 1998, Fifth Quadrant is a Customer Experience Strategy, Design, Research and Innovation management consulting and analyst organisation. We provide management consulting, customer experience design and innovation, service industry research and customer research services to Australian and global blue chip organisations. Fifth Quadrant has one of the largest bodies of customer experience related research in Australia.

Some of our clients include:

33

About Genesys

Genesys is the global market leader in omnichannel customer experience and contact centre solutions. Our customer experience platform and solutions help companies engage effortlessly with their customers, across all touchpoints, channels and interactions to deliver differentiated customer journeys, while maximising revenue and loyalty.

Over 3,500 successful customers tell the story best. Here are a few.

Powered by the Genesys Customer Experience Platform, our solutions enable businesses to intelligently manage interactions and improve customer satisfaction. That makes it easier than ever to align customer experiences with the perceived values they deliver - greater loyalty to the brand and higher revenue to the business.

34

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Use of any part of this publication that may result in commercial or competitive advantage against the publisher is not permitted.

The information contained in this report is based on extensive primary and secondary research. Whilst we believe the information to be reliable and a reflection of the current status, we are not in a position to guarantee the results. This report is provided on the understanding that the company, its servants and agents are not responsible for the results of any actions taken by our client or any other person on the basis of this report, nor for any error or omission in the report.

Fifth Quadrant Omni-channel Experience Strategy Insights Report.

© Fifth Quadrant Pty Ltd (Published 2015)

This report is a licensed product and is not to be photocopied.

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